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September 11, 2001, changed Bob Ellis's life, just as it changed mine. Bob was working at the Pentagon that morning and had walked out of the building only minutes before Flight 77 struck the area where his meeting had taken place. You will hear how he immediately became part of the response, helping organize emergency supplies and support for those working at the Pentagon. We also compare our experiences from two different locations that day, Bob at the Pentagon and me at the World Trade Center with my guide dog Roselle. Twenty-five years later, our conversation is about more than remembering 9/11. It is about leadership, teamwork, service, controlling fear, and deciding what we do with the life we have been given. I believe Bob's story offers lessons we can all use when the unexpected happens. Highlights: 05:29-Bob shares how his early life and military support career shaped his path. 23:53-He recalls realizing the first World Trade Center strike was not an accident. 32:59-Bob describes being just 300 yards away when the Pentagon was hit. 37:00-He explains how he helped organize emergency relief supplies within hours. 1:03:54-Michael reflects on survival, fear, and the responsibility to move forward. 1:06:55-Bob shares the lasting life lessons he took from September 11. About the Guest: Bob Ellis is the Vice President, American Logistics Association responsible for Exchange, MWR, Food Service Operations. The native of Fort Walton Beach, Florida began his career with AAFES in 1972. From 1972 through 1984, he held retail management positions as a Branch Manager, and Operations Manager Main Store. In 1985, Ellis began a string of assignments as an Exchange General Manager trainee at Fort Belvoir, VA, and Exchange General Manager, Fort Hamilton, NY and Carlisle Barrack PA, (Army War College). Assignments as Area Retail Manager and General Manager at the former Japan Area Exchange ran from 1989-1992. In 1992, Ellis was transferred to Travis AFB in California as Retail Manager, Main Store. In 1994, Ellis was selected for the General Manager's position at Travis and spent three years assisting in the design and new construction effort of the largest retail Main Store ever constructed by AAFES. From 1997 to 2002, Ellis held the position of Director of AAFES' Washington Office, serving as the principal representative of the Commander, AAFES to the Office of the Secretary of Defense, the Departments of the Army and the Air Force, Congressional offices and industry representatives. Notable among his accomplishments, Ellis was instrumental in spearheading AAFES support to the Pentagon after the attacks of September 11th. Within 48 hours of the event, AAFES established a mobile exchange in the shadow of the impact site to support rescue workers and investigators with critical need and personal comfort items. After Washington, Ellis moved to AAFES Headquarters' in Dallas to assume the Vice President Specialty and Consumables position. In this role, Ellis was responsible for the SD-C Category Team Managers/Buyers. In August 2003, Ellis took his a position as Vice President of Corporate Planning and Communications where he managed the development of AAFES long range and contingency planning programs, oversight of corporate public affairs and ensured compliance with Department of Defense policy guidance with the goal of preserving and protecting the exchange benefit for soldiers and airmen and their families around the globe. Bob joined the ALA on 31 July 2006 where he continues to serve a role in military resale supporting Exchange, MWR, and Food Service, operations still serving military resale over 51 years continuous service. Ways to connect with Bob**:** You can find more benefits how Branded Riches can help you build your Brand, Product, Business, and Yourself at https://www.BrandedRiches.com   Connect:  https://www.linkedin.com/in/neryk-davydov Branded Riches Audiobook by Neryk Davydov https://www.audible.com/pd/Branded-Riches-Audiobook/B0GCP9MMRB Branded Riches Book https://www.amazon.com/Branded-Riches-Increase-Income-Irresistible/dp/1987753836 $5 Free Gift for Creating A New Ovato Wallet    www.ovatoCoin.com  About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog. Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards. https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/ Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below! Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset . Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts. Transcription Notes: Michael Hingson  00:00 Everyone, I am Michael Hingson, the host of Unstoppable Mindset. You've heard my voice for the last 471 episodes, but I'm calling you all out today and asking you to listen to this because we're going to make a special announcement now regarding the next four episodes, starting with 472. We're going to help commemorate the historic events of September 11, 2001. Yes, they're definitely historic, although not necessarily the most positive things that have ever happened. But as many of you may know, I was in the World Trade Center working on September 11, 2001, on the 78th floor of Tower One, and escaped with my guide dog. I've delivered a speech about that, which we put in the first episode of this podcast series back in August of 2021. But this Friday, episode 472 is going to have an updated speech that I delivered just a few years ago at the Marshfield, Missouri Cherry Blossom Festival. That festival is a yearly event celebrating different kinds of things that have happened in American history, and I was invited to come and speak, which I did. I'm going to put that speech up for you as episode 472. I think you'll find it enlightening. It'll teach you something about blindness and blind people. It'll tell you my story, and it'll give you some inspiration that I hope you will find helpful. Next Tuesday, september 8, Michelle Abraham is going to interview me. Michelle is with Amplify You, the company that does all of our back office stuff and helps me with the editing and other things regarding the podcast. Michelle owns her own podcast, and she is going to interview me about September 11th and other kinds of things relating to what I've learned and things that have happened over the past 25 years. She's also going to be putting this up on her podcast Amplify You, so you can find us in a lot of different places. On September 11th, I'm going to chat with Bob Ellis. Bob was in the Pentagon on September 11, 2001, and had literally just walked out the door of the Pentagon when the plane crashed into the Pentagon and did the things and the damage that it did, and of course generated all the things that occurred at the Pentagon. On the 15th of September, I'm going to come back and have a conversation with all of you about lessons that I've learned over the past 25 years, and just reminisce a little bit about all of that. While the podcast is occurring on September 11th, I will be actually in Kilgore, Texas, doing a speech about September 11th. So lots of things going on, I hope you listen to these episodes. I hope that you'll tell everyone that you can about them. I really enjoy all of the support that you've given us over the years, and we're going to continue to do things with Unstoppable Mindset. And of course, as always, if you'd like to come on or know anyone who would, please let us know. We're always looking for guests. Thanks very much. We'll see you on Friday with the first of these four episodes. What if the biggest thing holding you back isn't what's in front of you, but rather what you believe? Welcome to Unstoppable Mindset, where inclusion, diversity, and the unexpected meet. I'm your host, Michael Hingston, speaker, author, and advocate for inclusion and possibilities. This podcast explores how the beliefs we carry shape the way we live, lead, and connect with others. Each week, I talk with people who challenge assumptions, face adversity head-on, and show what's possible when we choose curiosity over fear. Together, we focus on mindset, resilience, and the small shifts that lead to meaningful change. Let's get started. Hi everyone, and welcome to another episode of Unstoppable Mindset. You are listening to us today, or at least I'm assuming you're listening just when this came out. But whenever you're listening, it is today, September 11th, 2026, which is needless to say, a special day. If you have kept up with my podcast from the beginning, you know that I worked in the World Trade Center on September 11th, and ever since then I've been a public speaker, traveling the world, talking about trust, teamwork, leadership, the human-animal bond, and a variety of things. But recently, I met Bob Ellis. Michael Hingson  04:40 Now, Bob, as it turns out, on September 11th worked at the Pentagon, and I have not ever really had the opportunity to talk with someone who was at the Pentagon, especially on September 11th. But we get to chat about that today, and Bob knows our rules, which are basically. He sent me a series of questions that he wants to cover, but we are doing this as a conversation, so we'll probably talk about a lot of the things that he specifically sent. But we can go any old way that Bob wants to go, so that's what we'll we'll make this really fun. And I'm really looking forward to having the opportunity to talk with Bob. So again, welcome to September 11th, and Bob, I want to welcome you to Unstoppable Mindset. We're really glad you're here, Bob Ellis  05:28 Michael. Thank you for inviting me. I know you you've inquired several times, and I've debated it, and and I was just holding it for the right time, and this is the right time-the 25th anniversary of the event. Michael Hingson  05:40 Yeah, it is, and and and as as we've said, if you find anybody who needs a a speaker to come in and speak, let me know. But but for now, we get to chat about you and and hear your story, which I think is the important thing. I think we'll probably talk about both of our stories in the course of the day, no doubt about it. But I really am glad that you are here and that you are able to to talk with us today and and and talk about things. So let's start the way I love to start with people. Let's start at the beginning. Tell me kind of about the early Bob growing up and so on. Let's start with that. Bob Ellis  06:17 Well, I I grew up in let's say grew up until I was four years old. I lived. I was born in Pensacola, Florida. Lived in the Panhandle. Mother and father got divorced, and we moved to Norfolk, Virginia. And it was just my my mother and I until I was 14 years old. And I found out about my dad and found some letters from him and insisted to go see him. And so, between 14 and 15, I made a couple of unauthorized attempts to to make my way to Florida. On the third attempt, I made it, and it was quite a surprise for my father. Ended up living with him and being my closest friend up until I had he had grandkids, we had kids, and so I lived and grew up in the Destin, Fort Worth, Fort Walton area. Went to work, and this is where the story begins. I went to work at Eglin Air Force Base as a as a janitor in a gas station for the Army Air Force Exchange Service, so that I could continue to play high school football and practice, was a great job. It was an opportunity to work with the military, be around the military, and I took great pride in that feeling that that that that while I I wanted to go into the air force and I wanted to fly jets, that opportunity just never presented itself because the Vietnam War was going on and they were banking pilots instead of taking pilots. Anyway, I I ended up staying with the Army Air Force Exchange Service for 34 years. I moved all over the world. I've seen the every AOR and every combat scenario since the Vietnam War. Not in the Vietnam War, but I was in the refugee program, helping with the resettlement back in 1972, 1973. Spent the rest of my career going wherever they sent me, and and and that was from Tokyo, Japan, to to Tuli, Greenland, to California, and ultimately to to Texas. Michael Hingson  08:30 I remember during the Vietnam War, someone called me one day. I was a student at UC Irvine, and there was a refugee camp fairly close to the university, and someone said, and someone said, "There's a blind young man at the sent at the refugee center, and we should go see him. And so we we bought a transistor radio for him and went out to visit with him and spent some time with him, and I never got to see him after that. But I hope I hope he did well. He he seemed like he was doing okay, but he was a little bit lost, needless to say, because it's a whole bunch of people. There are no a lot of people who knew much about blindness and blind people, but I would presume he did reasonably okay. I hope so, but that was the only time I specifically had an involvement with him or anyone at the refugee camps. Later, when I met my wife Karen, she lived, I think, a door down, and she and her parents lived a door down from a Vietnamese couple, and he was a tailor and actually made her wedding dress, which was kind of cool, and so we got to spend a fair amount of time with the Voo's, which was was good, but what's. Interesting for me now, with with now being well so many years later. In November, I will be going to do a speech in Hanoi, so I'm really looking forward to to going over there and and experiencing it. At least it'll be a little bit cooler then than it probably is now. So we'll see, but it'll be it'll be pretty enjoyable to go and again see a different a different part of the world, and I I think we'll be fine. At least that's that's that's the plan. Bob Ellis  10:34 That that that that tour that I had at Eglin Air Force Base with the refugees, will come back to to to 911 2001 and the experiences that I had at that refugee camp replicated in the Pentagon park and lot there in 911. So we'll get to that. I'll explain it further. Michael Hingson  10:56 Yeah, I'm sure it was a a great a great lesson. Where did you do college, or did you Bob Ellis  11:03 went to went to Duke University and the University and the University of Maryland? Michael Hingson  11:10 Okay. Well, at Bob Ellis  11:12 least much of it was correspondence as well, only because I was deployed for for so many years back to back, 17 moves in 34 years. Michael Hingson  11:22 Wow, Duke University. At least you didn't go to one of those other schools in North Carolina. Boy, talk about talk about rivalries and basketball. What a what a group down there. Bob Ellis  11:35 Oh, I know, I know. Michael Hingson  11:38 I once spoke in Kentucky, and the Wildcats were in the NCAA championship that year, and I was asked to speak at an event on the night of the championship. But I was told I had to end by 630. I could not go one second past 630 because the gym I was speaking in was going to clear out. Well, I ended in time so that at 630, what they said was absolutely true. That gym cleared out. Everybody went home to watch the game. Bob Ellis  12:09 That's that's sports. Michael Hingson  12:11 Not sports. It is, but it's okay. I I learned a lot down there and got to meet a number of people, and so it was it was a lot of fun to to do it, and then years later I was in North Carolina when NC State and UNC were playing to see who was going to go into the championship. So again, pretty interesting world, and and sports ruled everything then, so it's okay. It Bob Ellis  12:43 hasn't it hasn't changed at all because my my my daughter I got her graduate studies done at NC State, and it hasn't changed a bit. It's just I'll bet it's just crazy as it's when was 20 3040 years ago, Michael Hingson  12:58 and it shall ever be, won't it? Bob Ellis  13:01 Yeah, yeah. Her undergraduate degree was at University of Texas. This was my son's, and she went on to NC State, and and he went on to medical school in in Houston. Michael Hingson  13:16 Okay. Well, UC Irvine, when I was there, had the championship water polo team, but that's what we had. But they started basketball while I was there, although it wasn't anything huge. But a couple of years ago, they made it to the Sweet 16, and that was kind of fun for UC Irvine. One of these days, it'll go all the way. Bob Ellis  13:40 Yep. Michael Hingson  13:41 Well, anyway, so you you went to college, and and what did you major in? Bob Ellis  13:45 Political science. Michael Hingson  13:47 Okay, political science Bob Ellis  13:48 and business management. With a with my two aspirations, I wanted to. I really wanted to major in in aviation science, but that that wasn't offered. So that's political science and business science, business law. Michael Hingson  14:06 But you were working for the Army Air Force Exchange Service. What is that exactly? Bob Ellis  14:11 Yeah, it's a it's it's it's a non-appropriated funded Service provided all goods. I think of it as the the Walmart or the Target of of the civilian sector, except the Army Air Force Exchange Service has stored everything from stores, every business that you can think of therein, from stores to convenience stores to gas stations to beauty shops and barber shops to dining facilities, franchise Burger Kings, anything that a soldier and his family needs at the base or overseas or in the combat arena, where we were there with it, providing it. It's been a great career. Michael Hingson  14:59 Did you? Do you have any involvement with, especially here in the U.S. the the Randolph Sheppard programs, the blind vending stand operations at any of the facilities? Bob Ellis  15:09 Yep, sure did many many times. We're still working with it. There's there's some issues present right now under the Randolph Shepherd that they're looking at. I don't know what what's going to change, but yes, sir, we were very, very close to that. Michael Hingson  15:24 Yeah, I know there. The current government's looking at it; they want to scale a lot of it back, which would, I think, not be a good thing. I think there's a lot of reasons to keep it, but we'll see. We'll see. We'll see how it goes. But I, the closest I ever came to dealing with anything from AAES was I was invited to speak once at an organizational meeting of the National Property Managers Association in the military. Are you familiar with that? Bob Ellis  15:56 I am. Yes. Michael Hingson  15:57 And when I was asked to come, the Speakers Bureau didn't do a good research job because they told me, "Oh, it's the people who rent apartments and all that. When I got down to the to the event, I will say that the National Property Managers Association certainly serves a nice breakfast. But anyway, the conversation just didn't seem like what I what I was expecting. So I asked somebody, and they told me that the organization was the organization that had complete jurisdiction over anything physical that the government owned, and Bob Ellis  16:30 absolutely Michael Hingson  16:31 that that changed my grass. Sorry, Bob Ellis  16:34 right down to the grass, right down to the grass and the concrete. Michael Hingson  16:37 There you go. Well, it also changed my speech in 10 minutes, but it was fun. They invited me back the next year, so that was good. But it's it's fun when you're you're planning to do a particular speech, and suddenly it turns out it's got to change. It's good to have the flexibility to do that. But I'm I'm glad I had the opportunity to do it, and hopefully we'll have opportunities to do it again, but you have served a lot of different kinds of of services within AAES, and and I assume that's all worked out pretty well. Bob Ellis  17:14 That that worked out very well. Yep, I had I started at the bottom and and climbed as close to the top as I possibly could, but Michael Hingson  17:23 you eventually got the the highest medal that was available for civilians when you retired or after you retired. Bob Ellis  17:31 No, the highest award that I ever received was from my man over the Pentagon 911 support program, which was a nice medoris civilian award. Michael Hingson  17:46 Okay, where is your favorite place to live in the world? Or is that really easy to say? I mean, you've been all over the place and seen a lot of different kinds of places. Don't know how much you got to two of them, but anyway, Bob Ellis  18:00 it wasn't the two places that I that I went overseas, which was Japan and Greenland. Those were the longest tours of my life. Beautiful country in Japan, and and great facilities and support in tuning Greenland. But I would I would guess throughout the United States, I had a great assignment at the Army War College, and I had a great assignment at Travis Air Force Base here in Michael Hingson  18:26 California. Yeah, Bob Ellis  18:28 yeah. Michael Hingson  18:30 I've spoken. Bob Ellis  18:30 My son was born in Japan. He's dual citizen as a result on the Air Force Base, and my daughter was born in California. So it was a great time, mainly because the kids were younger and and and and we were in great climate areas. Michael Hingson  18:48 When people ask me what my favorite place in the United States is, I say everywhere. I I just enjoy meeting people wherever I go in the U.S. It's so many different cultures and customs and ways of doing things. It is so fun to to see all the different places and see how they are. People ask what I like, where I like outside the U.S. And so far, it's been New Zealand. I would say is probably the best, but Japan has to be up there too. I've really enjoyed being in Japan. I've been there a couple times, and I thoroughly enjoyed Bob Ellis  19:23 it. I, I had, I think the most the the greatest thing about the assignments was some of the people I I got to to meet in in my in my tours. One of them would be the Crown Prince of of Thailand, who who is now the king of Thailand, King Rama, got to meet him when he was a pilot, and supported him when when I was at Yokota Air Base, and multiple other celebrities. I I had the opportunity as a kid to attend the funeral. For Douglas MacArthur, and and his his memorial was right across the street in North Virginia from where my mother worked. And 20 years later, I had the opportunity to to meet mrs. Mcarthur, Jean MacArthur, at Gracie Mansion in New York, and I I I wrote protocol. I when it came time for her to to meet me and meet meet her, I got down on one knee and I held her hand and I said, "I want to tell you a little story, ma'am. And she said, "Well, certainly, absolutely. And I told her the story how when the general had died in in 1964, I was required by my my mother to go to the funeral, and the most fascinating person I'd ever seen in my life was herself, and she just got she just turned red. Well, long story short, I was at an army command at Fort Hamilton. The next day, the the group the the installation commander called me over to his office, very angry, but he wanted me to know that I was going to be the first civilian aide for the old lady, which was mrs. Mcarthur, and he had to take one of his lieutenants off. And I got to know the family and and the Mcarthurs as a result of that. So lots of opportunities, just absolutely amazing. 911, and we'll get to it. I got to meet President Bush momentarily, but I I got to meet him and have a short conversation. Michael Hingson  21:32 I got to meet him in 2005. We went to the Oval Office, and we were supposed to have a two minute photo op, but he kept wanting to interact. We ended up talking for about 15 minutes. He kept the Italian ambassador or prime minister waiting, but it was a was a great conversation. I very much enjoyed having the opportunity to meet with him. Bob Ellis  21:53 Yeah, he was remarkable. Michael Hingson  21:54 Yeah, in in so many ways. If Speaker 1  22:00 you enjoy Unstoppable Mindset and would like to help us continue bringing these conversations to you each week, we've created a way for you to support the show. Your contribution helps us cover production costs and continue sharing stories, insights, and ideas that inspire people to live with purpose and possibility. If supporting the podcast feels right for you, you'll find the link in the show notes. Thank you for being part of the Unstoppable Mindset Community. Michael Hingson  22:33 So that's that's pretty cool. So as you were going around to all these different places, what would you say you were learning. Bob Ellis  22:41 I was learning business. I was learning relationships. I was learning marketing. Pretty much anything that you wanted to do as a general manager or a vice president, the exchanges let you do it. You know, until you got too far gone, and they they reel you back in. But I love being able to run multiple businesses on the installation, and and be accountable for them, and run them at a profit, and and at the end of the day, do great things for military families. Michael Hingson  23:16 Wow! So you um, you you've you've had a lot of challenges and and had to learn a lot of different things. Needless to say, but I would would think that you've you've been able to to keep a lot of that and use it. And you know we've referred to September 11 th, and so let's let's get to around that time. The first thing I would ask, and people have asked me, but you're in a better position in theory than I. Did you have any inkling that something like September 11th was going to happen? Bob Ellis  23:53 Well, actually, September 11th was was happening. I left for work about 4:30 in the morning. I lived out in the suburbs in Centerville, Virginia, and it was one of those days that you just wished you didn't have to go to work. It was the as the sun was coming up, it had a little cold breeze to it. The skies were blue. It was just one of those days that you just wanted to sit out in the yard and and relax or go bicycling, whatever. But I did my duty and I drove in to the Washington D.C. area and reported to my office on time, which was right around 5o'clock. My staff showed up around six and some at seven, and my secretary came in, and I don't know exactly what time it was, but it was shortly after, right around 9o'clock in Eastern Time, when the first airplane had hit the the trade center. Michael Hingson  24:49 Yeah, Bob Ellis  24:49 846-940-6846, Yes, right, 846. Yeah, and and so I I went in to look at the. The the television monitor standing there it was just her and I at the time and and and I said that's not an accident and she says how do you know that I said look at the skies that was an airliner they were talking about it was a little small private aviation well I'm a pilot I've been a pilot for 40 years 41 years I knew exactly, you know, that that where it was, what it was doing, and that wasn't a it wasn't an accident. And and my inkling was is that I was in a in rented space in Arlington, Virginia, because we had been moved out because the wedge that got attacked was the one that was still under construction. My office had not been completed there, and and I had a meeting in that wedge at 9o'clock that morning. And my secretary said to me, "You know, Bob, the Pentagon is next. And I paused for a minute and I looked at her and I said, "How in the world could you even imagine that, you know that that that's a fortress? Who would be crazy enough to attack the Pentagon? And she says, I I just I don't want you to go over, you know, just just just do it by phone, which I I probably could have done. And I said, No, I'm I'm going to go over there. If they're going if they're going to attack the Pentagon, I'm going to go down with it, and that was kind of my philosophy. So, in the back of my mind, seeing that airplane hit the Trade Center and her telling me that certainly made me wonder if it wasn't a possibility. Michael Hingson  26:33 So, you didn't. You don't think that anyone, and I've never heard of any such, but that anyone had any advance notice? There wasn't chatter. There wasn't anything that made people suspect what might be getting ready to happen. Bob Ellis  26:47 No, I I I think that is the the worst our country has ever been off guard. It reminds me of you know the the attack on Hawaii and that you know in in Pearl Harbor. We were completely unprepared, and I thought we were completely unprepared on 911. And in fact, after the attack, I knew we were unprepared when I saw the two jets fly over with no armament on the wings. So no, I don't think anybody had any idea. Michael Hingson  27:18 Well, the other side of it, and I've talked about this in in some talks I've given. I talk a lot about trust and teamwork, and like it or not, one of the things that I observe is you had 19 terrorists who functioned well enough as a team that they didn't talk about it. They didn't let anything come out. So no matter how much armament or whatever we might have had, I'm not sure whether we could have predicted that on September 11th, what occurred was going to happen. Bob Ellis  27:49 You know, all the indicators were there. You know, those those 19 trained at private airports, and they and during their training, it was it was reported multiple times that all they were interested in was taking off, not landing. I mean, first clue, you know. Okay. Why would you just be interested? He's taking off an airplane, and and I always found that very curious, and I'd heard it several times. That should have set alarm bells off. Should have. It didn't. Apparently, it did. Michael Hingson  28:20 Good point, and you know the the thing is though that, as as you pointed out, who would have thought that anybody would attack the Pentagon, the fortress that it was? Who Bob Ellis  28:33 yeah, Michael Hingson  28:33 who would have thought? So again, you can only go by what you got, and so nobody, I think, would have ever imagined that. Well, of course, the first plane hit the World Trade Center, and at first, people didn't really know what happened because there were really not very many people who who saw it. In fact, we only have the few photos that were taken by the French photographers who were there for something else, but then a little after nine, the second plane hit, and that changed the dynamic and changed the perspective a lot. Although a bunch of people who started seeing it on TV thought it was just a movie, and it wasn't true, but the second plane hitting changed the attitudes. I think for most people, and that's when people knew something was going on. Bob Ellis  29:24 Yeah, I didn't know anything about the second trade center. I had left my office in Crystal City, and I had headed to the Pentagon. And the meeting, the meeting that I had was with the Army Personnel Chief and several other folks. And as it turned out, that is exactly the window that the airplane flew into. That was ground zero for the for the for the target for the airplane going in just above the first floor for the Pentagon. So I didn't know anything. I was I was trapped at that point. I was trapped. Couldn't go um. Wouldn't go um. Didn't want to go um. And I had lived in New York City for five years, and I was my biggest. I was always impressed by the New York City Fire Department. I mean, they're they're just walking heroes if you've ever seen them. I mean, they were like they were like giants when you got next to them, and that they would they were just superhumans. And I always wondered upon the top floors how in the world you would get a fire put out at the top of the World Trade Center, and and I did not know until two days later when I made it home. That was my first question to my family: How did they get the the fire out at the top of the World Trade Center? And I and and it was repeated to me centers, and I said, What are you talking about? Centers in my family, and they said, "Bob, the World Trade Centers are gone. I said, "I don't understand. How could they be gone? And that was that. That was you know two days later that I found out about that. It was quite a shock to me to learn what it actually while I was on on the Pentagon mission. Michael Hingson  30:58 Well, when the first plane hit. Well, in the second plane, the firefighters were going up the stairs carrying all their equipment, and I had had had known about that and asked people, "Well, why are you or would you be carrying equipment? Because I met I I didn't meet the FDNY people ahead of the World Trade Center attacks, but I did meet with other people to learn about emergency preparedness and so on because I felt as the leader of an office, it was my job to know because I wasn't going to be able to read signs, and I love information, so I was trying to learn all I could, and they told me that where would if you if you had equipment stored in the in the towers, then people would go to it. Firefighters would go to it and get the the equipment. What floor do you put it on? Because no matter what floor you put it on, what if the fire broke out one floor below? You know, you can't get to the equipment. So the only way they could get up the stairs to fight the fires was to carry all of the equipment with them, yep, yep. Not enough is said about those guys in history. No, and I met a number of them coming up the stairs as we were going down, and they wanted to escort me down, and I didn't want them to do that because I knew they were a team, and I I pushed back pretty hard and said, no, you guys go up and we'll go down unless we can help you fight the fires, and they said no. The reason they eventually let me go down without any assistance was I had a friend with me who could see, and I said, "Look, David can see. Don't worry about us. And David and they turned to David and they said, "You're with him. And David said, "Yeah, leave him alone. He's fine. So we went on down, and they went up. I don't know whether the people we interacted with made it down or perished up above. It was about 10 after 10 after nine or so when we got to the 30th floor where we met them. So it was another hour and almost 20 minutes before the tower collapsed, but I don't know where the firefighters were, or how many people from the groups that we interacted with perished, or if they all made it out. I don't know, but Bob Ellis  33:12 yep, I I memorized all those numbers. You know, 189 between the airplane and the Pentagon, 200 injured, but 189. 