Podcasts about Delighted

Located in the heart of downtown Maryville, Coram Deo Baptist Church (formerly Pleasant Grove at College Street) was founded as a church plant of Pleasant Grove Baptist Church in 2017.

After more than 160 episodes of The Delighted Customers Podcast, this episode marks an intentional shift.Over the past decade, I've had the privilege of learning from leading thinkers, practitioners, and authors in customer experience, leadership, and trust. Again and again, a pattern emerged:Even when everyone agrees on what needs to change… nothing changes.In this episode, I explain why I'm evolving the show into The Trusted Guide Podcast—and what that shift means for you.This is not a departure from the work. It's a deeper focus on what actually makes change possible when authority is limited, stakeholders are misaligned, and progress stalls.Going forward, this podcast will explore how leaders, practitioners, and individual contributors can:– Navigate complex organizations without formal authority – Build trust that enables real movement – Turn insight into action when alignment isn't enough If you've ever asked, “Why isn't this moving forward?”—this show is for you.Welcome to The Trusted Guide Podcast.

A very special episode today in that I am joined by two of my favourite podcasters on the show, Richie of the Metal Cell Podcast and Letty of the Smashing Skull Sessions!We are going to be chatting about their latest project, 'Look Who's Talking Metal', which is Ireland's first-ever touring metal talk show and has Richie and Letty covering their love of the genre, alongside special guests and audience participation. We will be covering how this project started, how the first shows went, what the show is all about and of course, their next show which will take place in the Foggy Dew and be an afternoon dedicated to one of the all time greats, Metallica!Delighted to announce I'll be taking part in the Dublin show as a guest alongside Psykosis drummer, Tom Moylan!Look Who's Talking Metal websiteOutsound at Sin E!Uncultivates live at Lost LaneSpaced W/ Dry Socket live at Lost Lane Hosted on Acast. See acast.com/privacy for more information.

PJ talks to Órla who was at the gig and had no complaints, saying bring on the next one at the Marquee Hosted on Acast. See acast.com/privacy for more information.

Delighted to welcome Carl Ruiter from Extra Curacao, the island's biggest newspaper, to discuss Curacao's qualification for the World Cup and their hopes at the tournament ahead of their friendly match with Scotland at Hampden this weekend. With insight into their star players, their emergence and approach to this summer's tournament. They are along for the ride with Germany, Ecuador and Ivory Coast in their group! Learn more about your ad choices. Visit podcastchoices.com/adchoices

Michael Carrick speaks after Man United's 3-0 win over Brighton in the Premier League. -TIMESTAMPS- 0:00 intro 0:10 absolutely delighted, we want to keep building and keep pushing. The hunger was there. 1:02 I am delighted I am here for longer. So many positives 2:00 It helps that I have been here for a long time. I don't take the job for granted. 3:15 Putting results together in this league is tough. 4:19 I forgot it was the first game since I have been announced. It gives us confidence and gives the team confidence. 5:21 Bruno is such a big influence for us, no reason to think he will leave. 6:05 Can't put a price on experience. Delighted for Mason. @HaytersTV – Football Up Close. Visit our website: https://hayters.com/ We go behind the scenes with the biggest names in football to bring you interviews, training, news, live coverage, fans' voices and funniest moments. If you love football, you'll love Hayters TV. Subscribe now! Follow HaytersTV on social media - https://linktr.ee/HaytersTV #manchesterunited #michaelcarrick #brunofernandes Learn more about your ad choices. Visit podcastchoices.com/adchoices

2026-05-24 -Isa 43:22-28 -"Wearied or Delighted" by Imperial Berean

Will Hughes and Maxence Lacroix speak ahead of Crystal Palace's Uefa Conference League final. -TIMESTAMPS- 0:00 intro 0:10 Will Hughes: Played so many games this season, everyone is excited 0:32 Always had belief we'd get to the final. 1:05 Not looking at next season yet. 1:24 Delighted for Eze, would have been delighted for Marc aswell. 2:04 Determination to give Glasner the perfect send off. 2:36 Our priority is winning the trophy. 2:59 Incredible atmosphere at Selhurst Park. 3:30 Winning the Fa Cup last year gives us confidence. 3:56 Let's focus on next week, not next year. 4:15 Maxence Lacroix In the final everyone wants to win no added pressure. 5:07 Want to give Glasner the perfect goodbye. 5:45 Glasner has given me the chance to play in the Premier League. 6:25 Preparation is always the same no matter the game. 6:59 Really happy to be going to the World Cup. 7:58 difficult when Eze and Marc left but we are a family. @HaytersTV – Football Up Close. Visit our website: https://hayters.com/ We go behind the scenes with the biggest names in football to bring you interviews, training, news, live coverage, fans' voices and funniest moments. If you love football, you'll love Hayters TV. Subscribe now! Follow HaytersTV on social media - https://linktr.ee/HaytersTV #crystalpalace #conferenceleague #Eze Learn more about your ad choices. Visit podcastchoices.com/adchoices

Andrew Gluyas had a huge pair of shoes to fill in July of 2023 when he took over the running of French Cotton Lodge at  Morphettville. The stables had been home base to legendary trainer Leon Macdonald for more than four decades. Andrew had been married to Leon's daughter for five years when he went to work for his father-in-law in 2002. Seven years later he was delighted to formulate a partnership with the veteran which would generate 560 wins up to the time of Leon's retirement. Andrew got away to the best possible start as a trainer in his own right, when he won the Victoria Derby with Goldrush Guru the following year. The winners have continued to flow. Delighted to have him on the podcast this week. Andrew begins by explaining the origins of his unusual surname.  He looks back on his father-in-law's retirement in 2023, and recalls the freak accident at Morphettville trackwork when Leon was bowled over by a spooky horse. Andrew talks of the 21 year association with Leon that shaped his future.  Gluyas looks back on his previous life as an electrical fitter. He speaks of his good fortune in being able to co-train some outstanding horses in partnership with Leon. Andrew pays tribute to astute owner/breeder Harry Perks whose continued support of his stable has been overwhelming. He acknowledges the talents of Dilly Dally and Go Indy Go, two other very good horses he got to work with. Andrew speaks glowingly of Goldrush Guru, the horse to kick start his solo training career. He takes us through that exciting Victoria Derby win not long after taking over the operation of French Cotton Lodge. He speaks highly of the talents of Watchme Win, already the winner of six races.  He gives punters a good pointer to the future prospects of lightly raced 3YO filly Bassett Babe.  Andrew pays tribute to his three sons and to Sue, his wife of 29 years.  The 55 year old trainer endorses the talents of his stable apprentice Taylor Johnston. While on the subject of jockeys, Andrew expresses his admiration for two former Macdonald apprentices who went on to great acclaim. One of them is still going strongly. He looks back on a freakish fall in 2019 which ended the career of brilliant young stable apprentice Raquel Clark. Andrew says he's delighted to be occupying prominent spots on both the SA and Adelaide trainer's premiership ladders. The trainer acknowledges  the achievements of Terry McAuliffe, his brother-in-law by marriage. Terry was a top Adelaide race caller before switching career direction to become Adelaide racing correspondent for Racing.Com. We couldn't let Andrew go without some reference to his former passion for the game of baseball. Those who knew him early days remember his achievements for the Glenelg Club. A lovely chat with a man who learned from a master, and is heading in the same direction.  

