Podcasts about Deutsche Bank

Tesla shares are popping after the company beat on both earnings and revenue. Canaccord Genuity's George Gianarikas gives the details. Plus, new research from Deutsche Bank shows that Europe may make it through this winter from an energy perspective. Former Chairman of the Federal Energy Regulatory Commission Neil Chaterjee weighs in on the outlook. And, Meta is allowing former president Donald Trump to return to Facebook and Instagram after a nearly two year suspension. American Enterprise Institute's James Pethokoukis explains why.

When Pawan Gupta observed supply chain gaps in fashion manufacturing, he decided to design something entirely new: Production technology that solves problems and creates a more sustainable future. Pawan is the Co-Founder and CEO of Fashinza, an AI-driven B2B marketplace and tech-enabled global supply chain platform for fashion brands, retailers and manufacturers.  Fashinza is more than just manufacturing technology. They predict future fashion trends, help retailers modify and order designs, and connect with manufacturers to get timely delivery. By going thought-to-shelf in just 2-4 months, Fashinza helps deliver trends to consumers where, when, and how they want them. Fashinza helps eliminate unsold stock by giving consumers more of what they want and none of what they don't. Their impact on the environment has been substantial, fulfilling Pawan's mission to reduce the impact of the fashion industry globally.  Over the past 12 months, Pawan has led Fashinza through a period of 10x growth, surpassing $150 million an annualized GMV run rate while increasing the Company's global footprint. As a serial entrepreneur for nearly a decade, Pawan co-founded and successfully led Curofy, India's largest network of doctors to an all-cash acquisition by Seattle-based Edifecs. Prior to Curofy, he was an analyst at Deutsche Bank in London where he was involved in structuring derivative products and proprietary credit indices in emerging markets.  Pawan is a mission-driven entrepreneur who believes that technology has the power to change the lives of the most vulnerable for the better. At Fashinza, he is improving the lives and working conditions of workers throughout the fashion supply chain while striving to bring sustainable design and increase efficiency. Pawan Gupta was part of Forbes India's 30 under 30 in 2018, Rising Stars by Bloomberg TV, and Young Turks by CNBC. He has also written guest columns in leading publications and has spoken at global events. To grow a brand, identify a need After the acquisition of his second successful company, Pawan was spending a lot of time at his parents' house. He got an idea.  Inspired by his father's decades of experience in manufacturing, he saw a major gap: Retailers, producers and customers were largely disconnected. He saw their frustration in dealing with middlemen, who made their jobs more difficult and ate into their profit margins. He identified a need.  By researching the gaps in the fashion supply chain, Pawan got to work with his friends and Co-founders to design something the industry had never used before: Technology that helps them predict trends, choose designs, order from manufacturers and get timely deliveries. Fashinza launched and they experienced explosive growth.  Successful entrepreneurs get crystal clear Pawan's advice to any young entrepreneur is this: Don't start a business until you get clear on what your goals are!  While your reasons might be different from everyone else's, you need to identify your true driving force in order to create the type of company you actually want. Whether you want to create a massive impact, make more money, retire early or launch a family business, approach this question with no judgment and complete clarity. Understanding your business goals helps you decide what steps to take as you launch, grow and scale your company.  Enjoy this fascinating conversation with Pawan Gupta on The Business of You. Quotes “We don't just accelerate the manufacturing process - we also help brands make a decision on what to manufacture and what kind of designs to launch, so that the industry only produces stuff the customers want! We are solving the problem of dead stock and overproduction, making fashion more sustainable.” “I got super excited. How can we take these small manufacturing units and connect them with customers across the world?”  “We value the integration of technology and how we could change the fragmented supply chain. It's really challenging but the solution was really needed as well.” “Be very clear on why you want to start a company. No judgment! It's entirely your call, but be very clear on exactly what it is that you want to do. Don't get swayed by propaganda. Not everyone does a job for the same reason. Your reasons could be personal. And your answer affects how you build your own company, as well.” “We believe in providing absolute freedom and autonomy, and trusting that you do the right thing. This is exactly what our hiring and internal management philosophy is.” “I want to make something super big. I care about the impact and what it brings to the supply partners and customers. I care about what it brings to society and millions of workers. This is the most important exciting part of our business.” Links mentioned in this episode: Learn all about Fashinza on their company website at https://www.fashinza.com/en-us  Connect directly with Pawan Gupta on LinkedIn at https://www.linkedin.com/in/pawaniitd/  Read Pawan Gupta's interview in Medium Magazine at https://medium.com/authority-magazine/pawan-gupta-of-fashinza-on-the-supply-chain-and-the-future-of-retail-e68781e7e862   

Growing up in Encinco CA and regularly shopping the Sherman Oaks Tower Records, Bob Kaufman had a fake i.d. as an underage teenager. It wasn't to buy beer, but to sneak into the local clubs to see his favorite touring bands play. Booking concerts at University of California Santa Barbara as well as doing air shifts on the college radio station, Bob knew he had to one day work in the work in the music business. So where did he start out? Where thousands of music and movie legends start; in the mailroom, in his case at Sony Music in Century City. It was at a music industry networking event that Bob met Stan Goman. Telling him he worked in the music business and spoke Chinese (he was a Chinese language major in school), Goman reportedly barked “Talked to Cahoon!” It was after dinner with Keith Cahoon and an evening of concerts that he was hired to work operations for Hong Kong, Taiwan and Singapore. Only problem is that when Bob landed in Sacramento, before leaving for Japan, Keith Cahoon forgot to tell anyone at 2500 DelMonte Street. Some blew him off and some greeted him warmly. Nonetheless, Bob Kaufman was a Tower employee. In this week's episode, Bob tells us about landing in Japan and immediately being tasked with writing Operations Manuals for the newly franchised Korean operation by observing Jason Munyon and what he did each day. Bob also tells us the story of Jazz clerk Ching from the Singapore store and Russ Solomon bonding…in Sacramento. Bob also recalls a wild encounter with Michael Jackson, his manager and bodyguard that almost led to a brawl, but ultimately led to Bob meeting his wife. We wind down our talk with Bob, who was in the Conference room when a representative of Deutsche Bank had him removed for vehemently objecting to the terms of the sale of Tower Records Japan to raise capital to pay down the US debt obligations. He may have started with the company differently than most and worked in parts of the company none of us knew about, but after listening to this episode you'll see that Bob Kaufman also bled red & yellow. 