189 total were 64 on the airplane, 125 in the Pentagon, and I'll never forget those numbers. Yeah, I'll never forget the time. I looked at my watch at 9:17, and and I have to tell you that on 9/11, I always sit very quietly until I get past 917, not 937. I'm sorry, 937. Michael Hingson  33:48 So Bob Ellis  33:48 in the morning. Michael Hingson  33:49 So, how close were you to where the plane came into the Pentagon? Bob Ellis  33:56 About 300 yards. When when it was clear that the meeting wasn't going to happen because the air traffic control system had been shut down. They released us to go back to our our offices, and I was going out the front door. I left about 930. It was supposed to start at nine 930. The generals said we'll just reconvene, and and I agreed. And from his office on on the south portico, I was walking out the front door. Literally, I heard the engines spool up. I had been in the AOR in rail combat munitions, and and I've heard cruise missiles, and and I could hear this one spinning up, and I thought it was a cruise missile, and so when it hit when it hit the building, it was just it was just a horrendous sound. But my first impression was to run to it to see what happened, what what what caused that, and there was nothing there. It was just four or five cars burning and smoke billowing out of the building. And and the the rest turned into a you know a rescue and a a recovery. Michael Hingson  35:08 AOR is what Bob Ellis  35:10 the area of responsibility. Michael Hingson  35:13 Okay, area of responsibility. Okay, Bob Ellis  35:16 yeah, Kuwait, Saudi Arabia, wherever we are, it's it's N A O R, and that's your A O R. That's state. That's where you are. So that that's where I encountered first first and only live person coming out of the building, and which was a which was a really big surprise. But I knew that there was something that I I had to do, and and one of the things was to, if he needed assistance, getting him assistance. And there were several people. He was he was he was burned third degree burns over his whole body. He lived. I said one prayer was for him. And as it turned out, he became a a great ambassador. Turned out to be a great friend, and is actually back in the Pentagon to this day, just steps away from his old office as a civilian, went went back on a presidential appointment. Michael Hingson  36:09 So, you mentioned the general a while ago. Was did he survive? Bob Ellis  36:15 No, he was the he was the highest ranking person that we lost in in the entire encounter, and it was the entire office was just instantly vaporized. So he did not survive. Michael Hingson  36:33 Well, so you heard the engines revving up, and you went after you heard the explosion and so on. You went over to see what was going on, and then what did you do? Because it certainly had to be a major surprise and a shock by any standard. Bob Ellis  36:49 Yeah, I went that side of the building, saw the hole in the building, kind of convinced myself it was a cruise missile, but I never heard such a loud engine noise. As it turned out, it was it was two big engines off of a 757 200, and so I immediately tried to figure out you know what can I do? What should I do? Should I even be here? And that's when I saw the colonel coming out of the building, and I was able to walk with him and four others over to the the road, the Washington Boulevard that goes around the Pentagon, and and I sat down on the telephone pole, a light pole that the airplane hit going in. Now I'm a pilot, and and I have to tell you to take an airplane going at Mach point eight seven, and hit a target, hit the building, and not hitting the ground was just absolutely amazing to me. So as they got the colonel into an SUV and and and got him out of the the scene, I sat there. Just it was almost like a movie I was watching. The triage was being set up. The Pentagon was burning. The emergency services units were starting to show up, and we had very intermittent phone capability. And I had I had a a friend, my my the commander that I worked for in Dallas at the time. This secretary's husband was a bodyguard for Secretary Rumsfeld, and and Secretary Rumsfeld was actually carrying litter patients, carrying people out of the debris area and out of the offices. He was actually helping people, and he he realized that something needed to be done. So he gave Jerry a note, a piece of paper. We called them snowflakes, but it was a tablet, and he had listed what needed to be done and what needed to be done now. And Jerry found me sitting over there and gave me that that piece of paper, and it had everything listed on it. He wanted a a tactical field operation in place. He wanted it now, not yesterday. He wanted something in the interim, and it was to provide emergency relief supplies. So I I sat down on that telephone pole and I called our our local dist not local our largest distribution center in the world was down in Newport News, and I got the director on the phone and I said, I have an official order from you coming from the Secretary of Defense, and and don't override, don't just just follow my instructions until we can get to the commander at AFIS headquarters, and so I gave him the list. I just gave him the full list of things that we needed to get rolling, and I called another gentleman that was just across the river, the American Logistics Association, which owned all of the brokers and manufacturers, and I gave him a list of stuff that we needed now, like Gatorade boots. the The surface was over 2000 degrees, and the emergency service boots were melting almost upon contact. So I had I had 1000s, hundreds of 1000s of dollars of equipment. And supplies coming in, and we set up the USO tent, put everything in the USO tent. We raided all the stores in the in the Washington D.C. area. I was able to contact the region manager, and I told him, you know, what we needed to take it off the shelf, put it in the back seat of the cars, don't account for it, and get it to me. And that's what we did the entire first night was setting up the USO trailer, and the next morning I had two tactical field tractor trailers coming up the ramp just as the sun was coming up, and they were loaded with supplies, and that's what stayed in place for the next two months. Over $2 million worth of merchandise, emergency recovery type merchandise, everything from linens to the towels to eye wash, and and and we had to actually have some special boots made out of leather for the dogs because the dogs' feet were so it was it was quite an operation. We ended up well running within within 24 hours of the attack, Michael Hingson  41:04 why is it that you are able to stay pretty focused through all of this? Bob Ellis  41:08 I you know I you know I I've often asked that question. I wanted to go home. Alls I could think of is my kids, my wife. What what are they doing? What are they thinking? They're watching this on the news, and I had I had drifted over to which my car was very close, and it was taped off. The parking lot was taped off. It was a crime scene. There was no going anywhere. There was no transportation. If I wanted to walk 40 miles, I guess I could have, but because I couldn't go anywhere, I had to do something there on the scene, so that's that's that's what I did, and and it wasn't until the next day when the phone started working again, our two star in Dallas was able to get through to me on on my BlackBerry, and he wanted to know what the situation was, and and and I told him, and and he said, what what are we going to do? And I explained to him what we had done already, and he says, "How did you do all of that? I said, "I picked up the phone and I told him I was working for Secretary Rumsfeld, and this is the order. And and he says, "How are we going to pay for all of this? I said, "Sir, this is our finest hour. We're not. We're going to donate. These are all donating goods, and and it really was an interesting. I I just I just don't know. I was compelled. He he he ordered me on that second day to go home, and and I said I had no way to go home. And he said go to the motor pool. I'm going to call the motor pool. He had been the commander of the Air Force One Squadron, so he had a lot of connections in Washington, and he he got me a car, and I went home long enough to change clothes and and and to come back out. So it was it was just out of adrenaline, I think. Somebody had to do something, and and everything that I've told you here today is not written anywhere in history. I own every bit of what happened in in in that story, other than some of the people that were working there. Michael Hingson  43:07 What phone did you use that first day? You said you're you're it was the second day or the next day that you're phoned. So how were you able to communicate? Bob Ellis  43:17 We had Blackberries, and and until the networks got completely overrun, we were able to use it. And and so by the second third day, we we had pretty consistent communication, because the the the commander called me back that same morning, and and he said, you know, he said, how come you haven't been home? And I explained to him, and he says, "Will you do me one favor? And I said, "I would. He said, "Will you go back into the building? Said, "Sir, the building's on fire. He says, "Well, well, you get in the front, and I'm looking at it. He was looking at it on television, and the military clothing store was in the very front, within 100 feet, probably of that door that I went out of. And he says, "Would you see if our people survive, and if the store itself survived? It was sitting near the the area. I went in the store. I went into the building, into the burning building, and was able to look in the door, and I could see that the the room was full of smoke, and the door was locked. So I told him I would assume that our people made it out, alive and okay. And they say that was a, and they did, and they absolutely did. And in fact, everybody that that that that had any kind of supervisory capability around the Beltway, they volunteered to come over and work for me and and operating that facility for 2024 hours a day, seven days a week. Wow! So and not and not to shorten the the question, I wasn't there, but because of what I was doing in the in the Pentagon, my old homestead was at Fort Hamilton. Fort Hamilton picked up the same thing and went over to the Trade Center area, and they gave them a place to put a mobile. Food truck, and they brought supplies in and pretty much supported the firefighters and the and the and the police there. So so we had quite an operation going for a long time. Michael Hingson  45:11 Yeah, and and needed to, but it was interesting and commendable that in both places people were able to focus, and were able to carry out missions. I know at the World Trade Center when the two towers collapsed. Of course, it was it was unexpected, but we know now, of course, why they collapsed. It wasn't that the planes hit; it's that they were they were full of what 36,000 pounds of jet fuel each, and that exploding jet fuel is what damaged the infrastructure of the buildings to cause them to be able to collapse. But as well as at the Pentagon, but very quickly people were able to start to move and deal with issues and put procedures in place that were able to, I'm sure, keep more people from perishing and keep kept more people being able to focus throughout the whole the whole sequence of events. It it certainly was very scary, but it is something that that people like you were able to do. I know for me, the reason I was able to focus was because I had learned what to do in an emergency at the World Trade Center. I spent time with people and I learned how the whole building was structured, so I knew when the building tipped, why it tipped, and and things like that. You Bob Ellis  46:40 felt it. You you felt it. Michael Hingson  46:43 Oh yeah. Oh my god. We moved probably at least 20 feet, and then it came back, and oh my Speaker 2  46:48 god, it Michael Hingson  46:48 got vertical again. It got vertical again, and then a few seconds later, it dropped about six feet because the expansion joints went back to their normal configuration. But Bob Ellis  46:59 we uh we we knew from 937 till about 5o'clock that evening there would be no more survivors. It was over, and and and the dogs were getting depressed because they were they were they were not cadaver dogs. They were recovery dogs, and they were used to fight. And we we actually had ceremonies for the dogs every day, where we sewed flags onto their collars, and they had special water and special food. So they played a big, big role in morale, mine especially. Michael Hingson  47:33 And at the same time, I know people had to do drills to keep the dogs focused because they weren't able to find people, as you said, so they had to do things to give them something to find to keep them happy, which was was so important. Bob Ellis  47:50 Yeah, that we had two two tractor trailers lined up. It was just just two 300 feet from where you went into the damaged area of the Pentagon, and those dogs and their handlers would get up underneath those trailers and sleep, and they would play with the dogs. We actually had some carpets brought out, tarps brought out, and that's kind of where that was kind of their headquarters during 911. We had to make it up as we went along, and and the other interesting part of this story is in 1972 at the at the refugee camp, I was sleeping in the back of a van because there was just no way to go home. It was too it was too far to drive home to turn around and come back at 8o'clock the next morning, and I heard somebody knocking at the door, and and and I and I opened up the door, and it was a military colonel in uniform, and there was a civilian standing there with him. And he says, "Are you part of this operation? And I said, "Yes, sir, I am. He said, "Who are you with? And I said, "The Army Air Force Exchange Service. And and he says, "You're not provided any other facilities. This, I said, that was my choice. And as it turned out, I was speaking to Secretary Rumsfeld during his first administration as Secretary of Defense, and it was interesting that when he found out that what I did in in that program, I won the Indo Indo China Award for service, and then of course you you move ahead to to 2001, and we we knew each other. I had briefed him several times, and we we knew each other in the Pentagon. And that day, he knew that I would know what to do for the support role, and that's why he sent the letter up. And as it turned out, when he retired and and left the Pentagon, he was on a book tour, and and the the general secretary and myself got an invite to come to the book tour with him and and have lunch with him. And he handed me a book and he said, "I want you to have this, but I don't want you to open it up until you, Bob. I don't want you to open it up till you get home. I don't want you to give it to your wife. And and it was like this. Sure, I'm not not a problem, and so I got I got home. You know, this is this is 10 years later, and handed the book to her, and I said, "Open it up. I'm not wasn't allowed, and there's a nice thank you page on the front from Secretary Rums for allowing him to use me on 9/11, and you just you just that's the best reward that I could have ever ever expected. A guy that I just idolized to do that. Michael Hingson  50:26 When you got home, so you weren't able to talk to your wife before you got home, or did you ever get communication so you could call her? Bob Ellis  50:33 No, I didn't. I when I finally got the phone back up and running and got in the car. I had lost the battery, so I said, "I'm gonna be home in in an hour. I'll just be there. But General Wax called up, and she answered the phone. She went. She went sometime during that day and pulled the kids out of the private school, brought them home. She could see my car. It was a yellow SUV, and she could see it in the South parking lot in the news choppers going around. She said that was my car where my spot was, and General Wax got her on the phone and she and and she answered the phone and he said this is C J Wax and she thought that was the call. She thought that was it, and she alls I could do was drop to my knees and and and C J said and it's it's okay. I've ordered him to come home. He's all right. He's running. He's running a a program for us for for recovery. And if he's not there, he should be there shortly. And then by the time I got there, I got to the front step. I'm asking the question about the World Trade Center, how they got the fire out, and I was ordered that I could not go in the house because I smelled like smoke. So, so two minutes before that, I was the most important person in the world, and and then all of a sudden, I was I was back to Bob, and I wasn't going to wear that that suit in the house to to smoke it. So anyway, that's that's how she found out. He he called her up. I asked him. I think I asked him if he would get in touch with her at our last conversation, and he did. Michael Hingson  52:06 Soon after both towers collapsed, like a minute or so later, I called and got through to my wife Karen. I had talked with her before we left our office, and then when we got downstairs, I couldn't get through to her because the circuits were busy, and it was obvious that everyone we learned later was saying goodbye to loved ones, and so the circuits were busy. So after both towers collapsed, I was able to get through to her, and as I tell people, there were tears on both sides of the phone at the when that conversation started, but she was the first one who told us how two aircraft had been crashed into the World Trade Center towers, one to the Pentagon, and at that time, the fourth one was apparently still missing over Pennsylvania, and of course, then it crashed at Shanksville. Bob Ellis  52:52 I love it. Michael Hingson  52:54 Yeah, but we, you know, we talked, so she knew I was okay. Then a friend of ours, Tom Painter, who had been a friend of Karen's at high school out in California, but Tom, over the years, had ended up moving to New Jersey. He came down to stay with her, not knowing until he arrived whether I was in the office that day or out with a customer or what was going on. And of course, then she told him, and so he drove her to the train station to pick me up. When, when I got back out to Westfield, we went home. And you talk about with with dogs. We got in the house, and I took Roselle's harness off because I was going to take her out, and she would have none of it. She ran off, grabbed her favorite tug bone and started playing tug of war with my retired guide dog Linny, and I talked to the veterinarians at Guide Dogs for the Blind in San Rafael the next day, and they said, "Did anything threaten her? And I said, "No, not directly. And they said, "That's why she ran off because it was over. Nothing threatened her. Bob Ellis  53:58 Comfortable. Michael Hingson  53:59 She, they don't. Dogs don't do what if like we do, and so she was comfortable. She was happy. She wanted to play, and then then she did go out. But by the same token, the the whole point was that she was able to deal with with all of it and was able to to focus. Then we got her outside and and came back in, and she ate and and all that. But the the the thing is that she focused all day, and and she did a a wonderful job. And the reason that she focused and did so well was mainly because I worked at keeping her focus by telling her every chance I got. You're a good girl. What a good dog! Good dog. You're doing a great job. Keep going. I did that all the way down the stairs in the World Trade Center, and I was very deliberate about that because I knew she had to sense the fear and what was going on, and I wanted her to know that I was okay and I was going to be there for. Her, which is of course what teamwork and support is all about. You understand that very well. You you proved it in so many ways. I kept working with Roselle and kept her focused, and you know it all it all really went well. I still think one of the most relevant things for me in the World Trade Center. I went down the stairs with a guy named David Frank. David was from our corporate office in California, and David and I were going to be conducting sales seminars that day, teaching some resellers how to sell our products. And we got down to about the 50th floor, so David was there to talk about the the pricing and so on. I was going to do the majority of the presentation because I was going to be their technical contact, anyway, and we got to about the 50th floor, going down, and suddenly David said, "Mike, we're going to die. We're not going to make it out of here. And as I tell people, since I got a teaching credential, I had learned all about the secrets of how to yell at students. So I just said, "Stop it, David. If Roselle and I can go down these stairs, so can you. And he then immediately said that I brought him out of his spunk, and he told me that later as well. But what he told me was that he wanted to walk a floor below me on the stairs and shout up to me everything that he was seeing. He had to take his mind off of what was going on, and so he asked if I cared, and I said, "No, go ahead. That's what you need to do. That's fine. So I got like down to the 48th floor, and he yelled, "47th floor, Mike. All's clear here. Going on down. So we went down several floors that way. Eventually, I got to 45, and he was 44th floor. This is where the Port Authority cafeteria is not stopping. And the reason I mention it is because I think what David did is one of the unsung things that is so important from September 11th. He kept shouting up to me everything that he saw, but the reality is, anyone in the sound of his voice heard that there was someone who was okay going down the stairs, and he had to keep panic out of people's senses for so many individuals, because they just heard him, Mike, 43rd floor, all's good here. Going on down the stairs, all the way down the stairs. He had to have been able to keep so many people focused because he was able to keep his mind off of what was going on by shouting to me, and I think that that's so important, and so I'm. I always tell that story. I've been telling it for many years now because I want people to know what he did to keep so many people focused going down the stairs, and he had to have done that. Bob Ellis  57:31 Well, you know, I have. That's that's the first I've heard that, and and and and I read everything that I followed your story very closely, as well as the colonel who I was so close to, but there there are a couple of stories that are just never mentioned, not talked about, and one of them where we had to do every day. There was an update that the military gave the families an update as to what is happening, what was found, what was recovered, what to expect, and they would bring the kids in to listen to these brutal military briefings. I mean, just you know, these were these were soldiers, these were these were combat folks, and this is the way they briefed. And the therapy dogs were brought in, and there wasn't but about a dozen of them, and I will never forget not only the kids on the floor with the arms around those dogs, but some of the adults were as well. And I thought, what what a moment! That was the most touching moment of my entire life witnessing that. I mean, I could have done without it, but it was it was a very special moment. And then the the other thing that the world doesn't know about is on the second day, I got a I got a phone call from Secretary Rumsfeld's office that the VA was completely out of coffin flags. We had nothing in inventory to to cover the remains or the caskets for burial, and what could I do? And and right right from the Pentagon parking lot, I I called one of the buyers that bought American flags in Dallas, and then I asked her who do you get flags from, and she says it's American Flag Company. I'll give them credit for that, and and I said you need you need to get their entire inventory. We need to get it flown in, whatever expenses cover it, and get them here. The Pentagon doesn't have them, and New York doesn't have them. And those flags came in. They were they were there about that midnight that that that night. Now boxed up, thrown in the bag box, whatever tape they were bound, but everybody that came out later, you know, the recoveries as we got deeper into the debris, that had a had a flag that that came that came from us in the as well as at the Pentagon, and they put two very big special flags in there. I mean, like you see flying over a car dealer. And they hung that on the side of the Pentagon. And if you look at any of the any of the news willers of that time, it was on day two that flag was hanging that that came in with the rest of the other flags. So it was it was quite impressive. You never know what the next moment was going to bring you on you know from my side and and and can I meet the challenge? That was what I constantly worry about. How could I let any of this down? And I've got to do something. And and we were making it up as we went along. Michael Hingson  1:00:33 Yeah, that's all you could do. And so when I go back to Bob Ellis  1:00:37 to to this to this day, you know, we go back. They've got 184 markers. I don't know how many people attend it, but it's it's right in that zone, right outside the building, in that grassy area where they they they've made that memorial. And 184 people, to include I think two infants, are are memorialized there forever, which is very touching. It was a that was a hard place to go back to. Still was New York City when I went to it because I'd never I had never been 20 years 20 years yet 18 years before I ever went to to New York City to see the recovery there. I've never I've not been to the to the to the Pennsylvania field. I plan to go. I want to go. Just hadn't been convenient to get there, but but if I do that, I will have seen all all the sites. Michael Hingson  1:01:26 Yeah, I haven't been to Pennsylvania either. In 2017, I did make it to the World Trade Center Museum. In well, so we moved out of Westfield, and I moved back to California in late January, beginning of February of 2002, to work for Guide Dogs for the Blind and and speak from there. And traveled around and speak. Karen was there for a couple more months selling our home, and then she came out. But in May of 2002, Roselle was going to be honored by Hart's Mountain, the pet food and pet supply company. So, so we went back to New York, and while we were there, I met one of the police officers with with one of the service with one of the rescue dogs that that had been around the World Trade Center, and he arranged for us to get in a vehicle and drive down into the pit that was where the World Trade Center was, and they had built an artificial, well, a temporary road, and they were bringing things up, but we got to go down to what would have been the seventh sublevel, the bottom of the tower, and it was just a for me just imagining it standing in that dirt area in a hole seven stories deep and remembering what what it was like, and then in 2017 I went to the World Trade Center Museum and got to spend a little bit of time there, and of course everything had been rebuilt. The reflecting pool was there, and so on. But it was nothing like what I remembered from having been in the World Trade Center, and I walked around with someone who was able to be aware and describe what was where we were and what was above us, or what part of the building we were in as we walked through the complex. But of course, it was totally different. So it was it was such a strange feeling to experience all of that. But we did it, you know. And so now I've been to the museum, and actually there is a there's an animal exhibit in the basement, and Roselle's collar is is part of that exhibit. We donated that to oh Bob Ellis  1:03:50 really, oh really, oh God, I I was I was thinking that when I asked you that question earlier today, and I was thinking about that that has got to be remarkable, you know that that that's what touched me so much at the period. That the fact that the two of you were such a team, and I read everything that newspapers printed and watched. I guess there was some there was some CBS specials and so forth too, where you were interviewed, and it was it was just it was just absolutely amazing. Michael Hingson  1:04:21 Well, it is. you know, it is a an awe-inspiring sort of thing. And you know, people always say, you know, don't you feel guilty about surviving when so many people didn't? And and I said, no, I I didn't have any control over that. But what I do have control over is having been a survivor. What am I going to do about it? It's my responsibility to decide how I'm going to deal with moving forward after something like that. And of course, the opportunity opened to travel and speak, and so I've been doing it ever since. And I believe my job is. Is to educate people about what happened on September 11th, and let them know t

