Podcasts about cios

No podcast ‘Notícia No Seu Tempo’, confira em áudio as principais notícias da edição impressa do jornal ‘O Estado de S.Paulo’ desta segunda-feira (21/09/2026): Gravações de câmeras de segurança mostram que empresários investigados pela participação no escândalo do INSS discutiram abertamente como esconder dinheiro e até a “volta aos negócios” um mês após serem alvo de buscas e apreensões da Polícia Federal (PF), informam Luiz Vassallo e Jenne Andrade. O Estadão teve acesso a 30 minutos de imagens e áudios gravados no dia 22 de maio de 2025 por um equipamento instalado no apartamento de Anderson Cordeiro Vasconcelos em Alphaville, em Santana de Parnaíba (SP). Anderson foi alvo da Operação Sem Desconto, que investiga associações que teriam desviado R$ 6,2 bilhões diretamente da folha de pagamento de milhões de aposentados. Procurada, a defesa afirmou desconhecer os vídeos e disse que quem vazou as gravações cometeu crimes. Política: Impeachment de ministros do STF une rivais que disputam Senado por SP Economia: Analistas montam ‘carteira Lula’ e ‘carteira Flávio’ para investimentos Metrópole: Governo Lula zera verba específica de ensino integral e prioriza Pé-de-Meia Internacional: Extrema direita avança e chanceler fala em ficar no cargo após ‘desastre’ See omnystudio.com/listener for privacy information.

Comer tomate faz bem ao cérebro. Estudo publicado na revista Antioxidants, sugere que o consumo de tomate pode favorecer a função cognitiva e modular a conectividade cerebral em adultos saudáveis de meia-idadeSee omnystudio.com/listener for privacy information.

Grocers are investing heavily in electronic shelf labels, but what happens when the hardware is in place and the software can't keep up with the complexity of grocery pricing? In this edition of 5 Insightful Minutes, Kim Schneider, VP of Sales for Vestcom North America Retail at Avery Dennison, joins Ben Miller and Chris Walton to explain why the key to maximizing shelf-edge technology investments starts with the software behind the labels. Kim breaks down why Vestcom's expertise goes far beyond paper shelf tags, and how its storeLink software acts as a central brain for managing the complex data, pricing rules, promotions, and operational demands of the grocery shelf edge. She explains why going digital doesn't eliminate the challenges of retail execution, especially when grocers are managing a combination of paper and electronic shelf labels, and how intelligent software can help retailers protect their ROI, avoid vendor lock-in, and maintain accurate pricing across every store. Key Topics Covered: • Why electronic shelf labels are only as effective as the software behind them • How Vestcom's 40 years of shelf-edge expertise informs its technology solutions • Why grocery pricing data is so complex • How storeLink manages pricing, promotions, and shelf-edge data • The operational challenges of balancing paper and digital shelf labels • Why going digital doesn't automatically eliminate pricing and execution issues • How software can act as a single source of truth across paper and digital labels • Why hardware-agnostic software helps retailers avoid vendor lock-in • How retailers can protect the ROI of their ESL investments • The hidden operational costs of pricing errors and sync failures • How storeLink proactively identifies data issues, layout errors, and offline tags • Why software should never be an afterthought in an ESL rollout • What grocery CEOs and CIOs should consider before investing in digital shelf labels Read Kim Schneider's article: https://www.linkedin.com/pulse/could-esl-blindspot-sabotage-your-roi-kim-schneider-uaxdc/?trackingId=UdhUmpfGRGlt8s4B9EO%2Frg%3D%3D Music by hooksounds.com Sponsored Content

FAÇA SUA INSCRIÇÃO PARA O VIVER DE RENDAABRA SUA CONTA NA COINBASESerá que o mercado de alta já começou?Depois de romper a região dos US$ 60 mil e se aproximar dos US$ 80 mil, a maior criptomoeda do mercado voltou a despertar o debate entre investidores: os ciclos de quatro anos ainda conseguem explicar seus movimentos ou o mercado está entrando em uma nova fase?Com a chegada dos ETFs, das Bitcoin Treasury Companies e de novas formas de exposição ao ativo, o Bitcoin parece cada vez mais integrado ao mercado financeiro tradicional.Mas, diante desse processo de amadurecimento, ainda faz sentido manter a custódia própria? Quais são as alternativas para quem está começando e como o investidor pode equilibrar segurança, praticidade e exposição ao ativo?O que realmente representa uma ameaça para quem investe em Bitcoin — e quais oportunidades podem surgir à medida que a criptomoeda conquista espaço entre instituições, empresas e investidores de todo o mundo?Além dos riscos regulatórios e da computação quântica, até que ponto a inteligência artificial pode impactar a segurança do ecossistema e o futuro do mercado de criptoativos?Para responder estas e mais perguntas, convidamos Gustavo Gomes, Fernando Ulrich e Felipe Santana para o episódio 316 do podcast Os Sócios.Falaremos sobre o Bitcoin e o mundo cripto, sua relevância crescente para a economia, riscos regulatórios, autocustódia, estratégias e muito mais.Ele será transmitido ao vivo nesta quinta-feira (17/09), às 12h, no canal Os Sócios Podcast.Hosts: Bruno Perini @bruno_perini e Malu Perini @maluperiniConvidados: Guilherme Gomes @oranjebtc, Fernando Ulrich @ulrich.fernando e Felipe Santana @felipetherSua marca no podcast Os Sócios: publicidade@timeprimo.com

Strong execution might earn results, but it doesn't automatically build influence. In this episode of ThinkCast, Gartner Vice President Analyst Rob O'Donohue explains why CIOs can no longer afford to leave their leadership brand to chance. From understanding the difference between brand and reputation to diagnosing when a reset is needed, Rob shares a practical "4D" Framework to help leaders intentionally shape how they're perceived and trusted across the organization.   You'll learn: Why "doing a great job" is no longer enough to build executive influence The difference between brand and reputation, and why both matter The three events that signal it's time for a leadership brand reset How CIOs can use feedback, GenAI and behavior change to strengthen their reputation What it takes to turn a desired leadership brand into a lasting perception Dig deeper: Become a client to learn more about building your brand Join us at Gartner IT Symposium/Xpo™ See why Gartner is the world authority on AI   Timestamps: (00:00) Understanding the difference between brand and reputation (03:44) The 4D Framework for shaping executive perception (08:53) How GenAI can help strengthen your executive brand (12:00) Identifying gaps between perception and reality (18:36) Turning your brand strategy into daily habits (22:10) Why reputation changes more slowly than behavior (24:22) How to protect and sustain your executive reputation (27:16)The first step to building a stronger executive brand  

O que a Bíblia pode ensinar a um empresário sobre liderança?No PodAcelerar #202, recebi Deive Leonardo para uma conversa sobre fé, liderança, sucesso, família, propósito e os desafios de quem carrega grandes responsabilidades.Neste episódio, Deive fala sobre Jesus como referência de liderança, sobre a formação de pessoas, humildade, caráter e os perigos que podem surgir quando o sucesso cresce mais rápido do que quem está por trás dele.A conversa também entra em uma realidade que muitos empresários conhecem: pressão, problemas, decisões difíceis e momentos em que parece que todo o esforço não está levando a lugar nenhum.Você vai entender como fé e liderança se conectam, por que caráter importa ainda mais quando o sucesso chega, o papel da família durante o crescimento, como lidar com momentos de adversidade e por que um líder precisa aprender a servir e desenvolver outras pessoas.E uma das mensagens mais fortes deste episódio é para o empresário que está cansado de tentar: continue cavando poços.Porque talvez o problema não seja onde você está. Talvez seja parar antes de encontrar aquilo que está buscando.Inscreva-se no PodAcelerar para acompanhar novos episódios sobre empreendedorismo, liderança, gestão empresarial, vendas, negócios, família e desenvolvimento pessoal.Conquiste até 5 anos de lucros e resultados em até 12 mesesClique no link para saber mais sobre o Acelerador Empresarial: https://www.aceleradorempresarial.com.br/youtubep3/

Lutz veste Insider

Neste episódio, o jornalista Thomaz Gomes conversa com Ben Soltoff, Entrepreneur in Residence (EIR) Martin Trust Center do MIT Entrepreneurship, logo após sua aula sobre como construir startups de clima e energia no Energy Summit. Ben explica por que frameworks tradicionais de empreendedorismo, como o Lean Startup, não dão conta sozinhos dos desafios do setor: prazos longos, alta necessidade de capital, interação constante com governos e grandes empresas, além da exigência de medir impacto. É desse diagnóstico que nasce "Disciplined Entrepreneurship for Climate and Energy Ventures", livro que ele coescreveu e que adapta para o setor o framework de 24 passos desenvolvido no MIT, com estudos de caso reais de empresas em cada etapa. A conversa também passa pelas impressões de Ben sobre o ecossistema brasileiro de empreendedorismo em energia, pelo mito de que é preciso "nascer" empreendedor para ter sucesso e por que, na sua visão, substância técnica e relacionamento de longo prazo valem mais do que carisma de palco nesse setor. Por fim, ele deixa um recado direto aos empreendedores brasileiros sobre o momento da transição energética. O podcast é um oferecimento do Energy Summit.