In this honest and hope-filled podcast interview, I sit down with Meghan, a full-time working mom of four who came into coaching completely burned out, exhausted, emotionally reactive, and stuck in constant frustration and anger.By the time she got home from work, she felt drained from poor boundaries, overwhelmed by unrealistic expectations, and trapped in negative thought patterns that were affecting both her peace and her relationship with her children. She had tried therapy and working on herself before, but still found herself reacting in ways she hated.Today, Meghan describes herself as a more accepting, lighthearted, merciful, joyful, and connected mom.In this episode, you'll hear:The breaking point that made her realize something needed to changeHow anger was affecting her relationship with her kidsThe unrealistic expectations and control issues fueling her reactionsWhat she tried before coaching that didn't create lasting changeThe tools and mindset shifts that helped her transformHow she experiences more joy, peace, and connection with her children todayIf you're exhausted from reacting…If you feel emotionally drained and overwhelmed…If you're tired of the guilt, anger, and disconnection…If you want to replace anger with joy and become the peaceful mom you know God is calling you to be…You don't have to stay stuck.Inside the Calm Christian Mom Coaching Program, you'll learn how to regulate your emotions, renew your mind, heal unhealthy patterns, and create a more peaceful, emotionally healthy home.Listen to related episodes:307. Calmer and More Patient in Only a Few Weeks- Nichole's Transformation (Homeschooling Mom of 7)314. “I Didn't Think I Could Change”… Real Wins From a Mom Who Stopped Yelling // Elizabeth's WinsListen to more transformational testimonials HERE.  ~~~~~~~~~~~~~~~~~~~~~~Next Steps: 1. Watch FREE TRAINING: 5 Steps to Break free from Mom Rage Shame ⬇️2. Learn about Calm Christian Mom Coaching Program ⬇️3. BOOK A FREE CONSULTATION CALL if you are ready for support and accountability in overcoming damaging anger patterns. ~~~~~~~~~~~~~~~~~~~~~~~How to Be More Patient with Your Kids (So You're Not Screaming Over Spilled Milk)Leave a 5 star rating and review on the Podcast and email me (hello@emotionallyhealthylegacy.com) a  screenshot of the REVIEW for free access the training or buy it HERE for $27.  Website: emotionallyhealthylegacy.comContact: hello@emotionallyhealthylegacy.comQuestions? Form / Voice memo 

We've got mail! Jonathan and Honey answer your questions about cinema, films, family and everything in between. This week, the pair discuss how to spot a film that "has potential" but has been poorly directed, Jonathan is brainstorming his new podcast “The Milkman” and the two share their strategies on binging a TV series.Let us know what you think! You can get involved by following us on Instagram and sending us a DM on @reeltalkrossThanks for listening. Listen and subscribe to Reel Talk wherever you get your podcasts.

Delighted to be joined by Alan Mahood as we discussed all things Killie. Huge thanks to our sponsors, Nick at Allied Surveyors Scotland and Jim from Gemmell's Van Sales.

