Podcasts about covent

Send us a textThe second episode in the brand new season 3 is the first part with the legendary Martin Drayton where Alec talks to Martin about his first time snowboarding after watching Apocalypse Snow to then continuing on to the UK Dryslope and then moving to instructing in the Alps and the stipulations that comes as a snowboard instructor in the 90s. We then chat about Martins move to managing The Snowboard Asylum in Covent gardens to then being involved in the British Snowboard Association with Becki Malthouse and Neil Mcnab. Lastly we start to go into his slalom days and move Utah park city, where he lives now.This episode is sponsored by snowboardteacher.com. Use the link below for 15% off the self study program.https://www.snowboardteacher.com/?affcode=374473_ar81c2syWe had also partnered up with BASI. The British Association of Snowsport Instructors (BASI) is a UK based membership association responsible for the training and licensing of snowsport instructors and coaches. If you have had a Ski/ Snowboard lesson in the UK, chances are you were taught by a BASI qualified instructor. If you teach snowsports or are interested in teaching then visit the BASI website for courses at https://www.basi.org.uk/ .Enjoy the episode, leave some feedback and contact us at snowboardinstructorpodcast@gmail.com or pop us a message on Facebook or Instagram.If you like what we do Support us @ https://buymeacoffee.com/snowboardinstructorpodWatch and RideWatch and ride is a online snowboard school that allows you to take you snowboarding to new heights.Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the show

Recorded live on the stage at the Retail West conference in Vancouver in November, joining me after a brief introduction by RCC's excellent Greg Wilson, Director of Government Affairs for B.C., is Cari Covent, Head of Artificial Intelligence and Emerging Technology, Canadian Tire Corporation.  Together, we explore the importance of taking a holistic approach to embracing AI for retailers, the importance of change management, starting small with automating routine tasks that can ladder up to more comprehensive use case models, and above all, focussing on the customer, solving problems and being faithful to your brand promise in everything you do with AI in your business.One quick note: Cari and I refer several times to a presentation from Rob Dunlap, IBM's Partner and Generative AI Practice Leader, that preceded our session. I interviewed Rob for the #podcast earlier in the fall, so be sure to listen to my conversation for some context to our comments. About CariAs the Head of AI and Emerging Technology at Canadian Tire, Cari is responsible for using AI as a lever to drive both cultural and digital transformation. With a human centered approach Cari has a successful track record of leading the development and execution of strategy, roadmaps and operating models for Automation and Artificial Intelligence resulting in revenue growth, increased employee engagement and operating efficiencies. Cari is passionate about developing innovative partnerships with start-up communities, research and academic institutions. These partnerships have led to the ideation, shared learnings, research, and development of novel AI products, education development and best practices on the operationalization of building and developing AI responsibly. Her approach to balancing the macro change required for successful adoption of AI with the value that it can generate has resulted in many international speaking engagements and advisory discussions. Michael LeBlanc is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and now, media entrepreneur. He has been on the front lines of retail industry change for his entire career. Michael has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels, most recently on the main stage in Toronto at Retail Council of Canada's Retail Marketing conference with leaders from Walmart & Google. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, CanWest Media, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice.Michael produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in America, Remarkable Retail with his partner, Dallas-based best-selling author Steve Dennis; Canada's top retail industry podcast The Voice of Retail and Canada's top food industry and one of the top Canadian-produced management independent podcasts in the country, The Food Professor with Dr. Sylvain Charlebois from Dalhousie University in Halifax.Rethink Retail has recognized Michael as one of the top global retail experts for the fourth year in a row, Thinkers 360 has named him on of the Top 50 global thought leaders in retail, RTIH has named him a top 100 global though leader in retail technology and Coresight Research has named Michael a Retail AI Influencer. If you are a BBQ fan, you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok.Michael is available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state and future of the retail industry in North America and around the world.

Catholic Church CatechismArticle 9 The Ninth CommandmentTHE NINTH COMMANDMENTYou shall not covet your neighbor's house; you shall not covet your neighbor's wife, or his manservant, or his maidservant, or his ox, or his ass, or anything that is your neighbor's.298 Every one who looks at a woman lustfully has already committed adultery with her in his heart.2992514 St. John distinguishes three kinds of covetousness or concupiscence: lust of the flesh, lust of the eyes, and pride of life.300 In the Catholic catechetical tradition, the ninth commandment forbids carnal concupiscence; the tenth forbids coveting another's goods.2515 Etymologically, "concupiscence" can refer to any intense form of human desire. Christian theology has given it a particular meaning: the movement of the sensitive appetite contrary to the operation of the human reason. the apostle St. Paul identifies it with the rebellion of the "flesh" against the "spirit."301 Concupiscence stems from the disobedience of the first sin. It unsettles man's moral faculties and, without being in itself an offense, inclines man to commit sins.3022516 Because man is a composite being, spirit and body, there already exists a certain tension in him; a certain struggle of tendencies between "spirit" and "flesh" develops. But in fact this struggle belongs to the heritage of sin. It is a consequence of sin and at the same time a confirmation of it. It is part of the daily experience of the spiritual battle:For the Apostle it is not a matter of despising and condemning the body which with the spiritual soul constitutes man's nature and personal subjectivity. Rather, he is concerned with the morally good or bad works, or better, the permanent dispositions - virtues and vices - which are the fruit of submission (in the first case) or of resistance (in the second case) to the saving action of the Holy Spirit. For this reason the Apostle writes: "If we live by the Spirit, let us also walk by the Spirit."303The ninth commandment in the Catholic Bible is "You shall not covet your neighbor's wife, or his manservant, or his maidservant, or his ox, or his ass, or anything that is your neighbor's". The scripture for this commandment is Exodus 20:17 and Deuteronomy 5:21.   Here are some related Bible passages and Catholic teachings about the ninth commandment:  The sixth commandment The sixth commandment is "Thou shalt not commit adultery". The ninth commandment is related to the sixth commandment because both address the proper propagation of life.  Lust of the flesh, lust of the eyes, and pride of life St. John distinguishes three kinds of covetousness: lust of the flesh, lust of the eyes, and pride of life. The tension between the “flesh” and the “spirit” The ninth commandment addresses the tension between the “flesh” and the “spirit”.  Purity of heart and temperance Purity of heart and temperance are crucial to overcoming lust of the flesh.  The good of community Coveting is related to the good of community. The Hebrew word for coveting The Hebrew word for coveting suggests not simply desire but desire that leads to action. 

Called to Change One Life at a Time!

This special episode of Scaffold features a brief interview with the Austrian architect Herman Czech conducted by David Kohn in advance of Czech's 10.05.2024 Architecture Foundation lecture. The interview was recorded at Kohn's recently completed Smart's Place project in Covent garden for Baylight Properties. Czech's lecture coincided with a major retrospective of his work, Approximate Line of Action, that has been staged by FJK3 Contemporary Art Space in Vienna. Special thanks this week to Crispin Kelly / Baylight Properties for their support. Hosted on Acast. See acast.com/privacy for more information.

Support Inside Games on Patreon: https://www.patreon.com/insidegamesYT Hosted by: Lawrence: http://twitch.tv/sirlarr | Bruce: http://twitch.tv/brucegreene Edited by: ShooklynTV: https://twitter.com/ShooklynTV Written by: Lawrence Sonntag & Brian Gaar: https://www.twitch.tv/briangaar Sources -- [X, seb] https://twitter.com/sebbaku/status/1768155178903978034 [Steam, Varsyn] https://steamcommunity.com/id/Varsyn/recommended/2446550/ [Aspyr] An update on the STAR WARS: Battlefront Classic Collection - https://support.aspyr.com/hc/en-us/articles/25019494892429-An-update-on-the-STAR-WARS-Battlefront-Classic-Collection [Kotaku] Star Wars Battlefront Classic Collection Devs Respond After Abysmal Launch - https://kotaku.com/star-wars-battlefront-classic-collection-servers-bugs-1851339164 [X, Rodri] https://twitter.com/Rodri7567/status/1768422914737516764 [Steam] Star Wars Battlefront Classic Collection Reviews - https://store.steampowered.com/app/2446550/STAR_WARS_Battlefront_Classic_Collection/#app_reviews_hash [X, Rickjohnson] https://twitter.com/Santosthegantos/status/1768290042311557339 [X, Venx] https://twitter.com/VenxWD/status/1768368874049675450 [X, Lori] https://twitter.com/haylsho/status/1768660644260131242 [X, Jexeo] https://twitter.com/Jexeo/status/1768173998351778185 [X, Covent] https://twitter.com/ChrisCovent/status/1768393558011367545 [Tiktok, TheRealReven03] https://www.tiktok.com/@therealreven03/video/7346092875773545774 [IGN] Star Wars: Battlefront Classic Collection ‘A Terrible Gut Punch', Veteran Modder Says - https://www.ign.com/articles/star-wars-battlefront-classic-collection-a-terrible-gut-punch-veteran-modder-says [SteamDB] STAR WARS™: Battlefront Classic Collection - https://steamdb.info/app/2446550/charts/#all [IGN] Star Wars: Knights of the Old Republic 2 Restored Content DLC for Switch Canceled - https://www.ign.com/articles/star-wars-knights-of-the-old-republic-2-restored-content-dlc-for-switch-canceled [IGN] Star Wars: Knights of the Old Republic Remake Reportedly Still Alive - https://www.ign.com/articles/star-wars-knights-of-the-old-republic-remake-reportedly-still-alive Music — Switch It Up - Silent Partner https://youtu.be/r_HRbXhOir8 Get Back - Silent Partner https://youtu.be/iQYmgOrPEvs Kula - Topher Mohr and Alex Elena https://youtu.be/0bywp0qTVNo Funk Down - MK2 https://youtu.be/SPN_Ssgqlzc

This was the most disturbing episode I have ever recorded. Vatican Exorcist Vincent Lampert is one of the most prominent Roman Catholic combatants of demons in the world. I was very anxious when I made this episode as many people -- including a demonologist -- warned me I could provoke demonic forces. Thus far, I seem to have endured so I feel safe to reshare this episode. A few years ago, the Barna Group – a market research firm specializing in religious beliefs conducted a survey in which it emerged that more Americans believe Satan is real than believe in God. On a superficial level, the results seem counterintuitive. In a nominally Christian society, God and Satan seem to go hand in hand. But it's important to remember that the Satan figure of the Bible appears in Islam and Judaism, and that demons whether real or imagined pre-date the Abrahamic religions and can be found in ancient cultures around the world. But whatever his origins, Satan and his demons have inspired countless movies and TV shows and there are numerous instances of people arguing that these demons can and do possess people even today. In this episode, I speak with four people, an academic, a Vatican Exorcist, a fundamentalist Christian, and a man who believes demons can be tackled through science rather than religion. Music: Pixabay Images: Canva Guests: Father Vincent Lampert Shirley Phelps-Roper (Westboro Baptist Church) Kenneth Dukofsky Ljubo Rubic Film footage: Les Tresors De Satan (1902) Public domain The Devil in a Covent (1899)