The New Labour old boy was at one time a front runner to lead his Party. But after a scandalous resignation from Gordon Brown's Cabinet, it seemed his political career was over…until now. James Purnell grew up between France and Guildford. Spending his teenage years at the fee-paying Royal Grammar School, he was known for his distinctive Parisian style and ‘Rupert the Bear' trousers. A fan of the theatre, golf, and student politics, he began establishing a network that would prove fruitful for a high-flying career. This continued at Oxford - where he studied Politics, Philosophy, and Economics - and spent summers interning with up-and-coming Labour politician, Tony Blair. His career took off early - serving as a councillor in Islingon, Head of Corporate Planning at the BBC, and then Special Advisor to the prime minister all in his 20s. In 2001, he was elected MP for the northern seat of Stalybridge and Hyde, and soon climbed the ranks of government, serving as a minister in Gordon Brown's government. Purnell weathered storms and scrutiny, before generating a scandal of his own: a failed coup against the prime minister, resigning from the cabinet in 2009. Now, after decades out of Westminster - with top jobs at the BBC, University of the Arts London, and a corporate advisory and lobbying firm under his belt - he's back. Andy Burnham, James Purnell's former flatmate and football buddy, will become prime minister on Monday. And he's invited his old friend back as his Chief of Staff. What will the so-called ‘Ant and Dec of New Labour' do when they take the reigns of government next week?Production: Presenter: Becky Milligan Producers: Tom Gillett, Ellie House Production Coordinator: Maria Ogundele, Siobhan Reed Sound: Neil Churchill Editor: Justine LangArchive: FA TV