https://youtu.be/oPA1dSUab9Y James Green, CEO of Cognome and former Pixar executive under Steve Jobs, is driven by a deep curiosity and a pull toward ideas that can create massive impact. From early internet ventures to mobile innovation and now AI in healthcare, James has consistently aligned himself with transformative trends. In this episode, he shares hard-earned lessons from scaling multiple companies and introduces a simple but powerful framework that explains why many startups struggle to grow beyond their early stages. We explore James' 3-Stage StartUp Growth Framework: Whiteboard Phase, PowerPoint Phase, PDF Phase—a model that captures how organizations must evolve as they scale. He explains why early-stage chaos is necessary, how structure begins to take shape in the middle phase, and why standardization becomes critical at scale. James also dives into the toughest leadership challenges—especially making difficult people decisions—and shares why aligning with strong market tailwinds and creating “pull” from customers is essential for sustainable growth. — Grow Your Business in 3 Phases with James Green  Good day, dear listeners. Steve Preda here with the Management Blueprint, and my guest today is James Green, the CEO of Cognome, a health tech company that is solving the problem of how to manage different AI models that are being deployed in healthcare today. Earlier, he worked as a vice president at Disney. He worked directly under Steve Jobs at Pixar, and he has had at least six other CEO roles in ed tech, media, and healthcare. Welcome to the show, James.  Thank you very much. Delighted to be here.  Yeah, super excited. And Steve Jobs—you don't often have people that have known Steve Jobs now even Tim Cook has resigned. Yeah. Yeah.  And it’s 13 years, I guess. Steve Jobs is being gone. So what was it like working with the man? Was he a difficult boss?  First of all, most of the things you hear about him are accurate. So it’s not one of these things where you hear a lot about Steve Jobs and actually the man was totally different. So most of what you’ve heard is true. And I’ll give you one short anecdote sort of before we go on, which is something that I always found incredibly impressive about him. When you work for him, if you disagreed and said, “Hey, you want it to be white, I want it to be black,” without hesitation he would say something like, “Here are seven reasons why you're wrong.” First of all, before we go into those seven reasons, what’s impressive about that is he had a number and he stuck with it.  And it happened in seconds and he didn’t know before. So if you think about that, it’s hard to keep all of that in your head. So the guy was just super, super clever. And then he would list them 1, 2, 3, 4, 5, 6, 7, and you’d be out. Like it’s done. It’s like, “Oh, damn.” So yeah, he was unbelievable human, and it was an honor and a privilege to have worked with him.  Yeah, well, that's awesome—to talk to you, having worked with him and having some direct experience. Definitely not an easy boss when he has seven guns to shoot you down. Yeah.  But there's a lot to learn. I mean, you learn the most from these kinds of bosses.  Yeah.  So let's get into the question—which is normally the first one, but this is the exception: What is your personal “why,” and how are you manifesting it in Cognome, James, and in your previous jobs?  Yeah, I've thought about this a lot. I've tried to come up with what my “why” really is. And what I’ve come up with is I can’t help myself. And I’m going to go through examples of it and what I mean by that. I pay a lot of attention to the world. I pay a lot of attention to what’s going on. I get very seduced by new ideas and new things and things that I think will have big impact. And once I start thinking about it and thinking about what that impact is, I cannot help but start getting involved in it. That sounds very abstract, so I want to try to make that super concrete. So when I was working at Pixar, for example—the internet was being born. This is the late '90s.  I couldn't help myself. I started an ad-serving company called Sabela Media. That company got sold to 24/7, then to DoubleClick, which later got acquired by Google. So the internet was there. I had to do it. I had to have something in it. Then after that, I was thinking about what to do next—and mobile phones, if you remember, were still flip phones, mostly used for texting. The second company that I did was putting content onto those phones. It just seemed obvious to me—I couldn't help myself. I saw the opportunity, and it clearly worked. That company was called GiantBear. It was sold to BlueCora. After that, there was this crazy innovation going on in television of all things with effects. Now, again, we take these things for granted. We’ve got AI creating things all day long, back in the day, we didn’t. So I ran a company called PVI, which is famous for inventing the first-down line you see in football games. So that was kind of the very first virtual object you saw in live things. Again, it may seem like, oh, that’s an everyday event, but back in the day it was totally not. And I think it opened up football to many more people—you no longer needed the chain crew to understand what was going on. And then if we fast-forward—there are a few things in the middle, but I don't want to bore everyone—to where I am today at Cognome. I even wore my little Cognome shirt so I could advertise it throughout the podcast.  Yeah, that's smart. I have to do that.  AI is clearly the big thing today. But for me, intellectually, it's not enough to just say, “I'll do an AI model,” like everyone else. For me, healthcare is one of the areas that AI will have the biggest impact with. Healthcare for a lot of reasons has been a laggard technologically for specific things about how they store data, so it hasn’t been adopted things like multi-tenant SaaS, because the data has to stay local and things like this. So AI will revolutionize it. And AI will make decisions about whether people live or die, right? So it's really consequential. And for me, the question is—how are you going to manage that? That's a super interesting intellectual opportunity. And so Cognome ExplainerAI. So my “why” is: what's going on, what's interesting, and what's changing the world? And the beautiful thing about that is you get a “rising tide lifts all boats” situation. You're not fighting against a trend—you're moving with it. The whole world is rising, and you can be part of that. That’s sort of my “why”.  Yeah, so basically—in other words—it's about coming up with revolutionary ideas and implementing them?  Yeah. I mean, I want to make an impact in the world. I want to make a difference. I'm not a very religious person—in fact, not at all. So I believe our time here is limited. I want to make a difference. I want to be part of what's going on. So yeah, that's my “why.”  Yeah—tapping into trends. Well, that’s great. I mean, don't know if it's a “why,” but making the most of the opportunity to be here and maximizing impact—that's a huge one. Love it.  Yeah.  STEVE PREDA: So let me segue to the next one. This podcast is all about frameworks. So the objective here is what’s a shortcut that you can teach the listeners that they can implement in their business? So what is your “shortcut” to success? Maybe “shortcut” is the wrong word. What is the framework you use to interpret the world, understand it better, and make decisions?  Yeah, this is another thing I struggled with a little bit. So I listened to your questions, and I tried to make my answers really personal. I'm trying to be authentic—this is what I actually do all the time, as opposed to this is what I’m doing at the moment, or this is what I did for a second. The truth is, frameworks come and go. There are a lot of frameworks out there. I've probably used 15 different sales frameworks. I mostly operate in the B2B world, so there are lots of frameworks you can use—for example, in sales. But I tried to think of something more consistent—a framework I've used across every company I've worked with, all the time. And the one I always come back to is about growth. So what I want to talk about is: how do you manage a company that's going through growth? Because it's not obvious—and I do have a framework for it. And unlike some of the other frameworks—like something McKinsey, Bain, or someone’s invented this framework and you are adopting it. This is really pretty personal to me, and I’ve adopted various little things about it. There are these two ideas that live in parallel. One is in the sales process, where I think companies go through this idea of, I call it a Whiteboard sales process, a PowerPoint sales process. And forgive me for being a little dated, but a PDF style process, something you can’t change. And at the same time, they go through these stages where you are a small company, a medium-sized company, and a larger company. Think of it roughly as fewer than 12 people, then 10 to 75, and then 75 to 100 and beyond. And I’ve managed all of these sizes. And what’s interesting about these is that if you don’t have a framework to manage yourself through these stages, you’re going to fail. You as a leader will be replaced. I personally have replaced leaders who cannot go through those kinds of things. One of the things I've done in my career is act as a sort of hired gun for VCs. They make an investment, and then they bring me in to replace the founder if they haven't been able to navigate that growth stage. And so the framework works like this. When you're starting a company—what I call the “whiteboard” phase—what you're selling is a little different every time. And the consequence of that inside the company is everyone is doing everything. It’s a little chaotic and it’s okay. Like, less than 10 people, it’s okay. It’s okay that the finance person is doing a little selling and the engineer is doing a little marketing. It’s okay, because you only have 10 people maybe. When you go into a client, you are sort of inventing yourself as you go. There's always that first client where you're saying, “I think we should do this. This is how I'm going to help you make money, save money, or do something better.”  You’re figuring things out. Yeah.  And maybe there's some pivots in there. Maybe there isn't. Not everyone gets to be Google and get it right the first time, but you’ll see. In the end, you start getting things right. And then you go through what I call the PowerPoint phase. So what this is—you now have more than 10 people. It kind of isn't okay that the sales guy is doing finance, or the engineer is doing marketing. You actually have people in their swim lanes. I call it the PowerPoint because you've built PowerPoints, so you’ve got slides that you can use and it’s replicable. Guess what? You tend to tweak them for each client. You are still—you know what—the way you're selling to… I don't want to make a stupid example up—Home Depot is still a little different than selling to Lowe's. You know that—even though it should be exactly the same—it's still a little different. You're tweaking it each time. You're moving slide three to slide seven. Sometimes you don't show slide 10. You're still tweaking it.  Yeah. I relate to that.  And your organization is structured, but not completely rigid. Everyone still knows each other in the company. It's up to maybe 50—I think it maxes out at about 75 people. But every single person in the company knows each other. They’re all collaborating. You don’t need a lot of structure inside the company because there’s sort of culture in there to hold everyone together, right? And then you get to the third stage, which I call the PDF stage—where you've figured it out. You sell the same thing. Maybe you have three PDFs because you're selling in three verticals. But you go into a client—this is the thing—and it never changes. Slide one is always slide one. Slide two is always slide two. Slide three is always slide three. And you have maybe a hundred people in your company. And by the way, now you have levels. So not everybody knows everybody. And as a CEO, I have my lieutenants. My lieutenants have people working for them. And I sort of feel like everyone can manage—I don't know—five, six, seven, eight people. More than that is difficult unless the roles are not very sophisticated. So you need this management layer, which separates the CEO from the rest of the organization. So you need a lot more structure. And as you go through these three phases—and they're really different—a tragic thing happens. It happens all the time. The person who was so helpful in the whiteboard phase, who was your go-to person, they don’t make it in the third phase because they’re a generalist. They liked the chaos. They liked being able to have their foot, and they’ll complain to you. They'll say, “Why aren't you listening to me?” It's an engineer saying, “Why isn't sales listening to me?” Dude, you're an engineer—stick to your knitting. Like, no. And this culture goes through every single company I’ve ever run. Most of them have gone through these three phases—small, medium, and large. And one of the things I try to do with employees in these phases—and this is part of the framework—is to give them a huge amount of latitude to see if they can succeed in the phase. So, to give them the freedom—if you're being blunt—to give them enough rope to hang themselves. And if you're being kind, to give them the freedom to be who they are, to be the best they can be, and to support them—not control them. And so, if you are aware of this framework as you grow, and you give that latitude, and you hire smart people, then you can see which ones you keep and which ones you don't. And honestly, the worst and hardest part of managing through growth is that selection and weeding-out process—of the people who worked in the first stage but don't work in the last stage. So that is the only kind of framework for me that has stood the test of time. It has worked in media, worked in healthcare, and worked in various other places. Does that make sense to you? Does it resonate with you?  Absolutely. And I was just working on a chapter in my new book, and I was actually writing about this very idea—why some companies are never able to grow, because they are not able to make these decisions, these painful decisions, as you described.  Super painful—the worst. It’s the worst part. Firing people is the worst part of being a CEO. If you enjoy that, you’re a bad CEO. You want to have a positive environment, so you want to everyone have a good time. And when there’s growth, usually there’s incredible optimism and great culture. So any CEO who enjoys that process is not a good CEO. Yeah, that’s so true. This is kind of a difficult thing. You have to be ruthless to some degree.  You do. Yeah. That's why this framework has helped me—and it's helped me be gracious and kind to people. Let's just call her Jane, right? A totally fictitious person. But you can go to Jane in stage three and say, “Jane, do you remember how much you loved it in the first phase?” I'm going to give you some time here. You are going to leave, but I'm going to give you some time to work on a special project. But you also need to find your next startup—because you love that environment. And I am going to put this bureaucracy in place, and you're going to fight it until the day you die. So I can't have you here—I just can't. I can give you this little thing to do and you can have some weeks to go do that and give you some time, but the framework helps you be gracious and helps you make those decisions as you grow. That’s an amazing framework. This is really unique. We've recorded, I think, close to 400 episodes with different frameworks—and this hasn't come up. Nothing similar has come up.  Woo-hoo.  Love it. So where are you now in your business? Which phase are you in?  