Podcasts about Commerce

Live Broadcast on May 17th, 2022 at 4:30 PST! Our Best Coast Business Live Guest is Max Zappas, Z Villages Management and Development Introducing our newest Best COast Business Live co-host: Rachelle Krelle. Rachelle is a central coast native and an Arroyo Grande High School graduate. She's also a local Realtor, massage therapist, South County Chambers of Commerce ambassador, community volunteer and a mother; with a strong passion for learning and truly believing that everyone can learn something new each and everyday. The BEST Coast Business Live (BCBL) series is in 30‐50 minute episodes featuring one‐of‐a‐kind interviews with business owners and other influencers of Central California. Guests on BCBL are A. Killing it in this crazy Pandemic‐Economy; B. Doing great things in the community, lifting up businesses and people in need in these difficult times; C. Struggling and in need of some helping hands to get through a difficult time; or D. Some combination of A, B and/or C! Each show will also feature the Community Corner which a Chamber of Commerce/Community Leader who will answer questions about current events on the Central Coast, present issues faced by the local business community, and the strategic ways in which the Chamber and its various committees are addressing these hot‐button topics. Call in at 323-580-5755 to ask questions

Em apenas 20 anos, a gente saiu daqueles sites obscuros e ineficientes para ter aparelhos sempre conectados à internet. Uma infinidade de dispositivos inteligentes capazes de entender nossas necessidades. Criados para oferecer produtos certos na hora certa. Com compra facilitada, entrega rápida e frete grátis. Fique com a continuação da minissérie "Evolução do e-Commerce", um especial do Braincast apresentado por Americanas Marketplace. Em 4 episódios, vamos entender como a internet transformou (e foi transformada) pelo mundo das compras e das lojas online. Qual o caminho até o cenário atual, onde apertamos alguns botões e uma encomenda atravessa rios e mares até chegar a nossa casa? No papo de hoje, vamos entender o papel dos dados na batalha que tornou o e-Commerce protagonista no mundo das vendas. Afinal, quem são (e o que fazem) os tais Cookies que a gente tanto aceita navegando na internet? E como algumas lojas parecem saber mais sobre meus gostos, do que eu mesmo? Mayra Gianoni e Wylliam Lima, da Americanas Marketplace, e os especialistas Danilo Gansauskas e Erick Almeida, nos explicam como o “oráculo dos dados” usa cálculos, planilhas, fórmulas e cruzamentos para te entregar a coisa certa, na hora certa. _____ AMERICANAS MARKETPLACE Não sei se você é empreendedor ou está se preparando para entrar nesse universo. Mas o que podemos afirmar, com conhecimento de causa, é que a gente sempre precisa de alguma ajuda. E a Americanas Marketplace chegou pra isso: ser um grande parceiro dos negócios de todo o Brasil. Imagina, do dia pra noite, poder contar com uma mega estrutura, uma operação digital enorme e entrada para as principais lojas online do país. Além de colocar seus produtos nos espaços em que os brasileiros mais compram, você ainda conta com suporte, capacitação e a profissionalização da Americanas Marketplace pra te ajudar a chegar mais longe, mais rápido. Não importa se você tá só começando, ou se já está mais adiante. Acesse agora o site da Americanas Marketplace: https://americanasmarketplace.com.br. Eles vieram somar para seu negócio ir mais longe. _____ ASSINE O BRAINCAST E FAÇA PARTE DO NOSSO GRUPO FECHADO Assinando o Braincast você pode interagir com a gente em grupos fechados no Facebook e Telegram, além de receber conteúdo exclusivo. Faça download do PicPay para iOS ou Android, clique em “Pagar”e procure pelo Braincast, ou então acesse a URL: picpay.me/braincast _____ SIGA O BRAINCAST Seu podcast de sinapses sonoras no infinito das ideias está em todas as plataformas e redes. Inclusive, na mais próxima de você. Encontre o @braincastpod: No Instagram; no Twitter; no TikTok e na Twitch. Entre em contato através do braincast@b9.com.br. _____ FICHA TÉCNICA Evolução do e-Commerce é um especial do Braincast produzido pelo B9 em parceria com a Americanas Marketplace. Apresentado por mim, Carlos Merigo Direção e produção: Alexandre Potascheff Roteiro e Entrevistas: Eduardo Fernandes a Edição é de Gabriel Pimentel Identidade Visual: Gabriel Castilho. Coordenação digital: Agê Barros, Débora Stevaux e Gabriel Castilho. Atendimento e Negócios Rachel Casmala, Camila Mazza, Greyce Lidiane, Thuany Rodrigues e Telma Zennaro Comercialização exclusiva da Globo.

Kelly connects with leadership expert Stephen M.R. Covey to talk about his new book ‘Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others.’ “Innovation is a team sport.”  “Everyone thinks everyone else is the problem.” “Life is about contribution, not accumulation.”

$1 billion in student funding was recently signed into law. BNA welcomes a new airline. And is Metro Nashville's relationship with the Chamber of Commerce on the rocks?Take a Tour With Us! Use code NASH for 20% off - https://www.xplrnash.com/toursToday's Sponsors: Screened Threads   Use the Code "NashvilleDaily" for 10% off online and in-store   https://screenedthreads.com/Blessed Day Coffee   https://www.blesseddaycoffee.com/   Use Code "XPLR20" for 20% off at checkoutNash NewsGov. Lee signs $1 billion student funding bill into lawhttps://www.wkrn.com/news/tennessee-politics/gov-lee-signs-1-billion-student-funding-bill-into-law/Avelo Airlines begins new nonstop service for flyers at Nashville BNAhttps://www.wkrn.com/news/local-news/nashville/avelo-airlines-begins-new-nonstop-service-for-flyers-at-nashville-bna/Metro vs. ChamberChamber of commerce economic development contract faces scrutiny amid council backlash - Nashville Business Journalhttps://www.bizjournals.com/nashville/news/2022/04/26/chamber-metro-economic-development.htmlNashville Daily Artist of the Day Playlist   https://open.spotify.com/playlist/51eNcUWPg7qtj8KECrbuwx?si=nEfxeOgmTv6rFUyhVUJY9AFollow us @ XPLR NASH   Website -  https://nashvilledailypodcast.com/   YouTube Channel - https://www.youtube.com/c/xplrnash   Instagram - https://www.instagram.com/xplr.nash/   Twitter - https://twitter.com/xplr_nash   NASHVILLE & XPLR MERCH - https://www.xplrnash.com/shopMedia and other inquiries please email hello@xplr.life