Summary Join me, Annie Walther and my sister in another fun episode! Annie Walther is a Fractional COO. She has over 25 years in Business Development through Corporate events, Corporate Planning and helping grow both product and service businesses beyond the 7 figure mark. This is the must listen episode for Solopreneurs! In addition, she is a good friend of mine and together we run the Solopreneur Networking Meetup in San Antonio! Follow Annie on Instagram here. Sharon's Links:

This episode we are joined by Mr. Danny Brown - CEO of Chord Energy - a NASDAQ listed energy company with a market cap of ~$8 billion. Mr. Brown has more than 25 years of experience in the oil and natural gas industry, having spent his career with Anadarko Petroleum Corporation (or one of its predecessors), until Anadarko was acquired by Occidental Petroleum in 2019. Mr. Brown began his career with Anadarko in 2006 upon the acquisition of Kerr-McGee Corporation. He held positions of increasing responsibility with Anadarko and Kerr-McGee throughout his career in U.S. onshore and Gulf of Mexico segments, as well as internationally. He served as Vice President of Corporate Planning, Vice President of Operations (Southern and Appalachia), Senior Vice President and then Executive Vice President of International and Deepwater Operations, and Executive Vice President for U.S. Onshore Operations. Mr. Brown was director of Western Gas Equity Partners, LP (NYSE: WGP) and Western Gas Partners, LP (NYSE: WES) from 2017 to 2019. After the 2019 simplification of those two MLPs, he served on the board of Western Midstream Partners, LP (NYSE: WES) until August 2019, when the Anadarko-Occidental transaction was completed. Since 2020, Mr. Brown has served on the board of the private equity-backed exploration and production company, Beacon Offshore Energy LLC, which is focused on the deepwater Gulf of Mexico. Mr. Brown also served as Board Chair of the general partner of Oasis Midstream Partners LP from 2021 to 2022. Mr. Brown is a registered Professional Engineer in the state of Texas and serves on the board of Junior Achievement of Southeast Texas. He holds a Bachelor of Science in Mechanical Engineering from Texas A&M University and an MBA from Rice University, where he was a Jones Scholar Award recipient. Among other things we learned about 4-Mile Laterals: How Chord Energy Is Unlocking the Williston Basin. Enjoy.Thank you to our sponsors.Without their support this episode would not be possible:Connate Water SolutionsATB Capital MarketsWarren ValveBunch Projects-*This podcast is for informational and educational purposes only, and is not intended as investment advice. Please do your own research, and consult professionals directly before making any investment decisions.Support the show

In this episode, Paul Galloway of Strategic Treasurer explains the distinctions and connections between cash forecasting, budgeting, and corporate planning. He outlines how each function supports liquidity management, capital strategy, and long-term growth and discusses why treasurers must understand the interdependencies to provide better visibility and strategic support across the organization. Company Website: Strategic Treasurer: https://strategictreasurer.com

Ready to take a deep dive and learn how to generate personal tax-free cash flow from your corporation? Enroll in our FREE masterclass here and book a call hereWhat if your mortgage could actually build your wealth instead of just draining your bank account every month?Most Canadians think of debt as something to eliminate—not something to harness. But what if the real key to long-term financial freedom isn't being debt-free, but using good debt strategically? In this episode, Jon Orr breaks down the Smith Maneuver, a powerful yet misunderstood Canadian wealth strategy that transforms your mortgage into a tax-deductible, wealth-generating engine. You'll uncover why “bad debt vs. good debt” is more than just theory—and how shifting your mindset about debt could unlock massive financial growth.You'll discover:How the Smith Maneuver really works—and how to implement it safely within your personal or corporate wealth plan.The truth about risk and why disciplined planning makes this strategy one of the most tax-efficient tools available to Canadians.How to pair it with other advanced wealth strategies like cash damming and corporate-owned life insurance to create liquidity, flexibility, and legacy wealth.Ready to make your money work harder than you do? Hit play now and learn how to turn your mortgage into a lifelong wealth engine.Discover which phase of wealth creation you are in. Take our quick assessment and you'll receive a custom wealth-building pathway that matches your phase and learn our CRA compliant tax optimized strategies. Take that assessment here.Canadian Wealth Secrets Show Notes Page:Consider reaching out to Kyle…taking a salary with a goal of stuffing RRSPs;…investing inside your corporation without a passive income tax minimization strategy;…letting a large sum of liquid assets sit in low interest earning savings accounts;…investing corporate dollars into GICs, dividend stocks/funds, or other investments attracting corporate passive income taxes at greater than 50%; or,…wondering whether your current corporate wealth management strategy is optimal for your specific situation.Achieving financial freedom in Canada starts with a strategic approach that blends tax efficiency, smart investing, and long-term vision. Canadian business owners and entrepreneurs can unlock powerful wealth strategies through tools like the Smith Maneuver, corporate planning, and life insurance leverage to turn good debt into productive assets. By integrating cash damming, salary vs. dividends optimization, and corporate wealth planning, professioReady to connect? Text us your comment including your phone number for a response!Canadian Wealth Secrets is an informative podcast that digs into the intricacies of building a robust portfolio, maximizing dividend returns, the nuances of real estate investment, and the complexities of business finance, while offering expert advice on wealth management, navigating capital gains tax, and understanding the role of financial institutions in personal finance.

180/154: In diesem Video, welches wir beim Norddeutschen Rundfunk live aufgenommen haben, erzählt Swantje Allmers von ihrer persönlichen Reise als Workaholic. Erfahre, wie sie die Warnzeichen von Burnout ignorierte, welche körperlichen und emotionalen Konsequenzen das hatte und wie sie schließlich den Weg zurück zu einem gesunden Gleichgewicht fand. Dieses Gespräch ist für alle, die sich zwischen Karriere und Selbstfürsorge verlieren, und zeigt eindrucksvoll, warum Work-Life-Balance mehr als nur ein Trend ist. Hört in diese Folge, wenn ihr nach Tipps sucht, um Überarbeitung und Stress zu vermeiden, und Inspiration braucht, um den eigenen Anspruch an Erfolg neu zu definieren! Swantje Allmers ist Autorin, CEO und Gründerin der NWMS GmbH und eine der gefragtesten Stimmen zum Thema HR und Arbeitswelt. Nach dem Wirtschaftsstudium und mehrjähriger Forschungstätigkeit baute sie als Head of Corporate Planning die damals neu gegründete Unternehmung TUI Cruises mit auf und spezialisierte sich im Anschluss auf die Bereiche Organisationsentwicklung, agiles Arbeiten, Selbstmanagement sowie Change und Transformation. Sie unterstützt Executives, Teams und Unternehmen bei aktuellen Herausforderungen. Gelernt hat sie bei den Besten ihres Faches, wie z. B. NLP von Richard Bandler, Scrum von Jeff Sutherland, Holacracy von Brian Robertson, GTD von David Allen, Habits von BJ Fogg und LAB-Profiling von Shelle Rose Charvet. Gemeinsam mit Michael Trautmann und Christoph Magnussen hat sie den Bestseller „On the Way to New Work“ geschrieben, wurde 2023 als eine der 99 wichtigsten HR-Stimmen ausgezeichnet, erhielt den DRX Award als HR-Content Expertin und ist LinkedIn Top Voice „Job und Karriere“ 2024.