The company will reportedly invest $10 billion in OpenAI over multiple years. Deutsche Bank turns sour on cybersecurity software providers. And Wayfair shares jump nearly 25% on layoff news and a double-upgrade from J.P Morgan. Host: Jackson Cantrell Learn more about your ad choices. Visit megaphone.fm/adchoices

Buenos días desde La Habana, soy Yoani Sánchez y en el "cafecito informativo" de este viernes 20 de enero de 2023: - Arcas vacías ¿Por qué no se informa de la gravedad financiera? - Muere el hombre que guardaba los secretos de Fidel Castro - Pocos detalles sobre la reunión entre funcionarios de EE UU y Cuba - Entrega del Premio Editorial El Ateje Gracias por compartir este "cafecito informativo" y te espero para el programa del lunes. Puedes conocer más detalles de estas noticias en el diario https://www.14ymedio.com Los enlaces de hoy: Muere 'Chomi' Miyar, el cubano que conocía todos los secretos de Fidel Castro https://enterate.link/cuba/Muere-Chomi-Barruecos-Fidel-Castro_0_3463453627.html Las reservas del Banco Central de Cuba dan para menos de tres meses de importaciones https://enterate.link/opinion/reservas-Banco-Central-Cuba-importaciones_0_3463453623.html Cuba aspira a entrar en la lista de Destino Turístico Inteligente para atraer más viajeros https://enterate.link/cuba/Cuba-Destino-Turistico-Inteligente-viajeros_0_3463453626.html Oda urgente a un país en ruinas https://enterate.link/opinion/Oda-urgentea-pais-ruinas_0_3463453621.html El Deutsche Bank bloquea la cuenta de un español por el solo hecho de haber nacido en Cuba https://enterate.link/cuba/Deutsche-Bank-bloquea-espanol-Cuba_0_3462853687.html Un hombre desnudo delante del hospital Calixto García, cruda imagen del caos en la Salud cubana https://enterate.link/cuba/delante-hospital-Calixto-Garcia-Salud_0_3462853691.html Alas Tensas rectifica y señala que "la alerta de desaparición de Yeniset Rojas sigue abierta" https://enterate.link/cuba/Alas-Tensas-desaparecida-Yeniset-Rojas_0_3462853690.html Los médicos cubanos siguen sin llegar a las zonas desatendidas en México https://enterate.link/internacional/medicos-cubanos-llegar-desatendidas-Mexico_0_3462253754.html Entre las 50.000 personas multadas por la Policía de Cienfuegos figuran muchos 'coleros' https://enterate.link/cuba/personas-multadas-Policia-Cienfuegos-coleros_0_3462853692.html Entrega del Premio Editorial El Ateje https://enterate.link/cuba/personas-multadas-Policia-Cienfuegos-coleros_0_3462853692.html

Wirecard steht für den wohl größten Skandal der deutschen Wirtschaftsgeschichte. Denn die Bilanzen des vermeintlichen Vorzeigeunternehmens aus München, das zeitweise wertvoller war als die Deutsche Bank, waren gefälscht. Nach dem Zusammenbruch der Firma im Juni 2020 hat nun der Prozess gegen Ex-Chef Markus Braun und zwei ehemalige Top-Manager begonnen. Braun stand an der Spitze des deutschen Unternehmens, ebenso wie sein Kompagnon Jan Marsalek – zwei Männer aus Österreich. Wie viel wusste Braun von dem Betrug in seinem Haus? Arbeitete Marsalek, der seit dem Kollaps von Wirecard auf der Flucht ist, tatsächlich für den russischen Geheimdienst? Noch immer gibt es viele offene Fragen in dem Fall. Ausgerechnet die Schlüsselfigur – Marsalek – fehlt bei der Gerichtsverhandlung. Für seine Flucht nutzte er offenbar einen Privatjet, der von einem Flugplatz bei Wien startete. Auch sonst führen Spuren in diesem Skandal immer wieder nach Österreich. Wirecard – ein Österreich-Krimi? Die beiden Ex-Vorstände Braun und Marsalek waren in Österreichs Politik und Wirtschaft gut vernetzt, pflegten Kontakte zur ÖVP unter Sebastian Kurz und zur rechtspopulistischen FPÖ. Wozu dienten diese Netzwerke? Welche Rolle spielten Marsaleks Verbindungen zum österreichischen Geheimdienst? Welche Informationen wurden ausgetauscht? In dieser Reihe von Inside Austria blicken wir auf die österreichische Seite des Wirecard-Skandals. Wir beginnen in der ersten Folge mit dem Gerichtsprozess gegen Markus Braun und schauen auf die wichtigsten offenen Fragen in dem Betrugsfall. In der Podcast-Serie Inside Austria rekonstruieren der SPIEGEL und der österreichische STANDARD gemeinsam Fälle, Skandale und politische Abgründe in Österreich. Wenn Ihnen unser Podcast gefällt, folgen Sie uns doch und lassen Sie uns ein paar Sterne da. Kritik, Feedback oder Themenideen gerne an insideaustria@spiegel.de oder an podcast@derstandard.at. Einen Überblick über Themen und Entwicklungen in Österreich finden Sie auf derstandard.at und auf spiegel.de.  Mit dem Rabattcode Standard können unsere Hörer*innen jetzt drei Monate lang für 30 Euro das Angebot von SPIEGEL Plus testen und 50 Prozent sparen. Alle Infos dazu finden Sie auf spiegel.de/derstandardInformationen zu unserer Datenschutzerklärung