AI is top of mind for everyone in the investment business. Our Summits are abuzz with curiosity about what others are doing. I asked 8 CIOs to share how they're using AI today, including what's working and what isn't, the tools they've adopted, and where they're headed next. They range from a single-family office with one investment professional to one of the largest pension funds in the world with thousands. What emerged is a range of use cases — from using AI as a personal productivity tool, to changing investment workflows, organizing institutional knowledge, improving decisions, and ultimately trying to generate alpha. You'll also hear some consistency in the tools currently used and different views on how far AI should go in the investment process. Featured in this interview: Abby Barlow, CIO of Westwood Management Laura Hill, CIO of Advocate Health Brian Sugrue, CIO of Shannonbridge Jenny Heller, President and CIO Brandywine Group Advisors John Lawrence, President of Rice Management Company Matt Bank, CIO of GEM Kristin Kallergis Rowland, Global Head of Alternative Investments for J.P. Morgan Asset & Wealth Management Jon Webster, Senior Managing Director and COO of Technology & Operations at CPP Investments Try ALEX by Admired Leadership. Learn More Follow Ted on Twitter at @tseides or LinkedIn Subscribe to the mailing list Access Transcript with Premium Membership Editing and post-production work for this episode was provided by The Podcast Consultant (⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://thepodcastconsultant.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠)

David Morehead is one of the most respected CIOs in the endowment fund world as Chief Investment Officer at Baylor University, overseeing its $2.6BN endowment. Before joining Baylor in 2011, he was a senior portfolio manager at several Chicago hedge funds, investing across corporate securities, distressed debt and public and private energy. AGENDA: 04:00 The Portfolio Construction of a $2.6 Billion University Endowment? 09:00 Why We Spend More Time on Porfolio Construction Than Manager Selection? 14:00 Should LPs Back VC's Biggest Names or Find the Next Breakout Manager? 21:00 How Baylor Made Millions in the SaaSpocalypse? 26:00 Are Public Markets a Casino or Are Private Valuations the Real Fiction? 34:00 How Do You Buy a Market Crash Without Catching a Falling Knife? 49:00 Would You Fire a Fund Manager Who's Making You Money? 57:00 Could the Backlash Against Data Centres Derail the AI Boom? 01:02:00 Which Asset Class Is Overhyped—and Where Is the Next Big Opportunity?  

ENTRE NA LISTA DE ESPERA DO VIVER DE RENDAABRA SUA CONTA NA COINBASESimplifique seu IR com a myprofitQual a melhor estratégia para investir: ter uma carteira mais conservadora, buscando investimentos mais "seguros", ou uma carteira mais arrojada, com maior exposição ao risco?

A maravilhosa história de dois ouvintes com entrada direta no inferno.

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

A fotografia em 2026 está vivendo movimentos aparentemente contraditórios: a IA entra definitivamente no fluxo de trabalho, enquanto cresce o interesse pelo físico, pelo presencial, pelas câmeras compactas e por experiências que acontecem fora da tela.No C.A.O.S. Fotográfico, Leo Saldanha comenta algumas das notícias, movimentos e oportunidades que estão mexendo com o mercado.Nesta edição: Palco 2026 e a construção de autoridade através dos FotoTalks; o reposicionamento da comunidade para o Essencial; novas oportunidades em prêmios, bolsas e editais; a rejeição às imagens sintéticas em alguns segmentos; os princípios de marketing da Apple aplicados à fotografia; o interesse dos jovens por câmeras compactas; novidades de Canon, Fujifilm, smartphones e impressão; além de casos de fotógrafos transformando acervo, vídeo, drone e conhecimento em novos modelos de negócio.Mais do que acompanhar lançamentos, o C.A.O.S. procura entender o que essas mudanças significam para quem vive da fotografia.Porque talvez a questão mais interessante de 2026 não seja se a IA vai mudar a fotografia. Isso já aconteceu. A questão agora é onde o fotógrafo ainda consegue criar valor, diferenciação e relevância.Todos assuntos mencionados estão aqui: https://www.enfbyleosaldanha.com/postsPalco 2026: https://www.enfbyleosaldanha.com/post/palco-2026-fotografos-foto-talksLivro Marketing para Fotógrafos: https://www.enfbyleosaldanha.com/post/marketing-para-fotografos-2026-livro-atualizadoMAPA R.U.M.O.Para quem quer uma leitura individual do momento atual do negócio e orientação sobre onde concentrar energia, oportunidades e próximos passos.

When AI makes everyone a software builder, who governs what gets built? In this episode of Technovation, Peter High speaks with Thomas Kinsella, Co-Founder and COO of Tines, about the rise of “wild code”: invisible and ungoverned agents, automations, scripts, and workflows spreading across the enterprise. Kinsella explores how CIOs can encourage AI experimentation while creating the visibility, security, and controls required at scale. Key topics include: How “wild code” is changing enterprise AI governance Why governed AI needs a productive “paved path” When deterministic automation beats AI agents Where human judgment belongs in intelligent workflows How workflows can evolve based on real-world decisions This episode is presented by ElevenLabs — Bringing technology to life. Learn more at elevenlabs.io This episode is also presented by Retool — Build internal software better, with AI. Learn more at retool.com

* note - the podcast starts 30 seconds into this file - In late August, Jon returned to the CRMKonvos hot seat for an open discussion of what's working in enterprise AI, and what's not. Top of the agenda: what about the gap between high performing enterprises, and all other AI adopters? Can it be closed? Why are enterprise CEOs often less clued into real AI success than the CIOs and CFOs that work for them? Why does the architecture around AI make such a difference? The audience had questions for Jon also - this sets up another great AI debate with Michael Wu on CRMKonvos in October. See the full CRMKonvos video collection on YouTube at https://www.youtube.com/@crmkonvos.

*** note - the podcast starts 30 seconds into this file *** - In late August, Jon returned to the CRMKonvos hot seat for an open discussion of what's working in enterprise AI, and what's not. Top of the agenda: what about the gap between high performing enterprises, and all other AI adopters? Can it be closed? Why are enterprise CEOs often less clued into real AI success than the CIOs and CFOs that work for them? Why does the architecture around AI make such a difference? The audience had questions for Jon also - this sets up another great AI debate with Michael Wu on CRMKonvos in October. See the full CRMKonvos video collection on YouTube at https://www.youtube.com/@crmkonvos.

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

Pesquisadora e autora Bella DePaulo, que tem se dedicado a estudar a vida de pessoas solteiras, compartilha suas descobertas em entrevista à BBC.

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

Histórico de 10 anos mostra que setembro registra, em média , alta de 2,3% na arroba do boi

ENTRE NA LISTA DE ESPERA DO VIVER DE RENDA: https://r.vocemaisrico.com/cb950398e4Você já se perguntou como surgimos, ou o que realmente nos torna humanos?De Charles Darwin aos dias de hoje, a teoria da evolução mudou para sempre a forma como entendemos a vida na Terra. Mas o que é evolução, afinal? E o que diz, de fato, a seleção natural? Por que ela não significa "sobrevivência do mais forte", mas sim "do mais adaptado"?Da origem da vida às grandes extinções em massa, o planeta guarda registros fascinantes de como espécies surgiram, dominaram e desapareceram. Dos dinossauros à megafauna, dos "elos perdidos" às espécies humanas que já existiram antes de nós, cada descoberta revela mais sobre os "experimentos" da natureza e sobre nossa própria origem.Mas a evolução não parou no passado: ela explica também o presente. Por que temos certas emoções? Somos naturalmente monogâmicos ou isso é imposição cultural? Até que ponto o livre-arbítrio existe, ou nossas decisões são, na verdade, determinadas por processos biológicos moldados ao longo de milhões de anos?E o futuro? A evolução ainda está em curso? A inteligência artificial pode impactar nossa própria biologia? E será que, um dia, a ciência vencerá o envelhecimento e a morte?Para responder estas e muitas outras perguntas, convidamos o Dr. Alberto Lindner, biólogo, mestre em Zoologia pela USP e doutor em Biologia pela Duke University, para o episódio 313 do podcast Os Sócios. Falaremos sobre Darwin e a teoria da evolução, extinções e espécies extintas, ancestrais humanos, biologia do comportamento e muito mais.Hosts: Bruno Perini @bruno_perini e Malu Perini @maluperiniConvidado: Alberto Lindner @betolindner

"Porém Samuel disse: Tem porventura o Senhor tanto prazer em holocaustos e sacrifícios, como em que se obedeça à Palavra do Senhor? Eis que o Obedecer é melhor do que o sacrificar; e o atender melhor é do que a gordura de carneiros.Porque a rebelião é como o pecado de feitiçaria, e a obstinação é como iniquidade e idolatria. Porquanto tu rejeitaste a Palavra do Senhor, Ele também te rejeitou a ti, para que não sejas rei." I Samuel 15:22-23