I am in between the whiteboard and the PowerPoint phase. Maybe because I'm an optimist, I'm going to say I'm in the PowerPoint phase. But I know there's still part of me that's drawing things on the whiteboard. We have 12 people, so we're just at the edge of growing out of that phase. I don’t have that layer in the middle. We have half a dozen clients. I suspect that by the end of this year, we'll be fully in the PowerPoint phase. And it'll be another 18 months after that until we get to the next stage—and that's assuming we continue to grow. I mean, my whole raison d'être is to find these really special things, grow them, and make an impact. So let’s hope that happens. Yeah, well, you've had some practice in your previous six CEO positions, so I'm sure you'll figure this out. So what drives growth in your business?  Yeah, this goes a little bit back to phase one. So I've picked an area that's growing by itself. I mean, AI—there are more and more models being deployed in hospitals. Hospitals are growing. The number of models deployed in them is growing at about 2.2 times the rate of the general population. So good for me. There are federal regulations coming that say you need to control what your AI models are doing. That's also good for me. It's a lovely day when regulation is good for your business—it usually isn't. But it's not unusual in healthcare. If you look at electronic health records, that was driven by government regulation and funding. So this is a little bit like that. Federal, state, and other institutions are driving this trend. And then there are things happening inside healthcare organizations themselves that we can tap into. I always think that when you're selling, you should have a good story. So I'm going to tell you the kind of story we use.  When we meet with a chief information officer, we tell stories like the ones I'm about to share. And this really helps us tap into that growth. Because part of growth in a B2B environment is having a strong sales team, good engagement, and solid frameworks—like: do they have budget? Are you talking to the right decision-maker? All of those kinds of frameworks, which to me are more tactical—I've used a lot of them. But we go in and say things like: “Have you ever experienced a situation in radiology where a new model was released and no one told you about it—and now you have to monitor it?” This is happening. And they're like, “Oh my God—yes.” And then they tell you a story about it.  And then you say, “What about that note from CMS?”—that's the organization that runs Medicare and Medicaid, for those not in healthcare. “Did you hear that they're coming down to audit some of your peers?” And they're like, “Oh my God—we just got notice that we're being audited.” And then—how about your board? How's your board doing? Are they coming down and saying, “What are you doing in AI?” So you try to tell these stories and then you create this tension, where they have to grow and they have to control, and then that’s where we come in. We can help all of these companies manage all of these models. What we do—we have this product called ExplainerAI. We tap into the underlying data from the electronic health record—the EHR, or medical record. We tap into the models—the front end—and the logging files behind them. And then we can tell whether the model is exhibiting drift, and how it's performing across different areas. That could be geographic areas, or demographic areas. Is it performing the same with young men and older women? Is it performing the same over time? Is it degrading? Is it releasing personal health information when it shouldn't? Is it hallucinating, if it's an LLM? That’s what we do. And then we can send alerts out to people, saying, “Hey, listen, this model is making shit up right now, you need to deal with it.” And then they can talk to the vendor and handle it. So we're in a good space. And so growth is, to some extent, this idea of a rising tide lifting all boats. I've picked an area that's growing, so I can grow with it. And then part of it is being connected and having a good way of engaging with people who are buyers. And so we have these stories that we tell in our decks about how we help in these situations.  Have you had to pivot between the original idea and where you are?  Yeah, we have. And for anyone who's listening and thinking, “Oh my God, I'm going to have to pivot,” I use Google as my favorite example of someone who just got so lucky. They were like, “We're going to have this little thing that searches the internet,” and they never really changed—until they got so big they could do more. That is the exception, not the rule. And what’s interesting about the way we started is it’s still a core differentiator for us—we started with the ability to take data from an EHR, from a medical record, translate it, and store it in a common data model. It's called OMOP. It's the most common way that researchers structure this kind of data.  And we thought this technology would be widely adopted by researchers. We have contracts with people like Hopkins, Ohio State, NYU—big institutions—but it's not big enough. It’s not going fast enough. What it does do, though, is for our ExplainerAI, it gives us the technology—it's a moat—to connect to the source of truth, the electronic health record, so that you can get actual outcomes versus predictions. Many models cannot get the actual data out of the EHR. So they just say, “This is my prediction, this is my prediction, this is my prediction.” And over time—that's fine, those are predictions—but how do they actually compare to what really happened?  Yeah. What actually happened? And because of where we started, we have a way of efficiently and accurately getting that information. So it is still the bedrock. But it's definitely a pivot. And then you basically put an AI layer on top, and that's great. And how did you know when to pivot? How do you reach that tipping point? How do you know this is the moment—you have to pull the plug on this because it's not working?  First of all, I think on a personal level, I'm always late. So I think I could always have made this decision earlier. If I'm being self-critical at a high level. And I don't think I have a clean answer—but I'll tell you how I've done it. If you have a better way, I'd love to know. It’s about sales engagement. So you go to a hundred people, you have a hundred meetings, and you sell to two. That's not good enough. It's just not good enough. And those two are complaining. What you want to see in a product—and I think this is true of all great products, especially today—I use examples like Facebook and Tesla—is that products are pulled, not pushed. If you still find yourself, after nine months, pushing—and you don't have the momentum where your product is being pulled—you're wrong. You need your clients to be making referrals, and you need to be pulled into deals. In today's advertising and marketing world, it's too noisy.  Maybe back in the seventies you could do it, but now it's just too noisy—especially in B2B. There are so many people selling to the same buyers that they need to hear about your product from others, have people around them recommending it, and pulling you in. There's some time—and I usually take closer to a year, which is long. It would be better for me to do it in six months or even three months. I haven’t found a way to do that where you pivot if you’re just not getting traction, basically.  Yeah, okay. I love it. So what's one thing in your company that you're trying to figure out right now? One thing in my company that I'm trying to figure out right now is how to further ramp up sales. I'm cheating a little bit here, because I think we may already have it figured out—but leaving you with an unanswered question isn't very helpful. So we were having—and still are, to some extent—problems getting ExplainerAI rolled out. People were interested in it, but they wouldn't buy. So we tried to figure out why. And one of the things we found is this: For those of your listeners who may not know, healthcare is probably the largest portion of GDP in the country. Buyers are very large. We don't always think about it this way, but if you do—everyone goes to the doctor. It affects 100% of the population. And these large institutions—a hospital is usually a multi-billion-dollar organization—and there are about 6,500 of them in the country. So we've got 6,500 multi-billion-dollar companies in this country. It’s crazy, right? They don't want to buy from small companies—they want to buy from big companies. This is one of the things we found out. So we get to the finish line, they say yes—and then no one tells you the truth, right? No one says, “I'm not buying from you because you're small.” But we ended up figuring it out through triangulation. So we've been building partnerships. We started with Intel. We made some of our models work on Intel CPUs, and I'm actually pretty proud of that work. For the nerds out there—we're working on Xeon 6 chips, the Granite Rapids chips—running locally deployed LLM ensembles. Think of it as models like Qwen and LLaMA running inside their chips—what I'd call small-to-medium language models, not large language models.  Up to 32 billion parameters, running on a CPU, not a GPU. So that’s a big deal. Intel loves us, and we've been able to leverage their ecosystem to have their partners sell our product. So now you've got HPE selling ExplainerAI. You've got Lenovo selling ExplainerAI. And probably my favorite partner—love you, ePlus, if you're listening—I think you're the best. They're a Fortune 1000 reseller selling ExplainerAI. So now we have large companies selling our product, and that's starting to come to fruition. Now, it's not solved—my revenue isn't going boom yet—because if it were, I'd be firmly in the PowerPoint phase, heading toward the PDF phase. But it's looking really good, and I'm very excited.  Cognome Inside.  There you go. Cognome Inside—yes. Cognome Inside. Intel Inside—for those of you who remember. Yes.  Love it. Okay, so before we wrap up, I have one more question for you: What is a question that entrepreneurs should always be asking themselves?  I think the hardest thing about being an entrepreneur is dealing with the amplitude of the variance that happens inside it. There are incredibly high days, and there are incredibly low days. There are days when you don't even want to get out of bed in the morning. You don't have many clients, and one of them has just told you that you're a complete moron. Even if you've got the best product in the world, if you're in the whiteboard or PowerPoint phase, you're going to make mistakes. You just are. No one's perfect. And there are days when some combination of a client, an employee, or the product—something has failed, someone has left, something isn't working—and you feel awful. So what I'd say to entrepreneurs is this: if you really are an entrepreneur, it is your personality that you can still get through those and wake up in the morning and say, I believe in this. I know I can do it. I can keep doing it.  And one of the things that I think separates an entrepreneur from someone who isn't is this: When I go through these moments, I ask myself, “What's the worst that could happen?” And I usually start with: “Is anyone going to die?” And the answer is almost always no. No one's going to die. So it’s not that bad. And by the way, I remember giving that advice to a young person once—and I saw their face go white. And I thought, “Oh, that's not an entrepreneur.” That's the kind of person who hears that and thinks, “Oh my God, really? You think about the worst thing that could happen so you can deal with it?” And I'm like, yes.  Does that apply to the company itself? Is the company included in that “worst-case” question?  To me, the next step is: is an individual going to die? That's a higher stake than whether the company is going to die. But yes—is the company going to die? That's part of the thinking, because you're going through all the consequences. Am I going to lose all my money? Is the company going to fail? Those are escalations of that thinking. But to me, company death is less tragic than a human death.  Yeah, true.  Not everyone might agree with that, but I think so.  You can try again.  Yeah.  Start another company.  Yeah, exactly. Anyway, your question was: what is a question that an entrepreneur should always be asking themselves? For me, turning that upside down and inside out—it's: what's the worst that can happen, and can you get through it? Are you able to get through it? Do you have the drive and the imagination to keep going? That's the question I've continually found myself asking, as opposed to any other kind of existential question. And I think some of the other questions are not always the right way to look at it—like“Is this the best business?” Because there's a very big difference between an entrepreneur and an investor.  An entrepreneur has to keep going, while an investor might quit. Investors, they’re playing the portfolio game. They can say, “That's not working—I'm dropping that and keeping this.” As an entrepreneur, you can't really play that game with your time. I mean, Elon Musk is running four companies—so okay, fine—but most of us aren't. Most of us are running one or two, and we need more tenacity to make it work—to pivot or to find another path. That's a really big difference between an entrepreneur and other kinds of people. And it's why I've kept doing it. It comes back to the very first question: why do you do this? I can't help myself. I just can't. It's what I like to do.  Yeah, the contrast is addictive—the contrast between near-death and near-Nirvana, right? Yeah. I love it. I mean, you can't have euphoria without depression. You wouldn't know what it was—it would just seem normal.  Yeah, just a personal example of that—I was in Hungary, where I was born, for the election two weeks ago.  By the way, I'm so excited about that election, for many reasons.  The exhilaration that I felt—and that everyone else felt—was even greater than when the Berlin Wall came down, because the system was worse.  Yeah.  And if they hadn't lived through that for 16 years, they wouldn't have felt it. Now, we didn't experience it directly—but still.  But even I was paying attention to a lot of things, and I was following that one very closely. Even I felt that sense of euphoria. I was like, “That's great.” I was at the dinner table with my wife and kids—and I'm not Hungarian, it's not affecting me. I mean, Viktor Orbán isn't really having any effect on my life at all. Maybe he shows up at some conferences in the U.S., but still—not affecting me. But I'm sitting there at dinner like, “Did you hear what happened today? That's great.” Anyway.  Awesome. I'm glad you're on that side of the equation. James, if people would like to learn more—if they'd like to learn about Cognome and connect with you—where should they go? Where can they find you?  Yeah, so you can certainly go to cognome.com. You can email info@cognome.com. But if you've listened to this podcast, I'm always happy to hear from people. I answer every single email myself. And if you know my name—James Green—you can just put a dot in the middle and add @cognome.com at the end, and that will get to me. Delighted to hear from any of you—especially if you're a CIO in a hospital, you should reach out.  Well, all those hospital CIOs—please call James, or at least send him an email. And for those of you listening—this was an amazing framework: from whiteboard to PowerPoint to PDF. Definitely relatable. And remember—if no one's dying, it's okay. You can always pivot and live to fight another day. So, James, thanks for coming—and thank you for listening. Important Links: James' LinkedIn James' website James' email: info@cognome.com