EP309 - Instacart IPO Filing  Warning: Given the complexity and breadth of topics, this is a longer than usual episode with a runtime of 90 minutes (if we had more time, we'd produce a shorter podcast). Update: In this episode Jason mentioned that he didn't think Instacart accepted SNAP payments. It turns out that Instacart did start accepting SNAP earlier this month. On Friday, August 25th 2023 Instacart filled its S-1 IPO form with the SEC, in advance of its intention to make an initial public offering. The complete filing is almost 400 pages. In this episode we summarize all the key points, including a number of surprises, in the filing. If you want to follow along with the actual S-1, you can download it here. Scot suggests you focus on pages 101-124. Topics Covered: Cover Page and Entry Level Items Overall Growth Trends 25:50 Unit economics 42:90 Cohort Analysis 48:10 Instacart Ads 56:30 The Big Risk/Concern 1:00:11 Other observations (Instacart+, Carrot Services, Generative AI) 1:22:50 Other episodes mentioned: Episode 255 - Instacart Chief Revenue Officer Seth Dallaire and Episode 224 Customer Cohort Analysis and CLV with Dr. Daniel McCarthy. Don't forget to like our facebook page, and if you enjoyed this episode please write us a review on itunes. Episode 309 of the Jason & Scot show was recorded on Tuesday, August 29, 2023. http://jasonandscot.com Join your hosts Jason "Retailgeek" Goldberg, Chief Commerce Strategy Officer at Publicis, and Scot Wingo, CEO of GetSpiffy and Co-Founder of ChannelAdvisor as they discuss the latest news and trends in the world of e-commerce and digital shopper marketing. Jason: [0:23] Welcome to the Jason and Scot show this is episode 309 being recorded on Tuesday August 29th I'm your host Jason retailgeek Goldberg and as usual I'm here with your co-host Scot Wingo. Scot: [0:38] Hey Jason and welcome back Jason and Scot show listeners. We are going to jump into the talk tonight because one of our most popular shows as you know Jason the format is a deep dive and we have got a great Deep dive for you guys this episode. Last Friday August 25th there was a very big event not only in our favorite world's grocery which is Jason's favorite world and my favorite world of e-commerce and then Jason's favorite world of. But also in my favorite world of startups so this is this is a pretty big event and we wanted to dedicate a complete episode to it. I mean it is the filing of the S14 instacart. [1:24] And just to set it up the you know in my world of start-up land it has been very hard to get an IPO done so there's been a couple post coated and like late 2020. And then summon 21 and then there's been a dry spell there's been something called a dese back so you have this spec which is this. [1:44] Special-purpose acquisition thing and you can kind of go public through this kind of complicated convoluted thing. Tends not to go very well so there's been some of that like in My World Mobility there is one called get around and there's been a couple others and those typically have not. Gone so well they're down like 95% bird the scooter company did this as well. So it's been a very dry IPO market for startups and thus of interior backed investors. So there has been a lot of anticipation around when is that a PO when they're going to open who's going to be brave enough to kind of stick their foot out there first. And you know a lot of people have been rooming that instacart would be out there there's a couple other companies in this kind of unicorn Stratosphere stripe is another one that we cover a lot on the show from the payments world. There's also the others you can think of Jason there's this one. There's a software one that is just doing really well in AI that's been mentioned a lot not not open AI it'll come to me in a minute. So you know so this is kind of the real. Bang the Big Bang of here's a company that is being brave enough they're gonna go first and we're going to see what happens so it's going to be really interesting and we thought because it hits this Venn diagram of all of our favorite things that we would spend a fair amount of time on. [3:10] So first of all this is a 400 page document so our value add to the listeners is we have distilled it down into what we think are the most interesting little tidbits and some of the things we've learned from instacart it is nice because there's been a lot of rumors about how instacart Economics work and Jason has been tracking their ad piece which is you know cpgs have really seen some really nice results from that so we know that's been active and the areas we picked apart we thought we would cover tonight is I wanted to kind of give you a quick and dirty Scott's guide to reading an s-1 and we'll start at the cover page that's there's actually a lot that happens on the cover page so I want to spend a little time there and kind of give you a little I haven't taken a company poet behind the scenes of what's going on on there and then we're going to talk about some of the overall growth things that just kind of help you understand. [4:07] How to think about instacart how they're growing and what they do and what role they play and then unit economics one of the things that is happening more and more in these s1's is they're doing a more comprehensive cohort analysis and this is basically showing hey if if I car to a customer in a certain period how are they doing now and what are those Trends so that this this had a lot going on there of course we want to talk about the ad business and then little bit of a catch-all for other observations, Jason anything I missed before we jump into the cover page. Jason: [4:42] No I think you mostly covered it just one slight correction it's four of our five favorite things for those listeners that tuned in to hear us talk about Ahsoka we're going to do that on an upcoming episode so that Star Wars would be our fifth. Scot: [4:56] Yes sadly there was no Star Wars in this one so it's that one little part of the over the Venn diagram was left is its own little circle out in space. Jason: [5:06] That's a we call that a teaser for a future episode. Scot: [5:09] Yeah yeah we're we're Pros were 300-plus episodes into this thing and this is the kind of you know Pro level that we deliver on the pod. So you guys missed it Jason forgot to plug in his microphone earlier so that's a yeah we're still still learning every day, so when you open an s-1 the first thing you see is the cover page and it you know a lot of people just Breeze by it because it's a cover page but it has a lot of really valuable information so first of all the first thing that I noticed is I was searching for this on Edgar and I kept typing in instacart and it wouldn't show up and I was like WTH I know this s1's out there why can I not find it and then I saw an article and it said oh the company's real name is maple bear so that's the first thing you see on the cover is the company we all refer to as instacart its actual Corporation name is maple bear and it does business as instacart so I thought I did not know that prior so that was the first thing I learned right there on the cover so that's interesting so if you do go to the will put a link to the s-1 in the show notes but if you do Brave the Edgar SEC database yourself throwing a little Maple bear there and not instacart. Jason: [6:22] Not to be confused with Amazon's house brand Mama Bear. Scot: [6:26] Yeah yeah and I'm sure there's a honey bear and brown bears there's a there's a lot of a lot of bear things going on. The other thing that I was like to see is what symbol are they using I think it's fun to kind of you know as an entrepreneur to kind of think about what symbol you're going to use that best personifies your brand Channel Bowser we had ecom's so that was an exciting one so we captured e-commerce Shopify go. Jason: [6:52] The best ticker symbol of all times by the way. Scot: [6:55] Thank you thanks thanks I appreciate it. Shopify head shop and that was a good one and instacart / Maple bear is going with cart so I think that's a that's a that's a pretty nice one you know it kind of there a multi grocer chart cart and we all think about instacart I'm sure they hate being called Instagram so this kind of like really punches on the cart so maybe they get away from everyone mistakenly calm Instagram. Jason: [7:19] I think it's solid. Scot: [7:20] Yeah A-Plus on the symbol and then in the you'll notice that a lot of the evaluations and how many shares they're selling are blank and that's you know in this draft of this one which is the first kind of public one that they're dropping out there they'll they'll iterate a couple more times they'll do their Roadshow and then write one that, it prices they'll update the S12 include all that information so they'll make kind of literally a game day decision the night before IPO of how much based on the order book how much they want to sell and at what price so that, that's going to be blank through probably several more iterations as we go on then this is did you want to do something in. Jason: [8:04] No I was just I was just thinking that they I assume they left it blank because the underwriters were out of practice. Scot: [8:10] Yeah no no they they are there waiting and that's a good point because when you go public the the companies that take you public in this context they're all investment banks on Wall Street. But they they filled this role of Underwriters and basically what they're doing is they're acting as market makers they're going to cover your stock when it's public and they're also going to be basically pounding the pavement to sell your stock to buy side by side analysts and firms on Wall Street. Which there's two buckets of there's mutual funds and hedge funds there's also retail that I guess there's three buckets, retail would be you log into Schwab or Robin Hood and the diet of the IPO you try to buy some chairs that's retail and they all allocate a little bit of that for the IPO so they like retail to come in and get a little taste. [9:04] A lot of folks that if you're an accredited investor at an institution and you have a wealth manager, sometimes you can get a little bit of access to an IPO before it prices you don't get a special price or anything but you can if you're really excited and you're a retail customer you and you're in this kind of wealthy bucket then you can you can get some allocated shares I think is what they call it these call this friends and family they don't call that, that anymore that's called a allocated shares but what's important about the underwriters is there's actually a signal there several signals here and I didn't know this time went through the process. First of all they have lined up a who's who of investors so even before you get to Underwriters they have this really interesting note right before right underneath before they get in the underwriters and they say oh by the way we have lined up these investors already that have committed to buying and they have committed Asterix and then they kind of like take away the committed but. [10:05] I think that's a legality I think I think it's a pretty hard commitment is my reading of them and they basically say these guys are already these guys have lined up to buy at least 400 million in this offering. Regardless of the price and there's some big names in there there what I would call. Public-private so they have invested in instacart already as a private entity and then they have another side of there. Firm that invest in public entities and they have said that side is going to support the private side and that's nor just Bank tcv. [10:38] Sequoia and a couple others this is very unusual but I think it's an interesting play because it basically says to the market. Hey you don't have to worry about this thing you know taking on the first day because we're going to were signaling to you we're going to place a chunk of this with these folks that are long-term holders and they're going to backstop this thing I think of it as a adding a floor to the IPO basically saying we know it's been a while we know there's risk out there we're going to have a floor on this so so there's built-in demand for this IPO so that's quite unusual and this is the first time I've ever seen anything like that sometimes you'll see tiro price is a big one a big mutual fund that likes to do this or they'll have a private-public and they'll say you know they'll kind of suggests that, they're interested in buying more and they'll come out and say they don't plan to sell or they've accepted a lock up for a year or something like that I've never seen such a strong message as this one so I thought that was interesting. Okay then we move to the bottom of the cover and that's where you have the list of the underwriters and what's really interesting is the way this works is the bigger your font the bigger a role you play in the IPO so on this one the biggest font is Goldman Sachs and JP Morgan and you know they have I don't know what would you say Jason like a 40 Point font. Your. Jason: [12:03] Yeah I had to read it with my my PDF zoomed way up so I feel like I yeah but it was a big font. Scot: [12:11] Yeah yeah so those guys get like a you know they're kind of really big and then what's also interesting is where you show up on the page is important so your importance starts at the left and goes down to the right so the most important what we would call the vernacular is the lead left which is the biggest font on the left side of the cover is the lead Investment Bank and as Goldman Sachs and they're they're The Bluest of Blue Chips everyone wants Goldman Sachs if they come out. [12:37] And then usually you want either JP Morgan or Morgan Stanley now JPMorgan has increased greatly and stature over the last three years because they have weathered coded and they have basically absorbed most of Silicon Valley Bank's deposits and a lot of these other riskier Banks and their CEO is pretty famous Jamie dimon so they've this is kind of you know two blue tips on the top of the book here which is pretty interesting and then, then you kind of go down a bit and you end up with 18 more Underwriters and there's like three levels of them there's like the font gets smaller so you go from 40 point to 20 point then you go to like kind of like 15 point and you go to seven point and you know what's interesting is I have never seen this many Underwriters either so they basically have said we want everyone on Wall Street lined to go and help us sell this we will turn no Rock no Rock will be unturned looking for buyers of instacart stock with the institutional investors. There's some International Players so they've basically if you kind of said if you if you. [13:53] Few War Room doubt what are some things a company could do 2D risk an IPO they have done things I've never seen before times like three and then the last thing that's interesting is the economics each of these Banks gets kind of depends on where they are on the page so you know if it all this gets him to like, there's all this Machinery but these guys do it because they make money so Goldman will make their kind of highest percentage and then JPMorgan and so on and so on based on how much they contribute to the book and all this kind of calculus that goes on behind the scenes so I thought that was kind of a really interesting just on the cover some things that were very unusual from other IPOs I've seen Jason anything that you found on the cover that was riveting. Jason: [14:43] We'll know I did. I have a question for you though I got I guess I when I saw all of those Underwriters I kind of and perhaps erroneously assumed that part of what was going on here is, it's been a while since there were in any IPOs that went through an underwriter and that all of the underwriters are out there. Desperate for four deals and that therefore. Instacart had more more leverage to get more Underwriters like is it. Is it literally instacart just agreed to pay more for these two more Underwriters 2D risk the IPO is that. Scot: [15:23] Yeah I think. So human nature is that the lead laughed and Lead right want to absorb a lot of the deal and don't want to share too much so so typically there's some friction there right so they'll be like yeah you could add a couple and they use this tearing language I don't you know this is just kind of how I don't know who how they know what who's what dear, but tier one is Goldman Morgan and JP Morgan Morgan Stanley and then tier 2 is you get kind of Stiefel, a couple others in there then you go tier 3 and then you kind of have like an international kind of tearing as well so usually you get like two from Tier 1 Maybe two or three from tier 2 and then that's kind of it and then if you've if the company feels strongly like another consideration is when you go public one of the things that helps you long term is to have analysts that follow your stock and we've had many of these analysts on our show Mark mahaney Collin Sebastian these are and then Scott Devitt he was at stifel and he's moved on to another shop these are these are famous people in the internet marketing world so you want take Mark sets, I wasn't even as Fern was he ever green but that's not it. [16:40] Ever Quorum so so you as the company can say the Goldman hey I know you guys want to keep a lot of Economics but I want mahaney on this and we got to get ever Cora so some of those on the bottom are probably International distribution retail or something the company wanted kind of specific to add them on and you know that was all pre-negotiated with Goldman getting lead left they had they kind of had to acquiesce to having a bit of a large number of Underwriters on there so I don't yeah I don't think I'm sure they all wanted to be to your point like there certainly wasn't even saying no to being invited to this and they probably you know you just bake off in this was I came to imagine if they ended up with 18 like, mr. started with 80 I don't know it's crazy that was probably like a. Six week bake off just to hear from all the bankers so yes I think there's more around the analyst going on with with the large number on some of those. Jason: [17:39] Got it and then I want to hear your speculation about where the price might come in but I'm trying to remember the details there's been a lot of interesting things going on with the private placements before we got to this point right so I think the some of the valuations of the private placements were at some point disclosed and then I want to say instacart reset there. Their valuation at a lower number while they were still private like presumably to make the equity appealing for employees. Scot: [18:17] Yeah the sequence of events and this is all you know they don't disclose all this in this one because it's kind of like. Jason: [18:25] Sure I'm just trying to get the the Run. Scot: [18:27] The Whispers And if you read some of these you know I subscribe to a lot of things that talk about some of this kind of rumors and so take it with a grain of salt but there was some sequins like they were chugging along and then Covent hit and it was like Off to the Races vertical and I think the wheels kind of came off the bus and they started to lose money because the unit economics weren't weren't ready for for like a surge like that and then right around 21 they replace the CEO and they had to kind of emergency raise some Capital which is kind of like one of the worst times to do it because even though their revenue was surging the rest of the market was in the toilet basically so I think they had to do a Down Round And what I've heard is their bed raised money as high as 39 billion and then they took this haircut at with this new CEO in this kind of re leaning down the company at about 13 billion so. [19:19] So I think that's kind of like the watermark is kind of where they've last raised money and if you look at their revenue that's actually not that's a very reasonable Place given where you know they've grown since then but now what's the revenue like four billion ish yeah so they're like 3 billion and 22 in revs so that's like a four times Revenue which is pretty reasonable for a company growing the way they are with with good profitability so I would be I would not be surprised we don't we won't know this per share price until we see the denominator and they didn't have the denominator which is market cap divided by number of shares equals share price we don't know the number of shares so I would I would suspect. I'll guess, four billion I'm gonna guess 20 billion would be a low like I think it will price they're on the low end and it could go as high as 25 30 depends on you know. Retail and how much momentum it gets with with buyers. Jason: [20:26] And part of the art here is you don't you don't want to price it too low because that means you you have money on the table when you sold your Equity but you also don't want to price too high and have the, the stock like go down from the offering price and get below water right away right so. Scot: [20:49] Yeah it's very common we kind of had this situation at Channel visor we went public right after you know cortical right after in a longer time window of 08 09 and you know they strongly we had golden lead left and they strongly encouraged us to think long-term and not get obsessed about that pricing and leave a little bit of money on the table and yeah and then over time you could do a secondary at a higher price and you really want to you don't want to tank especially in a tepid market so I'm sure this was all part of the um you know Goldman would counter negotiate this to be lead left and say look we we need your commitment that your yep part of the pitch is they give you what they think it's worth and how it's going to price and they also discuss the strategy and that's part of the selection processes and you would think it would be. Okay whoever says they're gonna give me the highest price but you actually kind of they really stand out a lot because the Goldman people can talk about Dave, they've got like a lot of data to back up their strategy and you know there's like Watson there that that are. It would make your head spin and so they do a really good job of talking about why it makes sense to price the way they think and how how they see it over a longer Arc of time. Jason: [22:12] Gotcha so the guys with all the money have really good justification for why you shouldn't worry so much about the money. Scot: [22:18] And then the other thing to know though is what typically happens is you are not sharing you're not selling any one shares so the company so as part of this IPO the company will issue new shares so so you as the founder and the other investors you still have your shares you're not actually selling them at this moment so you know in a way now you get diluted right so the flip of that is your percent ownership goes down but you know it's kind of the would you take a little bit smaller. Of that and long term when you can sell your shares as the investor and the founder and the team and the people that bet on you now you know can you execute and deliver and then earn your way into a higher price and then that's when you can kind of like get some equipment sir. Jason: [23:08] Do you want a little bit of a grapefruit or all of a grape. Scot: [23:11] Yes exactly yep that is a good description. [23:17] Okay so here's here's the other part of the quick and dirty guide to reading the S1 you can take so that's cover is really good and then you take the literally the next let's see what is it. 100 pages and you can toss them so this is where the lawyers come in and they love to make sure you understand all the risk factors you know a meteor could hit the Earth people could stop needing groceries cybersecurity I could be no one wants to shop for them it could be they'll compete with a bunch of people Amazon is always a risk factor Google Microsoft. So all that really doesn't add value and then there's a little bit of financial stuff but it's it's pretty dry and it's kind of like from the Auditors almost so it's like super drive so it always do is you skip to the part of this one we're finally the lawyers have earned their large fees and they vomited forth 100 pages of risk you know stuff. And then you get to write your story and that's called the Management's discussion and Analysis in the industry it's called the md&a. [24:27] It's confusing I thought for a long time it was md&a because Aaron says mdna really fast and they're saying the word A and D and it sounds like an end to me and I kept saying what the heck does md&a stand for they're like what do you mean what's up what are you saying. It's like a who's I first got a thing but it's md&a so Management's discussion and Analysis and this is where you. Jason: [24:49] Because I read all 100 pages and and I'm super depressed and one of the risk factors is the way I could become sentient and take over the Earth. Scot: [25:00] Mmm yep that is a risk factor and then it will bring our groceries to us I guess as we are batteries for its consumption. Jason: [25:08] The computers won't eat. Scot: [25:10] So if you really want you know so what you can do is you can get the gist of 95% of this by printing out the s-1 pages 1012 124 that's it's only 23 pages and it's really dense but it is actually this is actually a very good read they did a very good job of making this so you know. It's very approachable and they go into a level of detail that's really handy into problem so we're going to give you some of the highlights from that but if you want to go deep on your own we will give you all you need to go to the next level just by looking at those 23 pages. Okay so what did you see and them DNA and that got your attention. Jason: [25:55] Well I mean a number of things so maybe just super high level what's exciting to me like obviously a lot of this information about the business was not, publicly available so in the process of going public in issuing S1 they suddenly reveal a lot of things and they reveal things about. Their own business but they also have to paint a pretty good picture of what they think is happening and could happen in the digital grocery business so it's kind of like getting a whole class of really smart people to sort of, write a thesis about the the digital grocery business that we get to read and interpret and you know we they reveal things that we didn't know like how valuable customers are over time and how much consumers spend on a given order at instacart and what percent share of wallet they think digital gets versus brick and mortar and all these sorts of things and we'll get into a bunch of them in the in the individual sessions but my my takeaway from the beginning of that management discussion was that it's a. [27:08] A pretty robust business that the aggregate amount of. GTV that they that they have is pretty significant its twenty eight point eight billion dollars in groceries that they sold in 2022. Scot: [27:27] Yeah and GTV is gross transaction volume so instacart it's basically a Marketplace like eBay or Amazon where parts of parts of Amazon all of you back where you have in the marketplace of product Marketplace use GMB a lot of payment systems like PayPal use tpv gross merchandising value total payment volume they have chosen to use this term for the gross figure of GTV and at first I thought it was going to be groceries to do but it's gross transaction value I thought for sure it was like grocery, I was trying to decode it without looking it up and I was like that can't be grocery because then I don't know what a TV is doing there and you know so then their revenue is a derivative of that meaning of some percentage then of that big number Falls to them as Revenue after they pay the grocer The Shopper and then instacart the business has the leftovers and which ends up, we'll go through the unique and I'll mix it ends up being being pretty small because the grocery business does not have huge merchants. Jason: [28:26] Yeah so kind of looking at those business fundamentals that you know in 2022 they sold 28.8, billion dollars worth of stuff which for them generated 2.5 billion dollars in revenue and they were profitable on that Revenue they they net 428. Million dollars which like back in the a couple years ago when there were more IPOs happening there were there were IPOs in the space they were happening with companies that still weren't profitable so so that was interesting that they they were meaningfully profitable and then the, you know you're super interested in what the growth trajectory is and. [29:13] 20:19 was a very small year so going from 2019 to 2020 you know and then the pandemic app in the middle 2020 and urban was ordering groceries from, from instacart so the growth in 2020 was astronomical like 300% or something like that. But then the growth in 2021 over 2020 was 24%. On revenue and the growth in 2022 over 2021 was 39% in Revenue so. The revenue growth is Meaningful and accelerating. Which would be exciting they were not profitable in 2020 or 2021 so 2022 is the First full year that they were profitable. The GTD is a little different though they had significant growth three hundred percent in 2020 20 percent in 20 21 and 16 percent in 2022 so, well they have a track record of growth it's the top on GTV growth is decelerating. And then of course we're halfway through 2023 so they have to disclose. [30:23] How the well they've done in the first six months of this year and they compared to that to last year and the revenue and GTV are both essentially flat in the first six months of this year. Versus last year so I don't know you'll have to tell me but I look at that and you go man there's some robust stuff here there's a great growth story. I should have mentioned that that's on an annual basis on a quarterly basis they have five consecutive quarters of profitability which also seems. Impressive him pretty favorable but it's probably a slight worry that the. A lot of that growth seems like it's it's leveling off in 2023 I don't know if. That the most recent performance gets gets over weighted or underweighted and sort of evaluating the the prospects for the company. Scot: [31:19] Yeah the buyers will you know what every everyone has a different way they value things and they they're going to build their own models and the company will give them some guidance that's some of the stuff we did it we're not going to go over and but you have to be careful because you don't want to make forward-looking statements so this is this weird dance you do of you. You try to get people excited by not saying anything about the future which is which is a little tricky so you know what I imagine instacart s' just reading the tea leaves again they talked a lot about how they don't really do much sales and marketing which I kind of read to say, look we really hunkered down on our unique economic sand we've got it dialed in right now and spoiler will get to adds a lot of a lot of that has come from this ad piece. And I think now. [32:07] Because investor and I was the bullish scenario is you know they're going to raise at least 400 million they'll probably raise a lot of money from this they could start doing some advertising and you pick up some new customers that again I'm going to kind of hope they look at the cohorts those cohorts look like with what this in the here and they have at least the same unique anomic so if not better and I'm going to look at this growth accelerating wow what Wall Street loves their favorite favorite favorite kind of the top quadrant is accelerating Revenue growth an accelerating profitability and you know I could see a scenario the light has to go their way but I could see a scenario where that works here you know if they could if they could start spending some really careful sales and marketing dollars building the brand where they've been kind of under the radar for the most part and then. That works those cohorts stick and then they can work on the economics because that's gonna bring more advertisers per order because the more average more orders and more. GTV is going to bring more cpgs in that want to advertise against that then you could argue accelerating Revenue growth accelerating profitable unit economics. So I think that's the bull case the bear case is they've hit saturation they've got all the stores. 4% is anemic and nowhere to go but down. So that's the end of it is it is going to be interesting to see there's a little bit of A Tale of Two Cities in those possible outcomes. Jason: [33:36] Yeah what else jumped out at you in the management discussion. Scot: [33:43] They made a big point of talking about they have 7.7 million monthly active users which is a good number but they point out that in the u.s. there's 330 million consumers or I guess population so they use that and this is kind of one of those hints I was talking about the basically said hey we're. We've done good to get here but these are like the early adopters we still have a long way to go there's a lot of people you know I don't think they'll get all of them and I'll talk about that in a second but there's a lot more people that you should be using our service that aren't is so they kind of paint that 7.7 million and say that's teeny tiny compared to where we should be. And then you know the other thing they talked about that I thought was interesting I wanted to get your opinion on is they talk about, per user per month they get three hundred and Seventeen dollars and I was wondering I know you probably know this off the top of your head. What is if you look at the average US consumer and you probably look at the. Population of the convenience store that's like a kind of probably like that 100K and up household you know what is their monthly and is this like half of it a quarter what is your spidey sense tells you on that. Jason: [35:00] Yeah so real rough numbers the average American family and you know people shop for groceries in households versus people so it's almost better to talk in household so there's like 131 million households in the US and sin they've got. Seven million of them as customers the average household shops for groceries 1.6 times a week and they spend a hundred dollars per visit so you kind of you know rough that up and you get. Get what is that I'll have the intern do in turn do the math one point six times. 100 times, 4.5 is 720 total grocery spin which I don't have the census numbers in front of me but but that passes the smell test that so. Households are spending six seven hundred bucks a month and instacart saying that they're getting less than half of that. Scot: [36:12] Yeah and I saw some people speculate on this that, what their inferring is Davin they have an average order of 110 so this is like 2.6 instacart some month instacart orders per user per month that's another kind of interesting metric and then people are speculating in the saying the pattern is probably people are doing a big shop once a month and they're kind of going and getting you know, a lot of like maybe canned goods and things like that and then they supplement it with two or three instacart has to bring maybe a refresh of the the replenishable is like the cheese the milk the veggies and the fruits kind of thing. Again this is everyone just kind of like taking data and kind of going out for data point so the cone of uncertainty is pretty big out there but it kind of passed my sniff test that's how we've used it before, at our house with exception of wizard a lot at work to fill our snack area at work and we're probably like we're probably like top one quartile of this whole thing that's the number of snacks we get from Instagram. There's a deep does that that analysis of the one big shop yourself and then supplement does that. Jason: [37:26] No exact yeah I mean I think the Grocer's talk and I hesitate to bring this up because I don't think I remember I'll for off the top my head but there's like four typical types of shopping missions right so there is that like Pantry stocking shop there's like a weekly shop there's a. Occasion Bay shop where your your it's date night or it's Christmas or whatever and you make a special shop and then there's those, top off shops and I think it's generally agreed like there's not a big cohort of consumers that have just said I'm never using a grocery store again then I'm exclusive we gonna, I have all of my my calories show up at my doorstep so digital grocery ends up being one of the tools in the family's tool kit for, procuring their their calories and so it makes. Total sense that they would have a share that one of the ways they could grow is to increase that share presumably by. Being the best choice for more of those different kinds of missions. Scot: [38:34] Yeah and then the md&a they talk a lot about how they have these new offerings where you can get a weekly Monday thing and they're definitely poking around at this experimenting on how to grow the sand again they're kind of signaling we think we've got some room to go on this we can get that. [38:51] Bridge order up and we can get the ma use way up the second thing I noticed was you know they use this they use this phrase, several times you can tell it's kind of like must be tied to company values and they talk about we believe people want selection quality value and convenience if that sounds familiar to you the this is infamously brought up in the Amazon Jeff Bezos first shareholder letter in 1997 where he talks about the mark you know what Amazon believes and they believe that a multi-decade trend is people will not get tired of selection quality value and when value he uses kind of free shipping like versus product value is pretty specific on it and then convenience and then what got me thinking about this is. [39:38] Value inconvenience her you know they're often in conflict and this is the whole point of we've had, Casey on the show from the Lloyd there bifurcation kind of model which shows this was this I think a lot about this because this is the whole one of the whole reasons I started spiffy and we decided early on if we're going to be convenient we can't be the cheapest and I don't think people look at instacart as the cheapest you know whenever we use it it's kind of like, holy cow this is this is a pretty expensive treat in you know I really kind of need to be able to justify this to myself that I can't just pop over the grocery store and do this myself it needs to be yeah some some reason I'm going to miss a kid event or something that I'm getting a really good bang for the buck here so I thought that was interesting that at some point I wonder do they value part kind of struggle with you know how. Jason: [40:31] I think they have to have a. A more liberal definition of value because I think you're exactly right right and obviously you know value means different things to different people like they disclosed later in the S1 that they not surprisingly that they skew disproportionately to households that make over 100,000 a year compared to a traditional retail and particularly a traditional grocer like give I've no idea what it looked like when they actually did it but when Kroger went public or certainly when Walmart went public they would have talked about the top of their tree that we think the consumer really values price and and Walmart probably said price not value and you know they built a business around very aggressively maintaining those low prices because they thought that was the beginning of their flywheel and and you know Amazon talked about value but they when they said value a lot of what they meant was and we're going to you know have the very competitive or the lowest price on a lot of these goods and, the the business model of instacart makes it unlikely that that can be their positioning so they have to kind of, find a a valid but alternative definition of value to hang their hat on. Scot: [41:50] Yeah and I thought was interesting they put convenience a lot you know last you may say oh you're reading too much into it but you know I've been in rooms you spend so much time on every word there's a purpose to this order of selection quality value and convenience and and they mentioned this exact phrase like several times so this is a this seems to be an yeah a pretty important phrase in their their world to I just thought that was I want to get your take on you know at some point they may cross this road where they have to pick a lane and it'll be if it ain't going to be the value late you know I don't see a path there but you know maybe they think they can and you know they also talked about selling to the grocer some software so maybe that's kind of like how they're squeaking that in I don't know. Jason: [42:36] Yeah yeah and there's I think we'll talk about this and in our final conclusion but the there's multiple ways you could see this going over time and depending on which path it took like value could mean something different. So what will come back to that. I heard you like dissected all of the the disclose data and put together unit economic model for for instacart. Scot: [43:07] Yeah so it starts at the top so the GTV per order so every order that comes in they get the GTV as $110 and then there here's how they slice the onion so the biggest chunk goes to the grocer for the groceries and they get 83 percent which is $91 so right off the top we're left with $19 but now the grocer they have to go make all their money so instacart is that's what you would basically get I think if you and I went to the grocery store you know maybe they're getting a little bit of a discount but they're they're taking that $91 and they're adding $19 on top of it and this is all X tip there's a there's there is a delivery fee and what not so then the Shopper gets 8.2% or nine dollars in order and that's in that delivery fee and then they get the tips. Jason: [43:58] Clarification on shopper because like in most contact Shopper would mean the consumer that's buying the goods The Shopper in this case is is a instacart gig worker that goes to the store and gets Aggregates the order for the customer. Scot: [44:14] Exactly the gig worker is the Shopper so they get nine dollars and they get 100% of the tip so whenever you you know whenever you what what they don't say some of these gay places in this bothers me because we fell out on this they say the gig worker gets 100% but then they take a transaction fee of 3%, now I can't find they say 100% I can't see any little asterisks that says there's going to skim 3% or something so. [44:44] So to the hopefully they're being super up front and they the gig worker does get 100% of the tips but the tips aren't in the economic the kind of sit over on the side to go to kind of bypass instacart all together and they go straight to the shopper. Who also gets nine dollars from instacart so if you gave a 20 dollar tip the the Shoppers going to get 20 plus 9 or 22, then at this point we are finally at instacart Revenue which is ten dollars and that's into pieces seven dollars is the transaction revenue and three is ads. So almost half their margin you know so 30% I guess yeah. I say half because the line is going so fast it will become half probably by 2024 you know half the. Profit the margin the revenue that they get and probably disproportionate part of margin is from the ad piece which we're going to talk about in detail so that is. That's pretty important to this whole enchilada and until they figure that out this didn't really work I do. [45:48] So they get so 110 dollar order $91 goes the grocer that leaves us with 19 Shopper gets nine we're left with 10 7 of that, is the transaction Revenue three is ADS then their costs come out they have three dollars of cost per order. And this is this is things like you know their entire some allocation of all their website hosting the engineering team developed the app. I don't know if they would put sales and marketing in there and they weren't very specific about what they do and don't put in cogs so that was a question mark. And they're left with seven dollars of gross profit for that order. My bet is marketing is not in there and they kind of take that up later but again the didn't really. Disclose that I saw what all was and not in Cox so basically that 110 boils down to seven dollars a profit from them and if we looked at it you know. I bet that three of that seven is basically from the ads and you know because there's almost no cost to serve an ad and so so I thought that was pretty interesting that like you know around half of the Prophet basically is from the ad system. Jason: [47:00] Yeah I think I think it's for sure interesting and like you know two possibilities there there there, average value of an order is 110 bucks traditional brick-and-mortar grocer is a hundred bucks and so one question like did instacart wasn't totally clear I mean they tried to take credit for having a higher order value but it wasn't clear like do we think. There's something unique about our experience that causes people to spend more or. Is our service just more expensive and so therefore you know if I got the same 60 items from from Walmart it would cost me $100 but if I got it from instacart Cassandra and ten dollars. But if it's the latter and I'm sure the real answer somewhere in between but but if it's the latter then you go you know all of the, The Profit that instacart is potentially taking is kind of from the. The convenient spread where they're you know getting consumers to pay more for the extra convenience of this grocery delivery. Scot: [48:08] So that was the unique nanak's what did you discover from the cohorts. Jason: [48:12] Yeah well I think we both we both noticed that they had a pretty detailed cohort analysis in the s-1 and by cohort analysis what we mean is they. They break down all the revenue they get from every. Group of customers on the first year they acquire those customers and then they track the spending for that group of customers in each, subsequent year and so you have a cohort that you acquired in 2017 you have a cohort you acquired in 2018, so on and so forth through this 20:22 cohort and there's. Other dimensions you could do Court analysis on but this this tenure cohort is most common and loyal listeners of the show will know we've certainly talked about it before no most notably with a guest Professor Dan McCarthy. From Emory University who spends a lot of time. [49:13] Talking about and thinking about cohort analysis so I my first thought when I saw this cohort analysis is I'll bet you Dan McCarthy's really happy right now and is probably. Deep deep into these numbers and he has a phrase that he calls a super annuities which is for the circumstances. The older cohorts get more valuable over time and keep contributing more Revenue to your business which is, you know that if you think about it that's that's the ideal state right you want those kind of six-year-old cohorts to be. [49:51] Growing and be your most valuable and if they're you know significantly tailing off over time then like you know you start to question the core value proposition of the business like maybe customers get fatigued with your business or decide it's not a good value in the long run or something else so um the the big takeaway for me of the cohort analysis is the cohorts grow over time the if you look at like the year one value of this cohort it averages $226 and then it goes up 33 percent in year two to three hundred dollars and then up 16%, to 350 dollars in year three and then another up another 16% to 4:00 in your for and then up 10% $445 in year 5 and up another 8% to 480 dollars in year 6 and so like fundamentally. That is a very good picture of. The value of the cohorts and I'm certain why they chose to include the cohort analysis in there as one because I don't believe there's any. Any filing requirement to do that and certainly lots of companies don't include any cohort cohort analysis but then my kind of secondary take is. [51:12] You know not every year is the same and so some of those cohorts like started before Cove it and then they're their behavior, was slightly impacted by their maturity but also impacted by covet and some of these cohorts started after Cove ID and so one of the things you would look for in that cohort analysis is did these guys just get a big spike from Cova da, when people are afraid to go to grocery stores and you know has that worn off right and that's kind of a comment common narrative out there like I argue. [51:45] It's mostly misunderstood when people give that narrative about digital but it's. It's even more likely that is misunderstood if you have that narrative and grocery because grocery appears like on the surface to be the one category where hey we're at three percent e-commerce penetration before covet and now we're 12% e-commerce penetration and so this, these cohort analysis if if there was a spike that dip back down you would expect to see some of the later cohorts underperforming versus the the precoded cohorts and we don't see that right that like all the cohorts grow and they grow over time the rate of growth slows down over time which is like I think pretty pretty typical and not surprising um so all that was super favorable the one thing and one will have to have Dan on the show but the one thing that I think wasn't in here that you'd really want to understand how valuable the customer bases and and again guys like Dan kind of pioneered this idea of how you value a company based on their customer base. [52:53] And kind of set the price based on on this type of data but I think they would also want to see some churn data and understand. How many people are each in each of these cohorts and whether there's the same people or lots of defectors and new people coming and all those sorts of things and none of that was was disclosed and assess. Scot: [53:22] Yeah you're right the I think they're making the argument that the swamps turn but because they don't disclose it you kind of. You have to trust him and he would he would want that data because you know the whole Begin Again the the bull case here is all right if you got super annuities than spending ad dollars to bring super annuities in this smart right because everyone you bring in the door is going to follow this cohort and start of it you know you and I looking at a table that the says you're one they start at 2:26 and then by year 60 at 500 bucks so they they double over their life cycle in their GTV so over six years so if you know if you can go buy them for a hundred bucks a pop then you would just go and, and spend all that money in it should be we have a super annuity on one side you can spend a lot of money acquiring customers on the other. Jason: [54:15] For sure true what. Scot: [54:17] You turn there's something that they could hide in there. Jason: [54:19] Yeah so you have to worry about that you also side note like a thing that drives CFOs crazy about marketers is you also have to have this argument about correlation and causation right that like if I went out and bought a bunch of customers would they maintain this the same level of performance or with those those. Purchase customers through higher advertising and through greater sales and marketing a activities be less oil less valuable customers by. The answer varies depending on the business. Scot: [54:53] Yeah that's where I this kind of come back to that bifurcation thinks I think would you say 120 million households. Jason: [54:59] Yeah 131. Scot: [55:00] Yeah so there's probably I think it's probably a pretty evenly split between convenience and value so call it 60 and they've got 7.7 so there's actually good I think they've got a 10% share of, what does the actual dress for Market because I don't think they're going to get any of the value or in a consumers because yeah the valuing consumer does not pay for convenience they'll just go to grocery store. Jason: [55:23] Yeah and again in the bottom quartile a lot of people are shopping for for groceries with government assistance and I don't actually think instacart should double-check this but I don't believe instacart has a way to accept Snap payments. Scot: [55:36] Yeah I don't think the government is going to subsidize the food delivered. Jason: [55:39] Well they just you know they do in other great white white guy like you can order groceries online from Walmart and pay with SNAP but I don't think you can with instacart. Scot: [55:49] Yes that's another factor and then at some point yeah I'm sure you'll bring this up but the. The if you're if you're a grocer you know a lot of ours opt out of the sand to themselves and they like we have a Harris Teeter that they don't accept instacart yeah they're not on there and they want to do their own they want to own the customer themselves. Jason: [56:12] Yeah I save that discussion for other but I think that's a super important one. Scot: [56:16] Forget I said that that's a teaser that's it's a teaser was what we call a tease. Jason: [56:19] Excellent teaser yeah because I feel like we've gone to the add segment of the breakdown of is there anything else you wanted to cover before that Scott. Scot: [56:28] No I'm on the edge of my seat to hear what you thought about that specific. Jason: [56:31] Yeah so it turns out instacart sanad Essence and probably shouldn't surprise anyone you know Scott you alluded to the change in CEO the the current CEO for this IPO is fidge Asuma Seema who formerly was VP of advertising at Facebook so they brought in a Facebook. Exact to run this business and shoot I should have looked up what episode he was on but Seth Dallaire was a past guest on this show when he was the chief Revenue officer. For instacart which was right around the time that that fidget joined. [57:19] Instacart so we actually had a discussion about their aspirations to become an advertising business and spoiler alert, it worked at instacart which we're going to break into and that guess set the layer subsequently was hired as the chief Revenue officer at Walmart where he's. Building Walmart connect which is also working so turns out ads are becoming an increasingly important part of the ecosystem for retailers but the basic ad math at instacart is that in 2022 the last full year of data instacart generated 470 million dollars in ads so 470 million on 28 billion in GTV, means that that's about 2.6 percent of the spin. That went to ads it's thirty percent of their revenue today and. [58:20] It's growing at 29 percent so it went up 29% from 2022 to from 21 to 20 22. Um it's grown another twenty four percent in the first months of six months of 2023 so, a lot of the unit economics of their transactions have kind of stabilized and are flat the one thing that's still growing at a very fast double-digit pace, is the ad business and at seven and twenty million dollars it's already reasonably robust and they don't. Ads are not a line item on the income statement that they included like you know and presumably like it's not. You could argue it's not Material against the three billion in in Revenue. But the so we don't we don't really know exactly how profitable, Those ads are but in general we would call these ads or retail media Network and the you know people argue about how profitable these retail media networks are people particularly argue about Amazon's but kind of the middle of the range when people estimate how what how profitable these things are is that they're about 75 percent gross right so in theory they should be near 99% gross margin because like you don't have to make anything to sell an ad. [59:46] You know you do need some technology you need an ad server you need Administration and salespeople you need brand safety people you know there is. Some infrastructure some of which has to scale with the ad business and so the the kind of. Most common estimate that that I see out there is like 75% of that revenue from ad business is profit. So that implies that the ad business contributed seven 555 million to the. To the income statement for 2022. Um and they were only profitable 428 million in 2022 so that the ad business contribute like by that sort of slice the ad business contributed. [1:00:33] You know covered all of their losses and and was essentially all of their their profit. In in 2022 and it's growing faster than anything else so it's very clear that the ad business is a key. Tenant of this instacart model and they in the management can section they it was kind of funny working for a big, advertising agency because they had to spend a fair amount of time like justifying that ads are valuable good thing and that people are spending money on ads so they kind of you know paint paint this picture that consumer packaged Goods companies which are you know most of the goods that instacart cells that. [1:01:20] Cpgs in the u.s. spend about 200 billion dollars a year on advertising and currently about a quarter of that is digital. And so the. The you know a typical cpg spends like about thirty percent of their gross sales on advertising and you know at the moment instacart is collecting about less than three percent of its sales in advertising so I think they're saying like hey. Advertising is super effective it's an important part of our economic model and there's a ton of. Of potential growth for us in this market and that cpgs need us and they amongst their claims about the size of their business, there are 50 500 brands that are advertising on instacart today and those are. At the moment all brands that sell. [1:02:18] Whose Goods get sold on instacart so we call that endemic advertisers right so it's it's Mondelez selling cookies and folks like that a lot of advertising companies. Sell ads to people that aren't necessarily selling through the. The the platform we call those non-endemic advertisers and we I don't think there are any non-endemic advertisers on instacart as of yet. But so at the Top Line like these are these are solid fundamentals for an ad business you like. [1:02:54] From my perspective retail media networks are super important evolution in the space they are very important I actually think for a lot of smaller retailers they get overhyped and that there's a problem with scale with a lot of these but instacart appears to be one of the companies. That has enough scale to build a real. A real business around this there is a unique problem that instacart has with ads that you know I think they've only been partially able to remediate so far who's paying for the ads. [1:03:25] Right so they talked about the brands paying for the ad right it's Procter & Gamble about the ad but there's a lot of stakeholders with budgets at Procter & Gamble, there's Mark Pritchard that buys Super Bowl ads and tries to build the brand and make people love tied but there are also account teams, that are trying to Goose the sales at their account so there's a Walmart account team and a Kroger account team and an Albertsons account team and all of those guys have an ad budget, that they want to use to sell more stuff at Walmart Kroger and Albertsons respectively. And so the big problem you have with instacart is you spend that ad dollar with instacart and you don't actually know. Which retailer it's going to impact. Right and so it's kind of like it has to come out of the top of funnel ad budget but it's bottom of the funnel Performance Marketing, type ads mostly search ads and so not saying that model can't work but it's. [1:04:33] The the guys with budgets that are used to buying ads are used to a slightly different structure so I will say that at the moment instacart causes a lot of consternation because it's a it's an unusual Beast that people don't exactly know how to budget for or how to spend their money on and you know I would assume if instacart wants to grow a lot they have to make that, easier for for the brands to do. Scot: [1:05:00] Yeah so what do you think. They're so this is a relatively good chunk of Revenue where do you think they're getting it from is it online going offline I mean offline going online are they taking it from Google are they taking it from couponing or. Two Brands even do like newspaper inserts are still a thing like I know that back in the day. Jason: [1:05:22] So I know I yeah I think. Brands are pretty pretty rapidly shifting their their dollars to digital vehicles and so two things like there's you know traditional kind of, newspaper magazine advertising that's atrophying and and the brands are replacing that with digital there's a slight misnomer the whole privacy thing and Facebook is a real thing but you know who wasn't buying a huge amounts of Facebook ads are like National cpgs with huge brand recall so so you know those tended to be smaller Brands and longer tail things so it's less like oh. [1:06:05] The these guys are shifting from Facebook it's more they're shifting from old-school marketing and over are television to to these digital vehicles but a big chunk of it is still coming out of these trade budgets right and so there may have been a pool of money that was allocated to spend at Kroger and it used to get spend on newspaper circulars that were like Kroger ads that fell out of the newspaper and that's an increasingly ineffective vehicle or maybe they even got spent on floor decals in the aisle at Kroger right you know like Shopper marketing tactics or trade tactics and so increasingly the retail media networks are getting a chunk of those trade dollars and I do think instacart is getting some of those even though it's trickier to do because you know it's not allocated exactly 21 specific retailer at the moment. Scot: [1:07:07] Yeah the so what did the ad formats I've seen is I always get this one that's like you through some Quaker Oats granola bars in there if you add these six things will give you a five bucks or something I've seen a coupon and I've seen a you know an upsell hey you've previously bought this or you may like this are there those are the three main add units or am I missing something. Jason: [1:07:33] Yeah so I am not going to speak specifically about the variation in ad units but as a general rule like probably I'm assuming the most predominant ads on the platform are search ads right so people search for products like always and you know above all the organic results are a bunch of sponsored ads right and so off very often those don't have a special offer in them they're just premium. [1:08:00] And so a big chunk is probably those those search ads you know then they're there are like Banner type ads that that land either on like the homepage of a particular retailer or on a category page or subcategory page and more often those are likely to have some call-to-action offer in them so they might have a promotion or a discount of some kind and then in the digital space um there's a lot of what we call like top off and impulse ads which are what you were just talking about right and you know one of the big problems we have with digital grocery is when you go shopping at the grocery store your wife sends you to the store with a list of 10 items and you buy all those 10 items but then you walk by the ice cream aisle on your way to the cash wrap and you add ice cream even though you didn't plan to buy ice cream and then when you're standing in the cash wrap, you're sneering at that Snickers bar or that Wrigley gum and you add that to the car and maybe a cold Coke to drink on the way home from the grocery store so a big chunk of a traditional grocer sales are all these unplanned impulse purchases and that. [1:09:16] By default happens a lot less in digital Grocery and so a lot of these ad formats are kind of are, our Industries early efforts to try to reinvent digital impulse and I would I would call it pretty imperfect at the moment. Scot: [1:09:35] Don't you get a nursing inside about gum or something like because self-checkout smelled the gum that serendipity. Jason: [1:09:42] Yeah the the that that cash wrap used to be the most valuable real estate in a grocery store like the most Revenue per square foot was that what we call the cash wrap which is the. The conveyor belt that you stand in line and actually the first thing that killed the cash wrap was not any of this digital shopping or any of these things it was. Facebook and the mobile phone and simply because you now had something else to do when you are standing