About JamesJames has been part of AWS for over 15 years. During that time he's led software engineering for Amazon EC2 and more recently leads the AWS Commerce Platform group that runs some of the largest systems in the world, handling volumes of data and request rates that would make your eyes water. And AWS customers trust us to be right all the time so there's no room for error.Links Referenced:Email: jamesg@amazon.comTranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Vultr. 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My thanks to them for sponsoring this ridiculous podcast.Corey: Finding skilled DevOps engineers is a pain in the neck! And if you need to deploy a secure and compliant application to AWS, forgettaboutit! But that's where DuploCloud can help. Their comprehensive no-code/low-code software platform guarantees a secure and compliant infrastructure in as little as two weeks, while automating the full DevSecOps lifestyle. Get started with DevOps-as-a-Service from DuploCloud so that your cloud configurations are done right the first time. Tell them I sent you and your first two months are free. To learn more visit: snark.cloud/duplo. Thats's snark.cloud/D-U-P-L-O-C-L-O-U-D. Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. And I've been angling to get someone from a particular department at AWS on this show for nearly its entire run. If you were to find yourself in an Amazon building and wander through the various dungeons and boiler rooms and subterranean basements—I presume; I haven't seen nearly as many of you inside of those buildings as people might think—you pass interesting departments labeled things like ‘Spline Reticulation,' or whatnot. And then you come to a very particular group called Commerce Platform.Now, I'm not generally one to tell other people's stories for them. My guest today is James Greenfield, the VP of Commerce Platform at AWS. James, thank you for joining me and suffering the slings and arrows I will no doubt be hurling at you.James: Thanks for having me. I'm looking forward to it.Corey: So, let's start at the very beginning—because I guarantee you, you're going to do a better job of giving the chapter and verse answer than I would from a background mired deeply in snark—what is Commerce Platform? It sounds almost like it's the retail website that sells socks, books, and underpants.James: So, Commerce Platform actually spans a bunch of different things. And so, I'm going to try not to bore you with a laundry list of all of the things that we do—it's a much longer list than most people assume even internal to AWS—at its core, Commerce Platform owns all of the infrastructure and processes and software that takes the fact that you've been running an EC2 instance, or you're storing an object in S3 for some period of time, and turns it into a number at the end of the month. That is what you asked for that service and then proceeds to try to give you as many ways to pay us as easily as possible. There are a few other bits in there that are maybe less obvious. One is we're also responsible for protecting the platform and our customers from fraudulent activity. And then we're also responsible for helping collect all of the data that we need for internal reporting to support some of the back-ends services that a business needs to do things like revenue recognition and general financial reporting.Corey: One of the interesting aspects about the billing system is just how deeply it permeates everything that happens within AWS. I frequently say that when it comes to cloud, cost and architecture are foundationally and fundamentally the same exact thing. If your entire service goes down, a few interesting things happen. One, I don't believe a single customer is going to complain other than maybe a few accountants here and there because the books aren't reconciling, but also you've removed a whole bunch of constraints around why things are the way that they are. Like, what is the most efficient way to run this workload?Well, if all the computers suddenly become free, I don't really care about efficiency, so much is, “Oh, hey. There's a fly, what do I have as a flyswatter? That's right, I'm going to drop a building on it.” And those constraints breed almost everything. I've said, for example, that S3 has infinite storage because it does.They can add drives faster than we're able to fill them—at least historically; they added some more replication services—but they're going to be able to buy hard drives faster than the rest of us are going to be able to stretch our budgets. If that constraint of the budget falls away, all bets are really off, and more or less, we're talking about the destruction of the cloud as a viable business entity. No pressure or anything.James: [laugh].Corey: You're also a recent transplant into AWS billing as a whole, Commerce Platform in general. You spent 15 years at the company, the vast majority of that over an EC2. So, either it was you've been exiled to a basically digital Siberia or it was one of those, “Okay, keeping all the EC2 servers up, this is easy. I don't see what people stress about.” And they say, “Oh, ho ho, try this instead.” How did you find yourself migrating over to the Commerce Platform?James: That's actually one I've had a lot from folks that I've worked with. You're right, I spent the first 15 or so years of my career at AWS in EC2, responsible for various things over there. And when the leadership role in Commerce Platform opened up, the timing was fortuitous, and part of it, I was in the process of relocating my family. We moved to Vancouver in the middle of last year. And we had an opening in the role and started talking about, potentially, me stepping into that role.The reason that I took it—there's a few reasons, but the primary reason is that if I look back over my career, I've kind of naturally gravitated towards owning things where people only really remember that they exist when they're not working. And for some reason, you know, I enjoy the opportunity to try to keep those kinds of services ticking over to the point where people don't notice them. And so, Commerce Platform lands squarely in that space. I've always been attracted to opportunities to have an impact, and it's hard to imagine having much more of an impact than in the Commerce Platform space. It underpins everything, as you said earlier.Every single one of our customers depends on the service, whether they think about it or realize it. Every single service that we offer to customers depends on us. And so, that really is the sort of nexus within AWS. And I'm a platform guy, I've always been a platform guy. I like the force multiplier nature of platforms, and so Commerce Platform, you know, as I kind of thought through all of those elements, really was a great opportunity to step in.And I think there's something to be said for, I've been a customer of Commerce Platform internally for a long time. And so, a chance to cross over and be on the other side of that was something that I didn't want to pass up. And so, you know, I'm digging in, and learning quickly, ramping up. By no means an expert, very dependent on a very smart, talented, committed group of people within the team. That's kind of the long and short of how and why.Corey: Let's say that I am taking on the role of an AWS product team, for the sake of argument. I know, keep the cringe down for a second, as far as oh, God, the wince is just inevitable when the idea of me working there ever comes up to anyone. But I have an idea for a service—obviously, it runs containers, and maybe it does some other things as well—going from idea to six-pager to MVP to barely better than MVP day-one launch, and at some point, various things happen to that service. It gets staff with a team, objectives and a roadmap get built, a P&L and budget, and a pricing model and the rest. One the last thing that happens, apparently, is someone picks the worst name off of a list of candidates, slaps it on the product, and ships it off there.At what point does the billing system and figuring out the pricing dimensions for a given service tend to factor in? Is that a last-minute story? Is that almost from the beginning? Where along that journey does, “Oh, by the way, we're building this thing. Maybe we should figure out, I don't know, how to make money from it.” Factor into the conversation?James: There are two parts to that answer. Pretty early on as we're trying to define what that service is going to look like, we're already typically thinking about what are the dimensions that we might charge along. The actual pricing discussions typically happen fairly late, but identifying those dimensions and, sort of, the right way to present it to customers happens pretty early on. The thing that doesn't happen early enough is actually pulling the Commerce Platform team in. but it is something that we're going to work this year to try to get a little bit more in front of.Corey: Have you found historically that you have a pretty good idea of how a service is going to be priced, everything is mostly thought through, a service goes to either private preview or you're discussing about a launch, and then more or less, I don't know, someone like me crops up with a, “Hey, yeah, let's disregard 90% of what the service does because I see a way to misuse the remaining 10% of it as a database.” And you run some mental math and realize, “Huh. We're suddenly giving, like, eight petabytes of storage per customer away for free. Maybe we should guard against that because otherwise, it's rife with misuse.” It used to be that I could find interesting ways to sneak through the cracks of various services—usually in pursuit of a laugh—those are getting relatively hard to come by and invariably a lot more trouble than they're worth. Is that just better comprehensive diligence internally, is that learning from customers, or am I just bad at this?James: No, I mean, what you're describing is almost a variant of the Defender's Dilemma. They are way more ways to abuse something than you can imagine, and so defending against that is pretty challenging. And it's important because, you know, if you turn the economics of something upside down, then it just becomes harder for us to offer it to customers who want to use it legitimately. I would say 90% of that improvement is us learning. We make plenty of mistakes, but I think, you know, one of the things that I've always been impressed by over my time here is how intentional we are trying to learn from those mistakes.And so, I think that's what you're seeing there. And then we try very hard to listen to customers, talk to folks like you, because one of the best ways to tackle anything it smells of the Defender's Dilemma is to harness that collective creativity of a large number of smart people because you really are trying to cover as much ground as possible.Corey: There was a fun joke going around a while back of what is the most expensive environment you can get running on a free tier account before someone from AWS steps in, and I think I got it to something like half a billion dollars in the first month. Now, I haven't actually tested this for reasons that mostly have to do with being relatively poor compared to, you know, being able to buy Guam. And understanding as well the fraud protections built into something like AWS are largely built around defending against getting service usage for free that in some way, shape or form, benefits the attacker. The easy example of that would be mining cryptocurrency, which is just super-economic as long as you use someone else's AWS account to do it. Whereas a lot of my vectors are, “Yeah, ignore all of that. How do I just make the bill artificially high? What can I do to misuse data transfer? And passing a single gigabyte through, how much can I make that per gigabyte cost be?” And, “Oh, circular replication and the Lambda invokes itself pattern,” and basically every bad architectural decision you can possibly make only this time, it's intentional.And that shines some really interesting light on it. And I have to give credit where due, a lot of that didn't come from just me sitting here being sick and twisted nearly so much as it did having seen examples of that type of misconfiguration—by mistake—in a variety of customer accounts, most confidently my own because it turns out that the way I learn things is by screwing them up first.James: Yeah, you've touched on a couple of different things in there. So, you know, maybe the first one is, I typically try to draw a line between fraud and abuse. And fraud is essentially trying to spend somebody else's money to get something for free. And we spent a lot of time trying to shut that down, and we're getting really good at catching it. And then abuse is either intentional or unintentional. There's intentional abuse: You find a chink in our armor and you try to take advantage of it.But much more commonly is unintentional abuse. It's not really abuse, you know. Abuse has very negative connotations, but it's unintentionally setting something up so that you run up a much larger bill than you intended. And we have a number of different internal efforts, and we're working on a bunch more this year, to try to catch those early on because one of my personal goals is to minimize the frequency with which we surprise customers. And the least favorite kind of surprise for customers is a [laugh] large bill. And so, what you're talking about there is, in a sufficiently complex system, there's always going to be weaknesses and ways to get yourself tied up in knots.We're trying both at the service team level, but also within my teams to try to find ways to make it as hard as possible to accidentally do that to yourself and then catch when you do so that we can stop it. And even more on the intentional abuse side of things, if somebody's found a way to do something that's problematic for our services, then you know, that's pretty much on us. But we will often reach out and engage with whoever's doing and try to understand what they're trying to do and why. Because often, somebody's trying to do something legitimate, they've got a problem to solve, they found a creative way to solve it, and it may put strain on the service because it's just not something we designed for, and so we'll try to work with them to use that to feed into either new services, or find a better place for that workload, or just bolster what they're using. And maybe that's something that eventually becomes a fully-fledged feature that we offer the customers. We're always open to learning from our customers. They have found far more creative ways to get really cool things done with our services than we've ever imagined. And that's true today.Corey: I mean, most of my service criticisms come down to the fact that you have more-or-less built a very late model, high performing iPad, and I'm out there complaining about, “What a shitty hammer this thing is, it barely works at all, and then it breaks in my hand. What gives?” I would also challenge something you said a minute ago that the worst day for some customers is to get a giant surprise bill, but [unintelligible 00:13:53] to that is, yeah, but, on some level, that kind of only money; you do have levers on your side to