Send us a textIn this episode, we sit down with Jonathan Buhler, Manager of Corporate Planning & Strategy for Nissan North America — and an owner of one of the most iconic cars ever built: a Nissan R34 GT-R.We dive into Jonathan's journey from enthusiast to industry insider, his role shaping the future of Nissan in a rapidly evolving market, and what it's like balancing boardroom decisions with a deep personal passion for the JDM world.He went from riding in a car seat in his fathers 270Z to owning his very own GTR.From discussing the legacy and future of the GT-R to behind-the-scenes insights into Nissan's long-term strategy, this episode blends business, passion, and performance like never before.Whether you're into industry trends or skyline tail lights, you'll want to hear this one.Find us on Facebook groups - RHDGUYS-JDMBOYSSocials - @RHDGUYS Merch - http://RHDGUYS.COMWant a discount on Nissan parts?Use code "RHDGUYS" athttps://nizmopartsplug.com

Zu Gast ist Joachim Gripp. **Dr. Joachim Gripp ist seit Mitte 2020 CEO von Design Offices**, dem deutschen Marktführer für flexible und innovative Arbeitslandschaften mit rund 50 Standorten in 15 Städten. Unter seiner Führung hat das Unternehmen die nächste Entwicklungsphase eingeleitet, mit einem klaren Fokus auf die Optimierung der Produkte an den Standorten, deren Digitalisierung sowie die Steigerung der Effizienz und Weiterentwicklung der gesamten Organisation **Beruflicher Werdegang und Expertise** Dr. Gripp ist promovierter Ökonom und verfügt über langjährige Erfahrung in der Führung namhafter Unternehmen, insbesondere in der Hospitality- und Systemgastronomie-Branche. Zu seinen Stationen zählen unter anderem: - Geschäftsführer (CEO) bei Maredo Restaurants Holding - Chief Operating Officer (COO) bei Vapiano SE - General Manager für Deutschland und die Niederlande bei Yum! Restaurants International (KFC) - Head of Corporate Planning und weitere Führungsrollen bei Tchibo - Associate Principal bei McKinsey & Company - Seine Ausbildung absolvierte er an der Universität Göttingen mit einer Promotion in Wirtschaftswissenschaften **Führungsphilosophie und Vision** Dr. Gripp sieht Design Offices als Plattform für kreatives Arbeiten und bessere Ergebnisse. Für ihn ist das Büro heute weit mehr als nur ein Ort zum Arbeiten: Es muss variabel, inspirierend und multifunktional sein, um Kreativität, Zusammenarbeit und Innovation zu fördern. Besonders betont er die Bedeutung physischer Interaktion für Teamarbeit und kreative Prozesse, was im Homeoffice nur begrenzt möglich ist Zitat Dr. Gripp: > „Das Büro steht zum ersten Mal in seiner Geschichte vor der Frage nach dem Sinn – das ist für uns eine große Herausforderung, die nicht einzig und allein mit der Räumlichkeit zu beantworten ist. Raum ist wichtig – die Variabilität, die Stimmung und auch der Nutzen. Aber dazu gehört auch ein bisschen Software. Die Hardware ist der Raum, die Software ist die Methodik.“ Er legt Wert darauf, im Team Fragen zu stellen und gemeinsam neue Thesen zu entwickeln, wobei er auch bereit ist, eigene Ansichten zu hinterfragen und weiterzuentwickeln. Für ihn ist kreatives Zusammenarbeiten dann am effektivsten, wenn aus Diskussionen und unterschiedlichen Perspektiven bessere Lösungen entstehen. **Design Offices unter seiner Leitung** Seit seinem Amtsantritt hat Dr. Gripp Design Offices erfolgreich durch die Herausforderungen der modernen Arbeitswelt geführt. Das Unternehmen hat sich als Vorreiter für neue Arbeitswelten etabliert, bietet CO₂-neutrale Work Spaces und wurde mehrfach als einer der besten Arbeitgeber in der Hospitality-Branche ausgezeichnet[5][6]. Über 20.000 Nutzer arbeiten täglich in den flexibel nutzbaren Team Spaces von Design Offices, die sowohl für Selbstständige, Start-ups als auch große Unternehmen attraktiv sind. **Fazit** Dr. Joachim Gripp steht für eine moderne, zukunftsorientierte Führung und hat Design Offices als Innovationsmotor für neue Arbeitswelten weiterentwickelt. Seine breite Erfahrung und seine offene, teamorientierte Herangehensweise prägen maßgeblich die Unternehmenskultur und den Erfolg von Design Offices

Today we had the distinct pleasure of hosting Mark Lashier, Chairman and CEO of Phillips 66. Mark joined Phillips 66 as President and COO in 2021 and assumed the CEO role in July 2022. Prior to that, he served as the President and CEO of Chevron Phillips Chemical Company (CPChem), where he held several senior leadership roles, including Executive Vice President of Olefins and Polyolefins, Senior Vice President of Specialties, Aromatics and Styrenics, and Vice President of Corporate Planning and Development. Mark began his career at Phillips Petroleum and holds a doctorate in Chemical Engineering. Beyond his leadership at Phillips 66, he serves on the Executive Committee of the American Petroleum Institute and is a Board Member of the Greater Houston Partnership and several other nonprofit organizations. Mike, Arjun and I were thrilled to host Mark for this Special Edition to discuss Phillips 66's recent performance, his strategic vision for the company, insights into today's energy landscape, and the ongoing debate with Elliott Management. In our discussion, Mark shares background on his career and transition to CEO, his early priority of addressing improvements in Phillip 66's refining segment, and the cultural transformation to re-instill pride and competitiveness amongst refiners, which involved engaging employees at all levels and investing in strategic capital projects to fix operational bottlenecks and improve reliability and earnings. We discuss Bob Pease's addition to the board, who was originally nominated through Elliott's engagement, and how he shifted from being skeptical to supportive of the company's strategy, execution, and focus on shareholder returns. We explore the history and structure of CPChem, the benefits of Phillips 66's integrated business model during times of volatility and potential downturns, and the company's industry-leading safety performance, which ties safety directly to employee compensation. Mark shares his perspective on why maintaining a diversified portfolio across refining, midstream, and chemicals is strategically and financially advantageous, as well as the optimization and regulatory advantages of an integrated structure. We touch on Phillips 66's strong ROCE versus peers, activist pressure to sell midstream assets for a higher multiple, growth across their midstream business, and broader global trends toward integration rather than asset breakups. Mark highlights the company's refining performance improvement, the rationale behind merging PSXP and DCP assets, efforts to attract generalist investors back to the energy sector by demonstrating consistent earnings, Phillips 66's philosophy of keeping assets “for sale every day” to ensure focus on shareholder value, and much more. We greatly appreciate Mark for sharing his candid insights into a complex and highly public debate. As you will hear, we reference a few items in the discussion. Phillip 66's Investor Relations presentation entitled “Delivering Value & Demonstrating Commitment,” released Monday, April 28, is linked here. Veriten's COBT episode featuring Doug Terreson is linked here. Thanks to Mark for joining us for an insightful discussion and thanks to you all for your friendship and support!

Cecilia Rikap explains how today's big tech hegemons build intellectual monopolies and use their power for corporate planning beyond ownership. This episode was recorded during a live event with Cecilia Rikap, hosted by the Rosa-Luxemburg Foundation Berlin. Many thanks to everybody involved! For information on the event, see: https://www.rosalux.de/en/event/es_detail/2MGCX --- If you are interested in democratic economic planning, these resources might be of help: Democratic planning – an information website https://www.democratic-planning.com/ Sorg, C. & Groos, J. (eds.)(2025). Rethinking Economic Planning. Competition & Change Special Issue Volume 29 Issue 1. https://journals.sagepub.com/toc/ccha/29/1 Groos, J. & Sorg, C. (2025). Creative Construction - Democratic Planning in the 21st Century and Beyond. Bristol University Press. [for a review copy, please contact: amber.lanfranchi[at]bristol.ac.uk] https://bristoluniversitypress.co.uk/creative-construction International Network for Democratic Economic Planning https://www.indep.network/ Democratic Planning Research Platform: https://www.planningresearch.net/ --- Shownotes Cecilia Rikap at University College London (UCL): https://profiles.ucl.ac.uk/94616-cecilia-rikap Cecilias upcoming book: Rikap, C. (2025). The Rulers. Corporate Power in the Age of AI and the Cloud. Verso Books. https://www.penguinrandomhouse.com/books/790833/the-rulers-by-cecilia-rikap/ Rikap, C., & Lundvall, B.-Å. (2021). The Digital Innovation Race: Conceptualizing the Emerging New World Order. Springer Nature. https://link.springer.com/book/10.1007/978-3-030-89443-6#overview Rikap, C. (2021). Capitalism, Power and Innovation: Intellectual Monopoly Capitalism Uncovered. Routledge. https://www.routledge.com/Capitalism-Power-and-Innovation-Intellectual-Monopoly-Capitalism-Uncovered/Rikap/p/book/9780367750299?srsltid=AfmBOoohn2o3_THE5S57rt4kTs62Fp3kv5AUNj8rUTdn7ywK9LFhfEro Rikap C., Durand, C., Paraná, E., Gerbaudo, P. and Marx P. (2024). Reclaiming Digital Sovereignty: A Roadmap to build a Digital Stack for People and the Planet. https://www.ucl.ac.uk/bartlett/public-purpose/publications/2024/dec/reclaiming-digital-sovereignty Bensussan, H., Durand, C., Rikap, C. (2023) 100 years of Corporate Planning. From Industrial Capitalism to Intellectual Monopoly Capitalism through the lenses of the Harvard Business Review (1922-2021). https://archive-ouverte.unige.ch/unige:171107 Rikap, C. (2023) Mapping the Cloud. Big Tech taking the Sky by Storm. CITYPERC Working Paper, No. 2023-05. https://www.econstor.eu/handle/10419/280831 Rikap, C. (2024) From Planning AI to Planning the Green Transition. Intellectual Monopolization amid the ecological breakdown. https://youtu.be/cckqeiwXuHA?si=N3lRKBiN-KVQaXyA Rikap, C. (2022) Intellectual Monopoly Capitalism. Knowledge Predation and Corporate Planning in the 21st Century. https://www.youtube.com/live/VMU1IHm8838?si=jiOLSryWIyM9NvYL Rikap, C. (2022) Intellectual Monopoly Capitalism. How Big Tech Companies became the World's largest Planners. https://youtu.be/4va-JedZGQA?si=0p_Lm-CJ-mbK6GoN on the concept of Value Chains: https://www.cisl.cam.ac.uk/education/graduate-study/pgcerts/value-chain-defs on “demand sensing”: https://en.wikipedia.org/wiki/Demand_sensing on the concept of „the stack” and its relation to states: Bratton, B. H. (2016). The Stack: On Software and Sovereignty. MIT Press. https://mitpress.mit.edu/9780262029575/the-stack/ on Doge and its cutting of jobs at US government agencies: https://www.bbc.com/news/articles/c23vkd57471o on Lina Kahn, the chair of the Federal Trade Commission (FTC) under Biden and her policy efforts (including antitrust laws against Big Tech): https://en.wikipedia.org/wiki/Lina_Khan on the different political strands coming together in the current Trump Administration, including the influence of Curtis Yarvin: https://youtu.be/YIPWekMahXc?si=mcY_ntC1-etzulF5 on Yann leCun: https://en.wikipedia.org/wiki/Yann_LeCun   Future Histories Episodes on Related Topics S03E24 | Grace Blakeley on Capitalist Planning and its Alternatives https://www.futurehistories.today/episoden-blog/s03/e24-grace-blakeley-on-capitalist-planning-and-its-alternatives/ S02E44 | Evgeny Morozov on Discovery Beyond Competition https://www.futurehistories.today/episoden-blog/s02/e44-evgeny-morozov-on-discovery-beyond-competition/ S01E45 | Benjamin Bratton on Synthetic Catallaxies, Platforms or Platforms & Red Futurism (Part 2/2) https://www.futurehistories.today/episoden-blog/s01/e45-benjamin-bratton-on-synthetic-catallaxies-platforms-of-platforms-red-futurism-part-2-2/ S01E44 | Benjamin Bratton on Synthetic Catallaxies, Platforms or Platforms & Red Futurism (Part 1/2) https://www.futurehistories.today/episoden-blog/s01/e44-benjamin-bratton-on-synthetic-catallaxies-platforms-of-platforms-red-futurism-part-1-2/ S01E42 | Moira Weigel on Palantir, Tech-Nationalism & Aggression in the Life-World https://www.futurehistories.today/episoden-blog/s01/e42-moira-weigel-on-palantir-tech-nationalism-aggression-in-the-life-world/   Future Histories Contact & Support If you like Future Histories, please consider supporting us on Patreon: https://www.patreon.com/join/FutureHistories Contact: office@futurehistories.today Twitter: https://twitter.com/FutureHpodcast Instagram: https://www.instagram.com/futurehpodcast/ Mastodon: https://mstdn.social/@FutureHistories English webpage: https://futurehistories-international.com   Episode Keywords #CeciliaRikap, #JanGroos, #Interview, #FutureHistories, #futurehistoriesinternational, #FutureHistoriesInternational, #BigTech, #CapitalistPlanning, #Monopolies, #PlatformCapitalism, #ProgressivePolitics, #EconomicPlanning, #TechnoPolitics, #Capitalism, #BigData, #TheStack, #Platform, #DataPolitics, #TechNationalism, #Techno-Nationalism, #PeterThiel, #SiliconValley, #Palantir, #CurtisYarvin, #IntellectualMonopolies, #KnowledgeCapitalism, #TechSovereignty, #DataColonialism, #AiAndCapitalism, #TechnoFeudalism, #IntellectualPropertyRegimes