Mondays podcast that failed to launch:(. Enjoy

In this episode, I catch up with a true gem of the cabaret world: variety artist, juggler, comedian, the extraordinary gentleman, Mat Ricardo. A key figure in the international cabaret scene, Mat started out as a street performer in Covent garden, where he honed his craft, blending astonishing feats, with quick wit and sharp suits.Mat is multi-award-winning, taking his act all over the world, where he's had had residencies in legendary venues, been on numerous tv shows and recently had a role in a Hollywood film. When we chatted had just finished touring his new show which he'd taken to the Edinburgh fringe.Alongside performing, Mat is a writer, speaker and photographer, and I really enjoyed his YouTube channel during lockdown and his podcast, Imagination and Junk, all about the creative process.It was an honour to spend time talking to Mat as I've been such a fan for many years, and this episode of full of his incredible stories, wit, humour. Enjoy! Thanks to Joe Bailey for the intro/outro music, Sam Murphy for the cover art and you for listening!Mat's WebsiteMat on InstagramMat's YouTubeImagination & Junk Podcast Hosted on Acast. See acast.com/privacy for more information.

Recorded Jan 17 1982

durée : 01:28:39 - Les grands ballets de Rudolf Noureev (2/2) : De Covent Garden à l'Opéra de Paris (1963-1993) - par : François-Xavier Szymczak - Rudolf Noureïev s'est éteint il y a trente ans. C'est l'occasion d'écouter quelques grandes musiques de ballet qu'il a illuminées de son génie de danseur et de chorégraphe.