Unser heutiger Gast hat Wirtschaft in Aachen und Hamburg studiert und mit je einem Bachelor und einem Master of Science abgeschlossen. Die Liste seiner Praktika reicht von SAP über die Deutsche Bank, Ernst & Young und Henkel bis hin zur Lufthansa. Seit 2017 ist er bei Thomsen Group International Strategy Consultants, aktuell als Executive Vice President Strategy & Innovation. Er ist seit Jahren in diversen Rollen ehrenamtlich engagiert, unter anderem als Advisor des CEO von “Reach Out Cameron”. Wir sind auf ihn aufmerksam geworden, weil er der Autor des im September diesen Jahres erschienenen Buches “Die Macht der Bildung ist.” Ein Buch über das der Journalist und Autor Dr. Hajo Schumacher sagt: “Bildungspolitik statt Tunnelblick - so lautet sein Kommando, um den trägen Bildungsdampfer Deutschland wieder flott zu machen. Ein erfrischender Blick …” Seit mehr als 5 Jahren beschäftigen wir uns mit der Frage, wie Arbeit den Menschen stärkt - statt ihn zu schwächen. In unseren Podcast-Gesprächen haben wir mit mehr als 400 Menschen darüber gesprochen, was sich für sie geändert hat und was sich weiter ändern muss. Wir sind uns ganz sicher, dass es gerade jetzt wichtig ist, Arbeit qualitativ zu verbessern. Denn die Idee von “New Work” wurde während einer echten Krise entwickelt. Sie ist nicht für eine Bubble gedacht, sondern für uns alle. Welche Rolle spielt Bildung auf dem Weg zu einer besseren Arbeit und warum brauchen wir dringend ein neues Bildungsideal? Wir suchen nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näher bringen! Darüber hinaus beschäftigt uns auch diese Woche immer noch die Frage, ob wirklich alle Menschen das finden und leben können, was sie im Innersten wirklich, wirklich wollen. Ihr seid bei On the Way to New Work - heute mit Florian Schreitter Ritter von Schwarzenfeld. Episode 352 gibt es auf allen gängigen Podcast-Plattformen, wie Spotify oder Apple Podcasts (oder direkt auf otwtnw.de). Einfach nach ‘On the Way to New Work' suchen und abonnieren, um keine Folge zu verpassen. Christoph und Michael veröffentlichen immer montags um 6:00 Uhr.

Catholic Drive Time - 877-757-9424 Date – Friday, January 6, 2023 – Optional Memorial of Saint André Bessette INTRO – The plague of Human Trafficking... the legacy of Jeffery Epstein, and how to stop it. Dr. Michael Shively and Dani Pinter from the National Center for Sexual Exploitation join us. And – 11 votes in... still no speaker of the house... oh and Matt Gaetz Nominates Trump for Speaker. Also – “Stand Firm in Faith!”: Benedict XVI's Final Spiritual Testament to the Church Quick News - - South Carolina Supreme Court on Thursday ruled against the state's six-week abortion ban, claiming that the law violates the state's constitution - President Joe Biden on Thursday announced that the U.S. will provide Ukraine's armed forces with armored combat vehicles. - Board-certified internist and cardiologist Dr. Peter McCullough recently penned a peer-reviewed letter to the editor stating that 270 athletes and former athletes in the United States have died from cardiac arrests and other serious issues after taking COVID-19 vaccines in 2021-22. - Piero Laporta, a retired Italian brigadier general, published a stunning piece on his own blog... in the first weeks after the election of Joseph Ratzinger to the papal throne in 2005, an official of the U.S. National Security Agency (NSA) “was bragging about the resignation to which H.H. Benedict XVI of revered memory would soon be forced.” Join Email list! GRNonline.com/CDT GRN to 42828 What's Concerning Us? – Dr. Michael Shively - Senior Advisor on Research and Data Analysis – National Center For Sexual Exploitation How to end sex trafficking What are the major offenders? Root causes? What can be done? What should parents look out for? Guest Seg. - Dani Pinter, senior legal counsel for the National Center on Sexual Exploitation - The lawsuit against Deutsche Bank and JP Morgan being sued for not catching on to Epstein's sex trafficking. - The attorney general of the U.S. Virgin Islands accused JPMorgan Chase & Co. last week of servicing the pedophilic child sex trafficker Jeffrey Epstein and helping him to illegally exploit women and minors. Days later, Albert Bryan Jr., the Democrat governor of the Virgin Islands, had her fired. - backstory on Epstein -He seems incredibly well connected and many have looked the other way -What about Gizelle Maxwell? -What is behind this JP Morgan Chase story? -Sounds a lot like when Biden was a VP and had the Ukraine AG fired... or else! 2nd Hour Guest Seg. - “Stand Firm in Faith!”: Read Benedict XVI's Final Spiritual Testament to the Church Joe Social Media IG: @TheCatholicHack Twitter: @Catholic_Hack Facebook: Joe McClane YouTube: Joe McClane Rudy Social Media IG: @ydursolrac Youtube: Glad Trad Podcast Adrian Social Media IG: @ffonze Twitter: @AdrianFonze Facebook: Adrian Fonseca YouTube: Adrian Fonseca YouTube: Catholic Conversations Visit our website to learn more about us, find a local GRN radio station, a schedule of our programming and so much more. http://grnonline.com/

In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Laurin Meyer und Holger Zschäpitz über den Nibelungen-Dax, Cloud-Angst bei Microsoft und Job-Kahlschlag bei den Tech-Unternehmen. Außerdem geht es um SAP, Salesforce, Vimeo, Kaltura, Amazon, General Electric, GE Healthcare Technologies, iShares MSCI Emerging Markets ETF (WKN: A0HGWC), iShares MSCI Saudi Arabia Capped ETF (WKN: A14ZV2), Saudi Aramco, Apple, Meta, Uber, Bank of America, Aston Martin, Nintendo, Shares eb.rexx Government Germany 0-1yr ETF (WKN: A0Q4RZ), Deutsche Bank und ING. Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