154: In diesem Video, welches wir beim Norddeutschen Rundfunk live aufgenommen haben, erzählt Swantje Allmers von ihrer persönlichen Reise als Workaholic. Erfahre, wie sie die Warnzeichen von Burnout ignorierte, welche körperlichen und emotionalen Konsequenzen das hatte und wie sie schließlich den Weg zurück zu einem gesunden Gleichgewicht fand. Dieses Gespräch ist für alle, die sich zwischen Karriere und Selbstfürsorge verlieren, und zeigt eindrucksvoll, warum Work-Life-Balance mehr als nur ein Trend ist. Hört in diese Folge, wenn ihr nach Tipps sucht, um Überarbeitung und Stress zu vermeiden, und Inspiration braucht, um den eigenen Anspruch an Erfolg neu zu definieren! Swantje Allmers ist Autorin, CEO und Gründerin der NWMS GmbH und eine der gefragtesten Stimmen zum Thema HR und Arbeitswelt. Nach dem Wirtschaftsstudium und mehrjähriger Forschungstätigkeit baute sie als Head of Corporate Planning die damals neu gegründete Unternehmung TUI Cruises mit auf und spezialisierte sich im Anschluss auf die Bereiche Organisationsentwicklung, agiles Arbeiten, Selbstmanagement sowie Change und Transformation. Sie unterstützt Executives, Teams und Unternehmen bei aktuellen Herausforderungen. Gelernt hat sie bei den Besten ihres Faches, wie z. B. NLP von Richard Bandler, Scrum von Jeff Sutherland, Holacracy von Brian Robertson, GTD von David Allen, Habits von BJ Fogg und LAB-Profiling von Shelle Rose Charvet. Gemeinsam mit Michael Trautmann und Christoph Magnussen hat sie den Bestseller „On the Way to New Work“ geschrieben, wurde 2023 als eine der 99 wichtigsten HR-Stimmen ausgezeichnet, erhielt den DRX Award als HR-Content Expertin und ist LinkedIn Top Voice „Job und Karriere“ 2024.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Damon Haley. He has delved into the beauty industry by acquiring and transforming existing beauty businesses. His beauty brand ‘Glow + Flow Beauty' is reimagining the shopping experience for black and brown communities.    Gone are the days of poor service, fractured relationships and harmful products. Damon's goal is to create a healthy environment for women, men, girls and boys to shop, learn and grow as their needs change. He is also launching multiple product lines and is franchising the business model. They Intelligently and Excellently (1). Buy Cost Effective & High Demand Products, (2)Sell Product at a High Velocity Pace, (3) Attract Volumes Of & Diverse Customers (4) Serve the Beauty Community THE BEST. We are a beauty retail concept that provides manufacturers of color an opportunity to share, socialize and sell its products to women of color directly. We also reinvent the shopping experience by providing best in class service with a connective twist. We are the future of beauty. They believe the program will help us obtain retail excellence in the form of new trends, best practices and scalability. With our franchise model and opportunity, we want Glow + Flow in every community and to create generational wealth from people that over index on purchasing beauty products. Business excellence is vital to allowing franchise owners to believe in the idea. And, greater access to capital 'models' will allow us to scale the business across the country and abroad. Prior to his entrepreneurial pursuits, he served as Sports Marketing Director at TroikaTV, launched Nike's Western Region Marketing Office and rose through the ranks at Chevron in its Treasury, Overseas, Corporate Planning and Investment Strategy Groups. Damon has mastered the art of designing, developing and implementing campaigns that appeal to consumers, sponsors, clients, partners and investors, all the while attracting targeted audiences and promoting the brand as well as delivering millions in impressions and revenues. Damon formed his own 'communication solution' agency for several years, where he focused on launching new products, consumer activations, theatrical film releases, affinity programs and sports experiences. His portfolio of clients included Nike, Pepsi, Time Warner, Viacom and Turner Broadcasting Family of Brands and Networks spanning North America, South America, Europe and Asia. #STRAW #BEST #SHMSSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Damon Haley. He has delved into the beauty industry by acquiring and transforming existing beauty businesses. His beauty brand ‘Glow + Flow Beauty' is reimagining the shopping experience for black and brown communities.    Gone are the days of poor service, fractured relationships and harmful products. Damon's goal is to create a healthy environment for women, men, girls and boys to shop, learn and grow as their needs change. He is also launching multiple product lines and is franchising the business model. They Intelligently and Excellently (1). Buy Cost Effective & High Demand Products, (2)Sell Product at a High Velocity Pace, (3) Attract Volumes Of & Diverse Customers (4) Serve the Beauty Community THE BEST. We are a beauty retail concept that provides manufacturers of color an opportunity to share, socialize and sell its products to women of color directly. We also reinvent the shopping experience by providing best in class service with a connective twist. We are the future of beauty. They believe the program will help us obtain retail excellence in the form of new trends, best practices and scalability. With our franchise model and opportunity, we want Glow + Flow in every community and to create generational wealth from people that over index on purchasing beauty products. Business excellence is vital to allowing franchise owners to believe in the idea. And, greater access to capital 'models' will allow us to scale the business across the country and abroad. Prior to his entrepreneurial pursuits, he served as Sports Marketing Director at TroikaTV, launched Nike's Western Region Marketing Office and rose through the ranks at Chevron in its Treasury, Overseas, Corporate Planning and Investment Strategy Groups. Damon has mastered the art of designing, developing and implementing campaigns that appeal to consumers, sponsors, clients, partners and investors, all the while attracting targeted audiences and promoting the brand as well as delivering millions in impressions and revenues. Damon formed his own 'communication solution' agency for several years, where he focused on launching new products, consumer activations, theatrical film releases, affinity programs and sports experiences. His portfolio of clients included Nike, Pepsi, Time Warner, Viacom and Turner Broadcasting Family of Brands and Networks spanning North America, South America, Europe and Asia. #STRAW #BEST #SHMSSee omnystudio.com/listener for privacy information.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Damon Haley. He has delved into the beauty industry by acquiring and transforming existing beauty businesses. His beauty brand ‘Glow + Flow Beauty' is reimagining the shopping experience for black and brown communities.    Gone are the days of poor service, fractured relationships and harmful products. Damon's goal is to create a healthy environment for women, men, girls and boys to shop, learn and grow as their needs change. He is also launching multiple product lines and is franchising the business model. They Intelligently and Excellently (1). Buy Cost Effective & High Demand Products, (2)Sell Product at a High Velocity Pace, (3) Attract Volumes Of & Diverse Customers (4) Serve the Beauty Community THE BEST. We are a beauty retail concept that provides manufacturers of color an opportunity to share, socialize and sell its products to women of color directly. We also reinvent the shopping experience by providing best in class service with a connective twist. We are the future of beauty. They believe the program will help us obtain retail excellence in the form of new trends, best practices and scalability. With our franchise model and opportunity, we want Glow + Flow in every community and to create generational wealth from people that over index on purchasing beauty products. Business excellence is vital to allowing franchise owners to believe in the idea. And, greater access to capital 'models' will allow us to scale the business across the country and abroad. Prior to his entrepreneurial pursuits, he served as Sports Marketing Director at TroikaTV, launched Nike's Western Region Marketing Office and rose through the ranks at Chevron in its Treasury, Overseas, Corporate Planning and Investment Strategy Groups. Damon has mastered the art of designing, developing and implementing campaigns that appeal to consumers, sponsors, clients, partners and investors, all the while attracting targeted audiences and promoting the brand as well as delivering millions in impressions and revenues. Damon formed his own 'communication solution' agency for several years, where he focused on launching new products, consumer activations, theatrical film releases, affinity programs and sports experiences. His portfolio of clients included Nike, Pepsi, Time Warner, Viacom and Turner Broadcasting Family of Brands and Networks spanning North America, South America, Europe and Asia. #STRAW #BEST #SHMSSee omnystudio.com/listener for privacy information.

August 29, 2024 Noel Raboy, the President and CEO, along with Donna Dizon, the VP for Administration & Corporate Planning at CLIMBS Life and General Insurance Cooperative, explore the structure and benefits of Cooperative Insurance. CLIMBS Life and General Insurance Cooperative is a leading cooperative insurance organization based in the Philippines. Established in 1971, it provides life and non-life insurance products and services tailored primarily to cooperatives, cooperative members, and their families. Owned by almost 5,000 cooperatives nationwide, its mission is to provide affordable and accessible insurance coverage to its members, particularly focusing on the needs of the grassroots community. Over the years, CLIMBS has expanded its services to include a range of insurance products and other financial services. With innovation, it is the first and the only provider of a parametric insurance in the Philippines that covers cooperatives, benefiting over 100,000 households of farmer-members since its flagship offering in 2021. CLIMBS is also at the forefront of advocacy work especially on Climate Action and strengthening of the movement and promoting cooperative education locally and globally. It emphasizes cooperative values and social responsibility, aiming to contribute to the economic and social development of its members and the communities they serve.

Andrew White at Saïd Business School and Adam Canwell at EY explore the key to successful business transformation with Junaid Ahmed from Applied Materials. “In a rapidly changing and dynamic business environment it's essential for companies and people to be comfortable and proactive about transformation, it's the calling of our time.” In Transformation Leadership2050 Dr Andrew White and Adam Canwell at EY explore the journey a number of global leaders and their workforce went through as they successfully led their organisations through significant change. Why do most transformations fail to deliver the value that organisations expect? And what should CEOs do when a transformation goes off track? These questions have confounded companies around the world over for decades. In 2021, the University of Oxford's Saïd Business School and EY formed a long-term research collaboration to find out why. In this new series Andrew and Adam focus on the specific area of turning points. These are those moments every organisation faces in a transformation which can lead to failure or create positive momentum and accelerate your business into the future. They speak to five top executives who share their insights and experience of the pitfalls and the keys to success, looking at listening, sense-making, early warning systems and the human dynamics that drive organisational change. In the first episode of the new series they talk to Junaid Ahmed, Corporate Vice President and Head of Corporate Planning at Applied Materials, a supplier to semiconductor manufacturers with US$25b in revenue that undertook a systemic robotic process automation (RPA) transformation. Junaid's experience reveals how transformation only works if people are at the centre. As a leader, you will drive success if you are present, both physically and emotionally. Be brave and act early to build the capability of your team and the legacy of your transformation will be a willingness to adapt and not see change as a threat. Featuring:Dr Andrew White, Senior Fellow of Management Practice, Saïd Business School, University of Oxford.Adam Canwell, EY Oceania Workforce Advisory Leader.Junaid Ahmed, Corporate Vice President and Head of Corporate Planning at Applied Materials.Resources:• Subscribe to Andrew's Leadership2050 Newsletter on LinkedIn • Discover more articles, podcasts and videos from Saïd Business School on the challenges business leaders of the future need to consider on Oxford Answers • Follow us on Twitter @Oxford_Answershttps://www.sbs.ox.ac.ukProduced by Eve Streeter for Stabl See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In Episode 26, host Matthias Catón is joined by Lewis Sage-Passant, Global Head of Intelligence at Novo Nordisk and founder of EncyclopediaGeopolitica. Matthias and Lewis delve into the intricacies of how multinational corporations navigate geopolitics and international relations. Matthias and Lewis investigate how the changing responsibility of security intelligence teams and how, in a corporate ... Read more

At Showstoppers at CES in Las Vegas, ViXion gave us a look at their autofocus eyewear. Takuya Nonaka, Senior Manager, Corporate Planning explained the tech behind their innovation, the roadmap for development, and why they are looking for partners in the U.S. Chuck tried them on and was blown away by how well they function.  Show Notes: Support:      Become a MacVoices Patron on Patreon     http://patreon.com/macvoices      Enjoy this episode? Make a one-time donation with PayPal Connect:      Web:     http://macvoices.com      Twitter:     http://www.twitter.com/chuckjoiner     http://www.twitter.com/macvoices      Mastodon:     https://mastodon.cloud/@chuckjoiner      Facebook:     http://www.facebook.com/chuck.joiner      MacVoices Page on Facebook:     http://www.facebook.com/macvoices/      MacVoices Group on Facebook:     http://www.facebook.com/groups/macvoice      LinkedIn:     https://www.linkedin.com/in/chuckjoiner/      Instagram:     https://www.instagram.com/chuckjoiner/ Subscribe:      Audio in iTunes     Video in iTunes      Subscribe manually via iTunes or any podcatcher:      Audio: http://www.macvoices.com/rss/macvoicesrss      Video: http://www.macvoices.com/rss/macvoicesvideorss

At Showstoppers at CES in Las Vegas, ViXion gave us a look at their autofocus eyewear. Takuya Nonaka, Senior Manager, Corporate Planning explained the tech behind their innovation, the roadmap for development, and why they are looking for partners in the U.S. Chuck tried them on and was blown away by how well they function.  Show Notes: Support:      Become a MacVoices Patron on Patreon      http://patreon.com/macvoices      Enjoy this episode? Make a one-time donation with PayPal Connect:      Web:      http://macvoices.com      Twitter:      http://www.twitter.com/chuckjoiner      http://www.twitter.com/macvoices      Mastodon:      https://mastodon.cloud/@chuckjoiner      Facebook:      http://www.facebook.com/chuck.joiner      MacVoices Page on Facebook:      http://www.facebook.com/macvoices/      MacVoices Group on Facebook:      http://www.facebook.com/groups/macvoice      LinkedIn:      https://www.linkedin.com/in/chuckjoiner/      Instagram:      https://www.instagram.com/chuckjoiner/ Subscribe:      Audio in iTunes      Video in iTunes      Subscribe manually via iTunes or any podcatcher:      Audio: http://www.macvoices.com/rss/macvoicesrss      Video: http://www.macvoices.com/rss/macvoicesvideorss

In this episode we are celebrating the career to date of Karolina Bullock.Karolina is the General Manager, Corporate Planning and Strategy for Toyota Insurance Services UK.Before taking on her latest role, Karolina spent the majority of her career within facilities management with the Japanese insurer Aioi Nissay Dowa, part of the MS & AD Group.In our conversation, we talk about her childhood in Poland, her move to the UK aged 18 and the key ingredients that she has leveraged over the last decade or so to develop her career.When I first heard Karolina's story I was struck by her courage, her tenacity and drive, her pragmatism, her self awareness and her ambition. Karolina openly shares the paradigms and behaviours that have clearly contributed to her success so far and that will transfer easily and equally effectively into other domains. I am inspired by how Karolina has navigated her career journey so far and delighted to give you an insight into her mindset and approach in this episode. I look forward to hearing what resonates with you.Connect on LinkedIn: Karolina BullockThank you to our sponsors: ASKE Consulting Email: hello@askeconsulting.co.ukAquilaeEmail: cvm@aquilae.co.ukEpisode Directory on Instagram @careerviewmirror  If you enjoy listening to our guests career stories, please follow CAREER-VIEW MIRROR in your podcast app. Episode recorded on 8 January 2024.

Drew Miller,  PhD, CMA, CFP, CM&AA, DDP Col USAF (Ret)   manager@fortituderanch.com   Dr. Drew Miller is Founder and CEO of Fortitude Ranch, a recreational and survival community.  Colonel Miller also does corporate collapse survival consulting.  He is a Certified M&A Advisor, Certified Management Accountant, Certified Financial Planner, and Due Diligence Professional.  Drew is a graduate of the US Air Force Academy with a Masters Degree and PhD in Operations Research from Harvard University.  He served as an intelligence officer in the US Air Force, retiring as a Colonel.  He also served in the Senior Executive Service in the Pentagon, the Institute for Defense Analyses, and in Corporate Planning and Development at ConAgra.   Dr. Drew Miller, CMA, CFP, CM&AA, Col USAF (Ret) CEO, Fortitude Ranch 402-952-5339 www.fortituderanch.com --- Support this podcast: https://podcasters.spotify.com/pod/show/crypto-hipster-podcast/support

Unsere beiden heutigen Gäste sind Freunde des Hauses. Sie hat ihr Betriebswirtschaftsstudium in Münster als Jahrgangsbeste abgeschlossen. Nach zwei Jahren in der Forschung hat sie als Head of Corporate Planning bei TUI Cruises sehr schnell Verantwortung übernommen. Im Anschluss hat ihr ein Ausflug in die Konzernwelt vor allem gezeigt, wie sie nicht arbeiten möchte. Seit über 10 Jahren arbeitet sie als Beraterin, Trainerin und Executive Coach mit Menschen, Teams, Start-Ups, Scale-Ups und Grown-Ups an der Frage, wie wir effektiver und effizienter arbeiten können. Er sitzt seit über 6 Jahren jede Woche für mindestens eine Stunde neben mir und spricht zusammen mit mir mit den verschiedensten Menschen über das Thema Arbeit. Er hat vor fast genau 30 Jahren zum Thema ökologieorientiertes Marketing promoviert, er war Unternehmensberater, Werber und Global CMO bei Audi, bevor er 2004 Unternehmer wurde. Zunächst mit einer Werbeagentur, die heute thjnk heißt, später dann mit einer neuen Sportart, dem Fitnessrun “HYROX”. Zusammen haben die beiden vor mehr als zweieinhalb Jahren New Work Masterskills gegründet und zu dritt haben wir im letzten Jahr zusammen ein Buch veröffentlicht. Seit über 6 Jahren beschäftigen wir uns mit der Frage, wie Arbeit den Menschen stärkt - statt ihn zu schwächen. In über 390 Folgen haben wir uns mit über 450 Menschen darüber unterhalten, was sich für sie geändert hat und was sich weiter ändern muss. Wir sind uns ganz sicher, dass es gerade jetzt wichtig ist. Denn die Idee von “New Work” wurde während einer echten Krise entwickelt. Was genau sind eigentlich die Skills, die wir brauchen, um Arbeit wieder positiver zu erleben? Und welche Rolle spielen dabei Leadership Skills? Wir suchen nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näher bringen! Darüber hinaus beschäftigt uns von Anfang an die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work - heute mit Swantje Allmers und Michael Trautmann

In this episode of the Sustainable Minds podcast, Jessica Peixoto, Sustainability Manager at JLL, joins Gary Baker and Roxanne "Rocket" White to share the importance of designing thoughtful corporate sustainability strategies to prevent climate chaos and build a sustainable future. Jessica is a sustainability, climate action, and healthy living advocate, passionate about promoting a sustainable future. Her experience ranges in various industries, and most of her work has revolved around sustainability, ESG, and climate change. Jessica is working at JLL on a secondment to Allied Properties REIT as a Corporate Planning and Sustainability Manager.