Al Gore correctly calls the World Bank president a climate denier. California the latest state to allow human composting. Ford is moving to a direct sales model for EVs that will eliminate dealer markups. The Fully Charged Live event is coming to Canada. Reducing costs in massive solar farms goes beyond the cost of the panels themselves. We get a letter from Denmark and here is the link we talk about: https://dk.karnfull.com/ General Motors Co (GM.N) said on Tuesday it backed establishing tougher federal emissions standards to help ensure at least 50% of new vehicles sold by 2030 are zero-emission. This may be meant to harm Japanese auto companies who are way behind. The founder and owner of the outdoor apparel brand Patagonia, Yvon Chouinard, has given his US$3-billion company away to a specially-designed trust, ensuring all profits—in perpetuity—are used to fight climate change and preserve wild spaces. Gas stoves can release hazardous air pollutants while they're operating, and even when they're turned off, according to a new study. Thanks for listening to our show! Consider rating The Clean Energy Show on iTunes, Spotify or wherever you listen to our show. Follow us on TikTok! Check out our YouTube Channel! Follow us on Twitter! Your hosts: James Whittingham https://twitter.com/jewhittingham Brian Stockton: https://twitter.com/brianstockton Email us at cleanenergyshow@gmail.com Leave us an online voicemail at http://speakpipe.com/cleanenergyshow Tell your friends about us on social media! Transcript Hello, and welcome to episode 132 of the Clean Energy Show. I'm Brian Stockton. I'm James Whittingham. This week, Tesla's boring AI team members from its autopilot program to work on the humanoid robot. I predict a lot of broken dishes. Ford is moving to a direct sales model for EVs that will eliminate dealer markups. But dealers are skeptical and are rapidly researching alternative ways to antagonize and anger their customers. GM is pushing electric vehicles and American football fans. What's next? Low fat nacho cheese? The fully charged live event is coming to Canada. As Canada's foremost clean energy podcast, I propose that James and I be invited to participate. I could hook the panel while James could do crowd control and some light housekeeping. What all that? More this edition of the Clean Energy show. And also Brian on this week's show. Reducing costs and massive solar farms goes beyond the panels. And California will allow human composting in 2027. I'm way ahead of you, California. I'm studying a compost myself internally. I had a bad week. Feeling sick. Yeah, well, I know you told me you had some type of terrible stomach flu, and you're definitely looking better, and I hope that you're better. I just don't want to hear too much about this. okay. Let's just say I said to my ask this morning, can you do me a solid? And it did. That's all. Everything worked out. Yes. I don't know where it came from because you know, I never leave home. You never leave the house and no one brought it home, no one else was sick. So where the hell did this come from? But it just goes to show you how you could have gotten covered under the same situation too. From what, though? The neighborhood cat. Do I pet thing in the yard? Other people come in and out of your house. You know them as your family. Well, I do, but it's an awful thing. And I'm one of these people who has a phobia of being sick, as you know. I don't know if it's a terrible phobia, but I really hate being sick and I don't do it. Ask any of my family members. Like, I'm the worst patient in the house. I'm just kill me. Yeah. So my wife is of course, as a rock, she burst children. Something I couldn't do if I wanted to. It's just aying I can't handle being sick. I'm just not good at it. I'm sorry. I'm just glad it's over. And I don't want Covent. Yeah. I really don't want coven. So far, so good. So far so good. What's new with you around this house here? It seems like this often happens when we're recording the podcast, but you may hear some banging and crashing in the background because you're like working brown. You're always getting your house renovated constantly. That's right, yeah. What was the name of that guy? I can't remember. Is that like Sheldon? Or something? No, I don't think Oswald or he had a good name, but he was Peter Albert. I don't know. Yes. So the kitchen half of my vaulted ceiling has now been spray foam, and the drywall guys are there already to fill it in. So we're half done, and once that's done, we open up the other half and do that. So I'm going to have a freshly spray foam ceiling, and I'm real excited about that. Well, I don't know why you don't have a live microphone in your kitchen. That's what I would do. Yeah, I know that's what you would do, but I prefer podcasts to have that studio sound without well, I just want to check in on them to hear if there's any sound. It's interesting. Something like that weird sounds would be nice. And then the other thing was so I bought a brace for my back. I was having back troubles. You bought a back brace? Yeah, it's a shocking news. It's like a belt thing that sort of just tightens up and supports your spine when your spine is feeling weak. And then I know you had this horrible stomach flu this week. So my new idea for the podcast is these are our sponsorship possibilities, James, like all of our old man health problems. So this brace is from a company called Braceability, and they're not a sponsor? They are now. But hey, if they want to sponsor us, I could be a spokesperson for this product. I thought it was really great. Does it work? Yeah, it totally works. This is your future commercials on Fox News. And it's better to have on hand now. Like, I needed it sooner than I got it, but for the next time this happens to my back, I'll be able to I think when it happens yeah, it'll be able to move around sooner if I have this brace. And what does it do exactly? You put it in your lower spine, and it's like having a lumbar support. Like, I realized that when I drive a car, I have an extra lumbar support pillow in the car, like the one in the built into the seat is not enough. So when I'm sitting in a chair, I need a lumbar support. And I just thought to myself, hey, well, I need a lumbar support while I'm standing up. Surely there's a product like that. And I just started researching it and yeah, you get these lower back braces, and it's like an artificial spine on the outside of your body. Now you're endorsing it. And if you're not from North America or younger than us, which most people are, by the way, shit. Murphy Brown was a TV show in the 80s, early 90s, maybe 80s. National news anchor. Was it Elden? Eldon. Eldon. Very good. That was the guy's name. Give it some time and those old brain cells, with the help of a back brace, will kick in and you can help your brain cells with this new product. See, that's how it works. Oh, my gosh, you're such a good spokesperson. I would have you endure. I would listen to that old man sitting in front of a couch in the fireplace recommending something to me. The car hunt continues on my end. A couple of interesting developments on Front when I found out the Prius is coming out with a new plugin prime that is through spy websites and rumor websites. Could be 100 kilometer range, which would be interesting. However, it's too little, too late, right? I mean, I want a freaking EV. My partner wants an EV. I don't want to get an oil change again. That would do me, and I wouldn't have to worry about charging infrastructure for the next few years. Not that that's a terrible issue, but the infrastructure is there. It's just not working, essentially, and just the inconvenience of it taking slow speeds. But the Equinox, as we mentioned last week, from Chevy, which is a small SUV, they have the gas version of it with a very popular vehicle, and now they're having an electric version of it, as well as the what is it? The Blazer. Chevy Blazer, as well as silverado pickup truck. Anyway, the Canadian, where we live of pricing is $34,400 for the Equinox. For the Equinox, which is a small that's really good SUV. The bolt is a hatchback, which I'm shopping for, maybe would have probably bought if there was one on the lawn, but I can't because there's not one on the lawn, and it's a lottery shoot to try and get one crap shoot. But the bolt sells for 38 for something like that. Yeah, and it's not the Equinox. It's a small car. They should be marking those down, but they're not. And they have in the States that would explain the $6,000 reduction in the States, something like that. So they said, Canada, we're not going to do it because we don't need to, because we don't sell any there because the demand is too high. There's no competition. So screw you, Canada. This tells me not to buy a bolt. I'd be stupid to buy a bolt, especially at the current price, because let's say I buy one, and a year from now, people are starting to buy a $34,000 car that's less and better, and they're going to have to lower the price of the bolt. Absolutely. They're going to have to 8000 less. It's going to probably have to be $8,000. It's a real conundrum. And ideally, you would like to buy a car now, not a year from now or two years from now. Ideally, yes. The Prius is still fine, but right now, the Prius has an incredible resale value, and that's what I was hoping to take advantage of and get into the game. But you know what? At the price of $34,000, it doesn't matter so much what my resale value of the Prius is I could go and buy that car. Yeah, that's because it's about the same price as the Prius if you factor in the gas savings over four or five years at most. And that's normal gas prices, by the way, not the ones that we have now or had had recently. There was a thing going around the Internet that everybody was sharing saying the Saskatchewan, our province in Canada, which is a prairie province with oil and lots of mineral resources and potash and stuff like that, and farming would be a perfect place for battery minerals for manufacture, bringing it to Canada, because there was an article about that and everybody's talking about it. And I have this contention that is a problem with our province, that is that our grid is very dirty. It's 45% coal, and they're cleaning up very slowly with very small solar projects and small wind projects. My thinking is that a lot of these companies who want to buy minerals and build batteries want them clean. Why do it with a dirty grid? So our province, in being backwards and trying to cling onto fossil fuels, a jurisdiction there's many of around the world, including the United States, in parts of the United States that you're not going to be competitive. Why would we go to A, the dirty one that has a larger carbon footprint for a battery that we make in your place, then B, that has a clean grid, and 80% of the Canadian electrical grid is clean because of all the hydro, especially in Quebec and BC. Right? Yeah. So I think it's a competitive disadvantage for us to drag our feet and few people talk about that stuff. It makes me mad. Yeah. And if you're sourcing minerals for batteries and you have a choice between a place that can source them more cleanly, you're obviously going to go for the more clean source. And speaking of our province, which I vow that I'm going to do less of because nobody knows what we are, our power utility, South Power, which is a government owned utility, has identified two places to put small modular nuclear reactors. Now, small modular nuclear reactors is something that you claim to study if you want to put off fighting climate change. You claim that now we can only use these technologies and they're not ready yet. So they'll decide on this in 2029. But right now to warm us up and claim that they're doing something so they can continue mining fossil fuels and grease up their buddies on the golf course. Estevan and Elbow, there's two predominant winds where we live in our city, and it's both downwind from those two places. For what it's worth, I'm just putting it out there. Radiation travels, Brian. And I just want to point out that there is a town in our province called Elbow. There's a town called Climax. Name me some weird Saskatchewan towns. Virginia rhymes with fun. As Mick Jagger once said, there's one called Kipling, which is the only town in the world named after Rudyard Kipling, the famous author of The Jungle Book. Oh, really? That's what he's named after? That's what they named him after. How does that happen? The town of Kipling? I don't know. I like this book. So we're going to name it Kipling? Yeah. There you go. That's the town where the paperclip story went. Yeah, the red paperclip story. Look it up if you want a boring story about the Internet. And Corbin Bernstein made a movie there, too. Why? Because it was famous for a day. It's a long story, but I don't know. I was once in a movie with Corbin Bernsen. We were eating services together. Yeah. Did you have any lines in that movie? I had lots of lines. I was quite nervous about the amount of lines I had. Like acting with carbon. Bernson no, but I was acting with someone else and I can't remember his name. I'm sick. Okay. I've got a bit of a fever. Yes, somebody famous. It was somebody famous. It is somebody famous. So probably know you know who Corbin Bernstein is. We have to stop making old man references. Brian it's just Murphy Brown and now all that was a TV show called La Law. Yeah. See, this is all going to be in the transcript and people are going to search this and they're going to be linked to us. This podcast talks about Ally Long, corbin Burns, corbin of your'listing if you looked up your own name because you're unemployed between shoots. Hello. What's? The podcast? Yeah. Ate a lot of that rice pudding. That's all I'm going to say. You went to town on it. Let's get on with some updates to surpass stories that I want to start with this because I have a clip about. We've talked a lot about Beyond Meat, the fake meat, and how it's going to clean up the world. And I'll tell you why later, because regular beef has a lot of carbon emissions, which I'll get to later. But in Arkansas, plant based company Beyond Meat COO. Was arrested for biting a man's nose. Well, of course he did give the guy a Slim Jim before he kills again. Apparently it was a road rage confrontation in a parking garage. And when police arrived, they found two males with bloody faces at the scenes, which Ramsay said, actually, it's beet juice. It tricks your brain. You're just thinking you're eating real nose. Yeah. So that has taken a dark turn. The view on meat story, brian well, I mean, how could you not make jokes about that? It writes itself. Because I mentioned it last week and it's kind of weird that I mentioned it last week. And then this happened in real life. I was talking about pipeline inspection planes and I happened to reference a 2013 fatality crash and it actually happened between the last week's show and this week's show, it actually happened right here in Saskatchewan. Like another crash? Another crash with two fatalities, two people on board. It was near Swift current. The federal agency, the transportation agency in Canada confirmed that a pipeline inspection flight crashed 11 km southwest of Sean of in Saskatchewan, the town of 1700 people, 350 km southwest of Virginia, where Brian and I are podcasting from. And that took off from South Korea on Sunday morning, headed to Esteban, which is about 400 drive away by car. I don't know how much that is in miles exactly. So nobody knows why, but that actually it's just weird that I would talk about it and then the freaking happened. Now I can't talk about anything. I don't want to talk about anything. Vladimir Putin died by apple choking. Why doesn't that happen? You heard it here first. Why doesn't that happen? Jeez. It's an unfortunate thing and I was really pumped last week to talk about Bloomberg opinion piece on how the supply chain for solar to reach in that zero world. What we determine, the amount of solar we need for a net zero world is already being built. Because I thought it was surprising and so did they. The people at Bloomberg think it was surprising and inspiring piece. So if you look at the current prices of volatile commodities, they say you won't understand the direction of investment, which is the important thing, is what people are investing in, where the action is, what's actually happening. People talk about, well, gas is up, so oil is good, solar is up, so that's bad because there's a big demand and supply chain shortages for different things in clean energy as well. But the direction of investment is insane. We talk about battery factories, gigafactories almost daily, maybe even daily. Such spending is a forecast made flesh. They write a bet on the direction of future demand, taking the physical form of property, plant and equipment. But anyway, I just thought it was interesting that solar as a whole generates like 20% of the time. So if you have the equivalent of a nuclear power plant, it's only actually going to be 20% if you look at the rating of those two things. But the nuclear power plant generates like 80, 90% capacity because they have downtime. So yeah, it's not an entire comparison like that, but 940 gigs of connected panels would be sufficient to supply about 5.8% of the world's current electricity demand and then another 5.8% every year. But this is what they're going to be manufacturing soon, is that 5.8% and that amount of gigawatts. But what I didn't mention was the equivalent of adding the generation of all the world's nuclear power plants every 20 months, which is incredible. In solar, I'm not talking about the maximum output, I'm talking about the actual output of 20% of the solar max. And keeping in mind, if you did have to double the number of nuclear power plants that exist in the world. It would take like, 20 years at least. Yeah, that's optimistic even. That's if we started today. Right. I mean, it's crazy. Yes. I was listening to the Energy media podcast from Mark and Hispan. They were talking about these kinds of issues and an important point that people aren't quite wrapping their brains around, because we're used to energy scarcity, and as we use up the oil reserves around the world, the price goes up because these things get harder to get and it gets more scarce and the prices go up. But the exact opposite thing is happening in clean energy. Abundance is every time we build a solar panel, we're creating more abundance, and so the price trends down and not up. And it's just something that people are just not used to. They're not used to it, and they just can't wrap their heads around it. I wanted to start this week with a bit of breaking news, if there is such a thing in the podcast world. By the way, I've never listened to a true crime podcast before. Have you? Yeah. Yes, a couple. Well, I listened to Cereal because it was in the news, because they exonerated the person or person that got released. So I listened to it and it's exactly the same as the Hulu show. The music is almost identical. It's almost like a ripoff of the actual theme of Cereal. They didn't even try not to exactly duplicate it. You're talking about only murders in the building. Only murders in the building, yeah, only murders in the building. They drew heavily from cereal. Yes. And the woman does sound exactly like Tina Fey, which is kind of like the replacement for Cereal, the big podcast. If I told you she was Tina Fey, you would believe me. You didn't know better. Right? It's just kind of hilarious. Anyway, today at an event hosted by The New York Times, al Gore claimed the World Bank president is a climate denier. Later, on the same stage, the World Bank president, David Malpass, was asked by The New York Times climate reporter David Gals if he believed in the scientific consensus that the man made burning of fossil fuels is rapidly and dangerously warming the planet. Here is the painful clip of that. I also want to give you one more chance to directly address former Vice President Gore's claim that he made on this stage that you were a climate denier. His words so very odd. I've never met him. He's not involved in the efforts that we're doing. He may present as a climate person. I don't know what impact that's having. Okay, let me just be as clear as I can. Do you accept the scientific consensus that the manmade burning of fossil fuels is rapidly and dangerously warming the planet? I don't know if everyone wants to comment on that. What we are doing is having impactful projects that reduce will you answer the question? We have a mission of a World Bank that's powerful. Will you answer the question? I don't even know. I'm not a scientist. What a douchebag, if I may say so. Yeah, well, I mean, he's not a scientist, but that's hardly I can't comment on it. I'm not a scientist. You're not a scientist. So we should erase all the episodes of our podcast because we're not scientists. I guess so. I'll get out the magnetizer for our younger listeners. Audio used to be recorded on magnetic tape, which you could erase with a magnet. What? That's crazy talk. I don't know what you're talking about. How do you erase audio with a magnet? Brian? You truly are not a scientist. I have a bulk tape eraser in this room. Well, it's a good thing you didn't turn it on with my magnetic head, because my head is mostly metal now. So yeah, I guess the answer to that is yes. The World Bank president is a climate change denier. This is a clean energy show with Brian Stockton and James Whittingham. GM is looking to football to capture a broad consumer base and bring all of its nearly 30 US dealerships on board to sell EVs for the Equinox. Chevy is banking on a 300 miles full charge as the pivot point for consumer appeal and for football's fascination with commercials to open the door so EV cynics might take a second look. And I was actually watching football on the weekend and saw these commercials and said, Dang, I want one of those. The GM estimated up to 300 miles range on full charge and a starting price around $30,000. It's everything you want in an electric SUV. Chevy equinox. EV. Finally, an EV for everyone. I mean, that's true. It is an EV for everyone. Yeah, because it is the form factor that people buy the most after trucks, I guess. It is a very popular size. You can't say it's small, you can't say it's expensive. EVs are too expensive because it's only 30 grand in the States. And they're telling you that in the commercial. That's 35 grand less than the model one. How many are they going to make and when is it for sale? It's for sale starting in a year. Production as any EV will ramp up slowly, perhaps faster than Tesla. Because they are a more established manufacturer. They know what they're doing. These are going to be made in Mexico. They say they have enough batteries for a while. For a long time, actually, for 30 grand, though it's hard to argue that it's half the car of the Tesla. Tesla's going to have to, once they do make these, and it'll be two years from now before they're up to full, let's face it. But once that happens, they're making the Blazer, they're making the Equinox, they're selling them at prices that people can afford. EV. Adoption acceptance has moved a bit further down the road. A year from now, Tesla is going to have to lower their prices. I mean, they're a bit high now. Oh, yeah, they're definitely high. But they still have a backlog of orders, so they don't have to lower prices anytime soon. But this is what we've been waiting for. This is all good news. I mean more available. This is what the world needs. And Hurt is going to buy a bunch of them. Yeah, this is sort of an addendum to that story. Hertz had previously ordered 100,000 teslas. That was supposed to be by the end of 2022. I'm not sure if they're on track for that, but they are now going to add 175,000 EVs from General Motors. This is from different brands of General Motors. So this would include Chevy, Buick, GMC, Cadillac Bright Drop, which I think are those vans? So this will take a while. But this will also impact you again, because if you want one of these yeah, I was thinking about Chevy Equinoxes. It could be that Hurts is in line in front of you. We're still going to have these supply and demand problems for a long time to come. We learned a bit about on a previous episode a few months back about how this works. Usually an automaker gives a huge discount to these types of rental car companies for buying huge volumes of cars. And then the point where it becomes profitable to resell it is actually very quick. It's under six months, sometimes three months. So they very quickly resell these cars because they got them at a price that makes a profit to sell them already because of the discount. Right. And then they always have new cars in stock to rent. Right. So they find the sweet spot where it's the most profitable and you're selling a practically brand new car that's three months old or whatever. Lots of kilometers, perhaps. Perhaps not depending on how it's used, but yeah. And then they make profit off it. Now. Tesla notoriously did not give one penny discount. Elon Musk said yes because they didn't need to and they couldn't make the cars any faster than they're making them. So why give a discount if you have too many orders to fill? Anyway another thing is fully charged is coming to Canada. If you don't know, this is primarily a YouTube channel hosted by Robert Lueellan. Probably the premiere clean energy and electric car channel on YouTube. Fully charged. And they've done live events in the UK. Before. And they've done two live events in the US. In Austin, Texas. And then the most recent one was San Diego, which just finished. I'd kind of been hoping that you and I might get down there for that one. But we didn't. But now it's coming to Canada a year from now, in 2023, the fully charged live show So I thought that was a super fun announcement. They cited several reasons for coming to Canada. I think the main one, though, is that BC Hydro, the electric utility, seemed to have offered them a large sponsorship. So they seem to be the primary entity that's inviting Fully Charged to come and do this live show in BC. So BC Hydro, the province of British Columbia, 98%, clean grid, mostly from hydroelectricity. And so they're very interested in clean energy. And they, I guess, are fans of the Fully Charged channel. So they decided to invite them to Vancouver. So this is September 2023, and if anyone from Fully Charged his listing, please invite James and I to come. We'd love to come. I think we should get our fans to lobby for us to be there. Yes. So, yeah, send emails. Both knock on Robert Lola's door if you know where he lives. Three in the morning, you want to make sure you got his attention. So don't do it during daylight hours. Yeah. Sorry, Robert. So, yeah, I think that's going to be a lot of fun. So this is kind of a large sort of trade show and gathering of clean energy enthusiasts and electric car enthusiasts. So there'll be lots of panels and discussions and places where you can go and look at electric cars and presumably, like home heating stuff. They're very big on heat pumps in British Columbia. They're somewhat milder climate for Canada. So heat pumps makes perfect sense for British Columbia. And BC Hydro has sort of subsidies and programs to help people buy heat pumps. So, yeah, I think that's going to be a lot of fun. So you anticipate us being there, don't you? Yeah, I think we should totally go. Well, I'm going to have to start a go. Fund me then, like right now. Well, I can drive you in the Tesla. I can pay for the charging. That'll be the place where I get covert. But if I got covert somewhere you got covert at a conference. Yeah. So maybe I would too. Well, this will be at the Vancouver Convention Center, which is a big, nice open area kind of place. We should also say that it's Canada in the Pacific Northwest, that they're kind of making it kind of for the whole region up there because it is a long way to go down to San Diego and Austin for us. Yes. But this is very close to Seattle is the American city just across the border. So this is definitely the Seattle Vancouver area. And I think that's going to be great. You can buy tickets now. They're about $75 for the weekend for the three day thing. You can also get sponsorships and you could sponsor the event. You can set up a stand there as well. So we should do that, I don't know, just a tiny little 1 m² booth. We have a little table and we can sell podcasts on cassette tapes or something. Sure, get your podcast. Here, 50 USB drives or something. Okay. And sticking to EV news for a second here, ford is looking to change up their dealer model going forward under EV. So they're trying to split their business into kind of three sections at Ford. And Model E is going to be the electric division. Then there's going to be Ford Pro that handles commercial vehicles, and Ford Blue Oval, which will be their legacy internal combustion thing. But anyway, so they're trying to revamp the model for their dealerships. They want to keep the dealerships, but they need to change things up in order to be competitive in the 21st century. So it's going to go to more of a direct selling model, like with Tesla. And so the dealers are going to have to choose, much like General Motors is doing this as well. You got to choose to be into the program with Model E, and it will cost the dealer some money to kind of set themselves up for that. But it seems like a good strategy. There needs to be a rethinking of the dealership model, especially if you're trying to compete in the new world of EVs. But also, nobody really likes haggling for prices at dealerships. It's the worst thing in the world. So this would set a set price for their cars going forward. Everybody pays the same price. Haggling at a dealership is the worst thing in the world. It is for everyone because we have one Toyota dealership here, so I couldn't walk elsewhere. I'd have to go quite a ways, actually. I'd have to go hours away. Well, 1 hour away. But that dealership was owned by the same company. But with Chevy, there's one on every street corner. There's a Chevy dealership in every 200 person town, pretty much. And it's weird how it sort of developed this way because we are not a haggling culture. Like, we don't typically haggle for prices in Canada. You just walk into a store and you pay the price. It's a common thing in other places sometimes to haggle, but for some reason, it's only cars, and it's an expensive thing. So if you do it badly, it costs you a lot of money. Yeah. And culturally in North America, the man of the household goes and does the dirty deed and then brags to his friends. Right? Yeah. And if you don't, then you're not a man. You're a terrible human being. A failure. Yeah. I hated it. I did enjoy the experience of buying a Tesla online, which you do online. You put the deposit down with the credit card. I will say there was more human interaction than I expected, because when you're exchanging a large amount of money like that, you still need to talk to a human. So I had to talk to the Tesla place in Calgary, which was the closest at the time. And then we had to do a wire transfer for the final payment for the car, which was kind of nerve racking because it's a large amount of money. And somebody at the bank said this is really important that you get every digit right or anything. Like your money could just go off into the ether, I think a lot of money. I spent ten grand to Montreal for my leaf. I felt that experience and I was like I didn't hear back. I was like, yeah. And then the bank people spent an hour and a half walking in the back room trying to complete it. And the manager came out, the janitor came in and was offering his two bits and it was like tense. It was terrible. And then ultimately the other thing this is weird about this, and I know this through just sort of online banking transfers and stuff, for some reason these take a couple of days. Even though it's electronic, it takes a couple of days. So I had to send a screenshot of the wire transfer to the Tesla people in Calgary because they wanted to release the car. Like they had a truck leaving to deliver it. And they're like, we got to release the car, so send us a screenshot to prove that you sent the wire transfer because they hadn't gotten it yet and they had to send the car. I mean, they didn't have to, but they sent the car on its way before they actually got the money. I wouldn't even think it would haggle me, I don't think, if I didn't read online that the average haggle price down for this particular model in your region is this much money. One $700. And I thought to leave $1700 table. Who am I? And there's more resources now on the internet for us for that kind of information. But it doesn't really make it easier. It just makes it more because now you feel the pressure. You know what you have to do. And they know that, you know you have to do it anyway. San Rafael, California based ojo. This is a company that makes solar mounting hardware for solar farms. They have a new way to mount solar panels. And the reason why I mentioned this is because we always talk about the reduction of costs and the efficiency increases of the panels themselves. Well, there's other stuff involved. There's hardware. And if you can get that down in price over and you're putting on literally millions of panels and then you reduce the cost of the things that hold those panels up, that's a lot of money. So they're talking about using 50% less steel and labor, because labor is an issue too here, than the conventional pile system, which is what we saw at the solar farm here. So the Earth trash combines it's patented hardware with a drilling machine. They have their own drilling machine, specialized drilling machine. And basically they have two piles that go in and form a a shape. And at the top of that, a shape mounts onto the pivot of the solar array that holds up panels, and neither tilts or is steady, so it's just 50% less steel. They're always coming up with new things to bring down those costs. And when you bring them down, then the cost of solar electricity, period, becomes less. Yeah, it's crazy. And they're doing that. They're also improving panels, too. So that's happening. Yeah. All those efficiencies in whatever business make a huge like, I'm staring at a box of Apple MacBook Pro boxes that I've bought over the years. And even though the laptops often get bigger, the packaging gets smaller. And it's because, like, every millimeter that they can decrease the size of the boxes the more they save money. First of all, people want less packaging, but the smaller the package, the more you can put in a truck or on a ship. Every little bit counts. All right, coming up with the show so Lady Randall breeze through the latest of the week's clean energy Headline news, and we have some feedback this week. Let's dip into the mail bag. It says, Hi, I'm a big fan from Denmark, embracing green energy, driving to Tesla. They have solar panels on the roof and an air to air heat pump to keep the house warm. So going all electric. I enjoy listening to your program. I think it is great what you do to enlighten people on the progress on clean energy and also in a fun way. Thanks a lot. He says, thank you, God. It always boosts our wind in ourselves when we hear nice letters like that. And he says, I just wanted to share with you how far we are here in Denmark and Europe. The electricity prices are going up and down like crazy. Here in Europe, the price varies from hour to hour, but the price is determined by the most expensive source, which is usually gas and coal. Interesting. I won't read you the whole letter, but I'll read you parts of it. Many homes have variable price contracts with their provider, which you could choose freely. You can even choose Swedish nuclear if you want. And in Denmark, we have no nuclear power, but a lot of wind turbines that produce around 45% of our electricity on average. And on windy days like today, when he was writing this letter, it was 120% was coming from wind. So that means that they exported their energy to the neighbors, and the price goes down. And sometimes it's negative. Already we're seeing negative prices. I can't get over that. So green energy is the only source that can bring the price down in this crazy time. And he has some other information and some things that he has done. He's got a 6.6 kilowatt peak power solar system with a 6.5 kilowatt hour battery, able to charge the battery at night when the power is really cheap and use it in the morning, sell it back to the grid. Yada, yadda, yadda. You know how it goes. So the battery can also be used in the winter where there is little sunshine in denmark is as far north as La. Lash is in Saskatchewan. And what a great guy for looking up our local town to give us an idea where Denmark is. That's very sweet. And Lash is quite a bit farther north from where we are. Yes, hours and hours and hours. So we live on a massive everything in Canada is massive. Ontario is like I think it's the size of some planets it takes days to cross. But Saskatchewan is very tall and most of us have never been anywhere near the top third, let alone it's just insanely big and becomes wilderness up there as well. So the future is here now, and I think the future looks bright for clean energy. And thanks again for a great show. Best regards from Sven the Green Viking in Denmark. Yes, and then there was a link to a website where you can look at a graphic that kind of shows you where the energy is being generated there in northern Europe and Scandinavia and which direction the power is going. Sometimes it's going from Norway to Sweden and sometimes from Sweden to Norway and Denmark and so forth. So, yeah, I thought that was really interesting. So. Thanks, Ben. We got another note from someone who said that my son's university profit, like my son Jameson, my son, he said there's not enough lithium in the world. I was mentioning in the show last week, and he gave us a link to a YouTube video. But it's just some dude. You can't rely on everything from some dude. I know it's true, but maybe that's not the best link. Yeah, so we love to hear from you, as you could tell, especially when you send us praise. Contact us at cleanenergyshow@gmail.com on Twitter or TikTok or Handle as Clean Energy Pod. Don't forget to check out our YouTube channel for visualizations of this podcast and other things and special features. And Brian, it's time for the world famous Lightning round. It's time for the Lighting Round, a fast paced look at the weekend clean energy news. General Motors said on Tuesday it is backing Aestablishing tougher federal emissions standards to help ensure at least 50% of new vehicles sold by 2030 or zero emission. Now, you'll recall that the Cafe standards that California and other states set before were opposed by some car companies. Yeah, and Toyota was one of them. Just got to mention that. But now General Motors, who are all in an EVs, say, bring it on, hell, speed it up. And you know why? Because their competition in Japan are going to be screwed. Yeah, they're ahead of Japan. Way ahead of Japan. And then arguably ahead of a lot of people who are not Tesla or Rivian or other people who are fully EV, the founder and owner of the outdoor apparel brand Patagonia Yvonned, we'll call him yvonne has given his US $3 billion company away to especially design trust, ensuring all profits in perpetuity are used to fight climate change and preserve wild spaces, which is unusual. He gave his whole company worth $3 billion. That's amazing. Powerful statement from Antonio Guters yesterday at the UN general assembly. He is calling on nations to tax fossil fuel companies. It's high time to put fossil fuel producers, investors and enablers on notice. Polluters must pay. And today I'm calling on all developed economies to tax the windfall profits of fossil fuel companies. Those funds should be redirected in two ways. Two countries suffering loss and damage caused by the climate crisis, and to people struggling with rising food and energy prices. I hope people do that. I hope developed countries do do that, because I've had it with fossil fuel companies. Yeah. And as we know, wealthy countries tend to do better in these sorts of things. And the poorer countries are the ones that are getting the short end of the stick. As usual, it's time for a clean energy. So fast fact beef has the worst average kilograms of Co 2 food at nearly 100. That is to say 1 beef. That seems insane. Can you guess? Brian Stockton, what major food group that James loves comes in second in terms of CO2 for us in terms of CO2, and I won't tease you any longer, it's dark chocolate, which is what at half? Oh, no. Can we not have good things? Oh, man. Do we have to stop eating dark chocolate? I love dark chocolate. No one's talking about stop eating to eat dark chocolate, but we're talking about stopping eating beef. We eat a lot more beef and kilograms of dark chocolate, except for possibly meat. For every kilogram of beef, there's a kilogram of dark chocolate in meat. That's basically the two things I eat. A little bit of beef, a little bit of dark chocolate. Washing it down from Auris Technica. We talked about gas stoves releasing hazardous air pollutants before while they're operating, but even while they're turned off, according to a new study, some of these leaks can go undetected. And although gas distributors adding odorant to the natural gas to ensure that people smell the leaks before there's an explosion risk the smell may not be strong enough for residents to know. Smell leaks. Some people have a much stronger sense of smell than others. My daughter was telling me this the other day and I thought she was crazy. No, they're super smellers. There are people with insanely sensitive noses, and you have to think the guy at the supermarket who smells with terrible bo is one of these people who can't smell. Like, what happens with those people? They just get used to it or what? Yeah, but people have different senses of smells. I just want to know if my deal isn't working, if you people would tell me. I hope you would. In particular, those who have lost their sense of smell, whether from culvert or other causes, may not smell large leaks. Even so, one study found that 5% of homes had leaks. That's terrible. Do you still have natural gas in your stove? I do the cooktop, but I've been shopping around for induction cooktops and hope to put one in soon. And they'll probably put it in during the podcast. Yes, I've been hearing drills and saws I don't know. Hopefully it doesn't make the microphone here. I think I color up the podcast. Wonderfully. Add some texture to it. Beyond my illness. This week, the same study showed that leaking natural gas contain multiple hazardous air pollutants, including benzene and cancer causing agents. So boo to that. From clean technica Pan African resources. Ten megawatt solar plant in South Africa saves $170,000 a month on the gold mines electric bill. That takes about five years to pay off, but after that brian, it's gravy. Gravy. It's like having a gold mine. Totally. I'm laughing at myself. Uber has announced its Comfort Electric program is expanding to Canada and rolling out to more cities in the United States. The Comfort Electric program launched back in May, allowing customers to specifically request a ride in an electric vehicle, like a Tesla Poll Star, Ford Mustang mocky. What do you think of that? Yeah, that's interesting. And I don't normally take Uber because I have a car, but when I had my back problem, I needed to take it to an appointment I had. So I took an Uber. And you could choose an eco. Uber was one of the options, so I thought I better try that. And gives me something to talk about on the podcast. So the car that came and got me, it must have been like a Corolla hybrid or something. I was hoping for a Tesla, but now it seemed like a normal Corolla. But I'll give them the benefit of the doubt and assume it was. It was a four cylinder, which qualifies as a new car around here. But then on the way home from the appointment, I thought, well, I'm in a hurry. I'll just pick whatever. And I got picked up by the largest SUV I have ever seen in my life. Is that right? Why use that as an Uber? Why? It seems an odd choice to use as an Uber vehicle. Oh, my God. Especially nowadays. Yeah. From wind power monthly. Update your subscription, people. NorDx boosts a six megawatt onshore wind turbine rotor, and it's going to be 175 meters off the ground. That is taller than the Washington Monument. This is almost half that, and it is onshore. Interesting. Oh, it's time for another CES fast fact. How many of the giant GE Halead X offshore wind turbines, which I just mentioned, which are 14 MW, would you need to power all of Great Britain? Brian? 60 00 60 00 60 00 to power all of Great Britain? Did I say the US? At first? I don't remember. Check the tape. Don't listen to the show. Get the magnetizer out. Erase the tape. These old men on this podcast we're talking about magnetizers. Ram promises electric pickup lineup that will challenge Ford and Rivian in range and beyond. So, finally, Ram is the last people you're wondering what's coming. There we are. It's all coming. Bring it on. Dimeler has unveiled their long range transport truck. This is a semi for the highway. Has a 600 kilowatt hour battery and a 500 kilowatt meter range. There's about 300 miles. We use LFP batteries, which is the cheaper batteries, less energy dense, resulting in shorter range for the same weight. But Mercedes says it is gaining in longevity because the company says it expects the vehicle to last for ten years, which is a lot for a semi truck and 1.2 million. Then you can probably just put a new battery because the other components are probably in pretty good shape, I'm guessing. Yeah, I'd be a little surprised if LFP batteries are kind of energy dense enough to work for a semi, because a semi has also got to carry a big load. So if the batteries are too heavy, it kind of takes away from your payload. But obviously they think it'll work. Oh, look at this. A bonus. CES fast fact. Brian, the boldest solar park in India is the largest solar farm in the world, about $1 billion per gigawatt. That's a nuclear reactor is about a gigawatt, right? Okay. So it produces 2.5 gigawatts of power, or about 2.25 nuclear reactors. Given solar is 20% of its peak overall PowerPoint, that means about $5 billion per equivalent nuclear reactor without any storage considerations. So you wonder what it's just another case of what the cost of solar is. Nuclear is without storage, and it's about $5 billion per reactor right now, but that's getting cheaper, and we expect that it's going to half in the 2030s. So that's incredible. And from The Late Show with Stephen Colbert, we have not cited them as a source before. California is planning legislation to allow human composting starting in 2027, californians will be able to choose human composting as an alternative burial option. Great. Oh, sure, you clap now, but it's one more recyclable to keep track of. I know eggshells and coffee grounds are okay, but what about Uncle Rick? Is he compost or disposal? The first state to allow human composting was Washington in 2019. Other states that have legalized the practice include Oregon, Colorado and Vermont. It is a problem because we cremate a lot of bodies and we probably don't need all those carbon emissions. And finally, this week, tesla loses its infamous most shorted stock title to Apple. Your thoughts? Brian Stockton wow, that's a man. I had not heard that. I mean, Apple is probably a bad choice to short as well. I don't know why people would short Apple. These are two things that you love, tesla and Apple. Yeah, you just cited all the Apple boxes you have, and they're not for apples, they're for MacBook. Yeah, no, it's true. Certainly the growth days of Apple are behind them. So they're maybe not the powerhouse stock that they once were, but they seem on very solid ground. So shorting Apple is probably a bad idea, just like shorting Tesla is a bad idea. Well, that is our show for this week. We'd love to hear from you again. Our contact email address is cleanenergy show@gmail.com. Pick up your pen right now. Send us a message because we love to hear from you. Clean energy bot on Twitter and TikTok YouTube channel. ... So if you're new to the show or to subscribe on your podcast app to get new episodes delivered every week, reading review when possible, and we'll see you next week. Yeah, see you next week.