In what has become a regular occurrence at this point, Deutsche Bank has once again been raided. This time, investigators are looking for evidence to prove that the bank was misleading investors when discussing their "green" portfolio.(commercial at 8:16)to contact me:bobbycapucci@protonmail.comsource:https://www.msn.com/en-us/money/companies/ceo-of-deutsche-bank-s-asset-manager-steps-down-after-greenwashing-raid/ar-AAXXCJl?ocid=msedgntp&cvid=abc2a7ca40fa4020ba2c99e562f7a443

Alright, fine, I know I have been away. I'm sorry, I'm sorry what do you want from me huh, it's not easy tracking this piece of shit for years now, it has been a drain on my soul, it has been a drain on my fucking brain. But, first order of business is some fan mail from Jeff Cane, an Englishman in LA. I agree with you, Cousin Andy and Mr. Schmatta, those guys they are lost man, they sit in their own enclaves and bubble of Trump martyrdom, and they continue to have diarrhea of the mouth and isn't that the point. I wanted to run that without commentary, without interruption because sadly enough Jeffrey there is a large percentage of American's out there that are lost, just simply adrift in a political boat up river, a Heart of Darkness Journey for lack of a better term, so again Jeff, I promise, if Cousin Andy ever appears again on Trump Mafia, he will be grilled for his faulty beliefs, for his views that remind me of the people that drank the Kool aid in Jonestown, or the fellas who took the potion who were wearing velour jumpsuits and Nike Cortez waiting for some alien space ship that never arrived. I can't say we do top notch journalism here at the Mafia, but I agree that maybe I should have held Cousin Andy's feet to the fire, but isn't it much better to just let the craziness roll? I think in my vacation, it has been a little quiet, a little depressed and from what I have been reading, there seems to be a lot of journalistic think pieces on Donnie that basically remind me of the kind of journalism that is written when an athlete who is supposed to retire, plays that extra season, steps into that ring one more time, or makes that comeback run wearing number 45 like Jordan when he played for the Washington Wizards, you remember that don't you? But let's hold up a bit here and really talk about this, if Donnie is on the ropes, if Donnie is in this depressing vortex, or if New Year's Eve at Mar a Lago was piss in my chowder boring, then maybe this is the end, maybe just maybe this is it?? I mean I literally saw a headline about New Year's Eve at Mar-A-Lago being depressing, come on journalists we can do better than that, I am sure the fucking conservative, plastic surgery Dinosaur set at the resort were fine with their expensive champagne and Beef Wellington, let's not get crazy here.

In what has become a regular occurrence at this point, Deutsche Bank has once again been raided. This time, investigators are looking for evidence to prove that the bank was misleading investors when discussing their "green" portfolio.(commercial at 8:16)to contact me:bobbycapucci@protonmail.comsource:https://www.msn.com/en-us/money/companies/ceo-of-deutsche-bank-s-asset-manager-steps-down-after-greenwashing-raid/ar-AAXXCJl?ocid=msedgntp&cvid=abc2a7ca40fa4020ba2c99e562f7a443

Deutsche Bank has a long and checkered past when it comes to dealing with undesirables and they have certainly felt the financial slap of those dealings as they have been on the hook for hundreds of millions in penalties and that is just in recent memory. Yet, none of these executives or perpetrators who helped these schemes happen have been prosecuted. Unfortunately, we see more of the same here.(commercial at 10:27)to contact me:bobbycapucci@protonmail.comsource:https://www.reuters.com/markets/europe/deutsche-bank-263-mln-shareholder-settlement-over-epstein-russian-oligarch-ties-2022-09-23/

Is the banking system collapsing?    Credit Suisse and Deutsche Bank are both in trouble, and some people are predicting a complete financial collapse. What will happen if the banks go under? Watch this video to find out.   Get a copy of my free guide! ➡️ https://lighthousefreedom.com   Get a VIP connection to our experts! ➡️ https://investingsecrets.tv/VIP   Subscribe and listen to Investing Secrets on all our platforms: ➡️ YouTube: https://investingsecrets.tv/YouTube ➡️ Apple: https://investingsecrets.tv/Apple ➡️ Spotify: https://investingsecrets.tv/Spotify ➡️ Google: https://investingsecrets.tv/Google Question?   Have a question about investing or any of the secrets from this episode? Post in the comments section or email us. InvestingSecretsWithKevin@gmail.com   Episode Sponsors ➡️ Living Wealth ➡️ Wellings Capital ➡️ Smeed CPA   Investing Secrets with Kevin Attride was born out of a desire to empower investors and those interested in maximizing their finances. We're bringing you the tips, tricks, and secrets of successful investors and the wealthy no matter where you are on your journey.     #InvestingSecrets #KevinAttride #creditsuisse #DeutscheBank #Gold #Silver #PreciousMetals #Inflation #Cash #Banks #PrivateBanking #InfiniteBanking #InfiniteBankingConcept #BeYourOwnBank #PersonalFinance Sources: https://www.fsb.org/2021/11/2021-list-of-global-systemically-important-banks-g-sibs/ https://www.marketwatch.com/story/credit-suisse-whats-going-on-and-why-its-stock-is-falling-11664788464 https://www.forbes.com/sites/qai/2022/10/04/is-credit-suisse-going-bust/?sh=2b86d0a73af7 https://finance.yahoo.com/news/credit-suisse-days-left-answer-124047702.html https://capital.com/deutsche-dank-db-stock-price-credit-swap https://nypost.com/2022/10/21/deutsche-bank-workers-not-coming-to-office-even-after-layoffs/ DISCLAIMER The information contained in this episode are opinions not to be used as individual guidance. As always, consult your own financial team for your investment decisions. We recommend that as a consumer, you exercise your due diligence and research any and all strategies outlined before adopting them for your unique situation. Investing Secrets with Kevin Attride and other encompassed entities are not responsible for any damages that result from an effort to implement the information provided in this or any other video, article, social media post, and related publications. Your use and viewing of any materials and videos published by Investing Secrets with Kevin Attride and other encompassed entities confirms your acknowledgement and agreement that Wyoming law will apply to any and all disputes related to the aforementioned entities and that Wyoming will serve as the venue for any disputes, claims, and litigious activities related but not limited to the materials produced by Investing Secrets with Kevin Attride and other encompassed entities. Investing Secrets with Kevin Attride, other encompassed entities, and all other associated persons including but not limited to independent contractors, employees, and affiliates, research and review all content for this site to the best of their abilities but make no guarantees, representations, or warranties as to the complete accuracy and inclusion of all relevant information for each video, including but not limited to all video streams, suggested and provided links and resources. All parties specifically disclaim any implied warranties of merchantability or fitness for any and all purposes. Copyright, Liability Waiver and Disclaimers As per and unless otherwise permitted under the United States Copyright Act, no part of the content of this video or any video published under Investing Secrets with Kevin Attride and other encompassed entities, shall be stored, copied, recreated, republished, or transported. Prior express written permission is required for any use of this video not permitted under the United States Copyright Act. All Rights Reserved.