fix those issues. A worse scenario is you have a customer that exhibits fraud-like behavior, they're suddenly using far more resources than they ever did before, so let's go ahead and turn them off or throttle them significantly, and you call them up to tell them you saved them some money, and, “Our Superbowl ad ran. What exactly do you think you're doing?” Because they don't get a second bite at that kind of Apple.So, there's a parallel on both sides of this. And those are just two examples. The world is full of nuances, and at the scale that you folks operate at. The one-in-a-million events happen multiple times a second, the corner cases become common cases, and I'm surprised—to be direct—how little I see you folks dropping the ball.James: Credit to all of the teams. I think our secret sauce, if anything, really does come down to our people. Like, a huge amount of what you see as hopefully relatively consistent, good execution comes down to people behind the scenes making sure. You know, like, some of it is software that we built and made sure it's robust and tested to scale, but there's always an element of people behind the scenes, when you hit those edge cases or something doesn't quite go the way that you planned, making sure that things run smoothly. And that, if anything, is something that I'm immensely proud of and is kind of amazing to watch from the inside.Corey: And, on some level, it's the small errors that are the bigger concern than the big ones. Back a couple years ago, when they announced GP3 volumes at re:Invent, well, great, well spin up a test volume and kick the tires on it for an hour. And I think it was 80 or 100 gigs or whatnot, and the next day in the bill, it showed up as about $5,000. And it was, “Okay, that's not great. Not great at all.” And it turned out that it was a mispricing error by I think a factor of a million.And okay, at least it stood out. But there are scenarios where we were prepared to pay it because, oops, you got one over on us. Good job. That's never been the mindset I've gotten about AWS's philosophy for pricing. The better example that I love because no one took it seriously, was a few years before that when there was a LightSail bug in the billing system, and it made the papers because people suddenly found that for their LightSail instance, they were getting predicted bills of $4 billion.And the way I see it, you really only had to make that work once and then you've made your numbers for the year, so why not? Someone's going to pay for it, probably. But that was such out-of-the-world numbers that no one saw that and ever thought it was anything other than a bug. It's the small pernicious things that creep in. Because the billing system is vast; I had no idea when I started working with AWS bills just how complicated it really was.James: Yeah, I remember both of those, and there's something in there that you touched on that I think is really important. That's something that I realized pretty early on at Amazon, and it's why customer obsession is our flagship leadership principle. It's not because it's love and butterflies and unicorns; customer obsession is key to us because that's how you build a long-term sustainable business is your customers depend on you. And it drives how we think about everything that we do. And in the billing space, small errors, even if there are small errors in the customer's favor, slowly erode that trust.So, we take any kind of error really seriously and we try to figure out how we can make sure that it doesn't happen again. We don't always get that right. As you said, we've built an enormous, super-complex business to growing really quickly, and really quick growth like that always acts as kind of a multiplier on top of complexity. And on the pricing points, we're managing millions of pricing points at the moment.And our tools that we use internally, there's always room for improvement. It's a huge area of focus for us. We're in the beginning of looking at applying things like formal methods to make sure that we can make very hard guarantees about the correctness of some of those. But at the end of the day, people are plugging numbers in and you need as many belts and braces as possible to make sure that you don't make mistakes there.Corey: One of the things that struck me by surprise when I first started getting deep into this space was the fact that the finalized bill was—what does it mean to have this be ‘finalized?' It can hit the Cost and Usage Report in an S3 bucket and it can change retroactively after the month closed periodically. And that's when I started to have an inkling of a few things: Not just the sheer scale and complexity inherent to something like the billing system that touches everything, but the sheer data retention stories where you clearly have to be able to go back and reconstruct a bill from the raw data years ago. And I know what the output of all of those things are in the form of Cost and Usage Reports and the billing data from our client accounts—which is the single largest expense in all of our AWS accounts; we spent thousands and thousands and thousands of dollars a year just on storing all of that data, let alone the processing piece of it—the sheer scale is staggering. I used to wonder why does it take you a day to record me using something to it's showing up in the bill? And the more I learned the more it became a how can you do that in only a day?James: Yes, the scale is actually mind-boggling. I'm pretty sure that the core of our billing system is—I'm reasonably confident it's the largest or one of the largest data processing systems on the planet. I remember pretty early on when I joined Commerce Platform and was still starting to wrap my head around some of these things, Googling the definition of quadrillion because we measured the number of metering events, which is how we record usage in services, on a daily basis in the quadrillions, which is a billion billions. So, it's just an absolutely staggering number. And so, the scale here is just out of this world.That's saying something because it's not like other services across AWS are small in their own right. But I'm still reasonably sure that being one of a handful of services that is kind of at the nexus of AWS and kind of deals with the aggregate of AWS's scale, this is probably one of the biggest systems on the planet. And that shows up in all sorts of places. You start with that input, just the sheer volume of metering events, but that has to produce as an output pretty fine-grained line item detailed information, which ultimately rolls up into the total that a customer will see in their bill. But we have a number of different systems further down the pipeline that try to do things like analyze your usage, make sensible recommendations, look for opportunities to improve your efficiency, give you the ability to slice and dice your data and allocate it out to different parts of your business in whatever way it makes sense for your business. And so, those systems have to deal with anywhere from millions to billions to recently, we were talking about trillions of data points themselves. And so, I was tangentially aware of some of the scale of this, but being in the thick of it having joined the team really just does underscore just how vast the systems are.Corey: I think it's, on some level, more than a little unfortunate that that story isn't being more widely told, more frequently. Because when Commerce Platform has job postings that are available on the website, you read it and it's very vague. It doesn't tend to give hard numbers about a lot of these things, and people who don't play in these waters can easily be forgiven for thinking the way that you folks do your job is you fire up one of those 24 terabyte of RAM instances that—you know, those monstrous things that you folks offer—and what do you do next? Well, Microsoft Excel. We have a special high memory version that we've done some horse-trading with our friends over at Microsoft for.It's, yeah, you're several steps beyond that, at this point. It's a challenging problem that every one of your customers has to deal with, on some level, as well. But we're only dealing with the output of a lot of the processing that you folks are doing first.James: You're exactly right. And a big focus for some of my teams is figuring out how to help customers deal with that output. Because even if you're talking about couple of orders of magnitude reduction, you're still talking about very large numbers there. So, to help customers make sense of that, we have a range of tools that exist, we're investing in.There's another dimension of complexity in the space that I think is one that's also very easy to miss. And I think of it as arbitrary complexity. And it's arbitrary because some of the rules that we have to box within here are driven by legislative changes. As you operate more and more countries around the world, you want to make sure that we're tax compliant, that we help our customers be tax compliant. Those rules evolve pretty rapidly, and Country A may sit next to Country B, but that doesn't mean that they're talking to one another. They've all got their own ideas. They're trying to accomplish r—00:22:47Corey: A company is picking up and relocating from India to Germany. How do we—James: Exactly.Corey: —change that on the AWS side and the rest? And it's, “Hoo boy, have you considered burning it all down and filing an insurance claim to start over?” And, like, there's a lot of complexity buried underneath that that just doesn't rise to the notice of 99% of your customers.James: And the fact that it doesn't rise to the notice is something that we strive for. Like, these shouldn't be things that customers have to worry about. Because it really is about clearing away the things that, as far as possible, you don't want to have to spend time thinking about so that you can focus on the thing that your business does that differentiates you. It's getting rid of that undifferentiated heavy lifting. And there's a ton of that in this space, and if you're blissfully unaware of it, then hopefully that means that we're doing our job.Corey: What I'm, I think, the most surprised about, and I have been for a long time. And please don't take this as an insult to various other folks—engineers, the rest, not just in other parts of AWS but throughout the other industry—but talking to the people who work within Commerce Platform has always been just a fantastic experience. The caliber of people that you have managed to attract and largely retain—we don't own people, they do matriculate out eventually—but the caliber of people that you've retained on your teams has just been out of this world. And at first, I wondered, why are these awesome people working on something as boring and prosaic as billing? And then I started learning a little bit more as I went, and, “Oh, wow. How did they learn all the stuff that they have to hold in their head in tension at once to be able to build things like this?” It's incredibly inspiring just watching the caliber of the people that you've been able to bring in.James: I've been really, really excited joining this team, as I've gotten other folks on the team because there's some super-smart people here. But what's really jumped out to me is how committed the team is. This is, for the most part, a team that has been in the space for many years. Many of them have—we talk about boomerangs, folks who live AWS, go spend some time somewhere else and come back and there's a surprisingly high proportion of folks in Commerce Platform who have spent time somewhere else and then come back because they enjoy the space, they find that challenging, folks are attracted to the ability to have an impact because it is so foundational. But yeah, there's a super-committed core to this team. And I really enjoy working with teams where you've got that because then you really can take the long view and build something great. And I think we have tons of opportunities to do that here.Corey: It sounds ridiculous, but I've reached out to team members before to explain two-cent variances in my bill, and never once have I been confronted with a, “It's two cents. What do you care?” They understand the requirement that these things be accurate, not just, “Eh, take our word for it.” And also, frankly, they understand that two cents on a $20 bill looks a little different on a $20 million bill. So yeah, let us figure out if this is systemic or something I have managed to break.It turns out the Cost and Usage Report processing systems don't love it when there's a cost allocation tag whose name contains an emoji. Who knew? It's the little things in life that just have this fun way of breaking when you least expect it.James: They're also a surprisingly interesting problem. So like, it turns out something as simple as rounding numbers consistently across a distributed system at this scale, is a non-trivial problem. And if you don't, then you do get small seventh or eighth decimal place differences that add up to something that then shows up as a two-cent difference somewhere. And so, there's some really, really interesting problems in the space. And I think the team often takes these kinds of things as a personal challenge. It should be correct, and it's not, so we should go make sure it is correct. The interesting problems abound here, but at the end of the day, it's the kind of thing that any engineering team wants to go and make sure it's correct because they know that it can be.Corey: This episode is sponsored in parts by our friend EnterpriseDB. EnterpriseDB has been powering enterprise applications with PostgreSQL for 15 years. And now EnterpriseDB has you covered wherever you deploy PostgreSQL on premises, private cloud, and they just announced a fully managed service on AWS and Azure called BigAnimal, all one word. Don't leave managing your database to your cloud vendor because they're too busy launching another half dozen manage databases to focus on any one of them that they didn't build themselves. Instead, work with the experts over at EnterpriseDB. They can save you time and money, they can even help you migrate legacy applications, including Oracle, to the cloud.To learn more, try BigAnimal for free. Go to biganimal.com/snark, and tell them Corey sent you.Corey: On the one hand, I love people who just round and estimate—we all do that, let's be clear; I sit there and I back-of-the-envelope everything first. But then I look at some of your pricing pages and I count the digits after the zeros. Like, you're talking about trillionths of a dollar on some of your pricing points. And you add it up in the course of a given hour and it's like, oh, it's $250 a month, most months. And it's you work backwards to way more decimal places of precision than is required, sometimes.I'm also a personal fan of the bill that counts, for example, number of Route 53 zones. Great. And it counts them to four decimal places of precision. Like, I don't even know what half of it Route 53 zone is at this point, let alone something to, like, ah the 1,000th of the zone is going to cause this. It's all an artifact of what the underlying systems are.Can you by any chance shed a little light on what the evolution of those