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

Mala Gestión son los padrinos de nuestra nueva sección, "El Tesoro oculto", en la que cada semana, distintxs invitadxs nos desvelarán esa canción especial y/o esa canción que no tuvo la repercusión que merecía. En este podcast Pablo, bajista de Mala Gestión, elige "Flaqueza", de Johnny B. Zero y Héctor, batería, "Tunnel of love", de Dire Straits. Aparte, repasamos novedades nacionales con Corizonas, Levitants, Marina Domínguez, Lori Meyers, Love Of Lesbian, Junio, Puño DragónLOVE OF LESBIAN, ANDIE GAGO - Ámame lindo (oda a la antropofagia)MORREO - Fuerza brutaLORI MEYERS - Tus AmigosMARINA DOMÍNGUEZ - En Todas PartesLEVITANTS - True Crime NUEVOS VÍCIOS, MALA GESTIÓN - Normalmente MejorEl "Tesoro Oculto" de Mala Gestión: JOHNNY B. ZERO - Flaqueza DIRE STRAITS - Tunnel Of LoveCORIZONAS - Caramelo EnvenenadoPUÑO DRAGÓN - Fogonazo RápidoLAAZA, ZAHARA - MinifaldaNADIE PATÍN - Por Si Mañana Me MueroJUNIO - AzulEscuchar audio

Check out Gartner Symposium: https://cxo.news/KGg8XY========More than 90% of the code at Snap is now written by AI agents, and a code review agent checks most of it within ten minutes. Saral Jain, SVP, Head of Engineering and CIO at Snap Inc., built the system that makes that safe for nearly a billion monthly users. He explains the golden path of 14 managed agents, the guardrails that account for more than half of the investment, and why accountability still rests with a named human for every change that ships.YOU'LL DISCOVER✅ Why Snap funds 14 blessed agents on a golden path instead of letting every team build its own✅ How Casper turns a Slack conversation into a sandboxed pull request that CodePal reviews before a human sees it✅ Why more than half of Snap's agent investment goes into evals, code review and rollback rather than into building✅ The risk-tiering test that separates an internal dashboard from a privacy-sensitive change✅ Why Saral says the risk is not AI-generated code, it is unowned code✅ How Snap measures value on outputs, with commits up 75% year over year and severe outages down 57%✅ Why context beats model 100 out of 100 times, and what context actually means inside a 15-year-old codebase✅ Four pieces of advice for CIOs, ending with why adoption has to start at the top⏱️ TIMESTAMPS0:00 Agents write the code, engineers own it7:17 Agents as teammates with defined personas12:52 Systems for agents, features for humans16:09 How Snap governs thousands of agents22:39 Invest in guardrails before building agents29:46 Output metrics and the coordination tax33:08 Context you can give, judgment you cannot38:14 The risk is unowned code44:58 Working with unpredictable AI systems47:13 Agents beyond engineering, and human skills50:24 Token spend and model routing52:35 Advice for leaders and the risks aheadSubscribe for weekly conversations with leading business and technology leaders.Get the CXOTalk newsletter: https://newsletter.cxotalk.comShow notes, transcript, and summary: https://www.cxotalk.com/episode/snap-agentic-ai-software-development-at-scaleEpisode 929 | Recorded August 21, 2026#CXOTalk #AgenticAI #SoftwareDevelopment #EngineeringLeadership #AICodeReview #Snap #CIO #AIGovernance #DeveloperProductivity #snapchat

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

Chegou a hora de renovar o seu feed com o giro semanal das notícias mais bizarras, curiosas e importantes do cinema, streaming, cultura pop e tecnologia!

Inauguramos temporada 2026/2027 con las novedades recién llegadas de parte de Olivia Rodrigo, Interpol, Blossoms, The Warning, Hermanos Gutiérrez, Leon Bridges, Laaza, Morreo, Underscores... y Alanis Morissette con "Ironic", como el clásico del día. INTERPOL - Wake UpBLOSSOMS - Additional Driver (feat. Declan McKenna)NUEVOS VÍCIOS, MALA GESTIÓN - Normalmente MejorTHE WARNING - Bite My TongueHERMANOS GUTIERREZ - Los AndesDAHI - How To Pray (ft. Kendrick Lamar, Amber Mark)LEON BRIDGES - Talk It OverLAAZA, ZAHARA - MinifaldaJULIA JACKLIN - The Hardest ThingJAIN - Fam (ft. Meryl)OLIVIA RODRIGO - Serena JoyALANIS MORISSETTE - Ironic (2015 remaster) (Clásico del día)UNDERSCORES – Unlimited LoveMORREO - Fuerza brutaNADIE PATÍN - Por Si Mañana Me MueroBONOBO, NICOLE MIGLIS - Talk to MeEscuchar audio

Am 17. September trifft sich die Versicherungsbranche in Köln zum Versicherungsdialog – Motto: „Zukunft denken, Fortschritt schaffen". Herbert Jansky spricht vorab mit gleich vier Gestaltern des Events: den BearingPoint-Partnern Thorsten Vogel (IT/Kernsysteme), Sven Gerhardus (Vertrieb & Marketing), Dominik Testrut (Operations) und Carsten Erler (Finance & SAP).Im Talk: Warum die drängende Frage nicht mehr „ob", sondern „wie tief" KI Versicherungsprozesse verändert, wie realistisch echte Dunkelverarbeitung mit Automatisierungsquoten von bis zu 99 Prozent wirklich ist, warum die S/4HANA-Migration nur ein Zwischenschritt Richtung Cloud ist, und weshalb der Ausschließlichkeitsvertrieb trotz Maklerboom keineswegs am Ende ist. Plus: Einblicke in aktuelle BearingPoint-Studien (Kaleidoskop, Zero Lead Waste) und was CIOs, CFOs und Vertriebsvorstände konkret vom Versicherungsdialog mitnehmen sollten.Schreibt uns gerne eine Nachricht! Jetzt mit dem Code "Monday" 10% auf Deinen Plaud Pro sichern!Folge uns auf unserer LinkedIn Unternehmensseite für weitere spannende Updates.Unsere Website: https://www.insurancemondaypodcast.de/Du möchtest Gast beim Insurance Monday Podcast sein? Schreibe uns unter info@insurancemondaypodcast.de und wir melden uns umgehend bei Dir.Dieser Podcast wird von dean productions produziert.Vielen Dank, dass Du unseren Podcast hörst!

In this episode of Shift AI, Sabina Anja, Chief Technologist at VMware by Broadcom, joins host Boaz Ashkenazy for a wide-ranging conversation on why private, flexible infrastructure is becoming the foundation enterprises need for the agentic era.Sabina makes the case that most infrastructure and security thinking was built for a world where humans approve every step, and that world is already gone. An assistant waits for you. An agent, in her words, gets set loose and just goes. So what happens when nobody notices an agent doing something it was technically allowed to do, but shouldn't have? Sabina has a way of thinking about that question that most infrastructure teams haven't caught up to yet.This episode is for CIOs, CTOs, VPs of infrastructure, platform engineers, and security leaders who are trying to figure out what their environments need to look like before agents are running unsupervised inside them.Chapters[00:00] Welcome and introducing Sabina Anja[00:31] From Belgium to self-taught programmer: Sabina's first jobs[04:29] Why programming hygiene still matters with Cursor and Claude Code[06:24] Virtualization then and now: from vCPUs to vGPUs[08:52] What businesses are really asking for as AI costs spike[10:46] Inside NVMe tiering and the memory crunch[13:28] Private AI and the return of sovereign infrastructure[15:43] Data ownership, geopolitics, and the new value of stolen IP[17:48] Open source, small language models, and fit-for-purpose compute[20:59] Advice for CIOs: build flexible foundations, not two-year projects[24:40] Agents vs. assistants: why blast radius changes everything[27:26] Agentic security, guardrails, and the two words: platform matters, earned trustConnect with Sabina AnjaLinkedIn: https://www.linkedin.com/in/sabinaanja/Connect with Boaz AshkenazyLinkedIn: https://www.linkedin.com/in/boazashkenazy/Email: info@shiftai.fm