Almost exactly one year ago, a federal jury convicted Ghislaine Maxwell for sex trafficking minors for Jeffrey Epstein's predation. Maxwell received a 20-year sentence this past June, in a prosecution largely sparked by civil litigation by survivor Virginia Giuffre. In the year's final episode, Giuffre's lawyer Sigrid McCawley and the partner at her law firm Kenya Davis talk about what's next for the Epstein saga — and explain how New York's Adult Survivors Act has unleashed a flood of litigation that otherwise would have been barred by the statute of limitations.Those include lawsuits accusing JPMorgan Chase and Deutsche Bank of "complicity" in Epstein's crimes, slated for trial in 2023.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

144.Bölümde Deutsche Bank Genel Müdür Yardımcısı Taner Akçok konuğum oldu ve Yeni Nesil Bankacılık ve Finans Trendleri'ni konuştuk. Berlin'de yaşayan ve "Forbes 30 Under 30 2019" yılı listesinde yer alan Taner Akçok hem girişimcilik ekosisteminde hem de finans sektöründe uzun yıllardır kariyerini sürdürüyor.   (00:00) - Açılış (01:04) - Taner Akçok'u tanıyoruz. (02:50) - Almanya'da bankacılık nasıl? Deneyimsel bankacılık (contextual banking) nedir ve bankacılık ve finansal teknoloji sektörü için ne anlama geliyor? (11:20) - Gömülü Finans (Embedded Finance) ve Deneyimsel Bankacılık arasındaki farklar tam bilinmiyor. Acaba bu ikisi nasıl bağlantılıdır? (13:20) - Sizce (entegre - gömülü bankacılık ve bağlamsal bankacılık arasındaki ilişki nedir? Yıllar içinde değiştiğini nasıl görüyorsunuz? (15:20) - Yapay zekanın deneyimsel bankacılıktaki rolü nedir? (18:16) - Dijital bankacılık kullanımı Almanya'da nasıl? (21:32) - Dijital ile ilgili fırsatlar nasıl? Avrupa'da Türkiye neler yapabilir? (25:10) - İnsanlar kripto ve blok zinciri hakkında hiçbir bilgisi olmadan NFT ticareti yapıyor. Peki bu gelecek için ne anlama geliyor? Kripto ve blockchain teknolojisi 2023'de ve sonrasında finansı nasıl etkileyecek? (27:47) -Metaverse ve Nft finansta nasıl? (29:30) - Kitap önerisi Principles: Life and Work - https://www.goodreads.com/book/show/34536488-principles?ac=1&from_search=true&qid=FmZFYcc994&rank=2 Dijital Dönüşüm - Kitlesel Yok Oluş Çağında Hayatta Kalmak ve Başarılı Olmak - https://www.goodreads.com/book/show/61108979-dijital-d-n-m---kitlesel-yok-olu-a-nda-hayatta-kalmak-ve-ba-ar-l-o?from_search=true&from_srp=true&qid=xHX7yREINl&rank=9 he Mathematical Corporation - https://www.amazon.com/Mathematical-Corporation-Intelligence-Ingenuity-Impossible/dp/1610397886   Taner Akçok - https://www.linkedin.com/in/tanerakcok/ Sosyal Medya Hesaplarımız;   Twitter -     https://twitter.com/dunyatrendleri Instagram -     https://www.instagram.com/dunya.trendleri/ Linkedin -     https://www.linkedin.com/company/dunyatrendleri/ Youtube -     https://www.youtube.com/c/aykutbalcitv Goodreads -     https://www.goodreads.com/user/show/28342227-aykut-balc aykut@dunyatrendleri.com Bize Bağış Yapmak Patreon hesabımız -     https://www.patreon.com/dunyatrendleri

Erst Corona, dann der Ukraine-Krieg. Viele Rohstoffe sind dieses Jahr richtig teuer geworden. Vor allem Energiepreise sind regelrecht explodiert. “Die Karten wurden dieses Jahr komplett neu gemischt. Gerade ab März sind die Preise durch die Decke geschossen - egal ob Metalle, Energie-Rohstoffe, Edelmetalle, Industriemetalle Agrar-Rohstoffe. Denn die Marktteilnehmer wussten nicht, was genau passieren wird”, sagt Michael Blumenroth im Rohstoff-Talk. Gold hat zum Jahresende wieder angezogen und tendiert um die Marke von 1.800 US-Dollar. Ist das Edelmetall interessanter geworden? “Wir sehen Gold momentan bei 1.850 US-Dollar je Feinunze. Wir sehen aber auch die Möglichkeit, dass es mehr werden kann - vor allem in der zweiten Jahreshälfte 2023”, so der Rohstoffexperte von der Deutschen Bank. Blumenroth schaut zudem auf den Ölpreis ("hat leider für uns Verbraucher Potential nach oben") und Erdgas ("ist ein großes Problem - die Preise bleiben hoch"). Alle Details im Interview von Inside Wirtschaft-Chefredakteur Manuel Koch an der Frankfurter Börse und mehr Infos auch auf https://www.xetra-gold.com

Resulta que se gradúa en una de las escuelas de negocios más prestigiosas del mundo, la London School of Economics.Resulta lo ficha el Deutsche Bank y logra trabajar en uno de los centros financieros de referencia como es la City de Londres.Resulta que se dedica a ayudar a empresas para salir a bolsa.Y resulta que, yendo todo como un tiro, da un giro profesional a su vida que le acaba llevando al marketing on line.Y, sin embargo, decide dar un giro a su vida y dedicarse a algo que comenzaba a funcionar pero que aún estaba en pañales, el márketing on line.Fue una apuesta ganadora porque hoy, Óscar Feito y su Academia de Márketin On Line son un referente en el mundo.Descubre cómo comenzó todo y cuáles son sus principios para triunfar en el márketing on line.Esto es Créeme lo que te digo, espisodio, 112.