systems has been over a period of time? I have to imagine that anything you built in the early days, 16 years ago or so from the time of this recording when S3 launched to general availability, you probably didn't have to worry about this scope and scale of what you do, now. In fact, I suspect if you tried to funnel this volume through S3 back then, the whole thing would have collapsed under its own weight. What's evolved over the time that you had the billing system there? Because changes come slowly to your environment. And frankly, I appreciate that as a customer. I don't like surprising people in finance.James: Yeah, you're totally right. So, I joined the EC2 team as an engineer myself, some 16 years ago, and the very first thing that I did was our billing integration. And so, my relationship with the Commerce Platform organization—what was the billing team way back when—it goes back over my entire career at AWS. And at the time, the billing team was similar, you know, [unintelligible 00:28:34] eight people. And that was everything. There was none of the scale and complexity; it was all one system.And much like many of our biggest, oldest services—EC2 is very similar, S3 is as well—there's been significant growth over the last decade-and-a-half. A lot of that growth has been rapid, and rapid growth presents its own challenges. And you live with decisions that you make early on that you didn't realize were significant decisions that have pretty deep implications 15 years later. We're still working through some of those; they present their own challenges. Evolving an existing system to keep up with the growth of business and a customer base that's as varied and complex as ours is always challenging.And also harder but I also think more fun than a clean sheet redo at this point. Like, that's a great thought exercise for, well, if we got to do this again today, what would we do now that we've learned so much over the last 15 years? But there's this—I find it personally fascinating challenge with evolving a live system where it's like, “No, no, like, things exist, so how do we go from there to where we want to be next?”Corey: Turn the billing system off for 18 months, rebuild—James: Yeah. [laugh].Corey: The whole thing from first principles. Light it up. I'm sure you'd have a much better billing system, and also not a company left anymore.James: [laugh]. Exactly, exactly. I've always enjoyed that challenge. You know, even prior to AWS, my previous careers have involved similar kinds of constraints where you've got a live system, or you've got an existing—in the one case, it was an existing SDK that was deployed to tens of thousands of customers around the world, and so backwards compatibility was something that I spent the first five years of my career thinking about it way more detail than I think most people do. And it's a very similar mindset. And I enjoy that challenge. I enjoy that: How do I evolve from here to there without breaking customers along the way?And that's something that we take pretty seriously across AWS. I think SimpleDB is the poster child for we never turn things off. But that applies equally to the services that are maybe less visible to customers, and billing is definitely one of them. Like, we don't get to switch stuff off. We don't get to throw things away and start again. It's this constant state of evolution.Corey: So, let's say that I were to find a way to route data through a series of two Managed NAT Gateways and then egress to internet, and the sheer density of the expense of that traffic tears a hole in the fabric of space-time, it goes back 15 years ago, and you can make a single change to how the billing system was built. What would it be? What pisses you off the most about the current constraints that you have to work within or around?James: I think one of the biggest challenges we've got, actually, is the concept of an account. Because an account means half-a-dozen different things. And way back, when it seemed like a great idea, you just needed an account; an account was your customer, and it was the same thing as the boundary that you put all your resources inside. And of course, it's the same thing that you're going to roll all of your usage up and issue a bill against. And that has been one of the areas that's seen the most evolution and probably still has a pretty long way to go.And what's interesting about that is, that's probably something we could have seen coming because we watched the retail business go through, kind of, the same evolution because they started with, well, a customer is a customer is a customer and had to evolve to support the concept of sellers and partners. And then users are different than customers, and you want to log in and that's a different thing. So, we saw that kind of bifurcation of a single entity into a wide range of different related but separate entities, and I think if we'd looked at that, you know, thought out 15 years, then yeah, we could probably have learned something from that. But at the same time, when AWS first kicked off, we had wild ambitions for it, but there was no guarantee that it was going to be the monster that it is today. So, I'm always a little bit reluctant to—like, it's a great thought exercise, but it's easy to end up second-guessing a pretty successful 15 years, so I'm always a little bit careful to walk that line. But I think account is one of the things that we would probably go back and think about a little bit more.Corey: I want to be very clear with this next question that it is intentionally setting up a question I suspect you get a lot. It does not mirror my own thinking on the matter even slightly, but I get a version of it myself all the time. “AWS bills, that sounds boring as hell. Why would you choose to work on such a thing?” Now, I have a laundry list of answers to that aren't nearly as interesting as I suspect yours are going to be. What makes working on this problem space interesting to you?James: There's a bunch of different things. So, first and foremost, the scale that we're talking about here is absolutely mind-blowing. And for any engineer who wants to get stuck into problems that deal with mind-blowingly large volumes of data, incredibly rich dimensions, problems where, honestly, applying techniques like statistical reasoning or machine learning is really the only way to chip away at it, that exists in spades in the space. It's not always immediately obvious, and I think from the outside, it's easy to assume this is actually pretty simple. So, the scale is a huge part of that.Corey: “Oh, petabytes. How quaint.”James: [laugh]. Exactly. Exactly I mean, it's mind-blowing every time I see some of the numbers in various parts of the Commerce Platform space. I talked about quadrillions earlier. Trillions is a pretty common unit of measure.The complexity that I talked about earlier, that's a result of external environments is another one. So, imposed by external entities, whether it's a government or a tax authority somewhere, or a business requirement from customers, or ourselves. I enjoy those as well. Those are different kinds of challenge. They really keep you on your toes.I enjoy thinking of them as an engineering problem, like, how do I get in front of them? And that's something we spend a lot of time doing in Commerce Platform. And when we get it right, customers are just unaware of it. And then the third one is, I personally am always attracted to the opportunity to have an impact. And this is a space where we get to hopefully positively impact every single customer every day. And that, to me is pretty fulfilling.Those are kind of the three standout reasons why I think this is actually a super-exciting space. And I think it's often an underestimated space. I think once folks join the team and sort of start to dig in, I've never heard anybody after they've joined, telling me that what they're doing is boring. Challenging, yes. Is frustrating, sometimes. Hard, absolutely, but boring never comes up.Corey: There's almost no service, other than IAM, that I can think of that impacts every customer simultaneously. And it's easy for me to sit in the cheap seats and say, “Oh, you should change this,” or, “You should change that.” But every change you have is so massive in scale that it's going to break a whole bunch of companies' automations around the bill processing in different ways. You have an entire category of user persona who is used to clicking a certain button in this certain place in the console to generate the report every month, and if that button moves or changes color, or has a different font, suddenly that renders their documentation invalid, and they're scrambling because it's not their core competency—nor should it be—and every change you make is so constricted, just based upon all the different concerns that you've got to be juggling with. How do you get anything done at all? I find that to be one of the most impressive aspects about your organization, bar none.James: Yeah, I'm not going to lie and say that it isn't a challenge, but a lot of it comes down to the talent that we have on the team. We have a super-motivated, super-smart, super-engaged team, and we spend a lot of time figuring out how to make sure that we can keep moving, keep up with the business, keep up with a world that's getting more complicated [laugh] with every passing day. So, you've kind of hit on one of the core challenges there, which is, how do we keep up with all of those different dimensions that are demanding an increasing amount of engineering and new support and new investment from us, while we keep those customers happy?And I think you touched on something else a little bit indirectly there, which is, a lot of our customers are actually pretty technical across AWS. The customers that Commerce Platform supports, are often the least technical of our customers, and so often need the most help understanding why things are the way they are, where the constraints are.Corey: “A big bill from Amazon. How many books did you people buy last month?”—James: [laugh]. Exactly.Corey: —is still very much level of understanding in some cases. And it's not because they're dumb; far from it. It's just, imagine that some people view there as being more to life than understanding the nuances and intricacies of cloud computing. How dare they?James: Exactly. Who would have thought?Corey: So, as you look now over all of your domain, such as it is, what sucks the most? What are you looking to fix as far as impactful changes that the rest of the world might experience? Because I'm not going to accept one of those questions like, “Oh, yeah, on the back-end, we have this storage subsystem for a tertiary thing that just annoys me because it wakes us up once in a whi”—no, no, I want something customer-facing. What's the painful thing you're looking at fixing next?James: I don't like surprising customers. And free tier is, sort of, one of those buckets of surprises, but there are others. Another one that's pretty squarely in my sights is, whether we like it or not, customer accounts get compromised. Usually, it's a password got reused somewhere or was accidentally committed into a GitHub repository somewhere.And we have pretty established, pretty effective mechanisms for finding all of those, we'll scan for passwords and credentials, and alert customers to those, and help them correct that pretty quickly. We're also actually pretty good at detecting when an account does start to do something that suggests that it's been compromised. Usually, the first thing that a compromised account starts to do is cryptocurrency mining. We're pretty quick to catch those; we catch those within a matter of hours, much faster most days.What we haven't really cracked and where I'm focused at the moment is getting back to the customer in a way that's effective. And by that I mean specifically, we detect an account compromised super-quickly, we reach out automatically. And so, you know, a customer has got some kind of contact from us usually within a couple of hours. It's not having the effect that we need it to. Customers are still being surprised a month later by a large bill. And so, we're digging into how much of that is because they never saw the contact, they didn't know what to do with the contact.Corey: It got buried with all the other, “Hey, we saw you spun up an S3 bucket. Have you heard of what S3 is?” Again, that's all valuable, but you have 300-some-odd services. If you start doing that for every service, you're going to hit mail sending limits for Gmail.James: Exactly. It's not just enough that we detect those and notify customers; we have to reduce the size of the surprise. It's one thing to spend 100 bucks a month on average, and then suddenly find that your spend has jumped $250 because you reused the password somewhere and somebody got ahold of it and it's cryptocurrency-mining your account. It's a whole different ballgame to spend 100 bucks a month and then at the end of the month discover that your bill is suddenly $2,000 or $20,000. And so, that's something that I really wanted to make some progress on this year. Corey: I've really enjoyed our conversation. If people want to learn more about how you view these things, how you're approaching some of these problems, or potentially are just the right kind of warped to consider joining up, where's the best place for them to go?James: They should drop me an email at jamesg@amazon.com. That is the most direct way to get hold of me, and I promise I will get back to you. I try to stay on top of my email as much as possible. But that will come straight to me, and I'm always happy to talk to folks about the space, talk to folks about opportunities in this team, opportunities across AWS, or just hear what's not working, make sure that it's something that we're aware of and looking at.Corey: Throughout Amazon, but particularly within Commerce Platform, I've always appreciated the response of, whenever I report something, no matter how ridiculous it is—and I assure you there's an awful lot of ridiculousness in my bug reports—the response has always been the same: “Tell me more. Help me understand what it is you're trying to achieve—even if it is ridiculous—so we can look at this and see what is actually going on.” Every Amazonian team has been great about that or you're not at Amazon very long, but you folks have taken that to an otherworldly level. I just want to thank you for doing that.James: I appreciate you for calling that out. We try, you know, we really do. We take listening to our customers very seriously because, at the end of the day, that's what makes us better, and that's how we make sure we're in it for the long haul.Corey: Thanks once again for being so generous with your time. I really appreciate it.James: Yeah, thanks for having me on. I've enjoyed it.Corey: James Greenfield, VP of Commerce Platform at AWS. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this podcast, please leave a five-star review on your podcast platform of choice along with an angry comment—possibly on YouTube as well—about how you aren't actually giving this five-stars at all; you have taken three trillions of a star off of the rating.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