OMG between the voices in my head, Etsy scams and bursting into tears at anything related to women empowerment -- last week in my life was an emotional rollercoaster ride! But it also showered me with golden nuggets, I felt important to share -- which is why on Sunday morning -- just before heading to pick up my Botox in a bottle from Covent garden - I recorded a podcast episode to give you the low down and the nuggets!! In the episode, I also share my POV on an article that came out last week “the rise of the lonely single man” -- and let's just say the time has come when men are feeling the impact of women raising their standards and stepping into their full magnificent power. Finally, you have realised your path in life is to thrive in a life full of pleasure and joy where you can have everything you desire. AND if you want someone to share life with your standards are higher -- Your partner must be an elevating addition that compliments your already thriving life (and vice versa!)-- you are no longer prepared to mother someone, feel you have to drag your partner along with you or settle for the bare minimum from someone in a relationship with. Enjoy Tune into the episode to learn valuable life lessons AND receive a huge scoop of motivation and empowerment for yourself and your love life. Enjoy the podcast and if you find the episode helpful please rate and review over on Apple. Share with your BFF and reach out to me on social and let me know your biggest takeaway The article mentioned in the episode: the rise of the lonely single man Useful links and how to connect with me. Grab my E-Book: 4 steps to drastically improve your love life this year Find out about my course to transform you and your love life: The secure and confident woman in love project If you need advice or have a question about dating or relationships then ask a question anonymously here by filling out this form. ask a question or seek advice anonymously here Or reach me here: JOIN MY FREE FACEBOOK GROUP Instagram:@sarah_duff_ Tik Tok You Tube Website:www.thrivewithduff.com --- Send in a voice message: https://anchor.fm/lovewithduff/message

Good things comes first by believing then by declaring. Speak out your Victory and powers will bow. In Jesus name i pour the grace of God upon you for victory over every negative declarations of your adversaries. --- Send in a voice message: https://anchor.fm/at-evans/message

Welcome to another Water Rat, a record breaker and very funny man who has performed at Covent garden to the Royal Variety Show and on the biggest and best Cruise Liners in the World. Steve Rawlings is Baby Rat, that means when you are proposed into our order then you are Baby Rat until the next member is brought in and initiated.Steve & I talk of his early days and his European work which led him to learn languages to suit his audiences and still for me this is one of the most dedicated and wonderful stories I've seen in an entertainer. He cares that much about his audiences and his show that of course he will put the time in, like we all should, at the end of the day its us that will make the impact for going that extra mile… Steve has gone 1000 miles and that's with a trolley on his head, I'll let him tell you the rest when I chat to the Magnificent Steve Rawlings

A cura di Paolo PellegriniPersonaggi e interpreti Minnie, Carol Neblett Dick Johnson, Placido Domingo Jack Rance, Sherrill Milnes Royal Opera House Covent Garden Zubin Mehta, direttore

Real life opera couple soprano Gillian Keith and Tenor and composer Tom Randle reveal the unexpected twists and the life-changing phone calls that have built their careers. From winning the Kathleen Ferrier in jeans to shipping a sports car from LA to Hull, we chat through the extreme highs to coping with the lows, and how a united passion for creativity keeps them thriving as artists both on - and off - the stage.

The University lecturer from a traveling army family navigates her life, flunks "O" level exams, becomes a lecturer, reminisces Covent school and the lovely nuns. Women breaking the mould from the swinging sixties. Power and cover ups. Technology independence, the Pros and Trolls. Tracy coached on shouting / singing. Face off curry is just too hot to handle. Wind farms and Faith Pilgrimage in Wales. Don't miss this fascinating look into the origins of Tracy's teenage singing career.

A dozen Boston area anesthesiology residents launched an eight-week hackathon hosted on GrabCAD.com to design a rapidly deployable, minimum viable mechanical ventilator for patients with COVID-19-related ventilator-dependent lung injury. The CoVent-19 Challenge was open to teams and individuals anywhere, and finalists worked directly with Stratasys 3D printing experts and the CoVent-19 Challenge team to turn their designs into prototypes for testing.

Super Late at 368, NYC's late night show about streaming, content creation and games. In this episode, we will be talking about Twitch Bans & Suspension, DrDisrespect, Cuphead Netflix new series, Discord Rebrand, NBA2k21 new covers, xQc, Alinity, Jessica Blevins, and Ninja Get Into Heated Argument Over Charity Controversy, Microsoft Stores, Last Of Us Part II, Sexual Misconduct in the FGC community, & the Elgato new microphone. Lastly, we will be interviewing Britni & Covent, both former Mixer Partners and current Twitch Partners. We are going to talk about their take on the Mixer Migration, how they met on Mixer and so much more! They have a lot of history on Mixer, so they have a lot to say. Hosts Gabe Olivero & Bijan Stephen Special Guests: Britni & Covent https://twitter.com/BritniTweet https://twitter.com/ChrisCovent Watch it Live Thursdays at 7 PM ET on twitch.tv/368NYC ========================== FOLLOW US ========================== https://twitter.com/368 https://instagram.com/368 https://www.youtube.com/c/368 https://twitch.tv/368NYC https://anchor.fm/superlate

The CoVent-19 Challenge The CoVent-19 Challenge is the creation of 13 anesthesiologists and advisors from Massachusetts General Hospital and the Boston-area who have come together to help overcome the ventilator supply crisis during the devastating the COVID-19 pandemic. As experts in mechanical ventilation and frontline workers fighting COVID-19, they seek to develop low-cost, rapidly manufacturable solutions to support heavily burdened modern medical facilities. CoVent’s goal is to close the gap between our actual resources and those in need around the world. The CoVent-19 Challenge is an open innovation 12-week Grand Challenge for engineers, innovators, designers, and makers. The Challenge launched on the GrabCAD Challenges platform on April 1, 2020. The general admission round resulted in over 213 entries from 43 countries. Seven teams were invited to participate in the invite-only finalist round (details below). The Baxter Academy team is one of the 7 finalists. The invited teams are receiving access to additional resources for completing their ventilator designs and support in creating functional prototypes, including test kits, test lungs, and testing protocols. The prototypes will be evaluated using a test bed to determine which design provides the best combination of performance, safety, reliability, manufacturability, affordability, and simplicity. The final ventilator designs are due to CoVent on June 21st and will then be evaluated by a team of expert medical and technical panelists. Team Name: fuseproject + Accenture + CIONIC Team: The overall fuseproject + Accenture + CIONIC team is led by Senior Industrial Engineer Daniel Zarem and a team of 8 designers and creatives from the design consultancy fuseproject, based in San Francisco. Other team members include Dan Semo, Judy Leung, Jayati Sinha, Jaehon Jung, MC Abbott, Eric Oesterle, Qin Li and Harriet Zhou. Members of the extended team include 3 engineers from Accenture’s Seattle office, Brad Laird, Eric Spaulding and Jonathan Schreven. Two team members from ICONIC include Jeremiah Robison and Tyler Smith. The three groups are operating as a virtual team from their lockdown locations in San Francisco and Seattle, conducting all of their work, including user interviews, remotely. Much of their work was conducted asynchronously, using remote design collaboration tools like Miro, Interestingly, the core fueproject team approached this global innovation tournament with a different orientation than the other finalists in that they are designers first and foremost. I think you’ll get a clear sense of this mindset if you watch the video and listen to Daniel and the fuseproject’s CEO Yves Behar. Here is a 6.5 minute video that introduces you to the team and the interim design https://www.youtube.com/watch?v=trMOjdNOIuI&t=5s The commercial entity, fuseproject is a San Francisco and New York based design and branding firm established by Yves Behar in 1999. He has also simultaneously served as Chief Creative Officer at Jawbone, where his work helped the company become a leader in wearable and audio consumer electronics. Behar is also the Creative Co-Founder of OUYA, an open sourced gaming platform, and is Co-founder of start-up August, a next generation home entry system. Yves’ has had other collaborations with renowned partners such as Herman Miller, GE, Puma, PayPal, SodaStream, Samsung, Issey Miyake, Prada and many others.

The CoVent-19 Challenge The CoVent-19 Challenge is the creation of 13 anesthesiologists and advisors from Massachusetts General Hospital and the Boston-area who have come together to help overcome the ventilator supply crisis during the devastating the COVID-19 pandemic. As experts in mechanical ventilation and frontline workers fighting COVID-19, they seek to develop low-cost, rapidly manufacturable solutions to support heavily burdened modern medical facilities. CoVent’s goal is to close the gap between our actual resources and those in need around the world. The CoVent-19 Challenge is an open innovation 12-week Grand Challenge for engineers, innovators, designers, and makers. The Challenge launched on the GrabCAD Challenges platform on April 1, 2020. The general admission round resulted in over 213 entries from 43 countries. Seven teams were invited to participate in the invite-only finalist round (details below). The Baxter Academy team is one of the 7 finalists. The invited teams are receiving access to additional resources for completing their ventilator designs and support in creating functional prototypes, including test kits, test lungs, and testing protocols. The prototypes will be evaluated using a test bed to determine which design provides the best combination of performance, safety, reliability, manufacturability, affordability, and simplicity. The final ventilator designs are due to CoVent on June 21st and will then be evaluated by a team of expert medical and technical panelists. Team Name: SmithVent Product Name: SmithVent About the Team: The SmithVent team is a group of 30 Smith College engineering alumni and friends who joined together to collaborate on something meaningful that they could contribute to the COVID-19 amelioration efforts. They are currently operating as a virtual team, conducting all of their work remotely, and much of it asynchronously. While having limited time to contribute, they are making fast progress working together.   Location: United States + Canada + Germany     Co-leads: Susannah Howe, Astrid Landeau Adrienne Horne, Alex Widstrand, Alyssa Tham, Angelica Vargas, Beatrix Dalton, Chelsea Hinds-Charles, Claire Dudek, Dan Lin, Devin Carroll, Eleanor Claire-higgins Ory, Emily Dixon, Eric Jensen, Farida Sabry, Ha Phuong Le, Kalifa Clarke, Katie Wood, Laura Lilienkamp, Mandira Marambe, Naylani Halpern-Wight, Nick Howe, Nora Paul-Schultz, Phoebe DeGroot, Sangye Kazi, Sarah Chu, Shuying Zhen, Taylor Beall, Vivian Nelson, Yuting Ren     Smith College News Article   In a recent Zoom meeting, members of a Smith engineering design team came dressed in their college finery: blue-and gold-sweatshirts, t-shirts and hard hats sporting the Smith logo. Team members had gathered from locations spanning the globe to mark a milestone: the successful completion of their design for a mechanical ventilator for use during the coronavirus pandemic. Less than a week later, they had even more reason to celebrate, as they learned that the SmithVent design is one of seven finalists chosen from among more than 200 entries in the CoVent-19 ventilator challenge. The next round will identify a device for rapid manufacture and use on the front lines of the pandemic. “This has been the best example of any project I’ve ever been involved with showing that many hands make light work,” said Susannah Howe, director of Smith’s Engineering Design Clinic, who put out the call for a Smith team in early April. “You’ve gone above and beyond what I expected with this amazing work, which we now want to share with the world.” The month-long, open-source CoVent-19 competition was launched by a group of anesthesiology residents at Massachusetts General Hospital in partnership with Ximedica medical device company. When Howe—who is on sabbatical this semester—heard about the challenge at the start of April, she immediately reached out to the Smith engineering community. In less than 48 hours, she had a group of 29—including two Smith staff members and a member of the class of 2020—eager to work on designing a ventilator. Operating on such a tight deadline and at a distance from each other was challenging, said Astrid Landeau ’15, co-leader and project manager for team SmithVent. “But it wasn’t as difficult as I thought because people were so motivated.” At the Zoom celebration, Landeau shared slides showing how work on the project was broken down into five-day “sprints” and meticulously documented on Google Drive so that team members could easily pick up tasks where others left off. “Twenty-five days ago, Sprint 1 started and we pretty much didn’t know what a ventilator was,” Landeau reminded the group. “Our medical research team soared into action, asking those hard questions and figuring out what we needed to do.” From there, the team reviewed design options, settled on a plan for a pneumatic ventilator, and documented the complex system requirements for their toaster oven-sized device. Their submission also included 34 multiple design improvements that could be taken up in a second round of competition. “It’s not just our collaboration that’s been amazing,” Landeau said. “It’s also our output.” SmithVent members brought a variety of skills and experiences to the design challenge. · Shuying Zhen ’19, who is an engineer with GE Renewable Energy in South Carolina, came with programming and 3D printing skills. “SmithVent was the perfect opportunity to reconnect with the community and contribute to a well organized effort to meet the current ventilator shortage,” she said. · Phoebe DeGroot ’13, a project and technical coordinator for the Center for Research and Robotics at Pratt Institute in Brooklyn, championed the team’s complex computer-aided design work. · Kalifa Clarke ’14, a research and development engineer for a Florida-based medical equipment company, “jumped at the chance” to work on the ventilator project as a way to support frontline healthcare workers during the pandemic. · Emily Dixon ’15, who teaches math and computer science at the Putney School in Vermont, took on the task of contacting medical researchers to ensure that the team’s design aligned with healthcare needs. Paying close attention to evolving knowledge about COVID-19 was one of the keys to the team’s success in the first round, Howe said. “We did a lot of research as a group on the pros and cons of existing ventilators and the needs expressed by the medical community,” she noted. “In COVID situations, it’s not always the case that ventilators have to do all the breathing. But people can also be on them for a long time. We weren’t just trying to make something that works, but something that works for people.” At the Zoom celebration, team members sent each other virtual sticky notes with messages of gratitude for a challenge well met. Several said they plan to share the SmithVent design with co-workers as a model for how to successfully accomplish a deadline-driven challenge. For Naylani Halpern-Wright ’15, who is studying for a master’s degree in the Netherlands, being on the team helped her feel connected during a time of unprecedented isolation. “I have rediscovered what I learned during my Design Clinic experience at Smith: That Smithies are uniquely good at working together and communicating with one another,” she said. “I’m amazed and full of wonder at what we’ve been able to do together.”

The CoVent-19 Challenge The CoVent-19 Challenge is the creation of 13 anesthesiologists and advisors from Massachusetts General Hospital and the Boston-area who have come together to help overcome the ventilator supply crisis during the devastating the COVID-19 pandemic. As experts in mechanical ventilation and frontline workers fighting COVID-19, they seek to develop low-cost, rapidly manufacturable solutions to support heavily burdened modern medical facilities. CoVent’s goal is to close the gap between our actual resources and those in need around the world. The CoVent-19 Challenge is an open innovation 12-week Grand Challenge for engineers, innovators, designers, and makers. The Challenge launched on the GrabCAD Challenges platform on April 1, 2020. The general admission round resulted in over 213 entries from 43 countries. Seven teams were invited to participate in the invite-only finalist round (details below). The Baxter Academy team is one of the 7 finalists. The invited teams are receiving access to additional resources for completing their ventilator designs and support in creating functional prototypes, including test kits, test lungs, and testing protocols. The prototypes will be evaluated using a test bed to determine which design provides the best combination of performance, safety, reliability, manufacturability, affordability, and simplicity. The final ventilator designs are due to CoVent on June 21st and will then be evaluated by a team of expert medical and technical panelists. Team Name: Team Baxter Academy Product Name: The Baxter Ventilator About the Team: The team is based at Baxter Academy for Technology and Science and is composed of teachers, students, and alumni from Baxter Academy who live predominantly in Portland, Maine and across New England.   Members: Jonathan Amory, Team Leader, Engineering Teacher, Baxter Academy Emmalyn Armstrong Ben Bernard Josef Biberstein Casey Burhoe Rowan Connor-McCoy Norris Dale Zackary DiCelico Olivia Fowler James Heffernan Travis Libsack Emily Mickool Nick Nelsonwood Amanda Palma Alexander Willette Jack Yebba Toby Roy Bodhi Wilkins Caden Theriault Gordon Fream The Baxter Ventilator was designed specifically to address a shortage of ventilators during a pandemic. The ventilator provides volume control continuous mandatory ventilation (VC-CMV). The tidal volume, respiratory rate, inspiratory to expiratory time (I/E), positive end expiratory pressure (PEEP), and fraction of inspired oxygen (FiO2) can all be set on a touch screen or through manual controls. For the patient's safety, the maximum Peak Inspiratory Pressure (PIP) will not exceed 40 cm of water. To allow for use in field hospitals, the ventilator can use ambient air, high or low pressure oxygen. When evaluated on a Gaumard HAL S3201 simulator, the prototype met the target criteria and produced results similar to industry-standard ventilators. In a pandemic mass production and supply chains for ventilators may be disrupted, while surges in demand for medical device components and market failures may limit availability. The Baxter Ventilator was therefore designed to be built by individuals with limited skills in distributed locations, as well as at scale. A single person can assemble a ventilator a day with an only an Allen set and crescent wrench following Ikea type assembly instructions and videos. Using readily available industrial COTs components costing only $1,500, the ventilators are not dependent on specialized equipment or parts and are cost-effective. The design features tried and true mechanisms for long life cycles in harsh environments. The Baxter Ventilator also provides a robust platform for expanded capabilities. Additional sensors and controls are currently being added to the Baxter ventilator to allow features like pressure control continuous mandatory ventilation (PC-CMV) and pressure-support ventilation (PSV).   Press Release from Baxter Academy PORTLAND, Maine — Engineers like to solve problems and there is no exception in Baxter Academy's engineering teacher Jon Amory. In March, when Amory saw the critical shortage of medical ventilators facing hospitals as they try to help patients afflicted with COVID-19, he started doing research. "I drew up some schematics, did some calculations and said this is something that I could produce," Amory said. Although he was quickly convinced he could build one, he wanted to create an emergency ventilator that even under dire circumstances could be built and used by almost anyone. To do that he decided it needed to be built inexpensively, using over-the-counter parts, and only a few tools. It also had to be simple to build. "Anyone who can put together something from Ikea, has a basic knowledge of putting things together, can build it." "It's one thing to produce one ventilator in one lab, it's another thing to produce something anyone can build." Amory knew that he could put the machine together most efficiently by himself bouncing ideas off his colleagues but he wanted to include his students. He reached out to them about the project. It wasn't required and there would be no grade. Dozens of students wanted to help. Maine teacher and students create working ventilator   Working remotely, through virtual meetings a group of about twenty current and former students began to meet and work on the ventilator, including Junior Dennis Slobodzian who has been working on the controls. The ventilator is built on what looks like an iv stand and is controlled with a touch screen pad. It has a motor that controls a belt that goes up and down. "Basically my job was to make sure that the motor could move in the correct way that we wanted it to," Slobodzian explained. He needed to work on the device in person but is not leaving his home, so his Amory brought it over to him so he could work on it for a few days. "I was working from 8 a.m. to 8 p.m. on that thing making sure that it would work for a demo," Slobodzian said. "It was definitely a worry that we need to make it the best product that we can to make sure it's reliable so we don't harm anyone and once that sunk in it was definitely something that is kind of crazy to think about what these things can do in the real world," Slobodzian said. Also working on the controls from his apartment in Cambridge, Mass. is MIT graduate student, Baxter Academy alumni Josef Biberstien. When he heard through the grapevine about Amory's project he said he had to help "because it's the right thing to do." Biberstein, from Freeport, explained when the patient needs to breathe a piston pushes air into the patient's lungs. When the patient needs to be allowed time to breathe out, the piston is drawn back. "We designed this so that if it fails it fails benignly. It's designed so that it will fail in a way which it doesn't hurt the patient," Biberstein explained. Students have started called the emergency ventilator OSV, it stands for open source ventilator because they intend to share the plans with the world. "We’re going to put together like an Ikea pamphlet on how you’d assemble this thing," teacher Jon Amory says. Sophomore Emily Mickool is part of the documentation group that is working on that Ikea-like assembly pamphlet. She says she doesn't want to see the emergency ventilator have to be used. Amory started his initial plans and drafts on March 21, by Thursday, April 9, the machine was being tested at the University of New England with a simulation specialist and Dawne- Marie Dunbar, a clinical professor of nursing and the Director of the Interprofessional Simulation and Innovation Center. The emergency ventilator was hooked up to a patient simulator. "What was very exciting was the data that we got from the patient simulator very much mimicked what we would see if it was on a real ventilator," said Dunbar. Baxter Academy ventilator tested at UNE   "To take parts that are readily available and basically put them together with three tools and to come up with a prototype that worked as well as it did on our patient simulator we were fascinated," Dunbar explained that UNE is committed to allowing Jon Amory to continue to test his emergency ventilator at their facility. In less than three weeks, Amory and his students build an emergency ventilator for $1,500 - a medical-grade ventilator costs anywhere from $25,000 to $50,000. The machine requires a set of Allen keys and a crescent wrench to put it together. All the parts can be purchased from three different suppliers and all the supplies are in stock. Amory may have built the emergency ventilator for a worst-case scenario but it has been an amazing learning experience for his students. "I think where it's really important is to see that they (students) can put their skills to use right away. That when there's a crisis or a challenge that comes up, they can rise to the occasion... implement the skills that they've learned so far and see themselves being relevant to help find solutions to the problem," Amory said. The emergency ventilator still needs to undergo continuous testing and Amory says his students