Dr. Marion Laboure is a senior economist and market strategist at Deutsche Bank, a lecturer at Harvard University, and a recognized expert in financial technology. In addition to designing her own financial technologies course at Harvard University, she speaks extensively about payment systems, blockchain, and digital currencies at conferences and seminars. Holding a Ph.D. from ENS, her latest book is titled Democratizing Finance: The Radical Promise of Fintech. 

In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Daniel Eckert und Holger Zschäpitz über eine Zinsbombe aus dem Fernen Osten, bombastische Zahlen bei Nike und die Bionik-Chance des Jahrhunderts. Außerdem geht es um Deutsche Bank, Munich Re, Allianz, Commerzbank, Vonovia, Aroundtown, LEG Immobilien, Nippon Sanso, Itochu, Rohm, Fanuc, JVCKennwood, Tamura Corp, Monega Innovation Fonds (WKN: 532102), MSCI Japan (WKN: LYX0YC), iShares MSCI Japan Small Cap (WKN: A0Q1YX), Vaneck Bionic Engineering (IE0005TF96I9) Dexcom, Stryker, Medtronic, Zimmer Biomet Holdings, Sonova, Straumann, Edwards Lifescience, Insulet, Inspire Medical Systems und Smith & Nephew. Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

➤ Elon Musk polls Twitter users on whether he should step down as the head of Twitter ➤ Additional reporting on possible Tesla factory in Mexico ➤ Tesla hits Giga Berlin production milestone ➤ More incentives added in China ➤ Oppenheimer downgrades TSLA stock ➤ Deutsche Bank issues TSLA note ➤ New FSD Beta update rolling out to employees ➤ Tesla hits solar milestone ➤ Treasury Department comments on EV credit ➤ Toyota comments on EVs ➤ Starlink passes 1M subscribers Shareloft: https://www.shareloft.com Twitter: https://www.twitter.com/teslapodcast Patreon: https://www.patreon.com/tesladailypodcast Tesla Referral: https://ts.la/robert47283 Executive producer Jeremy Cooke Executive producer Troy Cherasaro Executive producer Andre/Maria Kent Executive producer Jessie Chimni Executive producer Michael Pastrone Executive producer Richard Del Maestro Executive producer John Beans Music by Evan Schaeffer Disclosure: Rob Maurer is long TSLA stock & derivatives

Tu and Lei start out the podcast with a discussion on rumors of Ford building a battery factory that CATL would use to fab cells for Ford vehicles. This evolves into broader discussion about CATL & Huawei's ambitions.Lei then talks the broader China economy for 2023 and how exports will likely continue to be strong next year.Tu and Lei move the pod over to Li Auto's ambition and current sales of the L8/L9. Tu and Lei then discuss some of the topics they discussed for their Deutsche Bank investor call including how they would rank who would be the most successful in 2023 out of ABB (Audi, Bimmer, Benz).Tu ends this pod with a brief update on the product rollout for XPeng in 2023 with three new or refreshed products on their way.

In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Daniel Eckert und Holger Zschäpitz über den Megaabschlag bei VW, die Milliardenübernahme bei Maxar. Dann begeben sie sich auf Aktiensuche im Land des Fußball-Weltmeisters. Außerdem geht es um Tesla, Apple, Warner Bros. Discovery, Paramount, Netflix, Synlab, Deutsche Bank, Varta, Mercado Libre, YPF, Grupo Financiero Galicia, Pampa Energia, Central Puerto, Arcos Dorados Holdings, iShares EM Latin America (WKN: A0NA45), BASF, Brenntag, Covestro, Evonik Industries, Lanxess und Wacker Chemie.  Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

We're joined by Mo Islam, Payload's Co-Founder. We cover lessons we can learn from the Apollo space era, why killing them with kindness is the best option, and why founders should stay focused on what they love. “Hubris kills startups and humility saves them. No matter what your success level is or may not be, it's really important to always be humble about what you're building and what you're doing because it can change at the drop of a hat.” – Mo Islam EPISODE GUIDE (LINKS, QUOTES, NOTES, AND BOOKS MENTIONED) https://www.danielscrivner.com/notes/mo-islam-playbook  FULL TEXT TRANSCRIPT https://www.danielscrivner.com/notes/mo-islam-playbook-transcript  CHAPTERS In this episode, we deconstruct Mo Islam's peak performance playbook—from their favorite book to the tiny habit that's had the biggest impact on their life. In it we cover: (00:00:00) – Introduction (00:01:40) – Clearing up misconceptions about space (00:03:06) – Kill them with kindness, embrace the boredom (00:05:30) – Learning from Phillippe Laffont and Engines That Move Markets (00:07:33) – Hubris kills startups; humility saves them (00:09:18) – Focus on what you love (00:12:02) – Learning from the Apollo era (00:13:15) – Relying on to-do lists and the Notes app (00:15:53) – Do what matters, change people's lives for the better ABOUT MO ISLAM Mo Islam is co-founder of Payload, which is building a media empire dedicated to covering the business and policy of space, as in outer space. We discovered Payload and immediately subscribed to their daily newsletter after it was recommended by Delian Asparouhov, co-founder of Varda Space Industries, in Episode 71. We asked Delian what newsletters and websites he used to stay on top of everything going on in space, and he had only one answer: Payload Space. Mo Islam has a fascinating background in finance, having worked at J.P. Morgan and Deutsche Bank before co-founding Payload. In this episode, Mo shares why hubris kills startups and humility saves them, what he's learned from incredible investors like Philippe Laffont at Coatue, and why he loves the book Engines That Move Markets, which we had never heard of but immediately ordered after recording this episode with him.