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

Dave Goyal, Founder and CEO of Think AI Corporation, is driven to Turn Disabilities into Unique Abilities by using technology to empower disabled entrepreneurs and help businesses unlock the value of their data. After contracting polio as an infant, Dave transformed physical limitations and early adversity into a passion for solving business problems, building companies, and giving back to society. Through Think AI, he helps manufacturing and healthcare leaders use data and AI to generate real-time insights, improve productivity, reduce costs, and create new opportunities for growth. In this conversation, Dave introduces The 3G AI Augmentation Framework—Gap: Where are we losing time, quality, ability, or capacity? Grow: Apply AI to augment people and improve that work. Glow: Institutionalize the solution so humans and AI collaborate effectively. Dave also shares how his private second brain and AI executive agents save him up to 80 hours per month, why human control and security must remain central to AI adoption, and how authority, trust, people, customers, and culture drive business growth. He also discusses his book, Real-Time Business Intelligence Mastery, and his vision for creating a venture studio for disabled entrepreneurs. — Turn Disabilities into Unique Abilities with Dave Goyal  Good day. Steve Preda here with The Management Blueprint. And today my guest is Dave Goyal, the founder and CEO of Think AI Corporation, which helps CTOs and CIOs in manufacturing and healthcare turn siloed data into real-time insights and automation, creating reduced downtime, increased efficiency, and going from weeks to days in project launches. Dave, welcome to the show.  Thank you for having me, Steve.  Well, I’m really curious to learn about you and your company, Think AI Corporation, but first I’d like to ask you about your personal why and how you are manifesting it in your business.  So thank you again, Steve. I’m really excited to be on your show. I’m in the data and AI business, and really tech innovation, for the last 30 years. In this particular company, Think AI, I have a partner, Manish Bhardia, and we both have been working very actively with Microsoft partners, the Microsoft ecosystem, and implementing data and AI solutions for midsize companies and manufacturing companies. You went on why, which is amazing.  My why: I’m a disabled entrepreneur. I have this hunger for building businesses. I’ve built nine businesses. We can talk about it later. And five of them were miserable failures in my books. Not all of them were that miserable, as I say. But five of them were failures, and I learned a lot from them. And I’m really motivated now to expand it further, to give back to small businesses.  We’ve been working with midsize and enterprise clients, but to midsize companies, and then motivate—I have a 15-year-old kid—so motivate young people and also small businesses to make use of the power of their own data and use and consume AI on a day-to-day basis. That’s my why.  Wow. So, to learn the power of their own data and use AI, why is this important to you?  The main reason is I am passionate about technology. Everybody is good at something. I am really good at solving business problems using technology. Being a disabled entrepreneur, I did not have a lot of luxury initially, even walking. Eventually, I started using braces, started going to different countries. So the passion became really the source of energy and motivation, and that passion is now going to a level where I want to motivate people like me who are disabled entrepreneurs and want to go into this kind of business. So my real passion is technology and giving back to society using technology, to sum it up.  Wow. So you mentioned this disabled entrepreneur. I’ve never heard this term. I mean, you talk about minority entrepreneurs, women entrepreneurs, you know, veteran entrepreneurs, and actually the government recognizes these categories, but I never heard about disabled entrepreneurs. So would you mind sharing a little bit about what happened to you and how you got into this entrepreneurship?  Sure, yeah. And that’s really good, by the way. I don’t see anybody else using that term but me, so probably I should keep it with me as a copyright term. Just joking on it. But having said that, every disability brings some kind of ability. That’s why sometimes they call it differently abled. When you have these abilities, you don’t know the source or the channels to use them. So, for example, blind people, they may have a lot of great listening power. That’s why they are into music most of the time.  Sometimes they have amazing reasoning and critical-thinking power, but they don’t know how to channel it, so they fight on a day-to-day basis with these issues. Bringing it back to me, I have polio. When I was six months old, I got hit by the polio virus. Initially, for a few years, I had to just lie down on the bed, had a lot of physical therapy. Then I was able to get up and sit, at least. Then my father was carrying me to school, and I could see the kids were going out and playing. I got beaten up because of that, too, because kids don’t understand. No fault of theirs that I’m not throwing the ball at them and they are playing.  And so that brought a lot of negativity in me. Eventually, my grandfather and my father helped me get over that, and I started channeling that into building businesses. So I started teaching music. I learned music through some of my friends. I started teaching music during my college days and started making money. And I had a blind friend, and he needed money because he was abandoned by his parents, so I had to help him out. I started making some money. I was doing well with my family, so I could just pay everything back to him. So that seed got planted there, and I didn’t know what to do back then, right?  Still a 14-, 15-year-old kid or a teenager, in this case. So I started getting into that mindset of, how about I build businesses for me and then start helping out the community? I’m still not there yet. I’m going towards helping that community. But I want to identify disability in three ways, not just physical. So those three are physical, but the bigger one is mental. A lot of people are really mentally blocked, and you see people, you know, “Oh, I can’t change anything in my life.” People die by suic*de. Kids get into depression. This is a form of disability, by all means.  I don’t think education, parents, and community are doing so much about that other than having a cliché thing that, “I was a victim of depression, so I’m doing that,” just to show off. But really, to help out the community in a methodical manner, that doesn’t exist. Second, physical disability, like I said, given by God sometimes, like war veterans and others, then you feel really limited. So what to do with that? And I come into that category, so I know that really well. Third is financial disability. So a lot of financial disability is in the mind, too. I’ve heard a phrase called, “You don’t die by hunger; you really die by indigestion.”  So you would find ways and means to make money even if you’re a completely disabled person. So I don’t think finance is an issue in general. So these three areas, to me, are the real disability areas. I’m obviously only working on one today, which is physical disability: how to identify the potential of people who can create something different within that limitation and then make a change in the world. So that’s the motivation. That’s my Life 2.0, where I’m moving now. Love it. Love it. So how did you have time to build nine businesses?  I started it in 1993, ’94, I believe, or ’95, I think. And they’re one at a time. Today I have about three. I sold one. And yeah, I did not have time. One of the big challenges when I built these three in the last six, seven, eight years, the biggest challenge I faced is I do not have time for working with customers, which I love to do—talking and listening to their business problems, solving those problems. I end up doing a lot of operational work.  Post-2020, and it’s a very blunt thing to say, people got lazy. They want to change jobs, make more money, do moonlighting, do multiple things, but not work hard like we did back in the days. And that kind of pushed all of us small businesses to do a lot more management of resources, especially human resources, in a distributed environment. I have teams in India, the Philippines, Canada. So that became a bigger challenge. But having said that, AI came as a savior. In the last 18 months, AI has changed quite a lot.  And if you don’t go into a debate of whether AI is good or bad, or you’re a skeptic or an enthusiast, AI can really help you if you really put together how it can help you. It should not replace you, but it should give you an additional helping arm. In my business, I started deploying C-suite. So I still have a VP of operations. My business partner is into sales. But then I started filling in other functions, like a fractional CFO, as an example. My fractional CFO is monitoring my top line and bottom line. I call him Felix. I have to give names to AI agents.  So Felix is actually looking on a weekly basis at what invoices are billed, if we have vendors or employees, what we need to pay, where our expenses are going, what’s the monthly or maybe six-month cash flow run. Are we within limits? Do we have borderline cash availability so that we can survive? So it started to do a lot of things. But not only that, because we are feeding our own data, our own mind, I have built my own second brain. It started to read off of that and started giving me insights that a human would not give me. And even if I hire a fractional CFO, he will only hear what I have to say, look into some of my books, and then give me some blanket suggestions.  Here, this is really tailor-made to our problems, our situation, and it worked phenomenally well. So I’m building that as a product now. It’s not done yet. Then I also deployed my own CMO called Sasha, and she started to look into my marketing angles, my branding, my voice, my identity. I love writing, but now AI can help me—not just create a blanket AI post or something, but really read how I write, what I write. So I create ideas. It helps me research, does a factual check on it. So I give 100 words. It can take those ideas and then expand into newsletter articles or a big campaign.  I can start building different case studies for our customers, proof of concept, building podcasts such as these. So this started freeing up—I only talked about two executives, and I have seven of them—but they started to help me free up my time. And believe it or not, I am getting about 40 to 60 hours, and in good months, about 80 hours per month. So 30 to 50% of my regular time is freed up. So that time is now going into this movement that I’m thinking about, which is disabled entrepreneurship.  Wow, that is impressive. So tell me a little bit about this. This is a podcast of frameworks. So do you have a framework for maybe launching an AI agent like that?  I definitely do, and I want you to expand on it. But in terms of what I have, I look into three things. Where is the gap in terms of human? Where I see either performance issues, quality issues, or availability and capacity issues. So what are those things which don’t hit my security side of things, don’t interact with my customer, and still help me in my operations? That’s the gap we look into. How can we use and fill that gap to grow what we need to work on? And then last, so I use three Gs with my last name, Goyal, right? So Gap to Grow to Glow.  So now how can we use this in our business to glow and create an environment where even humans can interact with this AI persona? So we are always big on human-in-the-loop or human-in-control with any AI solution. So it always starts with the gap. Where is the gap? Where is it taking time from one of the human sides of our team?  I like that. I like that you isolated those things which are less risky to develop, because I think a lot of people are held back by this idea that it’s a black box, you don’t know what you’re getting into, you don’t know what you don’t know, and it’s risky, and then they don’t do anything.  But you actually isolated that customer interaction is a risk you don’t want to live with right now, and security is another one you don’t want to, which, I mean, it’s obvious. But if those are not hurt, then really what is the risk you’re running? So I like it. So how do you fire up an AI agent like that?  So in terms of technology, I’m using a few things. I’m using Claude Code, the full Claude environment. So we build it off of that. Back in my days, I worked as a white-hat hacker, so the security angle we mentioned, I’m always so worried about hacking and security. So I have a completely isolated environment at my home on a Mac Mini, a really powerful Mac Mini, and that cannot go out on the internet and do things. And nobody can inject anything.  But then I still need to feed information to it, so I have another machine where the only job of that machine is to provide information to this system. So I have my own second brain mapped into Obsidian, which is a note-taking application, but it’s really organized. So I first fed all my knowledge. I’ve recorded lots and lots of audios and documents, and it has learned. So I built that system first, like Dave’s second brain. And my second brain has learned everything about me. Nobody can see it but me. That’s my initial basis, right?  After that, I built a working memory for my agents, for my company, and I’m doing it for one company at a time. Think AI is not completely live on the system, but Data & AI Studio is, which is a solo entrepreneurship business that I have. It is learning everything about that business as we speak. Even the transcripts from these podcasts and other places go into it, and it learns from it. There will be some insights which it will find, so it retains them. So Claude Code, Mac Mini, Obsidian—these are the basis. And then I’ve deployed my own personal models, like DeepSeek, and that is sitting locally on that machine.  So the model is local. The downside is it’s not getting updated, so I only update it when I feel that it’s right. Not risk, it’s really the downside. There’s no risk in it. So you’re not on the latest and greatest, but you don’t have to be on the latest and greatest all the time. So Claude Code is on the latest and greatest, but when we deploy, it may not apply certain features that Claude Code is making available. And that’s fine. That’s the risk I’m taking. That’s the trade-off I’m taking. And the system is working great for the last six months.  In the last 18 months, even though I started AI about 28, 30 years ago, the last 18 months is when I learned the new-age AI, and the last six months is when I started building this in an iterative manner. And it is pretty stable now. It can do a lot of things like I mentioned. So your agents are running on your Mac Mini off the grid?  Yes.  And then you’re feeding information with another computer to it to essentially give them the raw material from which they can build stuff, right?  