Corporate planning is a process of defining a company's future direction and making decisions on allocating its resources to pursue this direction. it involves setting long-term goals, assessing the internal and external environment, and determining strategies to help the company achieve its objectives. This video discussed corporate planning, structure, strategy, and mind mapping. By the way, my name is Eizu; with 4 Master's degrees, over 145 successfully restructured firms, and over a decade spent on management consulting, I'd like us to plan your business upgrade together. alongside other select CEOs and board members, let's have a 2023 Strategy Brunch, where we discuss Business Strategies that work in 2023. Date: Every Thursday Venue: CCX, Lagos Time: 11:00 AM - 3:00 PM Fee: Physical - 25,000, Virtual - 12500 Payment link: https://flutterwave.com/pay/lguz8tzpxtou Want to join the HBC community? Click on the link below http://bit.ly/3XDInbk Follow us on Instagram: Hexavia: https://instagram.com/hexavianigeria?... Eizu Uwaoma : https://instagram.com/eizu.uwaoma?igs... Ese Obrimah : https://www.instagram.com/missobrimah/ Website: https://hbc.org.ng/ LinkedIn : https://www.linkedin.com/in/eizu-uwao... Twitter: https://twitter.com/hexavia Facebook: https://www.facebook.com/Hexavian/ Youtube: https://www.youtube.com/channel/UClz9Ogk3Wv3QRuSxOC2Vdpw/

Delving into civic affairs with guest, Julie Clausen, Unit Manager Strategy and Corporate Planning.

In this week's High-Performance Teams Podcast, I talked with Dr Li Lian Liew. She is a Doctor, Coach & Personal Advisor and Director of Corporate Planning at Tan Tock Seng Hospital.With 20 years of healthcare experience, she has fought more wars than most soldiers, without lifting a single gun - as a team member and leader during SARS, H1N1, and COVID-19. Sometimes she finds herself herding cats, spotlighting elephants in rooms, blocking dragon fire, and giving chickens good reasons to cross the road. She supports her Chiefs at Tan Tock Seng Hospital (TTSH), National Healthcare Group (NHG) of Singapore, in the strategy of continuously striving for excellence and a population health-based system.She believes genuine relationships and resilient communities can lift humanity to greater heights. Some of the topics covered during the conversation:✅ The day-to-day at the Covid19 command centre in Singapore. ✅ How to build a high-performance team in Healthcare.✅ How to handle emotions in a high-pressure and uncertain environment✅ How to build trust?More information about Li Lian:https://www.linkedin.com/in/li-lian-liew/Disclaimer:The opinions expressed in this interview are those of the interviewee. They do not purport to reflect the opinions or views of TTSH, NHG, or any part of the Singapore public healthcare system.More about Rodrigo and Something Bigger:Linkedin: https://www.linkedin.com/in/rodrigocanelasInstagram: https://www.instagram.com/rodrigocanelasTiktok: https://www.tiktok.com/@rodrigo_canelasWeb: https://www.somethingbigger.com

Swantje Allmers ist Beraterin, Trainerin und und Executive Coach. Nach dem Wirtschaftsstudium und mehrjähriger Forschungstätigkeit baute Swantje Allmers als Head of Corporate Planning die damals neu gegründete Unternehmung TUI Cruises mit auf und spezialisierte sich im Anschluss auf die Bereiche Organisationsentwicklung, agiles Arbeiten, Selbstmanagement sowie Change und Transformation. Sie unterstützt Executives, Teams und Unternehmen bei aktuellen Herausforderungen. Gelernt hat sie bei den Besten ihres Faches, wie z. B. NLP von Richard Bandler, Scrum von Jeff Sutherland, Holacracy von Brian Robertson, GTD von David Allen, Habits von BJ Fogg und LAB-Profiling von Shelle Rose Charvet. Gemeinsam mit Michael Trautmann und Christoph Magnussen hat sie das Buch “On the Way to New Work” geschrieben.

Wer auf der Suche nach der richtigen Antwort ist, muss zunächst einmal eines tun: die richtige Frage stellen. Swantje Allmers, Unternehmensberaterin, Trainerin und Executive Coach, bringt es auf den Punkt: „Bin ich glücklich, dort wo ich bin?“. Als Head of Corporate Planning hat sie die Unternehmung TUI Cruises mit aufgebaut, sich später als selbständige Unternehmensberaterin, Trainerin und Executive Coach auf Bereiche wie Organisationsentwicklung, agiles Arbeiten, Selbstmanagement, auf Change und Transformation spezialisiert. Mit den Folgen der Pandemie rückten ihre Kompetenzen noch mehr in den Vordergrund. Unternehmen standen plötzlich vor ganz neuen Herausforderungen. War mobiles Arbeiten einst ein Nice-to-have, ein Luxus der ersten digitalen Generation, so wurde die Frage nach dem Ort des Arbeitens jetzt eine existentielle, und das sowohl auf Unternehmensseite, als auch auf Seiten der Angestellt*innen. New Work, das war plötzliche kein griffiger Terminus mehr für Trendforscher*innen, sondern so etwas wie ein jetztzeitiger Imperativ. Neue Arbeitsformen mussten binnen Wochen angedacht, angestoßen, umgesetzt werden. Kein problemloses Unterfangen, aber hey: Nobody said it would be easy. Swantje Allmers bewegt sich schon lange in diesen Koordinaten. Eine große Frage, die sie dabei umtreibt: Wie kann Arbeit wieder mehr Sinn in unserem Leben stiften? Dass ihr dieses Themenumfeld besonders am Herzen liegt, ist auch in einer eigenen Erfahrung begründet – die ihrer Banklehre, der sie trotz unschöner Erfahrungen, viel Nerv und Frust, nur aus einem Grund treu bleibt: dem Gefühl verpflichtet zu sein, das müsse jetzt durchgezogen werden. Dass es auch anders geht, dass es auch anders gehen muss, diese Lektion lernt sie in ihrem späteren Berufsleben, erfährt dort, dass es sich eben auch darum dreht: „Bin ich glücklich, dort wo ich bin?“. Zusammen mit ihren Kollegen Michael Trautmann und Christoph Magnussen ist daraus ein Buchprojekt geworden. „On the Way to New Work“ heißt es und erscheint Anfang 2022. In der neuen Folge von „Unwordy“ erzählt sie davon, wie es ist, sich mit dem Vorhaben hinzusetzen, ein ganzes Buch zu verfassen. Sie erzählt von Stolpersteinen und Erfüllung, von Planung und Ablauf und von dem guten Gefühl, mal eben den Abwesenheitsassisten für zwei Monate einzuschalten. Ein Kickertisch spielt auch eine Rolle, aber das hört ihr euch am besten selbst an.

In this episode, we speak with an industry expert about the highs and lows of working in the media sector. Madeleine Cohen is the VP of Corporate Planning & Investor Relations at Boat Rocker Media, with tremendous experience in full business life cycle management. Madeleine shared her learnings with us from her previous role at Kew Media Group, where she was the sole employee. We also had the opportunity to chat about her Rotman story, and how the Rotman Executive MBA program helped Madeleine in her career.

Jim Hines and Jim Lyneis were pioneers in online System Dynamics education at MIT and WPI. Both earned their PhDs in System Dynamics from MIT and worked together at Pugh-Roberts Associates.Transcript: https://bit.ly/SD-cast-Ep6-TranscriptLinks to their works (which we referenced in the interview): Corporate Planning and Policy Design: A System Dynamics Approach”System dynamics for business strategy: a phased approach”“System dynamics for market forecasting and structural analysis”Mastercard projectMolecules of System Dynamics StructureWPI System Dynamics Fundaments micro-coursePicture of the end of the interview Listen to more SDories on the WPI SD Club YouTubeNow, here is a poem I wrote about Professors Hines and Lyneis:Professors JimWorks are astute and impactfulYou can read about them on a whimOr take their SD 550 course to be successfulIn your System Dynamics journeyThey lay the foundation for your study(And their humor may put you in a gurney)Learning, modeling or teaching with a buddyIs more fun and motivating Join WPI online and learn with us Jim Hines and Jim LyneisTo have more accepts and not rejectsIn the dynamics of a romance or projectsWho wants to rework a defect?We want projects and products to be correct!But learning is an interactive and iterative processWith cycles and periods for us to reflectOn our mistakes and how we digressListen, study, and practice to progressSo you can “Walk tall and model small”Thank you for listening to SD-cast. Please subscribe to SD-cast to hear more SDories.Email me, ctang@wpi.edu, if you would like to be on SD-cast or recommend someone.  See below for the WPI SD Social Media accounts:https://twitter.com/WPISDclubhttps://www.linkedin.com/groups/1916314/Sign up for the WPI System Dynamics Club mailing list.Music:Intro and End“Limelight” by Podington Bear is licensed under the Attribution-NonCommercial 3.0 International License. I cut and moved the music track to fit the intro and ending.https://freemusicarchive.org/music/Podington_Bear/Haplessly_Happy/Limelighthttps://creativecommons.org/licenses/by-nc/3.0/

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, we challenge you to think about what is needed beyond a great PO to be able to help the Agile teams succeed. We also discuss how the planning practices in some companies actively destroy product ownership.  The Great Product Owner: What we need beyond a great PO Is a good Product Owner enough? Do we really need the PO role? These are some of the thought-provoking questions we tackle in this episode. We explore ideas from Lean Startup, Customer Development and mention the book Rethinking Agile by Klaus Leopold.  The Bad Product Owner: How corporate planning destroys product ownership The Product Owner is one of the hardest roles in Agile and Scrum. Tomo starts by sharing aspects of the PO role that are often forgotten or ignored. We also discuss the dynamics that often push PO's to only focus on managing their backlog, and miss the impact of having a clear direction / Vision for the teams.  In this segment, we refer to the Beyond Budgeting movement, which tries to bring Agile ideas and practices to the finance departments of large and mid-size organizations. Are you having trouble helping the team work well with their Product Owner? We've put together a course to help you work on the collaboration team-product owner. You can find it at bit.ly/coachyourpo. 18 modules, 8+ hours of modules with tools and techniques that you can use to help teams and PO's collaborate. About Tomo Lennox Tomo has 20 years experience in project management, both waterfall and Agile. A few years ago he was at David Anderson's first Kanban Conference and has been a fanatic ever since, even though he has lost several jobs as a result of it. Tomo became then an advocate for projection over guessing, and reactive planning. You can link with Tomo Lennox on LinkedIn and connect with Tomo Lennox on Twitter.

Follow us on Facebook - http://facebook.com/followtbcy/ Twitter - http://twitter.com/followtbcy/ Instagram - http://instagram.com/followtbcy/ YouTube - http://youtube.com/followtbcy --- Support this podcast: https://anchor.fm/tbcy/support

Decade of the Nissan Leaf! My special guest:  Francois Lefevre, Senior Manager, Corporate Planning & Market Intelligence, Nissan Canada Inc. A big thanks to Francois for joining me to discuss the Nissan Leaf’s milestones and impact on the EV landscape! Hope you enjoy the show!  You can also subscribe to these Podcasts with Apple iTunes, … Continue reading "Episode 17 – EV Revolution Show Audio Podcast – December 10, 2020"

Ibrahim has over 15years in Oil and Gas, his last position was Director of Corporate Planning and Strategy, followed by 6years as Business Owner and Principal Consultant.Ibrahim's dynamic Finance & Business experience in a wide range of companies, locations, and roles from large international corporations to small privately held companies enables him to deliver unique value to his clients.Ibrahim Saleh Principal ConsultantCell: 832-992-1172 TaQtics Consulting Grouphttps://www.taqticsgroup.com/"With the right tactics, we Unlock Business Potential " Your hosts: Colton Cockerell & Trisha StetzelClick for more about your hosts:Colton CockerellTrisha StetzelMore fun and interviews on our FB page!https://www.facebook.com/bridgethegapinterviews

Every day, organizations like BC Housing conduct critical research that has the potential to shape decisions and our world. But finding ways to share, promote and activate the knowledge produced can seem almost impossible in a world filled with noise and fake news. And if no one knows about your work, they can't use or support it.Recognizing this, Karen Hemmingson, former Chief Research Officer, Research and Corporate Planning at BC Housing, decided to try something different. Inspired by an adventure storytelling event called FEAT, she and her colleagues invested in using stories to mobilize their research on Community Housing for Resilient Communities. As expected, their story-driven communications work was successful at engaging both existing and new audiences. But what they didn't expect was that they'd generate rich new insights through the process of shaping the stories - insights they likely would have missed through a more traditional approach. In this episode, Karen walks us through the project, explaining how things unfolded, the challenges they faced, and why - from a leadership perspective - she chose a story-based approach. She also speaks to the reluctance of some researchers to use stories to share their work, highlighting the fact that communication doesn't have to be only data or only stories. And she shares tips for those considering using stories to advance their own research impact. Read more of her insights on the project here.

Board meeting held with God on the 29th September 2020:Minutes taken by Ade Ojomo - Director - KUW Consulting Minutes read by Olamide Adeosun - Head Finance Business Management, Corporate Planning and Investor Relations, Union Bank of Nigeria 

We're entering the most important time of the year for most companies. It's the time when company's plan their year end sales events and set their goals for next year. At the culmination of these few months will come the company's annual report to share holders. Something that is already weighing on the minds of the executive suite. But what to do this year?

We're entering the most important time of the year for most companies. It's the time when company's plan their year end sales events and set their goals for next year. At the culmination of these few months will come the company's annual report to share holders. Something that is already weighing on the minds of the executive suite. But what to do this year?

We're entering the most important time of the year for most companies. It's the time when company's plan their year end sales events and set their goals for next year. At the culmination of these few months will come the company's annual report to share holders. Something that is already weighing on the minds of the executive suite. But what to do this year?

We're entering the most important time of the year for most companies. It's the time when company's plan their year end sales events and set their goals for next year. At the culmination of these few months will come the company's annual report to share holders. Something that is already weighing on the minds of the executive suite. But what to do this year?

We're entering the most important time of the year for most companies. It's the time when company's plan their year end sales events and set their goals for next year. At the culmination of these few months will come the company's annual report to share holders. Something that is already weighing on the minds of the executive suite. But what to do this year?