Try Privy for FREE today Get your copy of The Ultimate 2022 Ecommerce Holiday Calendar Check out Privy Masterclass Try The Shopify Store Grader Check out The Ecommerce Marketing Playlist Join The Ecommerce Marketing Community Check out our book, The Ecommerce Marketing Handbook Get your free copy of Ecommerce Marketing Recipes Ecommerce Marketing School is sponsored by soona and #paid.

The world is changing at a pace that's hard to keep up with. So, what a student learns to earn a degree is quickly becoming obsolete. That's true unless you're in Anika Sharma's class. Anika is a professor of business and technology at NYU Stern School of Business, and she is also a General Manager and Global Client Partner for Mindtree. By having her feet in both worlds, Anika sees how Gen Z is changing in real-time and understands what brands are asking for on a day-to-day basis. She then shares that information in educational and business settings. She shared it with us, too, on this episode. Tune in to learn:How Anika brings the classroom to clients at Mindtree (7:30)Trends larger brands are looking for help with (10:50)Getting more to the heart of why companies fail and what we can learn from them (30:30)Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Learn more at http://www.salesforce.com/commerce Mission.org is a media studio producing content for world-class clients. Learn more at http://www.mission.org.

Managing editor John Loesing and Thousand Oaks Acorn editor Kyle Jorrey recap May 11th's 2022 Candidates Forum for two local races—Ventura County Sheriff and Ventura County Supervisor—appearing on the June 7th ballot. The forum was a collaboration between the Conejo Chamber of Commerce and The Acorn and moderated by Loesing and JorreyAccompanying LinksStance of rank and file officers weighs heavy on sheriff race Forum LivestreamGorrell making up ground in fundraising Branching OutFind us on TwitterEmail us at branchingout@theacorn.comWritten by Kyle JorreyAudio Engineering + Graphic Design by David LopezProduced by Allison MontroyMusic by Ian Bradley SUPPORT OUR SPONSORS!Timios Title and Escrow Services211 Village Commons Blvd. #13, Camarillo(800) 377-8019Dr. Sara Whatley Health and Wellness2237 Ventura Blvd., Camarillo (805) 437-6547Maid in America HousecleaningCall for a free estimate!(805) 499-7259Gold Coast Veterans Foundation4001 Mission Oaks Blvd, Suite D, Camarillo, CA(805) 482-6550Save a Life Thrift Stores315 Arneill Rd #103, Camarillo (888) 876-0605Support the show

Millions of workers have left their jobs looking for better opportunities, and it's putting retirees in great demand. We'll discuss how that may impact you today on MoneyWise. AN UNPRECEDENTED EMPLOYEE SHORTAGE We've talked about the Great Resignation before. Due in part to the pandemic and increasing work from home opportunities, folks have been resigning in historic numbers. That's led to an employment gap at all experience levels that employers have yet to fill. A recent report by the U.S. Chamber of Commerce calls this a workforce crisis and says The most critical and widespread challenge facing businesses is the inability to hire qualified workers for open jobs they need to fill. There are now more than 11-million open jobs in the U.S. That's nearly twice as many as the number of unemployed workers. So it's not surprising that employers would look to retirees as one solution to the worker shortage, if they can get them to un-retire. There's even a name for retirees returning to the workforce:. BOOMERANG EMPLOYEES And in many cases, hiring back the boomerang employees is actually preferred over taking on younger, entry level employees. Retirees, especially recent retirees, already have the skill-set needed for the job and experience at solving problems. They also tend to have lower training costs and greater productivity. But why would retirees return to a job they've already decided to leave? Well, some do it for financial reasons. They simply need the money as today's high inflation rate eats into their buying power. Others discover that retirement isn't all it was cracked up to be and they feel unfulfilledor bored. Employment experts say the high demand for retirees gives them a definite advantage in these negotiations and they know that they can be choosy about what conditions they'll accept. And just because retirees get calls from their former companies doesn't mean that's where they end up. Less than half of retirees thinking about going back to work would consider their past workplace. Nearly two-thirds said they'd look for opportunities somewhere else. They can do it, too, because again, the pandemic has enabled millions to work from home who didn't have that opportunity before. Employers have accepted the fact that many jobs can be done anywhere there's a wifi connection. OPPORTUNITIES You don't necessarily have to be a recent retiree to benefit from this trend, either. Many employers are offering training opportunities, especially technology training, to those who've been out of the workforce for longer periods of time. The Great Resignation is giving retirees opportunities they've never had before without having to go look for them. In many cases they just need to keep their resumes and LinkedIn profiles up to date. Employers are coming to them. WHAT'S RIGHT FOR YOU? So if you're retired and thinking about going back to work, how do you decide what's best for you? Answering a few questions first can help. Do you want to work full-time or just part-time? How flexible do your hours need to be? Working from home, many people have found they can pretty much set their own hours, just as long as the job gets done on time. You also have to think about compensation. If you're receiving Social Security benefits but haven't reached full retirement age yet, your benefits will be reduced $1 for every $2 you earn above $19,560. You'll get that money back after you reach full retirement age, at which point you can earn any amount without your benefits being reduced. So the pandemic led to the Great Resignation, which led to a big increase in boomerangs. There's a sentence you never thought you'd hear. On today's program, Rob also answers listener questions: ●Does it make sense to withdraw money from a 401k early to pay off a home loan? ●How should you invest a lump sum of cash on behalf of a teenager? ●Should you prioritize paying off a mortgage or investing more for retirement? Remember, you can call in to ask your questions most days at (800) 525-7000 or email them toQuestions@MoneyWise.org. Also, visit our website atMoneyWise.orgwhere you can connect with a MoneyWise Coach, join the MoneyWise Community, and even download the free MoneyWise app. To support this ministry financially, visit: https://www.oneplace.com/donate/1085/29

The Department of Commerce is investigating whether solar panels imported from Southeast Asia are really coming from China, and if so, should be subject to tariffs. Trade groups say the investigation casts a shadow on the industry and is also slowing down progress on certain projects. The labor shortage has affected Walmart to the point where the retail giant has launched a program to find store managers, hoping to entice college grads with the chance at eventual six-figure salaries. This year’s Memorial Day sales could provide a glimpse into how both retailers and consumers view inflation. Your donation powers the journalism you rely on. Give today to support Marketplace Morning Report.

The Department of Commerce is investigating whether solar panels imported from Southeast Asia are really coming from China, and if so, should be subject to tariffs. Trade groups say the investigation casts a shadow on the industry and is also slowing down progress on certain projects. The labor shortage has affected Walmart to the point where the retail giant has launched a program to find store managers, hoping to entice college grads with the chance at eventual six-figure salaries. This year’s Memorial Day sales could provide a glimpse into how both retailers and consumers view inflation. Your donation powers the journalism you rely on. Give today to support Marketplace Morning Report.

Try Privy for FREE today Get your copy of The Ultimate 2022 Ecommerce Holiday Calendar Check out Privy Masterclass Try The Shopify Store Grader Check out The Ecommerce Marketing Playlist Join The Ecommerce Marketing Community Check out our book, The Ecommerce Marketing Handbook Get your free copy of Ecommerce Marketing Recipes Ecommerce Marketing School is sponsored by soona and #paid.

Larry Kochard is the CEO and CIO of the University of Virginia Investment Management Company (UVIMCO), where he provides leadership, connectivity to the University, and responsibility for the University's $8.5 billion long-term investment pool.  Before joining UVIMCO in 2011, he served as Georgetown University's first in-house CIO. Prior to that, he was Managing Director of Equity and Hedge Fund investments for the Virginia Retirement System.  From 1997-2004, Larry was an adjunct, and later full-time, professor at Virginia's McIntire School of Commerce.  He spent his formative professional years in debt capital markets at Goldman Sachs, and corporate finance at Fannie Mae and DuPont. Larry received his B.A. in Economics from William & Mary, an MBA from the University of Rochester, and an MA and PhD in Economics from the University of Virginia. Our conversation covers tricky issues involving the internal management of portfolios alongside external manager allocations, UVIMCO's five core principals, and the consideration of absolute and relative metrics in asset allocation and performance. Our deep dive on UVIMCO's core principals and asset allocation provides an inside look at the subtleties required to maintain seemingly simple tenants. I'm quite sure everyone that touches the University of Virginia will come away thrilled that Larry is the steward of their capital. Learn More‍ Follow Ted on Twitter at @tseides or LinkedIn‍ Subscribe to the mailing list‍ Access Transcript with Premium Membership‍

Carlos Gutierrez is the Chairman, and CEO at EmPath. EmPath uses machine learning to solve a problem that the corporate world has been trying to solve for at least 20 years, and that is to identify the skills of every employee. Identify the skills required for every job in the company. Once you have that database of information, the things you can do are endless, and the kind of environment you can create for people. He is also the former US Secretary of Commerce and former Kellogg's Chairman and CEO. In today's episode, we will talk about how Carlos got into the business of helping people grow and what motivated him to upskill himself. He also shares what things they do to help businesses know their employee's skills better, which will help them create a good environment for the employees,  is experience still important and how should leaders look at proficiency. --------------------- This episode is brought to you by EmPath. Empower your employees, raise engagement, and boost retention. The workforce of tomorrow. Today. Visit www.empath.net to request a demo. --------------------- The #1 challenge for organizations right now is how to attract and retain talent. Organizations are stuck in old ways of thinking about work and they are struggling! In my new PDF, I outline 7 ways the workforce is changing and what you and your organization need to do to adapt. The Great Resignation is The Great Opportunity if you are willing to take action! Click here to download the PDF. --------------------- Get the latest insights on the Future of Work, Leadership and employee experience through my daily newsletter at futureofworknewsletter.com  Let's connect on social! Linkedin: http://www.linkedin.com/in/jacobmorgan8 Instagram: https://instagram.com/jacobmorgan8 Twitter: http://www.twitter.com/jacobm Facebook: https://www.facebook.com/FuturistJacob

This week, Lucinda talks to Zoe Hawkins and Jo Wheatley of The Coaching Crowd Podcast, who are in the process of launching an exciting new book, 'Deciding To Coach'. Jo and Zoe discuss their fascinating work, and how it may help you to decide upon your own coaching ambitions. KEY TAKEAWAYS The first half of the book is dedicated to equipping you with the tools you may need in order to coach. The second half contains the business strategies that Zoe and Jo have used to build a successful coaching business. Coaching can feel like a "soft and fluffy" pursuit that might not provide a viable business model. But coaching is a courageous , empowering and enlightening pursuit. Emotions can be affected by your coaching journey. Thoughts and feelings play a huge role in the way we coach, which can have knock-on effects in terms of our behaviour. BEST MOMENTS 'It's the book that we wanted when we set out in coaching' 'How you actually turn this into a viable business?' 'Coaching is a genuinely credible career' 'There is such a huge demand for coaches' VALUABLE RESOURCES The HR Uprising Podcast | Apple | Spotify | Stitcher   The HR Uprising LinkedIn Group How to Prioritise Self-Care (The HR Uprising) How To Be A Change Superhero - by Lucinda Carney HR Uprising Mastermind - https://hruprising.com/mastermind/   www.changesuperhero.com www.hruprising.com          The Coaching Crowd Podcast - https://podcasts.apple.com/gb/podcast/the-coaching-crowd-podcast-with-jo-wheatley-zoe-hawkins/id1594603806 Deciding To Coach - https://www.amazon.co.uk/Deciding-Coach-Coaching-Business-Strategy/dp/B09X3Y663V/ref=sr_1_1?crid=3GCKF2GRF9G0G&keywords=deciding+to+coach&qid=1652260953&sprefix=deciding+to+coach%2Caps%2C48&sr=8-1 About the Guests Jo is an Award Nominated (EMCC Global Coach Practitioner 2020) Master Accredited Coach and Coach Trainer. Also, she has over 1800 hours of 1:1 executive coaching experience and is a qualified coaching supervisor. Jo coaches professionals across the globe through virtual coaching platforms as a well as in person sessions. Additionally, she works in a consultancy capacity specialising in supporting values led organisations driving cultural transformation. Lastly, she is a co-founder and Coach at In Good Company which is an Institute of Leadership and Management Approved Centre. Zoe Hawkins is a global, multi award nominated master accredited coach, coach supervisor and coach trainer. She coaches courageous, high achieving leaders who desire more fulfilment from their careers. This might be about balance, inner confidence, finding purpose and joy or working through a career plateau to re-ignite passion and drive. Zoe's qualifications include a first class degree in Commerce, a Masters (distinction) in Personnel and Development A diploma in Performance Coaching, Master Coach, Master Hypnotist,  Master Practitioner of NLP. She also holds a certificate in Transactional Analysis and a diploma in coaching supervision. ABOUT THE HOST Lucinda Carney is a Business Psychologist with 15 years in Senior Corporate L&D roles and a further 10 as CEO of Actus Software where she worked closely with HR colleagues helping them to solve the same challenges across a huge range of industries. It was this breadth of experience that inspired Lucinda to set up the HR Uprising community to facilitate greater collaboration across HR professionals in different sectors, helping them to ‘rise up' together. “If you look up, you rise up” CONTACT METHOD Join the LinkedIn community - https://www.linkedin.com/groups/13714397/ Email: Lucinda@advancechange.co.uk Linked In: https://www.linkedin.com/in/lucindacarney/ Twitter: @lucindacarney Instagram: @hruprising Facebook: @hruprising See omnystudio.com/listener for privacy information.