Followup Episode with Dana Ganihar and Baruch Brenner. ... Wisdom Beyond Steps. Episode 47 of The Living Process with Greg Madison. Delighted to invite Dana and Baruch back for a followup conversation discussing their rich crossing of the Kabbalistic wisdom tradition with Focusing and Gendlin's philosophy in A Process Model. There was an alarm near the beginning so we had to pause the recording until it was safe to continue. Together we explore what we might be missing when we only use Focusing for a specific life situation. Dana and Baruch emphasise that Focusing also offers a pathway into something deeper about who we are as human beings, opening into the mystery of what life is. They say ‘You are the carrying forward of life' and this offers Focusing practice that transcends the interpersonal and psychological sphere. You will hear some divergence in our views, which I hope to be able to explore further! Episode 47 - Kabbalah and Focusing wisdom beyond steps: https://youtu.be/KsYsM8h-cgoThe Living Process - all episodes and podcast links: https://www.londonfocusing.com/the-living-process/TLP YouTube video channel: https://www.youtube.com/playlist?list=PLC0TgN6iVu3n9d9q2l43z1xBMYY3p9FQLDana and Baruch run Shakio Institute. Check out their website for upcoming courses and resources in Hebrew and English: https://shakio.org/en/Dana Ganihar, M.Sc. is a Focusing Coordinator since 2007. Over the last couple decades she has taught Gendlin's work and initiated cooperative research exploring the impact of Focusing and TAE on diverse fields at various universities.Baruch Brenner is an Israeli theater director, actor, singer, teacher, focusing trainer and an ordained Orthodox Rabbi. He is a leading innovator integrating spiritual practices with experiential work in theater, movement and vocal arts. He facilitates workshops exploring religious and mystical traditions, with an emphasis on Jewish mysticism - Kabbalah and Hasidic philosophy - making them accessible to the general public.