Dr Simone Ahuja is a global expert on innovation strategy, a HBR columnist, author of Disrupt it Yourself and co-author of the bestselling book Jugaad Innovation. Dr Simone Ahuja will help you: Explore how to grow internal innovation even during a crisis Understand what Jugaad and Frugal Innovation is How to Innovate more with less Create Trust and a Permissionless society Why compassion in innovation is so key   Follow us and explore our social media tribe from our Website: https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Find out more about Dr Simone Ahuja and her work below: Jugaad Innovation – The Book Disrupt-It-Yourself – The Book Blood Orange Website Simone on LinkedIn Simone on Twitter FULL TRANSCRIPT BELOW ----more----   Introduction Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. On the show today, we have Dr. Simone Ahuja. She is the founder of Blood Orange and Innovation and Strategy Consulting Group. She is also a selling author and public speaker but before we get a chance to speak with Simone, it is The Leadership Hacker News.   The Leadership Hacker News   Steve Rush: The global pandemic has turned many of us into home teachers, filmmakers, entertainers and inventors. Making use of what we have and being innovative with our time and our resources. The times we now live in has never been more relevant for innovation and creativity. One innovative CEO of an Italian 3D printing start up learn that hospital, nearby the town he lived in. Her suffering dreadfully through the coronavirus outbreak was running short of a small but critical component that connect respirators to oxygen masks. Other supplies just could not keep up with demand, and doctors were in search of a solution. Christian Fracassi, who told Reuters recently when he heard about the shortage, they got in touch with the hospital immediately. They then printed some prototypes. The hospital tested the following day and they worked. They then printed 100 vowels and delivered them personally to the hospital and this is now created a new thriving business for the start up. Similar efforts have popped up around the world where firms are now printing 3D face shields and other items to help with the crisis.   3D printing is relatively new technology that most manufacturers are now aware of, and some indeed are using quite readily and you can build anything from tiny components right the way up to houses. What this does demonstrate, though, is that in a crisis, this disruptive situation we find is in can correct disruptive thinking and innovation in us all. There is a global hackathon-taking place right now online.   A hackathon is where a group of people get together, including developers, subject matter experts, where they come up with quick ideas, build and prototype products super quick. This new global initiative, or hackathon is called CoVent-19, ironically, and it is hosting an online moon-shot competition to develop and deploy a mechanical ventilator. The CoVent-19 challenge is fostering innovation of rapidly deployable minimum viable mechanical ventilators for patients with COVID-19, and the ventilator dependent requirements and injuries. Their goal and mission is to close the gap between the actual resources available and those that are in need around the world and distribute that product as quickly and as efficiently as possible and only four weeks in from start of the competition and the moon-shot thinking. There are already three prototypes that are being tested live with patients around the world. This just goes to show that if we throw away those assumptions, new thinking can flourish and new innovation and new ideas can be born and developed really quickly. That has been The Leadership Hacker News. If you have any insights, news or stories you like our listeners to hear, get in touch with us through our social media or our website.   Start of Interview   Steve Rush: Dr. Simone Ahuja is a bestselling author, speaker and founder of the innovation strategy firm Blood Orange, is our special guest on The Leadership Hacker Podcast today, Simone. Welcome to the show.   Simone Ahuja: Thanks, Steve. Great to be here.   Steve Rush: So innovation and strategy is not where it all started for you, isn't it? You start off in dentistry? If I am right.   Simone Ahuja: That is exactly right.   Steve Rush: So how did you end up going into dentistry then pivoting to doing what you are doing now?   Simone Ahuja: Yeah, People often ask me what is the connection between dentistry and innovation strategy, and I will tell you that one of the greatest skills I learned through dental trainings, I didn't practice dentistry for very long, but a long enough to understand how to manage anxiety. You know, there is obviously, there is a lot of that when folks come to the dentist. Ironically and interestingly, there is a ton of anxiety around innovation in some ways, because often when you are going into an organization, you are talking about innovation. It sounds like change and frankly, it is change and that change manifests as anxiety. So I think that, some of that training actually crossed over but it was actually a bout of Typhoid that left me pretty, pretty sick and hospitalized for 10 days. Some hallucinations, and high, high spiky fevers and maybe think that, you know, life is pretty short. This is not my path forward and I started to shift into a few other areas. I had been practicing improvisational comedy. I had been doing some filmmaking in addition to practicing dentistry very early on and I dove into those a little bit deeper. Ultimately, as I was making documentary films about emerging markets like India, I became kind of a market expert. We have a lot of Fortune 500 companies in Minneapolis, St. Paul, the area where I live and this was about the early mid-2000s.   Folks were saying, well, what can you tell us about these emerging economies? What is happening there? And as I became more of that market expert. I ended up making a documentary for PBS that was funded by Best Buy, the consumer electronics company. As they were thinking about not how to enter the market, but how do you look at a mind-set where if you don't have a ton of resources, like in an emerging market, but you still have to solve big problems, there's got to be a way to do that. What can we learn from that? So that really is where I first started diving into innovation, and that's where I realized that I love the anthropological piece of this, where I was diving in the market and talking to people, understanding what makes them tick and kind of putting different ideas together. Then that documentary led to a concept that I learned about called Jugaad. Jugaad Innovation I later called it with my co-authors and Jugaad is this way of doing more with less, so I don't have a ton of resources, but I've got to still solve these problems. How do I do it? And so, you know, we started writing about that in the Harvard Business Review and literary agent then pinged us and said, would you like to write a book about this concept? And that is it. That is how it all got started. Back when I did this, I think it was probably thought of as a little bit more atypical. I think now we just call it a multidisciplinary background of these experiences in your hat.   Steve Rush: Exactly, right.   Simone Ahuja: But that is how it all started.   Steve Rush: It is a really neat and interesting backstory and often what I find through working with lots of entrepreneurs is there is often a moment in their lives where something has happened. In your case, it was not being very well. Created that inner self-thought of, “I got to do something different” and that's really neat. And you know, I never made the parallel between going to the dentist and innovation but I can see it, I can experience it. I work with a lot of organizations and you go through that same nervous in-trepidation that comes through, of “I don't know if it's going to work and will I be safe?” All of these same emotions really that happen in dentistry. What a neat parallel to have.   Simone Ahuja: It is and sometimes anticipation is the worst of it. Right? So if you can help people navigate that and have some compassion and understanding the why, I think, you know, I would say even younger in my innovation career. Well, I think I understood the anxiety. I probably was not as compassionate about it as I should have been. It is something that I have learned as I have kind of matured in my innovation strategy practice is really understanding the why? Why the fear? Why the anxiety? Why the push back? And helping people work their way through that.   Steve Rush: Jugaad Innovation has often been referred to as frugal innovation and Jugaad is the Indian word for frugality, is that right?   Simone Ahuja: Yeah, Jugaad is a Hindi term. It actually originated in Punjab. A northern state in India, and what it originally was like a jury-rigged farm vehicle. So take any parts that you have available to you. Make a vehicle that will serve multiple purposes. It could be tilling soil. It could be hauling things. It could be transporting people and, you know, these were not always the safest vehicles, but they were vehicles that would get the job done and everybody unfortunately does not have the choice to have the safest, most luxurious vehicle. But the concept was one of taking things that were readily available to use, so not thinking about what I don't have, but rather what do I have that can help me get these jobs done, right. All of us are familiar with that phrase jobs to be done. That vehicle is what the original Jugaad was and it became more of a colloquial term, so if you say I am going to do some Jugaad, it means I am going to fix this in some kind of way. Maybe it is a quick way to do it. Maybe it is an improvised way to do it and a lot of times those solutions are not the end all be all solution but there's something that can get you to the next step.   And there's actually some controversy in India. People who really understand the meaning of this word about, well, is it really valuable or not? And what I will say is when I worked in India for eight months doing my on the ground research for the book Jugaad Innovation. I learned about that practice of leveraging ingenuity and leveraging improvisation and thinking about what you have rather than what you don't have. For me, having been trained as a scientist and the empirical approach, you know, which is actually a kind of a good discovery process, it's still much more linear and so I was managing two teams, one team in India, one team in the United States and it was very interesting. All of them were so bright and putting forward great ideas, but they were different, so we learned a lot from each other. Where in the US the teams were putting forward a great ideas in a more linear fashion that were really valuable. The teams in India were… I will give you an example. We were filming some case studies about what is Jugaad or Jugaad Innovation look like? And we went out to look at some micro small energy like windmills that salt farmers had created in this desert called the Rann of Katch and we were literally in the middle of nowhere.   I mean there was and is still no G.P.S. in that area. And our guide was a man with a very long white beard and if he went down, we may go down with them. There was nothing, nothing really in sight, and we were trying to capture some of this story. The ground became kind of craggy and it was interesting because my team, we didn't have a Steadicam. Right, so we were filming this and we needed a better picture as we were driving along and we could not go and rent something. But my team immediately said, well, we'll do some Jugaad and that's when I remember thinking, like, What is that? Whatever it is, let's do that. Because we are going to run out of time. We are going to run out of water. We are going to run out of fuel and that is it. Shows over and so what they do is they just sort of fashion something out of whatever we had in the van, so we had pillows. We had some pipes. We had some twine and they put something together that allowed us to capture a more steady image that was good enough for us to continue forward and that's when it kind of dawned on me that this is a different approach.   And I think, you know, this is where I started really thinking about striving for perfection, which is really a kind of a myth in many ways. It is not to say you don't want to have excellence or safety and thinking about how do we improvise solutions. And that's the thing that I wanted to really bring back and share here in the United States and Europe and the U.K. What does it look like to have more of that improvised mind-set? And to be sure, you know, we have a ton of that in our entrepreneurial communities and if we look back further, our farmers, if we look at the way that small farms used to operate, those are the ultimate Jugaad innovators.   Steve Rush: It is a super story and if you think about the principles of Jugaad and being frugal, probably the environment that we are in now has never needed Jugaad more. Global pandemic organizations having to be really thoughtful about how they use their money, their resources. How do you think that the environment that we have been forced into now is going to change the lens as to how we might approach innovation in the future?   Simone Ahuja: So I love this question. I have been thinking about this a lot and I think Jugaad Innovation has never been more relevant than it is right now. In the face of a pandemic, in the face of a crisis like the one that we're in and we're seeing this in real time. So the priorities are getting very crystal clear, the simplicity. There is a lot of complexity in terms of things like, well, who is doing what? But in organizations that I am working with right now, everybody's peeling back all the fat. Let's get really focused on what our problem is. Let's identify that and let's address that in the best way possible, so the simplicity is coming forward. The idea of leveraging ingenuity is happening in a way like I've never seen it in a lot of organizations, and you'll see that, too, right? We see that in a lot of digital platforms that are getting quickly created. The way that, you know, there are teams working from home where they did not before. Organizations are starting to have to flex that way.   Steve Rush: Right.   Simone Ahuja: Which is, you know, creating an environment where we need to trust more, which is something we could talk about a little more as well. But ventilators are being created in a way that they weren't before. By organizations who never created them before or maybe, two people have to use two ventilators. Maybe these are things; we have to start thinking about so it is really creating a time when we have to leverage a more flexible mind-set. And this idea, you know, it's interesting. I was working with one organization where, you know, the senior leader came to me and said, look, we want you to help us think about how do we fend off external disruption and when the COVID crisis struck, there was sort of this question mark of should we continue with this? And, you know, the answer is you have to continue with this, because this is the disruption. It is just taking a different shape than we thought it would. It is not a start-up or another large organization. It is taken the shape of a pandemic. This is disrupting your business. This is disrupting the way you work and now you have to respond to it using these different principles. You know, you have to do more with less. You have to leverage ingenuity. You have to make sure you are addressing your customer needs, whoever they are, whether they are internal or external. Now I think is the best time to apply the principles of Jugaad Innovation to fend off this external disrupt.   Steve Rush: Got it and also, I think mindset is something you talked about, quiet a lot and this is something that you write about quite a lot in terms of the mindset around innovation and having a pandemic forces people into doing things. Creates that disruption at discomfort. How much of a mindset though, as to what you then do next plays out here.   Simone Ahuja: This is a really important question, so what I'm observing in real time with clients right now. Is that this pandemic is demonstrating what is possible. You know, there is an Oliver Wendell Holmes quote that says, “A mind once shifted or changed shape, can never return to its original shape.” And I believe that's true, so now what we have to do is make sure that there isn't…you know, there might be another shape shift that occurs in mind-set.   The question I have for the leaders who have seen this shape change is, now that you've seen people operating in a different way, now that you see people, for example, a person in one area going to another area, because that's where they're needed, not because they're worried about their title, because that's how they have to address the problem, the real problem at hand. The question for the leader is now, now what are you going to do? How are you going to make sure the shape is maintained or even accelerated? What are you going to model? What are you going to reward? What are you going to support? What systems will you put in place so we don't go back to the way it was? Nobody wants to stay in a state of heightened fear forever. It is exhausting; people are getting tired at the same time. There is a ton of good that is coming out of this. Leaders have to think about, what are the systems we put in place to support this? And I think what's really interesting about what we're seeing in real time in almost every organization is, you know, it's extracting more value out of organizations, out of people and stretching their limits. Even if they were pushing back against changing, it is showing them what they can do. It is a way that had to happen, so I think that's the piece that's really interesting, is now you're seeing it. It is not that some leader is saying, well, this is part of an innovation initiative. You have to do it, It is actually happening.   Steve Rush: Having a leadership mindset of innovation also is not just about you dictating the pace and creating the environments, set to the strategy. This is about how you unlock the capacity for innovation within the teams you work with, right?   Simone Ahuja: Yeah, that is right.   Steve Rush: Internally, most leaders who have more of an innovative mind-set will start to think about how they develop intrapreneurship in their teams and how do we create that entrepreneurial spirit internally. In your latest book, Disrupt It Yourself. You take that to another level don't you? You call them DIY wires, disruptive it yourselves. Tell us a little bit about that.   Simone Ahuja: So intrepreneurship is gaining a lot of popularity right now. You know, as we see more and more start-ups that are potentially able to disrupt big established players. As we see that in only 14 percent of new graduates want to work in large organizations, large organizations are saying, well, hey, how can we embody some of that spirit and energy so that we can actually sustain ourselves? We know that the big companies are falling off the map, whether it's S&P 500 or other, you know, other indices, they're just not there as long as they used to be. So intrapreneurs were more higher ranking. They were really thinking more about the kind of existing products or enhancements or kind of related services, they were the lone wolf. They were kind of looking more at the past, whereas the deal DIY wires are more democratic. It is everyone.   You know, one of the first things that we do when we go into organizations is do kind of a check in on who is actually coming up with the ideas and if it's only people who are as senior leaders and corporate, we know that probably they don't have a really complete spectrum of ideas. Right, so it is about being democratized and being more inclusive. It is about altogether new ideas and to be very clear, it is not about chasing shiny objects. I think it is really important for organizations to think about how do we advance our existing business priorities using innovation as a tool, a leveller methodology. All right, so it is not that we are just going off on tangents here. We are still meeting needs. We are just doing it in a completely different way, and I think DIY wires are more collaborative.   You know, if the intrapreneur of, you know, 30 years ago, it's kind of the lone wolf in their garage, the DIY wire rather, is kind of someone who is more collaborative. They are able to enlist people. They understand that, you know, they are not going to have all this problem-solving prowess at their fingertips and not just the problem solving, but also how do you socialize and evangelize ideas? How do you keep ideas going? And then moreover, how do you keep the energy moving through the organization so it doesn't die out early? Those are some of the fundamental differences between an intrapreneur when the term was first coined 30 plus years ago and a DIY wire.   Steve Rush: Given, many folk listening to this will be leading organizations and teams. They will be used to processes and systems that helped create the outcomes for innovation and thinking, things like Six Sigma and agile transformation. How do you move away from the control as a leader in holding onto these processes and give control to the teams to really kind of allow that flare an innovative flair and entrepreneurship and DIY wire is to come to the fore?   Simone Ahuja: So if we think about what Six Sigma is, it is really all about optimization and that is kind of a code word for sameness. Right, but that is tough, especially in today's environment. Things are changing really fast and we've especially seen that now in the midst of the COVID crisis, and you can't really schedule creativity and ideas and say, well, I'm going to have, you know, eight creative ideas on Wednesday at 3 p.m. So that is a huge challenge of the linearity and the sameness that Six Sigma Drive, so, you know, my sense is that is a discipline of the past, not of the future. Whereas, of course, if we look at, you know, agile, not as a software development approach, but as a management or a business approach, it makes a ton of sense because it really is one that kind of inspires organizational fluidity. All right, so we are thinking about. What are our requirements and how do our solutions evolve over time? You know, through the collaboration that we do, how do we think about not only what we are doing, but what we're not doing? And I think that's the power of agile. Right. You are updating along the way and removing things that are no longer needed.   Now, the thing that is interesting about this from a leadership perspective is this requires rapid change and this requires trust and I think that trust is so fundamental to innovation, and we see this over and over again. You know, we have seen this out of Google when they looked at their teams that were the most effective.   They were not the teams with the best pedigrees or the most experienced. They were the teams that built the most psychological safety and I think we have to hammer that message home. I recently with my team did some deep dive research with a team of leadership about this idea of safety. You know, what is working innovation? What is not? And psychological safety came up as a top barrier. However, out of, you know a handful of leaders; 80-plus percent said that is not true for my team. But we had the data in front of us, so it's a disconnect because nobody wants to feel like they're not fostering that safety and that trust in their teams, but it's happening all the time. And when you don't have the trust, you're not setting up an environment for new ideas. You are setting up an environment that is going to only do something safe. Something that we done before. You know, Adam Grant had a great tweet that he put out recently. You know if you are having issues trusting your folks who are working from home right now. Right. As everyone is shifting to most people working from home, you either should not hire them in the first place. You are not doing a good job motivating them. You are protecting your own core work at home habits or all of the above and I think that is actually quite true. So, you know if we think about is the old management paradigm, the old management paradigm is how do we keep people on the rails? And that's why Six Sigma made a lot of sense. That is exactly what Six Sigma is. How do we keep people on the rails? How do we keep things the same? How do we optimize?    Today if we think about what the new management paradigm is in the 21st century, it is about creating space. It is about creating a permissionless environment and disrupt it yourself. I talk about the value of .What does it mean to be a permissionless environment? How do we build trust? How do we provide air cover and remove barriers for intrapreneurs rather than trying to keep them really kind of fine? So I think that that concept of trust. What I have realized is sometimes it is about the systems in place. Right, so if people come up with big new ideas or try something different, forget about not even rewards or incentives. They are actually penalties that is actually really true but what I've come to realize as I work with innovation teams, mostly in Fortune 500, is that it also can be a leadership issue. It also comes down to your own ability to lead and trust, which is connected to the broader culture but it's also connected to self. I would encourage any managers and leaders who are listening to podcasts to really look internally about why they may not be as trusting as they want to be.   Steve Rush: And to create a permissionless society you absolutely need trust, so for the folks listening to this, where would they start? What would be the kind of one place you would encourage them to think about or to take some action first to start the journey towards the permission less society?   Simone Ahuja: When we think about being permissionless, there are a couple of things that leaders can do. The first thing we talked about, the most important thing is how do I create air cover for my intrapreneurs? And I do that if I trust them, if I trust that they're working towards the greater good. Let's say we come to an agreement or they've identified a pain point for whoever our end user is and they're trying to solve it in a new way. How do I create space and how do I remove barriers that are coming up for them? And, you know, this is connected to having a more sort of decentralized approach to innovation. This means that even if somebody does not have innovation in their title, you are still supporting them and you are still allowing them and giving them that permission. Right. To be permissionless, and this is something that I see leaders butting up against very often where they, you know, the word permissionless. This is actually a title of one of the principles in my book. Make it permissionless; I got to tell you, if I've ever seen hackles go up. Permissionless is a big one.   Steve Rush: I bet.   Simone Ahuja: You can imagine. You have seen this in so many of the organizations you have worked with. Right, Steve?   Steve Rush: Right, I have for sure. It is a control thing, isn't it, really?   Simone Ahuja: It is.     Steve Rush: I am now having to give away control to something I had control of when I was a leader. I am now giving it to you and I am saying you have the ability and the permission to go ahead and you do not have to ask.   Simone Ahuja: That is right. That is exactly right and, you know, I think there is so much inside of it. It is about ourselves. It is about trust. It is about our mob. It is about the various metrics that we have. It is about not knowing necessarily what is that path look like? So if we think about, you know, how do we quickly and easily create a more permissionless, environment? There some simple things that you can do. The first thing is you have to start signalling this, so when people act in a permissionless way, you have to hold it up and say, look, this isn't exactly how all always did it. Here is someone who tried a different approach. Here is what we learned from it and I think it is important that it is not always, quote, “success”. Share the learning so that people understand…permissionless environment is also one where learning is valued as a currency. And it's not just the so-called wins are value. Right. By the way, you know, there is so much talk about failure. That is the other problem, so much risk aversion and there is a concern about failure. From childhood, there is a lot of shame around this word of failure and in our practice; we just don't use that word anymore. I know a lot of people like to, and I think it works for some organizations but what we've found is that if we prove a hypothesis out, it's learning and then if we disprove a hypothesis that's also learning and it helps people reframe their path forward.   And if you're experimenting and trying new things, invariably a lot of things aren't going to work out. What leaders can do is talk about it, signal that it is okay. Reward people who are acting in this way. You know, for some organizations, we have had to establish baby steps and that looks exactly like this. Instead of being broadly permissionless, you go to your manager. You agree on the problem that you are going to solve. You agree that there is a need for that. You kind of make your case about here's this pain point. I want to solve this problem. I don't know exactly how I'm going to do it, but I'm going to check in with you every so often. And maybe you establish a cadence of when you check in and hopefully that check in is more about updating idea sharing and barrier removal than it is about you shouldn't do that. You are off the rails and you are not going to hit your mark and, you know, this is going to affect our P&L. Right, so there are two different ways you can go. So the idea is, you know, create that kind of a system between individual contributors and managers, because sometimes you have to get that granular and it has to be a little bit more permission in the permissionless. To be realistic in some organizations.   Steve Rush: And you are so right about the whole principle of failure verse learning, and the reason that is so important for people to get their heads round. Is that failure goes to a different part of the brain than learning does. Failing goes to a part of a brain in the limbic system, and it can create responsiveness that is really unhelpful, whereas learning is a positive outcome and it triggers the right thinking but more importantly, keeps the front of our brain working, which is where we make executive decisions. It is absolutely important that people reframe in that way, isn't it?   Simone Ahuja: That is so true; Steve and I think this kind of winds back to what we were talking about earlier about the psychology and the neuroscience and so in a way, it is sort of like how are we compassionate around this? You know, why are people risk averse? Why is their perfectionism? Why are we not interested in failing? And a feeling is way too hard. Let's just call it learning because it literally….   Steve Rush: Right.   Simone Ahuja: Creates a different chemical response in our bodies.   Steve Rush: So true. If people are thinking now of a permission less society, got people running in different directions or doing crazy things. They have a wrong view wouldn't they?   Simone Ahuja: Right.   Steve Rush: Because that is not really what that means.   Simone Ahuja: That is right. It is not about, you know, I am going to intentionally run into walls over and over again. I have carte blanche to do whatever I think without really being thoughtful about the, best way forward or enlisting others or making sure I stay really connected to my customer or we're mitigating risk by, making the steps that I take or the experiments that I do really small. It is not at all about that. It is very much about, you know, testing your way forward and, and learning and in small steps and frankly, it is actually quite the opposite, right? And you know this from your practice. If we experiment our way forward and we take these tiny little bets over and over again, we'll get to a better outcome than if we make a couple of massive bets and one of them goes wrong or it doesn't work out in the way we want to.   Steve Rush: It de-risks the situation, doesn't it?   Simone Ahuja: It sure does. It de-risks the situation. That is exactly right.   Steve Rush: So if we have created more DIY wires as and they are running around now with this mind-set that says I have permission to be innovative and we're creating more disruption in our organizations. In your experience, is this ultimately going to lead to more disruptive behaviour and a lack of discipline? Simone Ahuja: No. it isn't, I think what it leads to is it leads to more engagement. Now, while I don't think that, you know, we should hold up innovation only as an engagement tool. I think if that happens, that might be a little dangerous. We know that innovation is really imperative to sustain in today's environment. But what I've seen very clearly is that operating in this way and giving people…Dan Pink, you know, phrases and the research he has done that mastery and giving them the autonomy and often a sense of purpose that comes with, you know, solving problems about something that you care about. You identified that need is you create a tremendous amount of engagement. You provide more creative outlets, you get better ideas and it's not that everybody goes rogue. It is again comes back to this idea of trust.   And so it's about putting those people together in a way that you still have a system. You are still systematically connecting the intrapreneur. The DIY wire with their colleagues and the resources they need internally and externally. You might put formal functions in place, you might have something like a chief innovation officer, you might not, you might have more cells of innovation across your company but what you do have. As you have systems that work hand in hand with these creative outlets, so I would say the biggest thing that this approach leads to and very clearly is engagement. And I think the beauty of this for large corporations is they have a lot of talent in their ranks that's under-utilized. You can bring this out; you can retain the people who have this kind of entrepreneurial sense in them. You can retain them and then they talk to their friends and in a way, they become kind of a recruiting tool and I think that is really crucial as we know that, you know, a lot of Grads don't want to work with these big organizations.   Steve Rush: I love that principle. I think the whole kind of mindset around it differentiates some organizations in some teams and therefore, you become a walking advert. Because you are allowed to perform. You are allowed to be innovative. You can demonstrate flair and creativity.   Simone Ahuja: That is exactly right and what we know is that a lot of these folks talk to each other, right? It is so easy to do that, you know, nationally and internationally. So it really does become a network. Well, this organization is actually embracing you know, being a DIY wire an intrapreneur. Okay, let me check that out, you know, because I think there is a lot of lip service to this kind of approach, but the companies that are actually enjoying it are attracting some really strong talent from the outside. Steve Rush: So as a leader, in order to create disruption but also maintain discipline, that is part of the system, isn't it? So how do I go about doing that?   Simone Ahuja: I think that is an important question because we have to understand that creativity and driving disruption and having discipline are not at odds, in fact, that they are complimentary, right. When we put systems in place, systems that have flexibility. Systems that have guardrails and not sharp delineations, they are actually highly, highly complementary. So one of the most important things that people can do. If you want to start off really small, have an ideation session, have something like a hackathon, ask people to add in. That is a very simple starting place, you know, but just make sure you don't have an idea box where nothing gets executed on. That's the probably the biggest thing I would say the biggest don't have innovation. That is all way to create a kind of a structure. You know, companies like Intuit, if you read and, disrupt yourself. Do a great job of, of having things like hackathons and having places for people to add an idea.   But then they also have places for intrapreneur to connect to each other outside of there. They also have coaches, so these are people inside the organization who've been there. They have been the intrapreneur, they understand the passion behind the idea, they understand the challenges and the barriers that might come up. So you have these internal support system and then of course, if you have incentives and other metrics that support entrepreneurship, you have this discipline but you still get the creativity. So I was just talking to someone yesterday, in fact at a manufacturing organization where they have incentives that change every four months because the things that they're doing are changing very quickly and the incentives have to be changed a month in advance. Because if you are having incentives based on what you do over the course of a year, they may not be relevant over the course of year, so rapidly changing metrics I think are a part of that.   And that's where, you know, I think that this is where smaller teams can be really useful or again, that trust of asking a team, well, what do you think your metrics should be? You would help define the new KPIs. You are embedded in this more than we are. How many of these things should bring forward? How many of these ideas are going to come to fruition? How many of them are going to go to market and so on. So let the teams become involved in that and that co-design even of the metrics, KPIs, etc. Is a part of how you fostered the disruptive shifts without disruption in the system, it's a really beautiful marriage of creativity plus some structure because if you don't have any structure, what we find is then things just go off the rails. It is not going to really be effective.   Steve Rush: And it is a myth, isn't it? That, you know if you are creative and innovative, that it is mutually exclusive from execution. And of course it's not and that's where that leadership discipline comes in. Right?   Simone Ahuja: I think that is exactly right. So what I will say is, you know, after writing Jugaad Innovation and bringing these ideas back, what we've seen over the course of the last, let's say 10, 15 years, is that ideation has really changed. There will always be smart people in these organizations. But the ideas are getting broader, you know, these methodologies like lean and design thinking very parallel to Jugaad Innovation. Being divergent before your convergent, that is starting to become much, much more common. What is challenging is to bring the new ideas forward if you have to put them through a sieve of the existing system. Think about it this way, it is sort of like, are you building an executing for your end user or are you not doing that because of your existing business model? Right? So that is the trap that organizations get into and that is why, you know, we write about, you know, organizational agility and fluidity in addition to the mind-set of the innovators. If your organization has no space to shift in its structure, if you have no shift in metrics, you have no shift in the ability of teams to move around to some extent. You know, the ability to drive big innovation starts to become more limited.   Steve Rush: It is fascinating and I could spend all day talking about this with you, but our guests are also going to want to extract some extra top tips and ideas. I would like to ask you what your top leadership or innovation hacks would be?   Simone Ahuja: Yeah, I love giving people a quick starting points because sometimes it is just hard to get started. In terms of seeding an idea, one is just keeping the user at the centre. Who is your end user? And what is their real problem? Are you solving the right problem? And for an innovation crowd, that's old news, but what I'm here to say is it's still a massive problem. I see it every day in almost every organization. The user is not at the centre. We are still operating on a ton of assumptions. You know, another thing that folks can do is if there is pushback, you know, if people are trying to think about new ways to bring ideas forward, there is pushback. Enlist those people, those very people into your process. That is something I learned pretty early on. So, for example, we would often get pushback from legal and we learned as we sort of ate our own cooking and did our research is legal would be irritated and frustrated because they would always be brought in on the back end, not the front end.   And to be clear, it can't be anybody from legal, just anyone. It has to be the right person with the right mind-set but there are folks in legal out there who love helping you navigate the grid and they will finely do it. If you bring them in early, they can become an internal champion and advocate rather than sort of an adversary or someone who is pushing back on you on the backend. I think innovation is happening organically in every organization. Hold it up put it out there. Simple things like a leader, putting out an email saying. I think now's a great time to do this, to start cataloguing the innovation that is happening in your organization right now. Probably directly as a result of the COVID crisis. Sharing that, holding it up. And asking people what else is happening?   What have you seen? Send me a note let me know about it, and then asking the question, well, how do we make sure this really continues? That is really powerful to people, for people to see what's already happening in their organization and understanding shift is occurring, that we can do this here, and then finally I would say do more with less. You know, there is a chapter in my book Disrupt it Yourself that is a nod to Jugaad Innovation. It is called keep it approval, so this is really about how do we deliver high value at low cost? How do we do more with less? So I think that is a part of it is thinking about, well not what don't I have? Like I need a giant room with whiteboards and a lot of posted notes or I can get started right now. If I have a lunch and learn with a couple of people who have some big ideas and we just kick some things around. Doing more with less also means do less talking and get into action.   Steve Rush: Right.   Simone Ahuja: I think I will, end up there. I mean, if there is one thing that people should do is just, get into action, take a tiny little step, something that a third grader could understand. Your phrase starts with a verb; you know, research something for 15 minutes or call this person to ask them about how I might solve this problem. It start very small and get into action.   Steve Rush: I love those and they are super hacks. Thank you for sharing those with us today. Simone.   Simone Ahuja: My pleasure.     Steve Rush: This part of the show also, we want to think about how you've used something that may not have worked well for you in the past or a time in your work or your life where things have not planned out in any way, shape or form. We call this Hack to Attack. So what would be your Hack to Attack?   Simone Ahuja: I will go back to this piece about compassion. So I've learned that if you try to push innovation on people because it's the right thing to do, even if it really, you know, no matter, what you feel or think, if someone's not ready for it and you use a stick approach, it's not going to work in any meaningful and long-term way. And so I have become much, much more conscious and much more compassionate in my approach to innovation and teaching innovation in guiding leaders to have compassion. So for example, even if we think about the metrics, we might say, you know, it is important for everyone to bring ideas forward. Everybody has to bring five new ideas forward to this meeting. Which is a great way to start some meetings; by the way, that is another hack, but what happens is the people who are introverted. The people who are not comfortable speaking in a group environment get left out, and so an example of that kind of compassion is maybe those people are identified and, you talk to them separately and you make sure that they are not excluded because they don't fit a certain mould of what innovation looks like. So I would say that is one of my biggest learnings of the last several years. Push does not work. It is not effective for anyone. It does not lead to lasting impact. I think a compassionate approach to innovation is the way forward.   Steve Rush: I could not agree with you more, and the last thing I wanted to unpick with you is we do a little bit of time travel. At this part of the show is where we take you back to bump into Simone at 21. Now, if you could speak to Simone when she was 21 and give her some words of wisdom and some advice, what would that be?   Simone Ahuja: Follow your heart. Follow your heart. You know, as you get older, hopefully you come into your own. You start, you know, we talked about trust a lot today, and as you get older, hopefully you trust yourself more and more. You know, there is a kind of a balance in a way of what you learn. You know, there is a difference between knowledge and wisdom and part of that wisdom is understanding what intuition is and why there is intuition. So I would say those feelings that you have where you know something is or isn't the right thing, follow those earlier on and don't worry about what others say is, I think that's a very common thing we hear entrepreneurs say is there are lots of naysayers. That does not mean you don't take anyone else's opinion into consideration, but I would say follow your heart.   Steve Rush: It is clear that over the last 15 years. Having followed your heart, you've now driven not only something that helps others get into the principles of frugal innovation and Jugaad, but actually you can see in everything that you do Simone, and having watched some of your talks and having read Disrupt It Yourself, you know, compassion is a key theme that runs through that. So thank you for sharing that. As folks have been listening to you today, I am pretty certain that they'll want to know a little bit more about you. Where would you like my daily to go to find out a bit more about the work that you do and how they might want to connect with you?   Simone Ahuja: Thanks Steve. I am glad the compassion piece comes through. It is definitely something that is a high priority for me and for Blood Orange right now. If folks want to reach out or learn more about us. They can to blood-orange.com and if they want a tool that they can use, they can go onto contact and just drop in their email and write innovation action plan in the title and we will drop them out. A very simple plan that they can use to get started. We talked about getting into action so we can send them something like that. We've also got an innovations kind of StrengthsFinder assessment that folks can check in about as well.   Steve Rush: Great stuff and really practical help and advice through your website too, and it's just goes without saying Simone. I have really enjoyed chatting with you; I have studied your work for the last few years and had a ball having the opportunity to speak with you today. Thank you ever so much for joining us on The Leadership Hacker Podcast today.   Simone Ahuja: Thanks, Steve. This is a great podcast and I have enjoyed listening and being a part of this. Thank you.     Closing   Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers.   Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler their @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.      