1 NCLA Files Lawsuit Against Discriminatory Fulbright Rule A complaint filed by NCLA argues the U.S. Department of Education's application process for the Fulbright-Hays Fellowship unlawfully discriminates based on applicants' nation of origin. NCLA represents the plaintiffs in Samar Ahmad and Edgar Ulloa Lujan v. U.S. Department of Education, et al., which asks the U.S. District Court for the Western District of Texas to declare this process unconstitutional and not authorized by the Fulbright-Hays Act of 1961.  The Fulbright-Hays Doctoral Dissertation Research Abroad Fellowship was established to support and promote U.S. students to conduct doctoral research in foreign countries using a foreign language. The Department of Education evaluates applicants on a 105-point scale, with language proficiency counting for 15 points. Starting in 1998, the Department began to use the language-proficiency criterion to disadvantage U.S. students whom the Department deemed to be “non-native-born” by assigning them 0 out of 15 points for language proficiency if they acquired the relevant foreign language through their national heritage. Mark and Vec discuss NCLA's new case. 2 Government Tracking of Charter Boats Case Garners Strong Amicus Support The states of Louisiana, Alabama, Mississippi, and South Carolina, and two public interest organizations are among the amici curiae who have filed briefs in support of the arguments presented by NCLA in the lawsuit challenging government agencies—Commerce, NOAA, and NMFS—forcing charter boats that take customers fishing and sightseeing in the Gulf of Mexico to purchase a vessel monitoring system (VMS) and submit to 24-7 warrantless surveillance. Vec discusses the amicus briefs in support of Mexican Gulf v. Commerce in the Fifth Circuit.   See omnystudio.com/listener for privacy information.

Greetings and welcome to a special episode of the podcast recorded live in the on-site podcasting studio at the L.A. Global Ecommerce Leaders Forum April 2022.   For these episodes we are joined by GELF friend & supporter Rick Watson who takes his turn on the mic as our podcast host for this LA podcast series.   Let's listen in now.In this episode, Rick talks to Kevin Cushing, Business Development Manager, E-Commerce at Singapore Airlines.  Kevin is spearheading the introduction of Parxl, a new cross-border package shipping solution powered by Singapore Airlines, to US e-commerce shippers.If you liked this podcast, you can follow us on Apple iTunes, Spotify, Amazon music podcast channel or your favorite podcast platform, please rate and be sure and recommend to a friend or colleague in the retail and cross-borders commerce industry.You can learn more about the Global E-Commerce Leaders Forum and continue to keep up with the latest on cross-border commerce online at https://www.globalecommerceleadersforum.com/, and be sure and visit out our all new YouTube site where you will plenty of fantastic cross-border content from several of our events.  Speaking of which, our next event will be in New York City on September 29th - mark it in your calendars now! Execs from retail brands can register for a complimentary VIP Pass at bit.ly/GELFNYC22Until then, safe travels!Visit out YouTube channel at: https://www.youtube.com/channel/UCF8LNeP-QGoJk0TJXI80lag use this instead? bit.ly/GELFYOUTUBECHANNEL 

The in-Direct to Consumer eraWebsites are homogenous and lacking inspiration. If you remove the navigation bar, most websites are indistinguishableShopify's stock is down 75% from its all-time high. While the tech sector experiences pain and economic concerns loom, many brands will need to invest in experience“What do consumers care about? Fast, cheap, and free. Shopify turned a business buyer, a business operator, into a consumer; they want fast, cheap, and free. No wonder eCom is so uninspired.” — PhillipAssociated Links:Shopify down 75% from highStay tuned for VISIONS 2022…coming soon!Subscribe to Insiders and Senses to read more of our hot takes! Listen to our other episodes of Future CommerceTune into Infinite Shelf Season 2!Check out Decoded, our newest limited seriesHave any questions or comments about the show? Let us know on Futurecommerce.fm, or reach out to us on Twitter, Facebook, Instagram, or LinkedIn. We love hearing from our listeners!

Avec la hausse générale des taux d'intérêt dans le monde, le secteur bancaire promet d'être au cœur de l'actualité ces prochains mois. C'est pour cela qu'Alain Nkontchou, président du Conseil d'administration d'Ecobank est le Grand invité de l'Économie RFI – Jeune Afrique. Interrogé par Bruno Faure (RFI) et Julien Clémençot (Jeune Afrique), ce financier camerounais installé à Londres répond aux nombreuses questions essentielles du moment : inflation, prix des denrées alimentaires, dettes publiques, positionnement des banques dans le financement des économies africaines, cryptomonnaies, cybersécurité, etc… Il évoque aussi largement l'actualité du groupe panafricain Ecobank, présent dans 33 pays du continent avec plus de 20.000 salariés, un revenu net de 1,8 milliard de dollars en 2021 et un bénéfice avant impôt de 478 millions de dollars.   Alain Nkontchou, 59 ans, est né à Yaoundé (Cameroun). Formé en France (à Supelec puis à l'École supérieure de Commerce de Paris), il mène la première partie de votre carrière en Europe, notamment à Londres, au sein de JP Morgan et de Crédit Suisse. En 2008, il crée Enko Capital, une société d'investissement consacrée à l'Afrique et qui gère plus de 900 millions de dollars d'actifs. Retrouvez notre compte RFI Éco sur Facebook et Twitter. 

Jennifer Jones Lee hosts former Deputy Assistant Secretary at the Treasury Department, Senior Trade Economist in the White House Council of Economic Advisors, former official with the U.S. Department of Commerce, U.S. Trade Representative, and U.S. International Trade Commission while currently a Senior Research Fellow with the Mercatus Center Christine McDaniel to discuss how President Biden should lift tariffs in order to curtail the baby formula shortage.

The CPG Guys, PVSB and Sri are joined in this episode by Nich Weinheimer, GM of Strategy and Commerce at Skai (fka Kenshoo). Skai is an AI-powered suite of technologies for brands and retailers including consumer and market insights, strategic planning, omnichannel media activation, testing and measurement. Skai's solutions all share a uniquely comprehensive data foundation that informs intelligence and true incremental lift.This episode is sponsored by Skai.Follow Nich Weinheimer on LinkedIn at: https://www.linkedin.com/in/nich-weinheimer-601a596/Follow Skai on LinkedIn at: https://www.linkedin.com/company/skaicommerce/Follow Skai online at: https://skai.io/Watch Nich's appearance at P2PI Future Forward here: https://events.ensembleiq.com/FutureForward/Nich answers these questions:1) How are Natural Language Processing and advanced analytics helping brands to surface powerful trends and predictive insights?2) How are brands able to power Skai's market intelligence capabilities with additional configurations and services involving 3rd party data sources? What are the connectivity options you afford to your clients in this pursuit?3) How does Skai ensure that when connecting to 1st party data sources, security is at the forefront? What are the types of 1st party data that must be secured?4) Apple mobile search is an important place for brands to market in pursuit of customer acquisition. How does Skai enable full-funnel optimization of bidding and manual intervention that improves Apple installs & in-app events?5) In late March, I attended the Shoptalk Event in Las Vegas. On the second day, Kroger/84.51 announced that it was opening its Kroger Precision Marketing retail media platform to third party ad management platforms, notably Skai. Would you please provide us some detail as to what this involves and why brands should be excited about this partnership?6) What is the state of retail media in the convenience channel. I know Gopuff has an established platform but I hear that some convenience omnichannel players are preparing to enter the marketplace. What intel do you have to share?7) Auditing of campaign execution & performance may not sound like the most exciting service offered by Skai, but the improvements coming from audit can have a significant impact on future performance. Would you please expand?8) What are Dynamic Commerce Ads and why is this revolutionary innovation in social-to-retailer advertising?CPG Guys Website: http://CPGGuys.comFMCG Guys Website: http://fmcgguys.comDISCLAIMER: The content in this podcast episode is provided for general informational purposes only. By listening to our episode, you understand that no information contained in this episode should be construed as advice from CPGGUYS, LLC or the individual author, hosts, or guests, nor is it intended to be a substitute for research on any subject matter. Reference to any specific product or entity does not constitute an endorsement or recommendation by CPGGUYS, LLC. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent.  CPGGUYS LLC expressly disclaims any and all liability or responsibility for any direct, indirect, incidental, special, consequential or other damages arising out of any individual's use of, reference to, or inability to use this podcast or the information we presented in this podcast.

Try Privy for FREE today Listen to Part 1 here Follow Brooke on Twitter Check out Dear Brightly Get your copy of The Ultimate 2022 Ecommerce Holiday Calendar Check out Privy Masterclass Try The Shopify Store Grader Check out The Ecommerce Marketing Playlist Join The Ecommerce Marketing Community Check out our book, The Ecommerce Marketing Handbook Get your free copy of Ecommerce Marketing Recipes Ecommerce Marketing School is sponsored by soona and #paid.