Today I am deLIGHTed to share this episode with Dr Maddi Popoola, an Educational Psychologist, Author, podcaster, cofounder of NottAlone In this imperfectly perfect conversation with Maddi, we focus on reimagining education and the concept of belonging in schools. Maddi shared her educational journey from working in 'challenging' UK schools to teaching in Shanghai, where she experienced inquiry-based learning approaches that empowered students. Together we discussed- how current education systems often stifle student motivation and autonomy, particularly through outdated curricula and hyper-individualised approaches that lack community. - Maddi explained self-determination theory's three core constructs of autonomy, competence, and relatedness, and how these are missing in many educational settings. We also explored: - how schools could become more inclusive communities where all students feel seen, heard, and valued, rather than just focusing on behavioural management.Our deep conversation highlighted the tension between systemic changes needed and practical local implementations, with Maddi planning a project to measure and enhance belonging in local schools.Thanks so much, Maddi for your time and insight. I loved every minute of our dialogue and really admire your work.Anybody interested in belonging in school - this conversation is definitely for you! Maddi's website can be found here: https://mp-psychology.co.uk/

This month, actor and writer Sheila Hancock is grateful to be reunited once more with daffodils, while Anglican priest Alice Goodman laments the lack of Church wardens in her parish. Meanwhile, Vitali Vitaliev explains why he thinks AI is rubbish at writing. Hosted on Acast. See acast.com/privacy for more information.

Clare hurling boss Brian Lohan says he's delighted with his side's National Hurling League Campaign as the squads focus now turns to the Munster Championship. The Banner fended off a strong second half fightback from Dublin to claim the Division 1B title alongside their promotion to the top tier. It means Clare head into their opening game of the Munster Championship against Waterford with seven wins from a possible seven in the league campaign Lohan says the squad is well prepared for championship due to how well they equipped themselves in the National League.

Delighted to have the legendary Martin Gordon joining Mondo & Piley on the show to chat about his varied career and new album Playlist Burning Love - EPIC Version - Elvis Presley & Royal Philharmonic Orchestra Neat Neat Neat - Motörhead & The Damned Barbecutie - Sparks Cover Girl - Jet Buy Chiswick Records - Radio Stars Nervous Wreck - Radio Stars Let's Make Money - Martin Gordon My Mother Was a Woman - Martin Gordon The Big Ships Coming In - Martin Gordon Twelve Thirteen Fourteen Containers - Martin Gordon In One Case a King - Martin Gordon The Captain of the Pinafore - Martin Gordon Daisy Bell (A Bicycle Made for Two) - Blur Add Sports and Add Everything Else - Martin Gordon Comeback From What? - Martin Gordon They Have Tents -Martin Gordon Modest Muse - Motorcycle Display Team Hello, There - John Cale Never Tell Your Mother She's Out Of Tune - Jack Bruce Don't Hide Your Love Away - Andy Fraser Doing That Scrapyard Thing - Cream When I Was A Chump - Martin Gordon Links Martin Gordon For music, news and adventures https://martingordon.de SHIP FULL OF BOMBS THAMES DELTA INDEPENDENT RADIO If you would like to support the station and are able to do so then please pledge only what you can genuinely afford at www.patreon.com/sfob Please like and subscribe from wherever you stream your music and podcasts.

The Women of Wild Hill by Kirsten Miller Survival of the Thickest streaming on Netflix Send me your life updates, abortion stories, and favorite things. I would be DELIGHTED to connect! amandastarkingsley@gmail.com I believe that some things in life pick us…That's exactly how I feel about my abortion.I don't just think abortion picked me to teach me a lesson. I believe that my baby picked me so that I could do this work, so that I could help other women find the inner peace and strength I was able to access before, during, and after my procedure.