  In this episode, we speak with Rich Boyer, MD, PhD who is a PGY-4 resident anesthesiologist at Massachusetts General Hospital in Boston. Rich has a unique background. He has  a PhD in biomedical engineering, and an MD degree, both from Vanderbilt University. While matriculating at Vanderbilt, he worked with the institution to establish their pioneering MD/PhD Medical Scientist Training degree program. Rich has invaluable industry experience as well. He worked as an R&D engineer at Baxter International, and then served as co-founder of medical device startup Volumetrix, which was awarded NSF Phase I STTR & NIH Phase I/II SBIR grants for the development of wearable hemodynamic monitors. Anesthesiologists play a variety of critical roles in a hospital setting, in terms of providing anesthesia support for surgery, as well as critical care and pain management, giving them a broad perspective. He’s also a Research Fellow in their Cardiovascular Research Center. He and his fellow anesthesiologist residents have been doing their intense daily rotations in the ICU as the COVID19 pandemic spiked. Rich first conceived of the challenge while being quarantined after exposure to an infected patient. A strong team player, he wanted to contribute while in isolation. At first, he thought that he would design a ventilator using his biomedical engineering skills. This evolved into an open call to designers to design medically effective, affordable ventilators. He recruited his fellow residents to join the team, and they launched the CoVent 19 Challenge. They then assembled a core group of in-kind sponsors to provide a range of tools software, and resources to support the team’s efforts, including MCAD and requirements - driven design software, 3D printing, Biomedical Engineering consulting as well as a 24 hour Slack channel for real-time support from a broad range of medical and biomedical engineering experts. When not in ICU, he and his core team have been managing this global rapid  ventilator design challenge, a strong indication of their selfless character. The team set up as a 501(c)(3) non - profit with the intention to share the designs openly in order to make them available wherever they are needed. Just 30 days from the launch of the Challenge, 213 teams submitted designs from 43 countries around the globe. On 5 May, 7 teams were chosen as finalists after an exhaustive review by a panel of world class experts. Teams range from faculty and alums at Stanford University and Smith College to a teacher and high school students at the Baxter Academy to a lone inventor in the UK, who recently won the Queen’s Prize for Innovation. Each one of the teams has a very compelling backstory and all have very inspiring motivations that compelled them to participate. The teams will now have about 3 weeks to create a working prototype, before a final winning design will be selected and move into production. They are being given a significant amount of on-going support to complete their designs and bring them to life. Disclosure: Co-host Mike Grandinetti is a member of the Board of Directors of the CoVent19 Challenge

When health care workers began running out of protective equipment, makers around the world powered up their 3D printers and got to work. This week, Steven talks to journalist Clive Thompson about the maker movement, an informal network of sewers, tinkerers, and engineers whose ingenuity is bridging supply gaps and increasing the pace of technological innovation, sometimes in a very retro way. Read Clive Thompson’s article, “When Government Fails, Makers Come to the Rescue,” on Wired.com.Download Budmen Industry’s templates for 3D face shields.Enter the CoVent-19 Challenge.

When health care workers began running out of protective equipment, makers around the world powered up their 3D printers and got to work. This week, Steven talks to journalist Clive Thompson about the maker movement, an informal network of sewers, tinkerers, and engineers whose ingenuity is bridging supply gaps and increasing the pace of technological innovation, sometimes in a very retro way. Read Clive Thompson’s article, “When Government Fails, Makers Come to the Rescue,” on Wired.com.Download Budmen Industry’s templates for 3D face shields.Enter the CoVent-19 Challenge.

In questo breve video vi parliamo di una delle metropoli europee più visitate al mondo... Londra!!!Guida viaggi su LondraIl punto di vista dell'agente di viaggio Gaetano, della Progetto Vacanze.Per richieste e maggiori informazioni:whatsapp: +390805042034mail: carlnino@hotmail.itSeguici sui social:Facebook: http://rdrct.cc/go/spfbYoutube: http://rdrct.cc/go/spytInstagram: http://rdrct.cc/go/spigPodcast: http://rdrct.cc/go/sppd

A marca britânica Dyson, conhecida internacionalmente por fabricar aspiradores, purificadores de ar e secadores, vai, agora, fabricar também ventiladores para pacientes internados com o novo coronavírus.A resposta da Dyson para ajudar a responder à falta destes equipamentos médicos foi rápida: em apenas 10 dias, a marca concebeu um ventilador portátil, a que chamou de CoVent.A produção vai iniciar após a aprovação das entidades reguladoras e vai contar com financiamento do governo britânico.Saiba mais sobre inovação e nova economia em supertoast.pt. 

Twitter: @twpwkPatreonIn an effort to save us all, Dyson (the vacuum company) has gone from suck to blow. We're about to find out how well scooters work while going down hill. The effects of all this social distancing on video quality, and how to optimize your hoarding practices. NewsDyson said the company had designed and built an entirely new ventilator, called the "CoVent," since he received a call 10 days ago from UK Prime Minister Boris JohnsonLime looks to slash valuation by 80% and surrender unicorn statusYouTube will limit video quality for everyone by default for a monthDon't Hoard: We're Not Going to Run Out of Food—so Don't Panic ShopShameless PlugsFor coffee drinkers:Mike's coffee company: Bookcase CoffeeFor equity investors:Jeff's software: FolioFollow UsTwitter: @twpwkiTunesSpotifyStitcherGoogle PodcastsPocket CastsOvercast

Terry is speaking about the meaning of Covent. His sermon is centred around the events of the Last Supper. Refer to Mark chapter 14: verses 12 to 26. For more information about our Church, please visit our website.