Right. A good example there, if I may expand: we use QuickBooks in our accounting system. It cannot read QuickBooks directly, but we, being a Microsoft partner, understand technology. I can write a job which can push data into the Mac Mini. It doesn’t read off of it. My Mac Mini, which has the agent, doesn’t know where that data has come from. It has the data, so it’s already synthesized.  It cannot communicate with others. So that’s the calculated risk we take, right? Getting the data from one angle, one way, and then it’s synthesizing and analyzing data and getting insights out of it. So that’s the balance of systems that I have.  I love it. That’s very clever. And what is your main business anyway? Because you talk about three businesses right now. What is your core business? What is your flagship business?  The flagship business is Think AI. It’s a consulting organization, a three-time Inc. 5000 winner in terms of growth. We have our own team, but then we also use a lot of vendors which are qualified by us throughout the world. And we are Microsoft Advanced Specialization partners. What that means is we are in the top 2% of the worldwide partners within the Microsoft ecosystem, which is about 500,000 partners. And we work mainly with midsize manufacturers, and sometimes healthcare if they are okay and open to AI, and if not, data. So we go in there, look into whether they have a data and AI strategy.  If they do, we work on their initiatives. If they have the initiatives. If not, we create the initiatives for them by doing some POCs and whatnot. And once we get engaged, we do deliverables like consulting services. But it’s not like typical consulting services where you place a resource. It’s really a value-based delivery model where we try to understand two business imperatives. One is what can help them make more revenue. And if we cannot find that, what can help them be more productive and have cost-cutting in one way or the other.  So these are the two main business imperatives we work on. When and if we align with that, then we give them a roadmap, a phase-wise approach, which they can do with us or with somebody else, and then we keep delivering on it. So that’s the whole model.  So what drives growth in the Think AI business?  I mean, finding more customers, to say the least. And that becomes difficult because today everything is becoming a commodity. So one good learning, by the way, I need to share with the audience here. When you’re a small business, you think your brand is the value that you have. It’s the founders who are the brand. So it’s Manish and me. Manish, my business partner, is really big in productivity, project management, and that kind of thing. And I’m really good at building solutions using tech. And together we have about 55 years of experience.  And then our key team members are ex-Microsoft or MVPs, Microsoft Most Valuable Professionals. So we hire a really strong key team. And the team below, we can either fill with our members, hire our own members, or go to the vendors also, and we tell it to our clients also. So our delivery model is we are the ones who are delivering. The guarantee is taken by Manish and Dave, not by Think AI. We have gotten into that situation. We are about 95% successful, so there’s a 5% failure. And the failure is either because we have the wrong team member, the communication between the client and us was not clear, the scope was not clear, the definition of value and done was not clear, and we have learned from it.  So our business model is towards that, and that brings us growth because we work with a number of partners. Manish is part of a lot of Microsoft channel partner networks. We provide complementary services to those partners. So one channel is we work with a lot of partners because the trust is there. Authority and trust are the two factors we have understood which establish your business, and it’s the founders’ authority and trust, not the company. Company will build on its own. So we started building our own authority and trust, and that gets us growth. It’s not at the level we’d like, but we are happy.  You are happy. Okay. So what is your vision? What would you like to make out of this?  So we have an exit plan, at least on Think AI. And like I told you, Manish has his own. That is up to him. For me, I want to create this venture studio for disabled entrepreneurs, get the funds from here, and then harvest, go across the world. So three hobbies I have.  One is travel. Second is reading, writing stuff, books. And third is music. And entrepreneurship comes in this whole surroundings, in this whole ring, so it’s the foundation of it. So we’re going to build this disabled entrepreneurship venture studio with a little bit of funds from our exit, and hope to grow there and hope to retire or die with that thinking.  Love it. Love it. It’s fascinating. So you have a book that is on your LinkedIn page, Real-Time Business Intelligence Mastery. So tell me about this book. Why did you write it, and what’s it about?  Sure. So we went into a coaching program. Up until 2022, we were arrogant enough to say, “Oh yeah, we can do everything on our own.” And then slowly we realized we need help, and we started taking help. We went to a couple of coaches in India where they were coaching us either on how to manage operations and operational excellence, and then another coach who’s like a life/building-your-brand marketing coach, and he inspired us to write a book.  Now, I’ve been writing in my own native Hindi language, songs and compositions, but writing a book was a dream, and I thought it’s a big undertaking. But with their little bit of motivation and help, not in writing, but in the angle of what a book can bring. So I have a lot of experience working in midsize manufacturing organizations, working with CTOs and CIOs, and business intelligence is delayed. So it’s either a one-day delay or a week delay or a month delay, and it’s more reactive in nature.  So the book was more about how you can build a real-time business intelligence culture so that you can get the insights from your data, make actionable insights, take actions on it, and grow your business for those two imperatives I talked about, which is grow your revenue or increase your productivity and decrease your cost.  So are you writing about some of the things that you talked about? Leveraging AI, building AI agents?  It has more about—so I wrote it in 2022, I believe. It has a lot more detail about. AI was not as popular, right? I mean, I did write about AI in it, but it was more about building a data culture than AI. It does talk briefly about AI because real-time is going very closely with AI. That’s the enabler for AI insights or data insights through AI. So it does talk a little bit about AI, but it talks more about tech leaders like CIOs and CTOs. What do they need to do? How do they need to build a culture around harvesting data, bring the data, build the team, where to take it? So it has those details.  Okay. That’s fascinating. Who is this book for? Is it for founders? Is it for C-level executives? Who is the target?  Like I said, it’s for tech leaders, CIOs, and CTOs of midsize organizations.  Okay. That’s awesome. And these are the people that are your target customers as well at Think AI?  Yes. That’s our true ideal client profile too, and that’s whom we have worked with all our lives. So they’re close friends, target audience, and customers. Future customers and current customers.  All in one. All in one. That’s so nice when you write a book to your friends. That’s a very cool concept. So let me ask you this, Dave. If you had a magic wand, you’ve done a lot of things in your business, you built nine businesses. You learned from some of the failures that you had, which is part of entrepreneurship, and now you created AI agents, and then you have a second brain, and you’re leveraging all that technology. So if you had a magic wand and you could fix one thing in your business in the next 12 months, what would that be?  I wish I had more senior leadership. Any business works with delegation. We have a couple who are really amazing, and they wear a lot of hats. But growth depends on three things, right? Being in front of the right customer, having the right team, and having the right product. Our product is people, unfortunately and fortunately. Customers, we are very happy and excited, and they trust us. We know how to get to them. We know how to create value for them. We are very satisfied. Everybody would say, “I need more customers,” and we would do that too.  But I think more important is what product you are offering. So then people are what we are offering, and we are competing against big ones like Accenture and Avanade and Cognizant of the world in our business, the tech consulting business. But then we are not competing against cost; we are competing against value. So how do you create value? You find a valuable customer. They understand our language. The next level is, where is the product, which is the people? And that management becomes quite difficult. And harvesting and getting the right people in place is a job by itself.  So kudos to those large companies if they’re harvesting one, although that’s debatable because when we go to the client, they complain a lot about their resources as well. So harvesting the right product and the right team is the key. And how do you do that? If you have the right leaders on top. Two partners alone cannot do that. So building more leaders underneath is the key. We are able to build a few, and I wish we could build a lot more. So when you have the right core team, your growth comes in, is my belief system. It could be different for everyone else.  No, I think it’s a very deep insight, and very few people actually talk about this idea that the purpose of a business, especially in today’s AI age, is to build leaders. That’s your purpose, because people will take care of everything. They’re going to run your AI agents. They’re going to manifest your vision. But you can’t have just AI agents in a company, right?  Because then the mental load is so much on the leader, and then the single-person dependency becomes critical. So is this what you mean by this? Where do you come from with this idea of harvesting people and leaders in the business?  Absolutely. You said it well. Building leaders doesn’t just apply to an organization, whether small, medium, or big, but even to countries. If you don’t have the right leaders in place, it’s going to bite you back. And all cultures, some of the top management consultants will teach you to go into succession planning. That is what they really mean by that.  It’s not succession planning by, okay, replace a CEO with a CEO. It’s the mindset. Apple is a great example of it. Steve Jobs hired Tim Cook from Compaq, from that world, and he had that vision. Obviously, he had a mission, but he had the vision—who to take, where to take, and what they would do. And that legacy continues even today. So Apple didn’t change a single bit in their model. And people would argue and debate, and that’s fine.  But when I see it from my eye, he built a great leader. When he did that, the company stayed the same, right? So it’s not about what products Apple is creating today, whether it’s iPhone or iPad or Apple Vision Pro or some of the other things that they are doing, but it’s really that leader. Same thing went with Google, or Microsoft, Satya Nadella. And you see the right leaders were built by these founders. And by any means, we are not that big, and hopefully we can get to some place which is pretty good in our books.  But finding and building the right people, it gives you a lot of satisfaction, happiness, bliss, if you can give it back to somebody who’s capable enough. And I’m always in hunt of the right people, building the right team in place.  It’s so interesting you mention Apple because when Isaacson came out with the Steve Jobs biography, he said, basically, I think it’s in the preamble of the book, that Steve Jobs wanted people to remember him not for the products that he created, but the company. So his biggest contribution was creating a company. And I didn’t get what he meant by it.  But if you witness the last—since he died 13 years ago—the last 13 years, this company has gone from strength to strength. Ninety percent of its market capitalization has been created since he died, right? So it keeps growing and keeps going from strength to strength, and that is the culture and the people that he built. This is the company he built. So it’s quite an amazing idea.  I was about to comment on company. Something came back to me or reminded me that companies generally build on three pillars: customer, people, and culture. And if you don’t have the right balance of it—so, the right people, but if you don’t have the right culture, they’re going to run away. If you don’t have the right customers, you should have the ability to say no to certain types of customers too. Like Apple never targeted small, cheap products.  And when I say cheap, meaning which doesn’t have the right quality in place, not about the cost. It’s always cost versus quality. So they have really struck the right balance in those three angles, and I think that’s the right way to do it. Some are able to do it, some are able to push through to do it, and some are not. But that’s where I think the focus needs to be if you are a founder. Find that right balance of people, client or customer, and culture.  Yeah.  And that is your core values too.  Yeah. I agree with you. That’s wonderful. If you are listening to this conversation with Dave Goyal, and you would like to learn more about him and what he does and Think AI Corporation, where should our listeners go to learn more?  Thank you for this opportunity, first of all. And people can find me on LinkedIn by my name, Dave Goyal. I’m very active there. I recently started a YouTube channel with the name Dave Goyal, so you can find me on YouTube. And mainly on LinkedIn, I have a newsletter on AI, and I’m pretty passionate about what’s happening in AI.  So I even publish AI news this week, but with a different angle, a builder’s angle in mind. And last but not least, you can connect with me through LinkedIn for a 15-, 30-minute call. No angle there. I will just come and help you if you really want to do something with AI. I can listen to your challenges or your fear of missing out, if that’s the case, and tell you if AI is the right fit for you or not, and what you can do on your own also. And if you need our help, we are happy to.  That’s fantastic. So take Dave up on his offer, which I think is very generous. And obviously, Dave, you know what you’re talking about. You built a second brain. You’re running AI agents. Your C-suite is chock-full of AI agents, which is very impressive. I’d love to learn more about this myself.  So if you’re curious about that, make sure you book a call with Dave or check out his stuff. Where is your newsletter? Is it a Substack? Where can people find your newsletter?  It’s on LinkedIn. It’s called Data & AI Demystified in my profile.  Okay. So that’s easy. So we can go to Dave’s LinkedIn profile. And if you enjoyed this conversation, make sure you subscribe and follow us on Apple Podcasts and YouTube. Give us a review because every week I bring in a couple of exciting entrepreneurs like Dave who share their favorite frameworks with you. So Dave, thanks for coming, and thank you for listening. Important Links: Dave's LinkedIn Dave's website