El IPC se ha moderado hasta el 6,8% en el mes de noviembre, aunque el precio de los alimentos sigue disparado. Según la economista Rosa Duce, responsable de Estrategia de Inversión de Deutsche Bank, a corto plazo van a seguir a estos niveles: "Los alimentos están subiendo en todo el mundo. Tenemos graves problemas, no solamente en España". Aunque la climatología, las reservas de gas y el impulso de las energías renovables han reducido el temor previo al invierno, Duce afirma que "la recesión, aunque sea moderada, parece ineludible". De hecho, explica que, a nivel europeo, ya se ha entrado durante el presente trimestre. Sobre la última subida de los tipos de interés anunciado por la Reserva Federal estadounidense, considera que era lo esperado que fuera de 50 y no de 75 puntos: "Está claro que la Reserva Fderal está ya al final de las subidas de tipos". En este sentido, espera que el Banco Central Europeo siga la misma senda.Escuchar audio

This episode is our Year In Review: 2022 Greatest Hits Part 1! We've put together some of our favourite clips and moments for you to enjoy over the holidays, and look forward to seeing you again in 2023 for some of our best guests to date! The 2022 guests featured in this episode are:#1 Patrick Deloy, E146 & E147, September 7th & 14th, 2022Our first feature comes from episodes 146 and 147 on September 7th and 14th with Patrick Deloy, Managing Director at Merkle, an award-winning e-commerce solutions provider which supports medium to large B2C and B2B companies with the planning, development, localization and long-term support of multi-country e-commerce website deployments in the APAC region. I had asked Patrick ‘what is the omni-channel retail ecosystem and environment today in the APAC region?#2Liam Mather, E134, March 15, 2022Our second clip features Liam Mather, Head of Public Affairs and Communications at WPIC Marketing + Technologies. Reporting to the Chief Marketing Officer, Liam helps guide WPIC's public and government affairs, strategic communications, media engagement, corporate branding, and sales enablement. Liam previously worked in BCW's Corporate and Public Affairs practice in Beijing, where he helped clients manage reputations, respond to crises, and navigate policy issues. This was from episode 134 released on March 15th, and for those who didn't get to hear the full episode, it's quite unique as we had the opportunity to talk to Liam about his time covering the Winter Olympics from within the Olympic bubble. Specifically, Liam was able to cover the hockey event, so we asked him about the state of hockey in China, specifically women's hockey, and here's what he had to say.#3William Bao Bean, E152 & E153, October 19th & 26th, 2022Up next is a clip from episode 152 on October 19th, the first of two episodes with an old friend of mine and an old friend of the podcast, William Bao Bean. William is a General Partner at SOSV and Managing Director of Orbit Startups. Orbit Startups helps companies scale breakthrough technologies across emerging and frontier markets to the regions with the most aggressive growth. William is a senior advisor at SOSV who has been a pioneer in the tech and telecommunications space in Asia. During his time with SoftBank China & India Holdings, he led investments in companies such as Yodo1, DemystData, Lekan, and Massive Impact. He was also an equity research analyst at Deutsche Bank covering the Internet and Telecom Equipment sector in Asia for 11 years before joining Innov8 Ventures as Managing Director where he is focused on supporting China investments. He is definitely one of the foremost experts on early-stage startups and investing in Asia Pacific, and in this particular clip I asked him ‘what are the strengths and differences of the teams you invest in and work with within Asia versus outside Asia?'#4Zarina Kanji, E133, March 7th, 2022On March 7th we released episode 133 with Zarina Kanji. Based in London, Zarina is the Head of Business Development for Health & Wellness and Food & Beverage Brands at Alibaba. She previously served as VP of Global Fashion Brand Partnerships at Lazada in Singapore. Zarina spoke with us about Tmall's upcoming International Women's Day—a key event tied to the company's Super Brand Day—on March 8, 2022. It has proven in previous years to be the third-largest shopping festival in the nation, behind 11.11 and 6.18, and is a unique opportunity for brands to engage with women across China. So, for this clip, we chose her response to my question ‘Can you tell us a little bit about what the Gen Z female consumers really care about in China right now, and how does that differ from their elder counterparts?'#5Alvin Wang Graylin, E125, January 12th, 2022On January 12th we were blessed to be able to interview Alvin Wang Graylin, China President at HTC. For anyone unfamiliar, HTC is an award-winning developer of smart mobile, connected technology, and virtual reality products. Alvin is also the Vice President of the Industry of Virtual Reality Alliance (IVRA) and the President of the Virtual Reality Venture Capital Alliance. He has almost three decades of business management experience in the tech industry, including 20 years in Greater China beginning with a Senior Management position at Intel in 1993. Prior to HTC, Alvin was a serial entrepreneur, having founded four venture-backed startups in the mobile and internet spaces, covering mobile social, "ad tech", search, AI, big data and digital media. I asked Alvin to tell us about some of the coolest & most innovative examples of VR that are heading our way in 2022 and beyond.#6Charles Lavoie, E154 & E156, November 2nd & 16th, 2022Our last clip for Part 1 of our Year in Review is from our conversation with Charles Lavoie on November 16th, episode number 156. Charles is the VP of Creative & Head of Creative Labs at WPIC Marketing & Technologies. A creative strategy & data analytics leader, Charles has incredibly strong cross-cultural backgrounds in international growth, go-to-market strategy, growth marketing, data analytics, creative planning, storytelling, sales, e-commerce, design and retail in the APAC region with projects focused in China, Hong Kong, Japan & Singapore. I asked Charles a very nuanced question at one point, probably one of the most granular questions I've asked anyone about brand entry into the APAC region, specifically “if a brand wants to take a multi-market strategy, how do you advise them, especially if they are also trying to stay ahead of an aggressive market competitor who might be going after the same regions for expansion themselves and may not have time to take a step by step approach?'