Zero chance of MPTF in this episode. We're joined by Maisie Adam, comedian and podcaster, for an Easter feast and chat about her upcoming tour. Maisie, who can be currently seen in the second series of Last One Laughing, tours the country from September with her show, Whatsherface. Maisie explains to Nick and Angela about how the tour came to get its fantastic name and why touring is the best bit of the job. We're just keeping our fingers crossed that she won't be living with her parents by the time it comes around.  With some experience in the food industry, it's no wonder Maisie's likes and dislikes cover so much varied ground, from smoky mezcal to cheese on toast, and the challenges of noodles and peanuts. Equally strong are her opinions on food to plate ratios, the best thing to eat at the football, and is this our first guest to actually enjoy their school dinners?  Inspiration for your Easter weekend comes in the form of an Aperol spritz and a generous serving of Angela's herb & spice roast leg of lamb with fresh greens and new potatoes. This is paired by the Waitrose wine experts with a Grant Burge Barossa Ink Shiraz, but we also treat Maisie to her favourite wine: a glass of Picpoul de Pinet. Just don't ask her to check it.  You can watch full episodes of Dish on YouTube and on Spotify.  All recipes from this podcast can be found at waitrose.com/dishrecipes A transcript for this episode can be found at waitrose.com/dish If you want to get in touch with us about anything at all, contact dish@waitrose.co.ukDish from Waitrose is made by Cold Glass Productions Learn more about your ad choices. Visit megaphone.fm/adchoices

Lakshmana, Vibhishana and others approach Sri Rama with the news of Indrajit's fall. Delighted with the news, Sri Rama embraces Lakshmana and applauds him and gets Lakshmana and others treated by Sushena.Recitation: 00:00 - 04:53Translation: 04:57 - 12:30

Julia Fox has really come on to be fair to her. Nelly Furtado got slutty which we LOVE. And Alanis was a popstar? Delighted she start fvcking men from a height with her lyricsUSUAL LINKS:Patreon InstagramKarla's TunezJen's TunezSupport this show http://supporter.acast.com/the-unpopular-opinion. Hosted on Acast. See acast.com/privacy for more information.

Clare camogie manager Eugene Foudy says he's delighted his side have met one of their main targets for 2026 by getting back to the Division 1b final. The Banner round off their National League campaign against Offaly this weekend with their spot in the decider already secured. Limerick and Dublin meet this weekend to determine who Clare's opponent will be in the final. Foudy says it's crucial for their development to test themselves against the top teams in the country.

“Although Prahlada is only five years old, even at this young age he has given up his affectionate relationship with his father and mother. Therefore, he is certainly untrustworthy. Indeed, it is not at all believable that he will behave well toward Vishnu.” (Shrimad Bhagavatam, 7.5.36)

There's no drama this end as Harry gives us his thoughts ahead of Wednesday's action at Cheltenham. Be sure to subscribe to the Paddy Power Racing YouTube Channel for all our Cheltenham previews, tips and festival content: https://youtu.be/QWstb0Org4M Get your Fanzone tickets here: https://www.universe.com/events/paddy-powers-cheltenham-festival-fanzone-the-camden-dublin-tickets-QBNLG7 Get your FREE BET for Day 2 of Cheltenham here: https://promos.paddypower.com/sport Finally, you can enter our FREE TO PLAY game Eliminator here: https://promos.paddypower.com/promotion?promoCode=ELIMINATORCHELT It's Harry Cobden's Cheltenham Day 2 predictions, coming to you straight ...From The Horse's Mouth 18+ GambleAware

When we trust God enough to ask for help, we soon discover that His help increases our trust. 

Today, I am deLIGHTed to share this new imperfectly perfect episode of the Flourishing Education podcast. I interviewed Kathryn Lovewell, a mindful self-compassion teacher and author, about her journey with self-compassion and how it has transformed her life. Kathryn shared her background as a former secondary school educator and her transition to teaching self-compassion, which she describes as the missing link to well-being. Together, we discussed the three key elements of self-compassion: mindfulness, common humanity, and self-kindness, as well as the importance of recognising both the tender and fierce aspects of self-compassion. Kathryn emphasised the need to teach children self-compassion early in life to prevent suffering later in life. The conversation explored how self-compassion can help individuals navigate challenges, including personal struggles and caring for loved ones. We also truly connected on the topic of Euro-patriarchy, Catholic Guilt and their impact on self-perception. The episode concluded with Kathryn encouraging listeners to seek out resources and practitioners to learn self-compassion, and she offered her contact information for further connection, which can be found here:WebsiteLinkedIn: Detail of topics:04:16 - Mindful self compassion overview14:23 - Journey to self-appreciation26:36 - Overcoming catholic guilt through meditation42:22 - Embracing self-compassion and balance50:08 - Self compassion and authenticity journey58:59 - Booster and Crusher and their voices01:06 - Self compassion and personal growthI hope you enJOY it as much as I did. Thank YOU, Kathryn for your generous sharing and your bright light!

Not all the lessons learned in school came from our teachers. This is a story of “unarmed power. “As a music professor and academic administrator, Joel Stegall authored more than 35 journal articles, book chapters, and other such long-forgotten documents. Since retiring to Winston-Salem, North Carolina, he has completed a family history dating from the early Colonial Era. Delighted to discover in his bloodline ingenuity, inventiveness, devotion to duty, self-sacrifice and uncommon love, he was at the same time distressed to find insanity, murder, suicide and cattle rustling.

[Look] not . . . to your own interests but . . . to the interests of the others. — Philippians 2:4 I live in an area where snow falls in winter, and I would prefer that it would stay off my driveway. My husband looked outside at the snow one day and scowled. He knew I would need the driveway cleared off soon. Just then our doorbell rang, and three enthusiastic brothers stood at the door with shovels in hand, asking if they could help to clear our driveway. Delighted, my husband hired them right away. Now, whenever snow falls, we wait for the doorbell to ring. We pay the neighbor boys in cash—and often in cookies too. Then their smiles get bigger. They were here one day when we had company sitting at our table. I heard the bell and opened the door, and they had already shoveled half the driveway. They were letting me know they were there. When they finished, I offered them some goodies, and our guests remarked on how polite and well-mannered they were. Then I shared part of their story. The youngest brother had recently gone through a battle with cancer. We gave thanks for the good news that his treatments were over and that he was home. Friends and neighbors had also gathered for a rooftop party at the hospital to encourage the young brother during that time. We talked about the many prayers and examples of care that were shared with the family. We thanked God that his family shows up when needed.  Thank you, God, for everyone who serves their neighbors. Thank you for your family of believers who pray, encourage, and help. May we be people who show up for your sake. Amen.