We're entering the most important time of the year for most companies. It's the time when company's plan their year end sales events and set their goals for next year. At the culmination of these few months will come the company's annual report to share holders. Something that is already weighing on the minds of the executive suite. But what to do this year?

We're entering the most important time of the year for most companies. It's the time when company's plan their year end sales events and set their goals for next year. At the culmination of these few months will come the company's annual report to share holders. Something that is already weighing on the minds of the executive suite. But what to do this year?

We're entering the most important time of the year for most companies. It's the time when company's plan their year end sales events and set their goals for next year. At the culmination of these few months will come the company's annual report to share holders. Something that is already weighing on the minds of the executive suite. But what to do this year?

Monatlich die interessantesten BI-Neuigkeiten aus den Bereichen Reporting, Controlling und Data Analytics. - News 1: Corporate Planning kauft Hi-Chart - News 2: Exasol IPO - Erster Börsengang des Jahres - News 3: BARC Digital Finance & Controlling + Online-Konferenz The Future of SAP Data & Analytics - News 4: Gesichtserkennung TensorFlow - News 5: Corona Studie von BARC - erhebliche Einflüsse auf Data & Analytics

Tim Chiang, Vice President of Corporate Planning and Product Development at Chief Telecom, joins JSA TV and ITW 2020 to share updates on the growing demand of the company's Chief Cloud eXchange (CCX), an integrated multi/hybrid cloud connection platform. Chief Telecom is a carrier-neutral IDC service provider in Taiwan and is positioned for exponential growth in 2020 and beyond. Watch the video to learn more and visit www.chief.com.tw/dispPageBox/hp.aspx?ddsPageID=ENINDEX.SUBSCRIBE to JaymieScottoTV for the latest Telecom News: https://www.youtube.com/JaymieScottoTV HOMEPAGE: http://www.jsa.net LIKE JaymieScottoTV on FACEBOOK: https://www.facebook.com/JaymieScotto... FOLLOW JaymieScottoTV on TWITTER: https://twitter.com/jsatv

Dr. Colón brings over 25 years of experience in biopharma, genomics, healthcare and industrial biotechnology. In addition to her role at InCarda, she is Executive Chairman (formerly CEO) of ProterixBio, and serves on the boards of CareDx (NASDAQ:CDNA) and Cocoon Biotech and on the Advisory Board of the Miller Center for Social Entrepreneurship at Santa Clara University. Formerly, she was a partner at New Science Ventures, a New York based venture capital firm with over $700M under management, and served on the boards of Paradigm Diagnostics and PerceptiMed. Previously, she co-founded Pyranose Biotherapeutics, a biologics discovery platform company. She was also founding President of the Industrial Products Division at Intrexon Corporation, where she established a new division focused on leveraging synthetic biology for bioindustrial applications such as biofuels and renewable chemicals. Prior to Intrexon, she was head of Clinical Operations for Gilead Sciences, where she was responsible for global execution of clinical trials. She also created and led both the Alliance Management and Commercial Strategic Planning groups. Prior to Gilead, she was VP, Corporate Planning at Affymetrix, where she was responsible for strategic planning and project management and where she also served as COO for the International Genomics Consortium, a non-profit medical research organization focused on cancer genomics. Earlier in her career she was a consultant with McKinsey & Co., where she served clients in healthcare, biotech, high tech and venture capital. She was also an engineer with Merck & Co. in France and in Rahway, NJ. Dr. Colón received her Ph.D. in chemical engineering from the Massachusetts Institute of Technology, where she was an NSF Fellow. She also holds a B.S. degree in chemical engineering from the University of Pennsylvania, where she was a Benjamin Franklin Scholar.

INVESTMENT SUCCESS: A PRACTICAL GUIDE TO MANAGING INVESTMENTS BY Zachariah Dauke Suleiman Investment Success: (A Practical Guide to Managing Investments) is a practical do-it-yourself book on how to invest in today’s world and making a success of it in an environment where investment failure is a huge possibility. The author, based on his educational background, experience and practical day-to-day learning, teaches the reader key issues in investment and how to succeed at it through understanding the concepts of investment, types of investments, the critical issues of money as an oxygen of investment, how to effectively manage success and failure in investments and other relevant areas. Investment success: A Practical Guide to Managing Investment is easy to read and the author makes the reading quite enjoyable and engaging by employing accessible language and avoiding the technical jargons that often make investment a cloudy issue to many. It is bound to encourage all investors and non-investors alike to step out, armed with the principles that will ensure success in investment every time. Mr ZACHARIAH DAUKE SULEIMAN a holder of B. Sc. Degree in Business Administration from Ahmadu Bello University, Zaria and has an MBA in General Management from University of Science and Technology, Port Harcourt, Nigeria. He has over 28 years working experience in the Nigerian Oil and Gas Industry. He is an emerging Leader and Team Builder in the Oil and Gas Industry in Nigeria who has actively been involved in adding value to the Nigerian National Petroleum Corporation (NNPC) in its bid to become a world class oil and gas company. He possesses considerable experience in Nigerian Content Implementation Compliance, Leadership, Project Management, Change Management Supply Chain Management and Investment. He was seconded to the Brass LNG project by NNPC as the Nigerian Content Manager and currently the Manager Efficiency, Corporate Planning and Strategy at NNPC Corporate Headquarters, Abuja, Nigeria. He is a motivational Speaker and enjoys mentoring and coaching on Leadership qualities and Investment Techniques. He is a chartered member of the Nigerian Institute of Management. A fellow of the Institute of Management Specialists, UK. https://authorreputationpress.com/product/investment-success-a-practical-guide-to-managing-investments/ http://www.bluefunkbroadcasting.com/root/twia/zsuleiman.mp3

In the midst of this global coronavirus crisis, we at The Forum for Growth & Innovation are reflecting on how we can lend our hands and hearts to meet the needs of those in our community. Now, more than ever, we are mourning the loss of our friend and colleague, Clayton Christensen, who would have turned 68 this coming Monday, April 6th. This month also marks the release of our 50th podcast episode and, to celebrate this milestone, we’d like to share with you a conversation with Clay, Derek van Bever, and Joe Bower, Clay's doctoral thesis adviser and the Donald K. David Professor Emeritus at Harvard Business School. They discuss the origins of Resource Allocation theory, including Joe's groundbreaking book, Managing the Resource Allocation Process: A Study of Corporate Planning and Investment, as Joe's work both sparked Clay's insights into Disruptive Innovation and continues to offer key insights to firms today. The three also speak about the future of management and offer tips for managers and entrepreneurs. We hope that, with this conversation, managers struggling in the depths of this emergency will find a beacon of hope and guidance.

Caryl has been an event planner since 1992. The powerhouse behind Roar Events, she has a passion for sharing her knowledge with fellow planners, hotels and corporate companies in developing their event programs and inspiring planners to dive into the corporate world of event planning. If you are curious about corporate planning and want to broaden your event horizons, this is the episode for you!   KEY TAKEAWAYS: The WHY For a Corporate Planner Diversifying Your Business How to Get Started As A Corporate Event Planner The Heart of Corporate Event Planning Educating Others In Corporate Planning A Bit About Non-Profit Events A Planners Mindset

In this episode, we recap the recently held LCS Golf Outing Event that benefited the LCS Foundation.  We were joined by Scott Doherty, VP/Sr. Director of Operations Management and board member of the LCS Foundation; Dave Elfvin, Solutions Manager and Golf Outing Committee Member; Wendy Rus, VP/Director of Corporate Planning and Community Finance and Golf Outing Committee Member; and Dan Swift, Sr. Investment Manager and Golf Outing Participant. 

In this episode, I talk with Michael Burger partner and attorney at NC Planning. NC Planning focusing on Wills, Trusts and Estate Planning, Business and Corporate Planning, Professional Practice Planning, Probate, Estate, and Trust Administration, and Tax Planning and Representation. We talk about the legal advice and planning needs of veterinarians. He shares his journey from litigation to working with business owners on helping them succeed. The issues with “traditional” legal advice and the “ripple” effect it can have. We discuss NC Planning's Complete Corporate Counsel Model. He shares what he sees from start-up practices, and perhaps why that trend is so prevalent. The process of a start-up a veterinary business. What's most often missed during the start-up process that is critical to long-term success. Why planning to succeed three to five years down the road is vital. How to determine if a start-up is right for you? NC Planning – https://anchor.fm/dashboard/episode/new/www.ncplanning.com (www.ncplanning.com) https://medici.cx/vetsuccess (Learn about Medici )

Check out his book: https://www.amazon.com/Strategic-Planning-Pragmatic-John-Dobbs/dp/1521012199Connect with John on LinkedIn: https://www.linkedin.com/in/johndobbs/

Before returning to our Jobs to Be Done theme, we thought we'd share a little about how some of Clay's theories came to be. On the show today, hear Clay talk with one of his mentors, Joe Bower, the Donald K. David Professor Emeritus, about the origins of Resource Allocation theory. Joe's groundbreaking book, Managing the Resource Allocation Process: A Study of Corporate Planning and Investment, both helped spark Clay's insights into Disruptive Innovation and continues to offer key insights for firms. Joe and Clay also speak about the future of management, and offer tips for managers and entrepreneurs. 

Supply Chain Now Radio, Episode 54: Savannah Business Leadership Series: Erich K. Schmid Erich K. Schmid is co-founder and President of Business Intermediary Services, Ltd. He is a 35-year veteran in the mergers and acquisitions arena. In 1974 Mr. Schmid’s corporate career began with The Babcock & Wilcox Company (NYSE: BWC) in the Power Generation Group’s Nuclear Equipment Division and in 1975 was promoted to its Corporate Planning and Business Development Department; and, following the acquisition of BWC by J. Ray McDermott (NYSE: MDR) in 1978, he joined McDermott’s corporate staff. In 1980 Mr. Schmid was selected by Tidewater Inc. (NYSE: TDW) to be its first Director of Corporate Development and served in that position until 1985 when he resigned and moved to Asheville, North Carolina where he joined a local business brokerage firm and specialized in larger transactions. During his nine years with a general business brokerage, he performed valuations of several hundred businesses for buyers and sellers and was involved in over 100 transactions. In 1994 Mr. Schmid and the late William J. Fass founded Business Intermediary Services, Ltd. to focus solely on transactions in the lower middle market in the U.S. and Brazil and U.S. – Brazil cross-border transactions. Mr. Schmid has both a B.S. in Industrial Management and M.S. in Management from The University of Akron, Akron, Ohio. Mr. Schmid also studied Strategic Planning at the Massachusetts Institute of Technology’s Sloan School of Business. He was instrumental in founding the Carolinas-Virginia Business Brokers Association (CVBBA) and served as its first president. Mr. Schmid is a member of the Alliance of Merger & Acquisition Advisors (AM&AA) and is a Certified Merger & Acquisition Advisor (CM&AA). He is a member of the Association for Corporate Growth (AGG) – Charlotte Chapter. He is a licensed real estate broker in both North Carolina and South Carolina. Mr. Schmid is a proud veteran of the United States Army; and, is a member of American Legion Post 205 (Bluffton, SC) and is the Post’s Golf Tournament Chairman. Mr. Schmid and his wife, Marilyn, live on Hilton Head Island, SC. They have two children, Gregory and Sara, and two grandchildren, Barrett and Mia. Connect with Erich K. Schmid on LinkedIn and contact him for more info at: ekschmid@prodigy.net This episode was hosted by Scott W. Luton and Bill Stankiewicz

Joan Antoniello | Principal & Wealth Advisor for Personal & Corporate Planning at Mazars USA LLP Kristen Walters | Mazars… The post Mazars Private Client Services for Women: Women Entrepreneurs Thinking Outside the Box, Episode 6 appeared first on Blog - Mazars USA.

Private Client Services March 12, 2018 Joan Antoniello | Principal & Wealth Advisor for Personal & Corporate Planning at Mazars… The post Mazars Private Client Services for Women: Women Entrepreneurs Thinking Outside the Box, Episode 6 appeared first on The Ledger - Mazars USA.

We will look at the industrial war the United States won, examining the public/private partnership that was at the root of the effort.

If you experience any technical difficulties with this video or would like to make an accessibility-related request, please send a message to digicomm@uchicago.edu. A panel featuring David Goldwyn, President of Goldwyn International Strategies LLC; Senior Fellow in the Energy Program at the Center for Strategic and International Studies; former Assistant Secretary of Energy for International Affairs; Scott Nauman, Manager of Economics and Energy in Corporate Planning for ExxonMobil Corporation; and Michael Klare, Five College Professor of Peace and World Security Studies. Moderated by Roger Myerson, The William C. Norby Professor in Economics at the University of Chicago. Session 2 of the conference "Petroleum: Prospects and Politics." Sponsored by the Chicago Society. Co-sponsored by the Student Government of the University of Chicago, The Graduate School of Business at the University of Chicago, The George J. Stigler Center for the Study of the Economy and the State, The Global Voices Fund at International House, The Norman Wait Harris Fund at the Center for International Studies, The College of the University of Chicago, The Office of Community Affairs at the University of Chicago, and The Irving B. Harris Graduate School of Public Policy Studies.

If you experience any technical difficulties with this video or would like to make an accessibility-related request, please send a message to digicomm@uchicago.edu. A panel featuring David Goldwyn, President of Goldwyn International Strategies LLC; Senior Fellow in the Energy Program at the Center for Strategic and International Studies; former Assistant Secretary of Energy for International Affairs; Scott Nauman, Manager of Economics and Energy in Corporate Planning for ExxonMobil Corporation; and Michael Klare, Five College Professor of Peace and World Security Studies. Moderated by Roger Myerson, The William C. Norby Professor in Economics at the University of Chicago. Session 2 of the conference "Petroleum: Prospects and Politics." Sponsored by the Chicago Society. Co-sponsored by the Student Government of the University of Chicago, The Graduate School of Business at the University of Chicago, The George J. Stigler Center for the Study of the Economy and the State, The Global Voices Fund at International House, The Norman Wait Harris Fund at the Center for International Studies, The College of the University of Chicago, The Office of Community Affairs at the University of Chicago, and The Irving B. Harris Graduate School of Public Policy Studies.

A panel featuring David Goldwyn, President of Goldwyn International Strategies LLC; Senior Fellow in the Energy Program at the Center for Strategic and International Studies; former Assistant Secretary of Energy for International Affairs; Scott Nauman, Manager of Economics and Energy in Corporate Planning for ExxonMobil Corporation; and Michael Klare, Five College Professor of Peace and World Security Studies. Moderated by Roger Myerson, The William C. Norby Professor in Economics at the University of Chicago. Session 2 of the conference "Petroleum: Prospects and Politics." Sponsored by the Chicago Society. Co-sponsored by the Student Government of the University of Chicago, The Graduate School of Business at the University of Chicago, The George J. Stigler Center for the Study of the Economy and the State, The Global Voices Fund at International House, The Norman Wait Harris Fund at the Center for International Studies, The College of the University of Chicago, The Office of Community Affairs at the University of Chicago, and The Irving B. Harris Graduate School of Public Policy Studies.