Today we celebrate the plant named in honor of Queen Victoria and the President of Peru and Bolivia. We'll learn about the Mother of Balboa Park and how the world seed bank was saved during WWII. We'll hear the Garden Poem that celebrates the end of the apple-picking season. We Grow That Garden Library with a book from the author who was pulled out of her grief by nature walks with Marion Satterlee.  I'll talk about an on-trend and portable way to display your houseplants, and then we'll wrap things up with a set of botanical stamps that commemorated the bi-centenary of Captain Cook's first voyage to New Zealand.   But first, let's catch up on a few recent events.   How to lift and divide herbaceous perennials Now's the time for all good men to come to the aid of their... Whoops - nope - Really now is the perfect time to lift and divide perennials with @GWmag - It's not too late! Dividing or not - you should check out the garden in this video. Swooning now...     11 things to know about the Agius Evolution Garden Here's a Behind the Scenes Look at Kew's Brand New Garden called the Agius. Learn about the mulch @kewgardens makes for the garden, the pergola that supports 26 roses & the drought-resistant asterids - like sages, olives, and rosemary.      What to grow in a medieval herb garden - English Heritage Blog Medieval Herb Gardens grew the tried & true herbs. Learn more about Sage, Betony, Clary Sage, Hyssop, Rue, Chamomile, Dill, Cumin, & Comfrey in this post by @EnglishHeritage featuring a beautiful pic of @RievaulxAbbey     Never Underestimate the Intelligence of Trees Gardens are plant communities that need these pillars of protection- yet many gardens are treeless. As gardeners, we should plant Micro Forests. Dr. Suzanne Simard - Professor of Forest Ecology: Older, bigger trees share nutrients w/ smaller trees & they pay it back later. @NautilusMag    Now, if you'd like to check out these curated articles for yourself, you're in luck - because I share all of it with the Listener Community in the Free Facebook Group - The Daily Gardener Community.  So there’s no need to take notes or track down links - the next time you're on Facebook, just search for Daily Gardener Community and request to join. I'd love to meet you in the group.         Brevities     #OTD   On this day in 1849, the very first Victoria cruziana flowered in a custom-built greenhouse at the Duke of Devonshire's estate at Chatsworth.  After that initial bloom, the other specimens began blooming as well. And, one of the blossoms was, appropriately, given to Queen Victoria (Santa Cruz Water Lily). The Victoria cruziana is an exotic plant. It is named in honor of two people: Queen Victoria & Andres de Santa Cruz, President of Peru & Bolivia, who sponsored the expedition where the plants were first collected. In the wild, Victoria cruziana is native to open waters in northern Argentina and Paraguay. Sadly, the Victoria cruziana is endangered due to deforestation. Although in recent years, the Santa Cruz Water Lily has been returning by the hundreds in the Salado River in Paraguay. Locals take tourists out to see them in little canoes. Victoria cruziana produces enormous lily pads that can grow up to 2 meters or almost 7 feet wide. Today, greenhouses grow the Santa Cruz Water Lily from seed. In cultivation, pollination takes place by hand in the evenings when the plant is flowering. But in its native habitat, the pollination process of the Santa Cruz Water Lily is a fantastic spectacle: When the big flower bud  initially opens - it is pure white and it emits a pineapple aroma. Then, as night falls, the flower goes through a chemical change that causes it to heat up.The pineapple scent and the warmth draw flying scarab beetles who venture far into the depths of the flower to find feast of starch. It's likeThanksgiving in there. While they are feasting through the night, the morning sunlight causes the flower to close up, and the feasting scarab beetles are trapped inside. During the day, the flower goes through a tremendous transformation. The pineapple scent goes away, and the flower turns from pure white to pink - all in the course of a single day. What's more, the sex of the flower changes from female to male.  When the Santa Cruz Water Lily flower opens again on the second night, the scarab beetles are ready to go, and they fly off, covered in pollen to find the next freshly opened pineapple scented female flowers. Isn't that incredible? Now the underside of the giant Amazonian water lily, Victoria cruziana, is quite something to see. It consists of this intricate vaulted rib structure, which is perfectly designed by Mother Nature. The air pockets give it the buoyancy and allow it to handle the load of the enormous lily pad. Those ribs are what allows the lily pad to float. This pattern so inspired Joseph Paxton that he incorporated it into his design for Crystal Palace in 1851. And, to illustrate the strength of the lily pads, there's a famous old photo from the 1800s that shows five children sitting on top of individual lily pads - one of them looks to be about three years old, and she's sitting on a rocking chair that was put on top of  the Lily pad, and they are all just calming staring into the Camera. It's quite the image. There is one more surprise for people who get the chance to really study the giant water lily. Everything except the smooth top surface of the lily is ferociously spiny to protect it from being eaten by nibblers under the water.    Back in July, I shared a video in the Facebook Group for the Show from the Royal Botanic Garden Edinburgh which showed their Senior Horticulturist, Pat Clifford, teaching an intern, how to remove older Giant Water Lily pads so the pond doesn't get overcrowded. Using a pitchfork, Pat carefully folded the giant lily pad first in half, then quarters, and then once more. Then he stabbed the large folded pad with the pitchfork, hoists it in the air to let the water drain out, and then flops this huge beast of a pad down on the edge of the pond. Then, the camera zooms in to reveal the incredibly savage thorns that grow on the underside of the lily pad and all down the stem of the plant. For folks who watch that video, It is a shock to see how vicious the thorns are - rivaling any rose.       #OTD   Today is the birthday of American botanist, horticulturist, and landscape architect Kate Sessions, who was born on this day in 1857. As a young woman, Kate had traveled to San Diego to teach, but she ended up following her passion and bought a local nursery in 1885. Before long, Kate owned a flower shop as well. And, she didn't leave her teaching roots behind. Kate is remembered for going from grammar school to grammar school, teaching thousands of young children basic horticulture and botany. In 1892, she managed to convince the City of San Diego to lease her 30 acres of land to use for growing in Balboa Park so that she could grow plants for her nursery. The arrangement required Session to plant 100 trees in balboa park every single year in addition to another 300 trees around the city of San Diego.  Over a dozen years, Kate planted close to 5,000 trees, forever changing the vista of San Diego. The Antonicelli family, who later bought Kate's nursery, said that Kate was tough and plants were her whole life.  "When she would go out on a landscape job, rather than put a stake in the ground, she had these high boots on, and she'd kick heel marks in the ground, and that's where she would tell the guys to plant the trees." Thanks to her nursery and connections, Session planted hundreds of cypress, pine, oak, pepper trees, and eucalyptus. And although she never married or had any children, it was thanks to her dedication to the trees of San Diego that Sessions became known as The Mother of Balboa Park. But there is one tree that Sessions will forever be associated with, and that is the jacaranda, which is a signature plant of the city of San Diego. Sessions imported the jacaranda, and she propagated and popularized it - it which wasn't difficult given its beautiful purple bloom. In September of 1939, Kate broke her hip after falling in her garden. The following march, newspapers reported she had died quietly in her sleep, "At the close of Easter Sunday, when the broad lawns, the groves, the canyons, and the flower beds were aglow with a beauty that has become her monument."   #OTD  On this day in 1941, Hitler gave a speech where he said that "Leningrad must die of starvation.” The following year, that's nearly what happened as hundreds of thousands starved to death in the streets of Leningrad. People were so desperate, that some people attempted to eat sawdust.  As the Nazis arrived in St Petersburg, the dedicated scientists at the Vavilov Institute of Plant Industry locked themselves inside the seed vault to protect the world's seed collection, which was housed in bins that went from the floor to the ceiling in 16 rooms. The workers came up with a strategy where no one was allowed to be alone with the seed. They were always paired up, and they guarded the collection in shifts. The siege lasted for 900 days, and one by one, the people in the vault started dying of starvation.  In January 1942, Alexander Stchukin, a peanut specialist, died at his desk. And, ironically, as he was guarding rice, the Botanist Dmitri Ivanov also died of starvation. When the siege ended in the Spring of 1944, nine scientists had starved to death while defending the world's seeds.       #OTD On this day in 1974, the University of North Carolina at Wilmington dedicated the Bluethenthal Wildflower Preserve.   The 10-acre preserve is in the middle of the campus and is home to a marvelous example of unique native plants like the Venus flytrap, sundew, and white and yellow jasmine.   An article reporting on the preserve said,   "In this hurly-burly rush-around world of ours, there are still those who care about the natural beauty of the area and about preserving it for future generations."             #OTD On the same day in 1974, London's famous flower, fruit, and vegetable market moved from Covent Garden to Battersea.   In 1661, King Charles II established Covent Market under a charter. After an incredible transformation from a 9-acre pasture in the heart of London, the streets and alleys of Covent Garden served as a market for Londoners for 305 years. Back in 1974, 270 dealers were buying and selling 4,000 tons of produce every day, as well as flowers and plants worth $28.8 million.   One newspaper reported that when a trader was asked if he would miss the location of the old market, he replied,   "We deal in fruit and vegetables, not sentiment."   Covent Gardens was the spot where Professor Henry Higgins met a flower seller named Eliza Doolittle in "My Fair Lady."   And, in Dicken's story, "The Old Curiosity Shop," a stranger went to the Covent Market, "at sunrise, in spring or summer when the fragrance of sweet flowers is in the air, overpowering even the unwholesome streams of last night's debauchery and driving the dusky thrush, whose cage has hung outside a garret window all night long, half-mad with joy." Unearthed Words "My long two-pointed ladder's sticking through a tree Toward heaven still, And there's a barrel that I didn't fill Beside it, and there may be two or three Apples I didn't pick upon some bough. But I am done with apple-picking now. Essence of winter sleep is on the night, The scent of apples: I am drowsing off." - Robert Frost, After Apple Picking     Today's book recommendation: How to Know the Ferns by Frances Theodora Parsons Parsons was an American naturalist and author, remembered most for her book on American wildflowers. But her book, How to Know the Ferns, is also a favorite and it's a personal favorite of mine. One of the reasons I'm a huge Parsons fan is because of her incredible life story. After her first husband and baby died, Parsons finally broke her grief when her friend Marion Satterlee managed to get her to take nature walks, which rekindled her love for wildflowers. In 1893, Fanny published her famous book, How to Know the Wildflowers.   It sold out in five days and was a favorite of Theodore Roosevelt and Rudyard Kipling. Three years later, in 1896, Fanny married a childhood friend, a professor, politician, and diplomat, James Russell Parsons. The following year, Fanny gave birth to their son. Parsons was not well off, so Fanny wrote today's book, "How to Know the Ferns" in an effort to financially help her family.    In the first page of the book, Parsons shares this beautiful quote about ferns by Henry David Thoreau:   “If it were required to know the position of the fruit dots or the character of the indusium, nothing could be easier than to ascertain it; but if it is required that you be affected by ferns, that they amount to anything, signify anything to you, that they be another sacred scripture and revelation to you, helping to redeem your life, this end is not so easily accomplished.”   A year after Ferns, Fanny gave birth to their only daughter, Dorothea, who tragically died at two and a half years old five days before Thanksgiving in 1902. Three years later, Fanny's husband, James,  was killed when his carriage collided with a  trolley car.     A widow for the second time, Fanny published this poem in Scribner’s Magazine in 1911: When Laughter is Sadder than Tears.   The marshes stretch to the dunes and the dunes sweep down to the sea, And the sea is wooing the meadow which waits with an open door; Then a melody sweet to the hearer floats up from the murmuring lea Till the sea slips seaward again and the land is athirst as before. And athirst is the heart whose worship is not the worship of yore, Whose visions no magic can conjure, whose plenty is suddenly dearth; And parched as the desert the soul whose tears no grief can restore, Whose laughter is sadder than tears and whose grief is as barren as mirth.   The days are alive with music, the nights their pleasures decree; The vision the morning fulfills is the dream that the evening wore, And life is as sweet to the living as the flower is sweet to the bee, As the breath of the woods is sweet to the mariner far from shore. But singing and sweetness and laughter must vanish forevermore, As the petals fall from the flower, as the waters recede from the firth, When hopes no longer spring upward as larks in the morning soar, Then laughter is sadder than tears and grief is as barren as mirth.   Friend, if shaken and shattered the shrine in the heart that is fain to adore, Then forsake the false gods that have held you and lay your pale lips to the Earth, That in her great arms she may take you and croon you her melodies o'er, When laughter is sadder than tears and grief is as barren as mirth.       Today's Garden Chore Enjoy a portable and dazzling spot for your houseplants by repurposing a bar cart.  Bar carts are super trendy once again, and they offer gardeners a stylish space for displaying houseplants. If you get a cart with glass shelves, light can filter through to plants on the bottom shelf as well. Or, you can use the bottom shelf to store extra soil, horticultural charcoal, pots, and other gear. I've had tremendous luck sourcing bar carts on Facebook Marketplace. I recently put a gold cart in my botanical Library. It's a mid-sized oval cart, and it holds about a dozen small houseplants for me - from Swedish Ivy to a variety ferns. I have to say, my little glass misting bottle looks extra elegant on the bar cart. And remember, if you happen to find a metallic cart - whether it's gold or silver - those are all considered neutrals in interior design. And, don't forget, that you can repurpose ice buckets - whether they are crystal or have a beautifully textured exterior - you can use them as cache pots for your plants. Along with the bar cart, they add a touch of sparkle and glimmer during the holidays.     Something Sweet  Reviving the little botanic spark in your heart On this day in 1969, the Johnson City Press, out of Johnson City Tennessee reported on a new batch of postage stamps out of New Zealand that commemorated the bi-centenary of Captain Cook's first voyage to New Zealand: The 4c stamp featured a side portrait of Captain Cook with the planet Venus crossing the sun - together with an old navigational instrument, the octant. The 6c stamp featured the naturalist Sir Joseph Banks with an outline of the 'Endeavour.' The 18c stamp showed Dr. Solander. He was the botanist aboard the 'Endeavour,' together with a native plant bearing his name and known locally as the Matata. The 28c stamp displayed a portrait of Queen Elizabeth II and Captain Cook's 1769 chart of New Zealand.     Thanks for listening to the daily gardener, and remember: "For a happy, healthy life, garden every day."

Wir möchten dir heute ein weiteres Altstadtviertel von Barcelona vorstellen – das Born.  Warum wir so gerne ins Born gehen? Weil es für uns die perfekte Verbindung von Vergangenheit und Moderne darstellt! Wunderschöne Gassen, hippe Restaurants und Bars, und richtig tolle Galerien und kleine Boutiquen.  In dieser Podcastfolge erfährst du ... das Wichtigste über Barcelona’s Altstadtviertel Born  unsere drei absoluten Must Dos im Born von unserer lokalen Expertin Magda, was einen richtig guten Touristen ausmacht und ihren persönlichen Geheimtipp Wir hoffen, wir konnten dir einige wertvolle Tipps und hilfreiches Wissen über das Born mit an die Hand geben, so dass du nun perfekt vorbereitet für deine Barcelona Reise bist! Erzähle uns doch gerne, was dein Lieblingsort im Born ist! Wir freuen uns von dir zu hören!  Falls du noch mehr wertvolle Geheimtipps vom Born oder von den anderen Stadtvierteln von Barcelona möchtest, schaue gerne mal auf unserem Blog vorbei oder hole dir direkt unseren Reiseführer. Viel Spaß beim Lesen und Entdecken Barcelonas!    Die wichtigsten Notizen aus dem Podcast hier auf einen Blick: 3 Must Dos: Gedankenverloren diese verträumten Gassen entlang schlendern: Carrer dels Flassaders und Carrer dels Banys Vells Besuch der Basilica Santa Maria del Mar Tapas Essen im Restaurant “Bar del Pla” oder “Tapeo Born” Geheimtipp unserer lokalen Expertin Magda: Das Café “Bar del Covent”

Laidos svečias – į Lietuvą atvykęs koncertuoti 1999 m. tarptautinio M. K. Čiurlionio pianistų konkurso nugalėtojas Janas Krzysztofas Broja. Naujienų pulse – apie LVSO viešnagę Liepojoje ir naują #metoo skandalą operos pasaulyje – šįkart Londono karališkajame „Covent garden“ teatre. Su rubrika „Retro“ – Vlados Mikštaitės dainos apie rudenį. Ved. J. Katinaitė.

durée : 00:27:11 - Antonio Pappano, chef d'orchestre (5/5) - par : Judith Chaine - En 1992, Antonio Pappano est nommé directeur musical du Théâtre de la Monnaie de Bruxelles. Il succède ensuite en 2002 à Bernard Haitink au poste de directeur musical du Royal Opera House de Londres : "Ça a été un long chemin pour arriver où je suis, ici et maintenant, 16 ans après !" - réalisé par : Gilles Blanchard

How did Rihanna get that opulent headdress on her head at the 2018 Met Gala? Why did Meghan Markle’s mother, Doria Ragland, flaunt a green beret at the 2018 Royal wedding? Why is Kim Jones’ Dior Men’s Saddle Cap the must-have men’s hat for spring/summer 2019? Discover answers to these questions and so much more on the first episode of A Different Tweed. The inaugural episode of this new fashion podcast features one of the industry’s leading artisans - and surely its finest raconteur - Stephen Jones OBE. Stephen is high fashion’s leading milliner and, from his stunning boutique and design atelier in London’s Covent Garden, he explains working with Rihanna, Ms. Ragland and Mr. Jones as well as his role in reviving the making of hats for the Paris couture and for the great names in ready-to-wear - Marc Jacobs, Comme des Garçons’ Rei Kawakubo and Grace Wales Bonner. Also hear him talk about the hats he has made for the Hollywood screen, rock stars and royalty, including Diana, Princess of Wales. Stephen reveals how Christian Dior became a big part of his brand identity and how, after John Galliano invited him to be Dior’s house milliner, he has played a part in the revitalization of the venerable LVMH label. You can also hear Stephen explain his rise to fashion greatness as a Blitz Kid on London’s 1979 New Romantic club scene and how Jean Paul Gaultier challenged him to dream up headdress for one of his early Eighties runway spectacles. As Stephen tells it, he survived and his work for Gaultier led to him designing hats for the most memorable fashion shows staged over the last 25 years. So tune in to A Different Tweed. And stay tuned for the next episode featuring Salvatore Ferragamo’s women’s creative director, Paul Andrew.

You cant help but fall in love with Jeannine Saba’s vivacious, sparkling personality. Jeannine is the founder, creative director and editor of the beautiful luxury magazine—The Covent Gardener, now into its third year after the first quarterly edition was published in Winter 2015. In Jeannine’s words,‘’Covent Garden has a unique atmosphere, and The Covent Gardener is here to celebrate it…and shine a light on the area’s culture and history, to promote its businesses, and to champion its people – the Covent Gardeners themselves.’’ Being a resident of the area for several years, Jeannine is lucky to have been granted access to all sorts of unusual stories, characters and events over the years. I was fortunate enough to have caught up with Jeannine and to have my own personal tour of one of London’s great attractions. “I wanted it to be charming, I wanted it to be quirky—I also wanted it to be luxury. Every writer I have is a professor or an art historian, the quality of the magazine is insane. But it’s still quirky and naughty.” [6:30] Jeannine moved to Covent Garden 9 years ago, and at first, wondered how she could possibly live in such a tourist thick area. But then she met the community. Those that live there have a tight knit connection with one another while also serving as an ambassador for the area. Everyone wants each other to be successful and draw more attention to their businesses and lifestyles. As far as Jeannine and the magazine sees Covent Garden, the area is split into three sections: North Bank, Covent Garden, Seven Dials. “The first person to get the plague was in Seven Dials!” [14:49] A whole issue of The Covent Gardener was inspired by a story from 1749 called ‘The Bottle Conjurers Hoax’. London’s wealthiest got together and thought they could get the general public to believe anything—so naturally, they sold tickets to an event where a real man would be able to jump inside a common wine bottle. The event sold out, and when nothing happened, the audience rioted—tore the theatre apart and managed to burn some of the seats. It’s a love for stories and history like this that brings out Jeannine’s and the Covent Garden’s quirkiness and instill it into a printed format. [18:40] The Covent Gardener reaches 100,000 people with 20,000 printed copies. They are distributed to all the businesses and hotels in the Covent Gardens area—you can pick up complimentary copies from the area or also order them online. The next issue of The Covent Gardner will be “Feel Good” – but really unusual and historically rooted stories and practices. Case in point: Muscular Christianity. In the Victorian times, priests wanted their parishioners to get healthy, so much so it was almost seen as a movement. It’s this charm and whimsy that makes The Covent Gardner such a unique and rich publication, one I hope continues to flourish and display London’s creativity for years to come.     @thecoventgardener (https://www.instagram.com/thecoventgardener/) Thecoventgardener.com (https://thecoventgardener.com/)   Support this podcast

Tonight we welcome on video game streamer, Chris Covent! Covent is a daily Mixer Streamer who goes live every night around 9PM Eastern. He is one of the World's Top Fortnite players, and one of the biggest streamers on the Mixer Network. He is also Trevor favorite streamer. We talk about everything from his relationship with streamer Britni and how being in the same industry has helped him. We also talk about how Fortnite has changed his entire life, and how streaming has changed within the past year. If you listen in you'll also learn about his all-time favorite game(s), and what he believes will happen to the gaming industry over the next 10 years. To watch his stream click here. You can follow Covent on Twitter, YouTube, and Instagram!      

Explore God’s Covenant with Israel at Sinai. The core is the Decalogue found in Exodus 20 and Deuteronomy 5. It was conditional as seen in Deuteronomy 28 and the blessings and curses. The foundation included election, deliverance as seen in the exodus, and salvation or liberation with a change of masters in the Old Testament, New Testament and also Galatians 5:1. Explore the Covenant renewal under Josiah found in 2 Kings 22-23. Jeremiah helped as we see in Jeremiah 11:1-13 and considered the Sinai Covenant broken (2:20; 5:5; 7:8-11; 11:10; 22:9; 31:32). We see in Jeremiah 33:17-26 that God’s Covenant with Israel at Sinai supports the covenants with Noah, Abraham, David and the Levitical priesthood. In considering Jeremiah’s New Covenant, is there one covenant of grace with two administrations? Are there two successive eras in redemptive history? John H. Stek uses the term “biblical covenants” in his article from Calvin Theological Journal and makes 7 points. Consider that the goal of the ‘old’ covenants was to write the law on their hearts as seen in Deuteronomy 6:4-9; 11:18-20; 30:14; 42:46 and Psalms 37:31; 40:8; 119:11 and Isaiah 51:7. In Psalm 40:8 we read, “I delight to do your will, O my God; your law is within my heart.” The goal of the ‘old’ covenants failed as Jeremiah 17:1 reports that their sin is written on their hearts. The remedy is that God himself will write it and do as seen in Ezekiel 11:19-20 and 36:26-27. In summary, there are not two mutually exclusive eras. There are two mutually exclusive states before God as seen in the Old with a broken covenant and unfaithfulness and in the New a renewed or ‘New’ covenant with faithfulness. We see the new coveNT language of Christ as a “climax of the covenant”. J Moon states that, “’New covenant’ is simply the way things ought to have been: the covenant (’I will be your God, you will be my people’) engaged with fidelity from the people...[T]he oracle of the new covenant unites the people of God around its center, the climax of the covenant in Jesus Christ.”

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Gender and Authority Seminar 4: Sahba Shayani (University of Oxford) and Victoria Van Hyning (University of Oxford). The TORCH Gender and Authority Research Network jointly funded by The Oxford Research Centre in the Humanities and Balliol Interdisciplinary Institute hosted its fourth Seminar on 19 October at Christ Church, University of Oxford. Speakers were Sahba Shayani (Oriental Institute, University of Oxford), who will be presenting on 'The Confirmation of Gender & Authority through Literary Imitation: Poems Attributed to Ṭāhere Qorrat al-'Ayn’ and Victoria Van Hyning who will be presenting on 'Subsumed Autobiography: English Convent Self-Writing' (English Faculty, University of Oxford). Here an extract of Victoria Van Hyning’s presentation. Contacts: Adele Bardazzi, David Bowe, Natalya Din-Kariuki, Julia Caterina Hartley womencanonconference@gmail.com https://womenandthecanon.wordpress.com | http://torch.ox.ac.uk/genderandauthority @WomenCanonOx

Stories this week include: Electro Smog set to release comeback album produced by Noel Edmonds. 31 years of karate experience failed to prevent savage attack on washing machine.  Vicar invokes diplomatic immunity from the Almighty following drunken arrest. Department of Work and Pensions refuses to apologise for placing all pensioners in 'non-working/technically deceased' group in order to re-calculate benefits. Also revealed: We explore the weird and wonderful submissions for 'the episode' competition...

Send this video as a greeting card at http://www.philharmonia.co.uk/christmas "Ding Dong Merrily on High" arranged by Toby Street Performed by: Jason Evans, Mark Calder, Katy Woolley, Philip White and Peter Smith.

Conclusion of series on Ten Commandments.

The Fifth Commandment (Part 1)Honor your Mom and Dad! A requirement by God? Really a Commandment?! Yes, Love a real not self serving kind of love, can be taken on in our own heart by asking our selves   “how we do the relationship with the closest people to us?” any many times that starts with how I do relationship with Mom and Dad. Learning to Love deeper sometimes takes seeing what we learned to be the norm growing up. What does it look like to love unconditionally in a world where things can and have and will, gone so wrong? Realistically is there such a thing as unconditional love? And honestly what does it really mean to be in a Covent relationship?

Esta semana en Lost in Barcelona... Nos vamos al cine a ver lo último de Cesc Gay, V.O.S. (Versión Original Subtitulada) donde Barcelona se convierte en un personaje más. Visitaremos el FAD en el Covent dels Àngels para ver la exposición 'Low Cost' y viviremos intensamente los Días de danza que durante cuatro días tendrán lugar en diferentes espacios de la ciudad. Para rematarlo, un buen concierto. Un concierto de Mala Rodríguez en el Teatre Grec. Y como guinda, te proponemos una recorrido por las pintorescas calles del barrio marinero por excelencia, el barrio de la Barceloneta donde nos detendremos en un par de lugares, el bar Absenta y el café Santa Marta para refrescarnos, escuchar buena música y vivir el ambiente auténtico del barrio.