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

What happens when an organization writes careful AI governance policies but its infrastructure cannot enforce any of them? In this episode of Tech Talks Daily, I speak with Sabina Anja, Chief Technologist at Broadcom within the VMware Cloud Foundation division, about the infrastructure controls required as AI agents move from generating answers to accessing data, calling APIs, modifying systems, and triggering work. Sabina brings experience from both sides of enterprise technology. She remembers cabling networks, dealing with unstable infrastructure, and receiving those weekend calls when downtime had already upset the business. That background informs her belief that ambitious AI programs cannot succeed without stable, observable, and enforceable infrastructure beneath them. Many organizations are repeating a familiar pattern. Business teams adopt AI services before IT has established visibility, ownership, or control. The terminology may have changed from shadow IT to shadow AI, but the management problem remains. Sabina argues that CIOs first need an inventory of agents, nonhuman identities, data access, processes, and accountable owners. The risk becomes greater because agents behave differently from people. They operate across multiple systems at machine speed and can perform repeated actions without appreciating the wider business outcome. An agent does not need malicious intent to cause disruption. Excessive permissions, flat networks, inconsistent access rules, and years of deferred infrastructure work can give it plenty of opportunities. Sabina recommends brokered access rather than direct access, alongside dedicated virtual machines or namespaces, microsegmentation, lateral security, east-west policy controls, and tamper-evident logging. Organizations also need to define which data an agent can view, modify, or move, especially when sovereignty and regulatory requirements apply. One of Sabina's most memorable ideas is to treat an AI agent like a superhuman contractor. It should have a defined purpose, a named manager, a clear access specification, an activity record, and an end date. Additional permissions should be earned through evidence of reliable behavior rather than granted on the first day. She also warns about agent debt. AI systems are developing rapidly, so an agent created today may become outdated within months. Sabina recommends assuming that many agents will expire after six to nine months rather than allowing forgotten systems and permissions to accumulate indefinitely. For CIOs wanting an immediate test, her advice is straightforward. Create an inventory of nonhuman identities with production access. Then select one agent and examine every part of the infrastructure it attempted to reach. The question is not simply whether the application produced the expected result. Leaders should ask whether the agent entered systems, networks, or data stores that nobody expected it to access. We also challenge the familiar claim that AI agents will take everybody's jobs. Sabina sees an opportunity to remove repetitive tasks and give technology professionals new skills, although she warns that agents may behave like teenagers armed with infrastructure permissions. They may not take your job, but they could become remarkably good at testing your patience. I'd love to hear your thoughts. Does your organization know how many AI agents have production access and who is accountable for each one?  