What lengths will you go to be pretty? The Beauty (FX/Hulu) says you can have it and quickly, but there will be a cost - physically and otherwise. We explore what's possible, psychology, and real life counterparts to this wild body horror show.Email us: KillerFunPodcast@gmail.comFollow us on Facebook: fb.me/KillerFunPodcastAll the Tweets, er, POSTS: https://x.com/KillerFunPodInstagram: killerfunpodcast

Delighted to be joined by comedian and adult mascot of Scotland's national teams, Ray Bradshaw! Ray has "won awards and stuff" - get tickets for his tour at raybradshaw.com (absolute site)Can you remember transfer rumours from 2010? Who did Thomas Tuchel manage pre Dortmund? Which songs have been used by Sky Sports in their Premier League & Scottish Premiership coverage? Have you heard of Fleetwood Mac? Listen on for all this and more football trivia drivel. Join our Patreon to access our back catalogue of over 60 episodes! Patreon.com/CareerWeGoExtraTimeGot a round you'd like us to try? Email: hello@careerwego.com Hosted on Acast. See acast.com/privacy for more information.

Sharifa Stevens Dr. Beth Felker Jones Why are we Protestant? Have you ever wondered what the differences are? BOW's guest for this episode is Dr. Beth Felker Jones, Professor of Theology at Northern Seminary, sits down with BOW Ministry Team Member Sharifa Stevens to talk about being a Protestant. They discuss how it intersects and differs from other Christian traditions. What are the major beliefs that differ? We so appreciate that Dr. Jones approaches this topic with grace and humility, not with an adversarial attitude. Dr. Jones' Resources Dr. Jones' book Why I Am Protestant Church Blogmatics Substack Bethfelkerjones.com This episode is available on video as well. Timestamps: 00:21 Introductions 01:46 Who is your audience? 04:35 Orthodoxy isn't about thinking right but about a right relationship with God. 08:50 God cannot be caged by a fallible church. 11:31 Why is Scripture alone, Sola Scriptura, such an important Protestant distinction? 16:31 Why is it good that Ecclesiology, the study of the church (the structure, etc.) is not that specific? 21:18 What makes Protestantism good for women? 25:30 The greatest challenge for Protestants today 26:33 What would you say to those who say that Roman Catholics and Eastern Orthodox aren't Christians? 27:12 Resources TranscriptSharifa >> Hello and welcome to Beyond Ordinary Women Ministry. I am Sharifa Stevens, one of the hosts of Beyond Ordinary Women. And today, I am very excited to talk to Dr. Beth Felker Jones. Dr. Jones. I love saying that, so I'll say that every time. Dr. Jones with a Ph.D. from Duke University, is a midwestern writer and professor of Theology at Northern Seminary. She writes theology and fiction, has published numerous books and writes regularly at her Sub Stack, which is entitled Church Blogmatics. I had to say that slowly. A lifelong book lover, as she writes about relationships, identity and redemption. Dr. Jones' latest book is entitled Why I Am Protestant. And we'll be talking about that book today. You can discover more about Dr. Jones on our website BeyondOrdinaryWomen.org. Welcome, Dr. Jones. Dr. Jones >> Thank you. Delighted to be here with you. Sharifa >> Thank you so much for being here. Let's jump right in, shall we? Dr. Jones >> Yeah. Sharifa >> Okay, so in your book, as you were writing your book, Why I Am Protestant, who did you imagine reading your book as you wrote it? Who are your ideal readers? Dr. Jones >> This is really bad writing advice, but I have trouble imagining my reader and I tend to just write. Really, it's awful. It's awful writing advice. But I suppose I hoped I was writing for other Protestants who might be thinking through both the joys and challenges of being Protestant, as well as for Christians in other traditions who might want to understand something more about the Protestant tradition. So that dual audience to mix it makes it a little bit trickier. Yeah, I just wrote what I was feeling, and that's really what I did. So, yeah. Sharifa >> What prompted you to this feeling? What prompted you to write the book in the first place? Dr. Jones >> Yeah. Well, the book was written by invitation of Intervarsity Press. So really grateful for that invitation. And it's in a little series. There's also a book called Why I'm Roman Catholic, perhaps, by Matthew Levering, and in future, there'll be a Why I Am Orthodox volume. And Intervarsity Press' desire was to have a series here that is clear about conviction from theologians in these different traditions, but is also peaceful and kind and ecumenical. There are some kinds of books like this out there that are more fighting words. Right? And this is intended more as a heartfelt testimony to my own tradition than as a why I'm not these things and those things. So I was grateful to be tapped by IVP to write the book. But I had wanted to write a book like this for a long time because it's the case that I understand...

Send us a textWelcome back to the first show of 2026.  Delighted to start off the year chatting to Ciaran Dowling of Errigal.  We may or may not have had some technical difficulties (me) but we got there in the end.  We also may or may not have annoyed ourselves talking about Celtic.  Support the show

Reporter, Barry Gallagher joins Morning Ireland from Killarney for a reaction on Jessie Buckley's Golden Globes win last night.

Ep 400: Finally, the episode where I get together fans of all three of our 2026 World Cup group opponents. Delighted to be joined by Lovre (@croatian_footy) from Croatia, Habib (@habibmohammed09) from Ghana & Mani (@Nomad_AeE) from Panama. They tell us their thoughts of playing England in the World Cup later this year, and who the players to look out for could be. Running time 1:07:31 Join the debate in our Facebook group at http://bit.ly/2hnHBzi http://www.threelionspodcast.com http://www.Twitter.com/3LionsPodcast http://www.Twitter.com/Russell_Osborne

LLOYD GEORGE AT THE BERGHOF Colleague Charles Spicer. In September 1936, Lloyd George traveled to Hitler's Alpine retreat, the Berghof, where he successfully charmed the dictator, who was delighted by the visit and the validation it offered. The meeting was marked by mutual goodwill, with Lloyd George finding Hitler unpretentious and well-educated, a view he later publicized in the British press. During their discussions, Lloyd George proposed reopening the Locarno treaty to address German grievances regarding Versailles, noting that Hitler responded with visceral hatred whenever the subject of Russia was raised. Although criticized in hindsight, the visit was a serious diplomatic attempt to engage the regime, leveraging Lloyd George's status as the statesman who had originally drafted the war guilt clause. NUMBER 5 1945-46 GORING AND FOUR OTHER NUREMBERG TRIAL ACCUSED

Join us for service live every Sunday at 10am at 5600 Route 34 | Oswego, IL 60543. You can expect passionate worship and a deep love for God's Word. Connect with us at our website www.revivechurch.life

Coffee with Hitler: Lloyd George at the Berghof: Colleague Charles Spicer recounts the pivotal September 1936 meeting between David Lloyd George and Hitler at the Berghof, facilitated by Conwell-Evans, where Hitler was delighted to meet the "man who won the war"; Spicer argues that Lloyd George was not merely naive but attempting a strategic play to reopen the Locarno Treaty negotiations, and though the meeting was outwardly successful with Hitler behaving unpretentiously, he reacted with visceral hatred at the mention of Russia, leaving Lloyd George's subsequent praise of Hitler in the British press as a controversial legacy. 1933