This week we have something a little different. ConstructConnect held their State of the Construction Industry – 2022 and Beyond economic webcast on May 10 and digital media editor Warren Frey  goes through some of the highlights as a series of experts looked at the highs and lows of the economy in the recent past, right now and in our immediate future. American Institute of Architects chief economist Kermit Baker, ConstructConnect chief economist Alex Carrick and Associated General Contractors of America chief economist Ken Simonson all analyzed factors influencing the economy including continued pandemic mitigation, supply chain worries and the state of construction employment. Construct senior economist Michael Guckes also looked at labour mobility and ConstructConnect senior director of content services Fonda Rosenfeldt examined data points showing a shift from general work to more civil projects. If you'd like to see the full webcast and other videos go here and You can listen to The Construction Record and TCR Express on the Daily Commercial News and Journal of Commerce websites as well as on Apple Podcasts, Spotify and Amazon Music's podcast, and you can listen to our recent interview with Cromeens Law Firm LLC owner and managing partner Karalynn Cromeens here. Thanks for listening and we'll see you next week. DCN-JOC News Services

Guest host Arlene Bynon is joined by Rocco Rossi, the president and CEO of the Ontario Chamber of Commerce. Rocco and Arlene talk about the lack of labour development strategies in this provincial election, and why that needs to change. Let's get talking See omnystudio.com/listener for privacy information.

For this episode, we had the pleasure of chatting with Randall Rothenberg, Executive Chair at IAB, and ​​Chris Bruderle, Vice President of Research & Analytics at IAB, about the insights on social commerce from their brilliant annual Brand Disruption report. Together with your host Ryan Miller, we discussed the rise of direct brands and storeless commerce, how social media has become the new TV, the role of micro- and nano-influencers in social commerce, and the best practices for brands to tap into social commerce. If you're a brand looking to understand how shopper behavior is shifting in the age of social commerce, this episode is a can't-miss!You can find Randall on Twitter @r2rothenberg and on LinkedIn, and Chris on LinkedIn. You can find the Lab on Twitter @ipglab and on Medium for our latest insights. Click here to listen and subscribe! If you enjoyed the episode, please consider giving us a five-star review on Apple Podcast. Thanks for listening! See acast.com/privacy for privacy and opt-out information.

Interviewed the best barber in the business, Brad Angell! Brad began cutting hair in 2008 and started his company in 2013. Brad was my barber throughout college, so it was an honor recording with him in the shop!! (Brad's Background - starts 0:27) (Starting His Business - starts 3:20) (Racing Cars - starts 6:18) (Awards/Recognition- starts 8:20) (Chamber of Commerce - starts 12:56) (Best Haircut Stories - starts 17:19) (Memorabilia – starts 20:36) Linktree: https://linktr.ee/MichaelMaherShow Instagram: https://www.instagram.com/mikemshow/ Tik Tok: https://www.tiktok.com/@mikemshow? Follow Brad's Barber Shop on Facebook! Facebook: https://www.facebook.com/Brads-Barber-Shop-1438123599836791 Facebook: https://www.facebook.com/Brads-Barber-Shop-638513309671716 Subscribe: https://www.youtube.com/channel/UCjuMDJO2uHchPkoFd1uwo2A LISTENING PLATFORMS Apple Podcasts: https://podcasts.apple.com/us/podcast/michael-maher-show/id1498977289 Spotify: https://open.spotify.com/show/0VkK6hX0mB36WjDQED6yDJ iHeart Radio: https://www.iheart.com/podcast/269-michael-maher-show-57854913/ Google Podcasts: https://www.google.com/podcasts?feed=aHR0cHM6Ly9hbmNob3IuZm0vcy8xM2U5YWY2Yy9wb2RjYXN0L3Jzcw== RadioFreeRadford: http://ruhsm.com/RFR Anchor: https://anchor.fm/michael-maher-show

On May 3rd,  The Appalachian Regional Healthcare System (ARHS) Board of Trustees and the UNC Health Board of Directors announced the approval of a comprehensive, long-term Management Services Agreement (MSA) between the two organizations to expand local health care services and improve access to resources for patients in the High Country region of North Carolina.What does this agreement include? How will it impact access to quality health care in the High Country? To get the answers to these questions, and to put a few rumors to rest, this week's installment of Mind Your Business features Chuck Mantooth, President/CEO of Appalachian Regional Healthcare System. Here his comments about why this arrangement was sought and how it will change the way patients communicate with their heath providers.Mind Your Business is produced weekly  by the Boone Area Chamber of Commerce, thanks to a partnership between Appalachian Commercial Real Estate and High Country Radio.Support the show

Les prix des denrées alimentaires flambent. En Afrique, ils sont 30% plus élevés que la moyenne mondiale. Quelles mesures sont prises dans votre pays pour atténuer les effets de l'inflation ? Comment gérez-vous la hausse des prix ? Avez-vous modifié vos habitudes de consommation ?    Avec : - Aimé Koizan, directeur général du Commerce intérieur ivoirien - Ollo Sib, conseiller régional du Programme alimentaire mondial pour l'Afrique centrale et l'Afrique de l'Ouest - Jean-Baptiste Koffi, président de la Confédération des organisations des consommateurs de Côte d'Ivoire.   * Par téléphone : de France : 09 693 693 70 de l'étranger : 33 9 693 693 70 * Par WhatsApp : +33 6 89 28 53 64 N'OUBLIEZ PAS DE NOUS COMMUNIQUER VOTRE NUMÉRO DE TÉLÉPHONE (avec l'indicatif pays). Pour nous suivre : * Facebook : Rfi appels sur l'actualité * Twitter : @AppelsActu

Les prix des denrées alimentaires flambent. En Afrique, ils sont 30% plus élevés que la moyenne mondiale. Quelles mesures sont prises dans votre pays pour atténuer les effets de l'inflation ? Comment gérez-vous la hausse des prix ? Avez-vous modifié vos habitudes de consommation ?    Avec : - Aimé Koizan, directeur général du Commerce intérieur ivoirien - Ollo Sib, conseiller régional du Programme alimentaire mondial pour l'Afrique centrale et l'Afrique de l'Ouest - Jean-Baptiste Koffi, président de la Confédération des organisations des consommateurs de Côte d'Ivoire.   * Par téléphone : de France : 09 693 693 70 de l'étranger : 33 9 693 693 70 * Par WhatsApp : +33 6 89 28 53 64 N'OUBLIEZ PAS DE NOUS COMMUNIQUER VOTRE NUMÉRO DE TÉLÉPHONE (avec l'indicatif pays). Pour nous suivre : * Facebook : Rfi appels sur l'actualité * Twitter : @AppelsActu

Black men's health advocate Aaron Perry earns an award, the Wisconsin Latino Chamber of Commerce strikes a partnership in Rock County, a Hip-Hop Health Fair comes to the Fox Valley and more.

Try Privy for FREE today Follow Ben on Twitter Follow Liz on Twitter Get your copy of The Ultimate 2022 Ecommerce Holiday Calendar Check out Privy Masterclass Try The Shopify Store Grader Check out The Ecommerce Marketing Playlist Join The Ecommerce Marketing Community Check out our book, The Ecommerce Marketing Handbook Get your free copy of Ecommerce Marketing Recipes Ecommerce Marketing School is sponsored by soona and #paid.

On today's podcast, we talk to Kathy Oneto about how to create sustainable ambition in our lives. We explore how noticing our personal pace, practicing pauses and letting go of perfectionism are key ingredients to create sustainable ambition in our own lives. Take a listen and share your takeaways with us on Instagram @OneWade and @SustainableAmbition   Do you want support building more mindful pauses in your life? Are you wanting to create a sustainable ritual in your life? Build your own unique ritual by using the Centered Method on Centered in the City Sign up for your 7 day free trial here. Celebrating Mental Health Awareness Month in May, I am offering podcast listeners an exclusive 20% an annual subsctription to Center in the City. Enter coupon code: center20 when you sign up for the year.    ***** Kathy Oneto is a strategy executive and life+work coach who bridges her two worlds bringing strategic thinking to life+work integration. She is the founder of Sustainable Ambition, host of The Sustainable Ambition Podcast, and author of the Sustainable Ambition 12-Month Workbook+Planner that helps you build Your Life+Work Resilience Rx (prescription). Kathy's mission is to help people attain more joy, satisfaction, and fulfillment in their careers from decade to decade, helping them to be ambitious with less angst and guilt, more ease, and without burnout. She holds an MBA from Berkeley's Haas School of Business and a BS in Commerce from the University of Virginia. Kathy lives in San Francisco with her husband and the fog.

On this episode, we visit our past episodes of Commerce And Chill for some necessary insight on Fradulent Claims and Expanding Your Business. We also discuss how to use media in your business so that it can thrive like never before! ► Episode Highlights: EP 122 00:00 - Intro 00:09 - Media For Your Business 08:29 - Expanding Your Business 18:23 - Fraudulent Claims 28:16 - Credits ► Listen to the full session on the Commerce and Chill podcast: https://podcasts.apple.com/us/podcast/commerce-chill/id1496451217 ---- ► Follow Us Online Here: LinkedIn:https://www.linkedin.com/company/commerceandchill/mycompany/?viewAsMember=true Facebook: https://www.facebook.com/commerceandchill Instagram: https://www.instagram.com/commerceandchill/?hl=en Twitter: https://twitter.com/CommerceChill Website: https://www.commerceandchill.com/

After graduating from the University of British Columbia with a degree in Commerce, Chris Kwan began her adult life as a Certified General Accountant. She soon realized that this career was doing nothing to fulfill her passion for fitness, nutrition, and helping others. Pursuing this passion, Chris earned certifications as a personal training specialist, a life coach, nutrition coach, and consistency coach. She made a drastic change in careers and now has over 20 years of experience in personal training, nutrition, and lifestyle coaching.  She owns and operates both Core Ten Physical Evolutions (an exclusively private personal training studio in North Vancouver, B.C.) as well as Healthy Habits Nutrition & Lifestyle Coaching. Chris is passionate about helping women in midlife break free from the cycle of yo-yo dieting caused by cravings, mindless emotional eating, and unhealthy habits. Her unique approach results in better health and guilt-free self-care, leading to better health, less stress and more self-confidence for life … all without dieting or deprivation. Connect with Chris:WebsiteFacebookInstagramFree guide---To learn more about Kim's Me Time Midlife Community on Facebook, go here.