ENTRE NA LISTA DE ESPERA DO VIVER DE RENDA: https://r.vocemaisrico.com/2578c2bd18ABRA SUA CONTA NA COINBASE: https://r.vocemaisrico.com/72f2133408Ao longo da história, algumas mentes se destacaram tanto que passaram a ser lembradas como os maiores gênios da humanidade — indivíduos capazes de revolucionar a ciência, a arte, a filosofia e a forma como compreendemos o mundo.De Leonardo da Vinci a Einstein, de Mozart a Marie Curie, cada um deixou um legado que atravessa séculos e continua influenciando a vida de todos nós.Mas quem realmente merece o título de "maior gênio" de todos os tempos? Seria justo comparar um cientista como Newton com um artista como Shakespeare, ou cada área exige seus próprios critérios de genialidade?Quais nomes menos conhecidos, esquecidos pela história ou pouco celebrados no Ocidente, também deveriam estar nessa lista? E o que aprendemos, afinal, observando as trajetórias dessas mentes extraordinárias?Para conversar sobre isso e muito mais, convidamos Felipe Guisoli (Universo Narrado) para o episódio 313 do podcast Os Sócios. Falaremos sobre os maiores nomes da história humana, seus legados, suas histórias pessoais e por que continuamos fascinados por eles até hoje.Ele será transmitido nesta quinta-feira (27/08), às 12h, no canal Os Sócios Podcast.Hosts: Bruno Perini @bruno_perini e Malu Perini @maluperiniConvidados: Felipe Guisoli @universonarrado

In this episode of The New CISO, host Steve Moore welcomes Sherri Douville for a conversation that sits outside the show's usual lane — less war story, more blueprint. Sherri works alongside CISOs rather than inside the role, and arrives with a pointed argument about what the job is becoming.She starts with why TTIC exists. IEEE UL 2933 gave healthcare a full-stack standard for clinical IoT device and data interoperability, but a standard on paper does nothing until it is adopted, implemented, and maintained. Getting there in a high-reliability industry means pulling in CIOs, CISOs, physicians, and engineers — and, Sherri admits, negotiating turf wars with bodies who assume you have come for their territory.Then the headline: how to make security cool. Sherri's answer starts with visibility — getting CISOs onto stages, onto podcasts, and into print in front of clinical leadership. Underneath it is a claim about trust. In healthcare, trust is the core of the business rather than an adjacent concern, which makes the CISO its natural steward. With AI pushing trust to the center of every industry, she argues that is the opening to become the rock star of the C-suite.Steve raises a banking CISO's framing of AI as a curious seven-year-old with a gun. Sherri pushes back on the spot: her analogy is the gifted teenager — capable, resource-hungry, and badly in need of direction. That leads to her real thesis. Scarce expertise used to carry economic value, and AI is rapidly compressing the worth of expert analysis. What appreciates instead is judgment, authority, execution, verification, organizational integration, and ownership of the outcome. Executives do not want more reports; they want the security problem to go away without adding coordination burden.The last stretch turns practical. Sherri walks through running Exabeam's open-source Praxen against Medigram's own code — painless to run, with remediation effort scaling to whatever standard you are chasing — and pairs it with Observra for continuous runtime telemetry. She closes on why it matters: when systems go down in a hospital, the real damage is not the outage hour but the fortnight of delays, miscommunications, and pile-up that follows for clinicians and patients.Key TopicsWhy standards bodies stall at adoption, not authorshipMaking security “cool”: visibility, stages, and executive presenceTrust as the core of the business in high-reliability industriesThe gifted teenager vs. the curious seven-year-old with a gunJudgment, authority, execution, verification, integration, ownershipSelective depth and the player-coach executiveRunning Praxen pre-deployment; Observra for runtime telemetryWhat a healthcare outage really costs, 14 to 20 days outGuest BioSherri Douville is CEO and Architect of Medigram and Founder and Chair of the Trustworthy Technology & Innovation Consortium (TTIC). She co-chairs the Trust subgroup of IEEE UL 2933 (TIPPSS), the standard for trust in clinical IoT. Medigram builds and operates Darwin, a governed AI decision platform whose agentic fleet runs in production and writes a sealed governance record at the moment of every agent action — an auditable trail for counsel, courts, insurers, and credit rating agencies. Sherri spent over a decade at Johnson & Johnson across a dozen disease states before physician leaders pulled her into healthcare IT and AI. She calls herself an accidental technologist: a domain expert who got into the code, logging 200 GitHub commits across June and July.GET A DEMO:

AI is transforming the technology industry, but it's also transforming how we think about energy. As AI models continue to grow, data centres continue to pop up, and agentic AI becomes part of everyday life, our tech infrastructure is consuming more energy than ever before. So how do we power the next generation of AI? In this penultimate episode of our HPE Labs miniseries celebrating 60 years of innovation, Technology Now is joined by Cullen Bash, Deputy Director of HPE Labs, to discuss:Why energy is becoming a strategic concern for CIOs and CEOsHow the increasing demand for compute in data centres is reshaping how we think about energyWhy innovation in electricity generation is as vital as making infrastructure more efficientHow AI could help solve the very problems it is creating

https://www.nascio.org/resource/here-to-stay-here-to-grow-a-national-portrait-of-state-digital-accessibility-officers/In this episode of NASCIO Voices, Amy Glasscock and Alex Whitaker welcome back Kalea Young-Gibson to discuss NASCIO's new survey of state accessibility officers. The conversation explores how state accessibility programs have evolved from grassroots efforts driven by passionate individuals into enterprise-level functions shaped by the 2024 DOJ final rule on digital accessibility. Key findings reveal that while states are making progress, significant gaps remain in document remediation, high-traffic system compliance, and vendor accessibility verification — largely due to capacity and staffing constraints rather than lack of will. The discussion also covers the role of AI in accelerating accessibility work, the rise of accessibility officers as enterprise leaders reporting directly to CIOs, and what the future holds as equity becomes an operational discipline in government. The episode wraps with a lightning round covering tattoos, the Chewy app and an unnecessary Nintendo Switch purchase.

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

In this episode of Shift AI, Manos, CEO of Umi, Patrick Thompson, CEO of Clarify, Brian Hall, CMO of Mistral AI, and Ben Gaffney, Deputy General Counsel at OpenAI, join host Boaz Ashkenazy for a live panel recorded at Seattle Tech Week on who actually owns intelligence in the enterprise AI era.One panelist argues that any enterprise still treating a frontier model as its core intelligence layer is renting something it should own, and predicts that in two years we'll look back at CTOs defending that approach the way we look back at driving a Ferrari to the grocery store. Another panelist, sitting inside one of the most closely watched policy fights in AI right now, explains why the debate over open source models and national security is getting a lot less theoretical, and a lot more real, by the month.This one is for CTOs and CIOs deciding whether to build or rent their AI stack, product leaders at vertical AI startups thinking about fine-tuning their own models, and anyone tracking the open source AI security and policy debate.Chapters[00:00] Welcome and thanks to sponsors JP Morgan and Ascend[01:30] Introducing the panel: Manos, Patrick, Brian, and Ben[03:54] From foundation model hype to vertical AI, what actually changed[07:37] How Clarify balances owning the system of record with using frontier models[09:44] Rising model bills, local models, and the push toward open weights[11:30] Mistral AI, sovereign AI, and why owning your intelligence matters[14:32] Data retention, training, and what the privacy debate is really about[19:10] Chinese open models, national security, and the safety debate[26:18] Why fine-tuning beats prompting for real vertical AI companies[30:43] What enterprises actually want from foundation models right now[35:35] What CIOs and CTOs will laugh about in two years[44:47] The hundred million dollar question: where the panel would invest[51:44] Advice for a 22-year-old about to spend ten years building something[53:31] What each panelist is most excited about in AI's futureConnect with the PanelistsManos (Umi) - https://www.linkedin.com/in/koukoumidis/Patrick Thompson (Clarify) - https://www.linkedin.com/in/patrickt010/Brian Hall (Mistral AI) - https://www.linkedin.com/in/brhall/Ben Gaffney (OpenAI) - https://www.linkedin.com/in/bengaffney/Connect with Boaz AshkenazyLinkedIn: https://www.linkedin.com/in/boazashkenazy/Email: info@shiftai.fm

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

Send us Fan MailRuss Fradin is the co-founder and CEO of Larridin, the enterprise AI measurement platform that raised $17 million in seed funding led by Andreessen Horowitz, with Bloomberg Beta and Gradient Ventures. Larridin sells to CIOs and CFOs, and answers a question most companies still cannot answer for themselves: which AI tools are being used, by whom, at what level of proficiency, and where they are actually driving productivity.A veteran Silicon Valley entrepreneur with three decades of experience leading high-growth technology companies, Russ previously co-founded and served as CEO of Dynamic Signal (now Firstup), Adify, and SocialShield, and was the first employee at Flycast, one of the internet's pioneering ad networks.In this episode, Russ sits down with Dan to share the brutal and beautiful realities of building companies in the Bay Area. Tune in to hear his seasoned perspective on why successful AI integration requires ancient change management principles rather than new software licensing, the operational gap between power users and passive users, and why the most at-risk professionals in the AI era are not the ones you think.In this conversation, we discuss:Why a third party measurement company shows up every time money floods into a category, and what that pattern predicts for enterprise AI.What actually happens after you deploy AI to 3,000 employees, and why the gap that opens up is a change management problem, not a technology one.Why revenue growth cannot tell you whether to renew a multimillion dollar AI contract, and why the vendor's own numbers will not either.What the stark division between organizational power users and casual users reveals about the actual bottleneck in modern workplacesWhy token-spend leaderboards can accelerate adoption, and why they become unsustainable once employees learn how to game them.What the reality of task automation means for the future of knowledge work, and why the threat to specific white-collar roles is often misunderstood.Explore the Conversation00:00 Intro and AI Fun Fact: Beyond Job Replacement, How AI Can Improve Work04:22 Introducing Russ Fradin, Co-Founder and CEO of Larridin06:27 Startup Humility: Why Early Failure Is Essential for Founders09:45 Startup Alchemy: The Absurdity and Ambition of Building a Company11:51 The Larridin Vision: Building the Unbiased Measurement Layer for Enterprise AI18:03 Beyond AI Security: Measuring Usage, Spend, Productivity, and Workflows20:33 AI ROI Beyond Revenue: Measuring Productivity, Renewal Decisions, and Change Management27:02 Blazing Trails: How Facebook Speedran Adoption with Token Leaderboards34:59 What We Measure Shapes AI's Impact on Growth, Costs, and Jobs39:41 AI Replacement Theory: Why Tasks Change, but Most Knowledge Jobs Endure46:57 Where to Connect with Russ Fradin and Learn More About LarridinResourcesSubscribe to the AI & The Future of Work NewsletterConnect with Russ on LinkedIn Learn more about Larridin at https://larridin.com/AI fun fact article: Labor Market Impacts of AI: A New Measure and Early Evidence by AnthropicOn Making AI Smarter Without Harming Humans-Join Dan Turchin and 4 seasoned technology and people leaders on Sept. 17 for an executive discussion on AI, leadership, and the future of work. Attendees will receive a complimentary personalized AI Maturity Industry Benchmarks Report ($499 value). Reserve your seat: https://go.peoplereign.io/virtual-event-when-intelligence-is-everywhere-intelligence-is-nowhere