On this episode I chatted with 4 x Gov of Oklahoma, George Nigh. In 1982 George Nigh became the first Oklahoma governor to be elected to consecutive terms and win a majority of votes in all 77 Oklahoma counties. He is also the only lieutenant governor ever elected governor, and the youngest man ever elected lieutenant governor (1958), and the youngest person ever elected to the state legislature (1950). George Patterson Nigh graduated from McAlester High School. Upon graduation, he spent a year and a half in the U.S. Navy at the end of World War II. When he returned, Nigh attended Eastern Oklahoma State A&M (now Eastern Oklahoma State College) and earned a B.A. from East Central State Teachers College (now East Central University). He taught history in the local public school and, in 1950 while still a college senior, was elected to Oklahoma's House of Representatives. Nigh became lieutenant governor for the first time in 1959 and became governor for a full four-year term for the first time in 1979. He was re-elected as governor in 1982, taking office in 1983. Nigh has served as chairman of the Interstate Oil Compact, the Southern Growth Policies Board, the Industrial Development Commission, and the Tourism and Recreation Commission. He was also a member of the Southern States Energy Board Executive Committee. Nigh has been recognized nationally by the United States Junior Chamber of Commerce as one of America's Fifty Outstanding Young Men. He is also a recipient of the National Martin Luther King Award, presented by Coretta Scott King. After he left the office of governor, Nigh served as a consultant to the McGraw-Hill School Division, was director of the J.C. Penney Company, joined the faculty of Edmond's University of Central Oklahoma, and eventually became its president (1992-1997). Nigh has served on the board of directors for IBC Bank and SONIC, America's Drive-In. https://oklahomahof.com/member-archives/n/nigh-george-1989 Donna Nigh bio https://oklahomahof.com/member-archives/n/nigh-donna-2008 This episode is presented by the Oklahoma Hall of Fame. Telling Oklahoma's story through its people since 1927. For more information on the Oklahoma Hall of Fame. Go to www.oklahomahof.com and for daily updates follow them on instagram www.instagram.com/oklahomahof  #thisisoklahoma 

Ce jeudi 12 mai, l'économie italienne, qui semblait toujours proche de l'équilibre, en comparaison avec celle de la France, a été abordée par Patrick Artus, chef économiste chez Natixis, Philippe Askenazy, économiste au CNRS, et François Ecalle, fondateur de FipEco.fr, dans l'émission Les Experts, présentée par Nicolas Doze sur BFM Business. Retrouvez l'émission du lundi au vendredi et réécoutez la en podcast.

Although you might think of Tivo as the DVR of days gone by, the brand is still having an impact. These days,Tivo is part of Xpreri Corporation, and the data that the company gathers is making it possible for brands to understand their customers better as it relates to TV and streaming advertising. Fariba Zamaniyan, the Vice President, Advanced Media and AdvertisingVice President, Advanced Media and Advertising at Xperi Corporation, discusses that and more on this episode. Tune in to learn:Understanding the landscape of TV advertising (7:25)Taking control and bringing tech in-house to harness the power of digital (10:00)Will Nielsen be prominent in the future? (16:50)What are brands doing today that is actually working when it comes to assessing consumer behavior? (22:20)How should brands think about segmenting customers to ensure the most success? (29:20)Up Next in Commerce is brought to you by Salesforce Commerce Cloud. Learn more at http://www.salesforce.com/commerce Mission.org is a media studio producing content for world-class clients. Learn more at http://www.mission.org.

Did you recently turn 26? Get kicked off your parents' insurance? Have you been scrolling through your state's healthcare exchange website, wondering if it would just be cheaper to crawl into a hole and die? Have we got the episode for you! We're sitting down today with Lisa Giordano, Executive Director of the Association of Young Americans (AYA), to discuss the often overlooked healthcare crisis faced by young American workers. AYA is a membership-based, nonprofit, nonpartisan organization by and for young people. The AYA advocates at the federal level to advance policies and legislation important to younger generations. They are part of the national Medicare for All Coalition, with Healthcare-NOW and many other allies. Show Notes Unlike previous generations that entered the workforce after college and pretty quickly found a good job with generous benefits, young adults today are surviving as part of the gig and service economies, with lower pay , less stability and less access to employer paid benefits. They also left college with far more debt than their parents did. Gen Z is defined as anyone born between about 1996 and 2021, so they are just starting to turn 26 and can no longer stay on their parents' healthcare. As young adults age out of their parents' health insurance, many go without coverage. In 2019, adults aged 19-34 had the highest uninsured rate of any age group in the US (15.6%, compared to 5.7% for those under 19, 11.3% for adults ages 35 to 64, and 0.8% for individuals 65 and older). 26-year-olds have the nation's highest uninsured rate among all single years of age, followed by 17.5% of 27-year-olds. Cheaper, “catastrophic” health care plans are often marketed to young people because they're healthier and “don't need” comprehensive plans. This is flawed thinking, of course. Young people can have chronic illnesses, disabilities, accidents, pregnancies, and other serious health conditions, putting them at risk of incurring huge medical debts. In addition, young adulthood is often when patients experience the onset of many serious mental health conditions and substance use disorder, the rates of which have only been exacerbated by the COVID-19 pandemic. The opposition at the Partnership for America's Healthcare Future (made up of the hospital, insurance and pharma industries and Chambers of Commerce) attacks Medicare for All, using the “one size fits all" narrative to persuade young people to oppose M4A based on the assumption that they're healthy and don't need comprehensive health coverage. Young folks should have the "choice" to buy lower-cost catastrophic plans and not pay into the expensive coverage that older people will need. The Affordable Care Act has been heralded as a success for young people because it allows them to stay on their parents' insurance until age 26. But this only benefits young people whose parents have high quality family insurance plans through their employer or the private market. This benefit is out of reach to young people whose parents don't have stable employment or whose employers don't provide insurance. The young adults who are shut out of this ACA benefit are more likely to be BIPOC people, already experiencing racism, health disparities and income inquality compared to their white peers. There has been a lot of news coverage surrounding the so-called “Great Resignation” among Gen Z and Millennial workers. This narrative is based on a lot of misconceptions surrounding young people in the workforce, for example that young people are quitting jobs in massive numbers because they are “lazy” and don't want to work. These generalizations tend to ignore that young people may be leaving jobs that lack benefits or don't pay a living wage. To learn more about the great work the Association of Young Americans is doing around healthcare justice, as well as student debt and climate change, visit https://joinaya.org. Resources:

Tim Chan is the Co-Founder of So Gay Rosé and the current Senior Director of Commerce at Rolling Stone. Along with his friend and Co-Founder Josh Campbell, Tim took on an exciting wine venture with a mission to support the LGBTQ+ community and redefine the meaning of the phrase, “That's so gay.” In this episode, we discuss:  How Tim and Josh turned a spur of the moment idea into a business Why Tim believes entrepreneurs should have a back up plan or multiple sources of income How So Gay Rosé is promoting self-love and acceptance while breaking stereotypes and supporting the queer community  P.S. You can use the code TIMFRIENDS for $20 off your purchase at sogayrose.com  If you enjoyed this episode, please leave a rating/review on Apple Podcasts and be sure to subscribe/follow the show on your preferred streaming platform. Thank you!

I've been spending some contemplative time this past month, reaffirming and connecting even more deeply to my vision & mission and the work I get to do with my clients. Over the next few episodes of Extraordinary Women Connect, I'm going to be sharing some of my wisdom about raising up your voice, visibility and your business! Today, I'm digging into the voice of you! In this episode: Kami shares what's flowing to her, what she's learned through the pandemic, and how she's grown by helping others build impact and expansive growth with their businesses  How our work as leaders and entrepreneurs is going to change our world  The importance of taking care of yourself first and determining how your community needs you at this time  Her core pillars of voice, vision, and visibility  Using "I am" statements to determine the essence of you - your passions, and your values  Tips on creating a brand that only you can own and the importance of removing archaic marketing formulas from your strategy  How to speak your client's love language  Attracting your soul clients by sharing the vision of what is possible Elevating yourself as a thought leader and determining the one message you want the world to hear  How to get people to stop, think, and do differently  The importance of giving people a roadmap to your most important message  Kami Guildner believes women's voices matter. She is a connector. A storyteller. A business coach for changemaker women of influence. Kami's entrepreneurial journey was sparked by the breath of a horse over a decade ago. This magical epiphany moment led Kami to discover her purpose of leading changemaker women to give voice to their most important messages and create a ripple effect of worldly impact. Kami weaves soulful inspiration into mindful business strategies, helping her clients up-level their business. With decades of leadership, marketing, strategic planning, and business growth expertise, Kami guides her clients to master their marketing, money, and mindset. Kami's soulful spirit leads her clients to unleash their magical manifestation powers and live out loud fueled with vitality and courage. She is the founder of the Extraordinary Women Ignite Conference, Extraordinary Women Connect events, and Extraordinary Women Radio™—a podcast featuring wildly successful women making an impact on the world. Her podcast was named Best Business Podcast in the 2018 People's Choice Awards and Feedspot's Top 100 Women Podcasts. Kami has featured guests such as Tosha Silver, SARK, Zainab Salbi, Beth Comstock, and Lissa Rankin. Kami is the author of Firedancer: Your Spiral Journey to a Life of Passion and Purpose. Kami was named to the 2020 Twenty-Five Most Powerful Women in Business List by the Colorado Women's Chamber of Commerce. "When we show up in our genius we create impact with our voices." — Kami Guildner To learn more about Kami, her work, and how she can support you and your business, check out her website, sign up for a complimentary coaching session with Kami,  and join the Extraordinary Women Connect Facebook group. You can also buy her book, Firedancer: Your Spiral Journey to a Life of Passion and Purpose, and connect with her on Facebook, Instagram, Twitter, and LinkedIn. Kami Guildner Show Notes (episode 250)

On today's show we talk with Capt. Jordan Todd of Saltwater Obsessions out of Port St Joe, FL. He tells us about the fantastic fishing that is happening right now in Port St Joe & Apalach. Everything is chewing, the wind and the weather are the biggest factors in choosing where you plan to fish this time of year. If you are lucky enough to get out on a "Chamber of Commerce" day then all opportunities are on the table. Be sure to listen for Jordan's advice of where to start. We also get to hear about a once in a lifetime red snapper experience!

Kathryn speaks with Leeann Watson, Chief Executive of the Canterbury Employers' Chamber of Commerce about the reopening of the border and the immigration changes announced yesterday. She says it's a boost for tourism, hospitality and retail as well as for exporters and manufacturers. But she says it'll be a challenge to get the 10,000 additional workers per year needed in the Canterbury region to fill gaps.