The Cybercrime Wire, hosted by Scott Schober, provides boardroom and C-suite executives, CIOs, CSOs, CISOs, IT executives and cybersecurity professionals with a breaking news story we're following. If there's a cyberattack, hack, or data breach you should know about, then we're on it. Listen to the podcast daily and hear it every hour on WCYB. The Cybercrime Wire is brought to you Cybercrime Magazine, Page ONE for Cybersecurity at https://cybercrimemagazine.com. • For more breaking news, visit https://cybercrimewire.com

Who really controls your enterprise technology strategy: your organization or the vendors writing its software contracts? In this episode of Tech Talks Daily, I speak with Tomás O'Leary, founder and CEO of Origina, about enterprise software vendor lock in, forced upgrades, subscription contracts, and the financial consequences of surrendering control over mission-critical systems. Tomás founded Origina in Dublin after working within the enterprise software supply chain and questioning the value customers received from traditional support contracts. He saw organizations paying substantial annual fees while experiencing poor response times, constant pressure to change versions, and upgrades that produced limited business value. He argues that the balance of power between technology buyers and suppliers has moved heavily toward the vendor. Companies that previously purchased perpetual software rights are increasingly being encouraged or forced toward subscription models, while complex contract terms and audit risks can make customers feel trapped. Some Origina customers have described this behavior as a "digital mafia," while one Fortune 50 organization, according to Tomás, uses AI to assess whether suppliers could be acquired by vendors it considers predatory. That business then considers longer contracts as protection against future licensing changes. However, leaving a vendor does not always require replacing the software. Tomás explains why perpetual software rights and independent support can give companies another option. A system that continues to perform its required business function may not need to be replaced simply because the original vendor has ended support or introduced a new commercial model. We discuss how leaders should distinguish between technology that genuinely requires modernization and dependable systems of record that could continue operating securely. Payroll platforms, general ledgers, claims systems, and other back-office applications may not require constant reinvention if the business requirement remains stable. Tomás also describes a European organization spending approximately €1 million annually on a software product. The company estimated that a vendor-required version change would cost €30 million. By moving to an alternative support arrangement, it expects to defer that expenditure while keeping the existing system operational. These figures are the organization's estimates, shared by Tomás during our conversation. We also discuss centralized technology dependency, outages, software patching, AI-assisted development, and why some companies are returning to internally developed applications for operations they consider particularly important. Tomás recommends that CIOs create a small team combining technical, procurement, contractual, and legal knowledge. This group should remain close to senior leadership and challenge assumptions before renewals, migrations, or major software changes are approved. Is your organization modernizing because the business needs to change, or because a vendor has decided that time is up? Listen to the conversation and share your thoughts with me.

ENTRE NA LISTA DE ESPERA DO VIVER DE RENDA: https://r.vocemaisrico.com/32dfe58945 A história do Brasil que você aprendeu na escola é a verdadeira, ou apenas a versão que interessava contar?Por que a história que aprendemos na escola parece ser tão diferente da história real do Brasil? Do "descobrimento" às revoltas coloniais, do Império às diferentes fases da República, muitos dos fatos que consideramos absolutos escondem versões mais complexas — e às vezes bem diferentes do que os livros didáticos ensinam.Será que a miscigenação foi apenas um processo cultural espontâneo, ou também uma estratégia política deliberada? Os bandeirantes foram heróis ou vilões — ou nenhum dos dois? A abolição foi mesmo uma conquista pessoal da Princesa Isabel? E até que ponto figuras como D. Pedro II, D. João VI e Getúlio Vargas foram simplificadas por narrativas que serviam a interesses específicos de cada época?Será que, de fato, a "sequência de fatos" que aprendemos é história ou apenas uma seleção conveniente de eventos? Quantas vezes tomamos como verdade absoluta episódios que, na realidade, escondem disputas de poder, interesses econômicos e escolhas estratégicas?Para responder a essa e outras perguntas, recebemos Rafael Nogueira no episódio 312 do podcast Os Sócios.Hosts: Bruno Perini @bruno_perini e Malu Perini @maluperini Convidado: Rafael Nogueira @nogueira.r

What happens when an autonomous AI agent can complete thousands of actions before a traditional access review has even identified that something has gone wrong? In this episode of Tech Talks Daily, I speak with Alex Bovee, CEO and co-founder of C1, about identity security, runtime governance, shadow AI, and the controls companies need as humans and agents begin working together. Alex has spent much of his career in identity and security. He and his co-founder previously worked at Okta on zero trust products before creating C1 as an access control platform capable of operating at machine speed. That requirement has become increasingly important as AI agents begin accessing company data, calling tools, using credentials, and taking actions across enterprise systems. Alex describes agents as non-deterministic systems that can "reward-max." An agent may pursue its assigned objective so aggressively that it finds an unexpected or dangerous way to complete the task. It does not possess a moral compass or an intuitive understanding of what the company considers acceptable. Traditional identity processes were created for people. A company might review access every 90 days or investigate a security issue after an event. That approach becomes inadequate when an agent can execute thousands of actions within minutes. We discuss why identity is becoming a control plane for AI agents. Networks, data systems, and security tools all play important roles, but identity determines which resources an agent can access, which actions it can perform, and whether it acts independently or on behalf of a person. Without a defined identity or delegated authorization model, an organization may struggle to connect an agent's behavior with a responsible owner, a limited mission, and enforceable permissions. Alex explains the four connected capabilities inside C1's Agentic Control Plane. The first concerns shadow AI discovery. Companies need visibility across cloud services, SaaS applications, endpoint agents, hosted agents, local MCP servers, and credentials stored throughout the environment. This is particularly relevant because employees are downloading locally developed or "vibe-coded" MCP servers and running agent tools on their devices. These components can introduce software supply chain risks and expose local credentials. The second capability covers credential security. C1 has introduced a post-quantum credential vault designed to protect secrets and inject them into authorized agent workflows without leaving credentials scattered across devices and applications. The third area is runtime governance. Instead of reviewing behavior after an incident, organizations can evaluate an agent's actions against its assigned mission as they occur. If an agent is authorized to complete one business task but begins exploiting an internal tool, contacting an unapproved service, or attempting to extract data, runtime controls can block the action or request human approval. The fourth capability concerns agentic security intelligence. This uses information collected across identities, agents, permissions, credentials, and behavior to identify risks and support automated remediation. We also discuss human accountability. Alex says emerging regulatory thinking recognizes the need for a responsible person behind an autonomous agent. That connection allows businesses to establish ownership, delegate authority, and determine who remains accountable for the agent's behavior. The conversation then turns to the effect of AI on employees. Alex rejects the assumption that organizations will simply remove people as agents become more capable. His preferred analogy is that people are moving from manually producing every artifact to building and supervising the factory. Employees provide the inputs, direct the agents, examine the outputs, and correct the process when necessary. C1 has experienced this internally. Alex says its engineering team increased from roughly 150 weekly software merges to around 1,500, while engineering headcount grew by approximately 10% to 15%. That productivity requires careful human review. Generating work faster does not remove the need to assess whether the output is accurate, secure, useful, and aligned with the original objective. For CISOs and CIOs, the goal is to provide a governed path for AI adoption. A blanket prohibition may encourage employees to work around policy. Secure self-service access can give teams approved tools, defined permissions, and runtime protection. If an AI agent can operate at machine speed, are your organization's identity controls capable of observing, authorizing, and stopping it at the same pace? Listen to the conversation and share your thoughts with me.