About BrianBrian leads the Google Cloud Product and Industry Marketing team. This team is focused on accelerating the growth of Google Cloud by establishing thought leadership, increasing demand and usage, enabling their sales teams and partners to tell their product stories with excellence, and helping their customers be the best advocates for them.Before joining Google, Brian spent over 25 years in product marketing or engineering in different forms. He started his career at Microsoft and had a very non-traditional path for 20 years. Brian worked in every product division except for cloud. He did marketing, product management, and engineering roles. And, early on, he was the first speech writer for Steve Ballmer and worked on Bill Gates' speeches too. His last role was building up the Microsoft Surface business from scratch as VP of the hardware businesses. After Microsoft, Brian spent a year as CEO at a hardware startup called Doppler Labs, where they made a run at transforming hearing, and then spent two years as VP at Amazon Web Services leading product marketing, developer advocacy, and a bunch more marketing teams.Brian has three kids still at home, Barty, Noli, and Alder, who are all named after trees in different ways. His wife Edie and him met right at the beginning of their first year at Yale University, where Brian studied math, econ, and philosophy and was the captain of the Swim and Dive team his senior year. Edie has a PhD in forestry and runs a sustainability and forestry consulting firm she started, that is aptly named “Three Trees Consulting”. As a family they love the outdoors, tennis, running, and adventures in Brian's 1986 Volkswagen Van, which is his first and only car, that he can't bring himself to get rid of.Links Referenced: Google Cloud: https://cloud.google.com @isforat: https://twitter.com/IsForAt LinkedIn: https://www.linkedin.com/in/brhall/ TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is brought to us by our friends at Pinecone. They believe that all anyone really wants is to be understood, and that includes your users. AI models combined with the Pinecone vector database let your applications understand and act on what your users want… without making them spell it out. Make your search application find results by meaning instead of just keywords, your personalization system make picks based on relevance instead of just tags, and your security applications match threats by resemblance instead of just regular expressions. Pinecone provides the cloud infrastructure that makes this easy, fast, and scalable. Thanks to my friends at Pinecone for sponsoring this episode. Visit Pinecone.io to understand more.Corey: This episode is brought to you in part by our friends at Veeam. Do you care about backups? Of course you don't. Nobody cares about backups. Stop lying to yourselves! You care about restores, usually right after you didn't care enough about backups. If you're tired of the vulnerabilities, costs, and slow recoveries when using snapshots to restore your data, assuming you even have them at all living in AWS-land, there is an alternative for you. Check out Veeam, that's V-E-E-A-M for secure, zero-fuss AWS backup that won't leave you high and dry when it's time to restore. Stop taking chances with your data. Talk to Veeam. My thanks to them for sponsoring this ridiculous podcast.Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. This episode is brought to us by our friends at Google Cloud and, as a part of that, they have given me someone to, basically, harass for the next half hour. Brian Hall is the VP of Product Marketing over at Google Cloud. Brian, welcome back.Brian: Hello, Corey. It's good to be here, and technically, we've given you time to harass me by speaking with me because you never don't have the time to harass me on Twitter and other places, and you're very good at it.Corey: Well, thank you. Again, we first met back when you were doing, effectively, the same role over at AWS. And before that, you spent only 20 years or so at Microsoft. So, you've now worked at all three of the large hyperscale cloud providers. You probably have some interesting perspectives on how the industry has evolved over that time. So, at the time of this recording, it is after Google Next and before re:Invent. There was also a Microsoft event there that I didn't pay much attention to. Where are we as a culture, as an industry, when it comes to cloud?Brian: Well, I'll start with it is amazing how early days it still is. I don't want to be put on my former Amazon cap too much, and I think it'd be pushing it a little bit to say it's complete and total day one with the cloud. But there's no question that there is a ton of evolution still to come. I mean, if you look at it, you can kind of break it into three eras so far. And roll with me here, and happy to take any dissent from you.But there was kind of a first era that was very much led by Amazon. We can call it the VM era or the component era, but being able to get compute on-demand, get nearly unlimited or actually unlimited storage with S3 was just remarkable. And it happened pretty quickly that startups, new tech companies, had to—like, it would be just wild to not start with AWS and actually start ordering servers and all that kind of stuff. And so, I look at that as kind of the first phase. And it was remarkable how long Amazon had a run really as the only player there. And maybe eight years ago—six years ago—we could argue on timeframes, things shifted a little bit because the enterprises, the big companies, and the governments finally realized, “Holy crow. This thing has gotten far enough that it's not just for these startups.”Corey: Yeah. There was a real change. There was an eye-opening moment there where it isn't just, “I want to go and sell things online.” It's, “And I also want to be a bank. Can we do that with you?” And, “Huh.”Brian: My SAP—like I don't know big that darn thing is going to get. Could I put it in your cloud? And, “Oh, by the way, CapEx forecasting stinks. Can you get me out of that?” And so, it became like the traditional IT infrastructure. All of the sudden, the IT guys showed up at the party, which I know is—it sounds fun to me, but that doesn't sound like the best addition to a party for many people. And so essentially, old-school IT infrastructure finally came to the cloud and Microsoft couldn't miss that happening when it did. But it was a major boon for AWS just because of the position that they had already.Corey: And even Google as well. All three of you now are pivoting in a lot of the messaging to talk to the big E enterprises out there. And I've noticed for the last few years, and I'm not entirely alone. When I go to re:Invent, and I look at announcements they're making, sure they have for the serverless stuff and how to run websites and EC2 nonsense. And then they're talking about IOT things and other things that just seem very oriented on a persona I don't understand. Everyone's doing stuff with mainframes now for example. And it feels like, “Oh, those of us who came here for the web services like it says on the name of the company aren't really feeling like it's for us anymore.” It's the problem of trying to be for everyone and pivoting to where the money is going, but Google's done this at least as much as anyone has in recent years. Are those of us who don't have corporate IT-like problems no longer the target market for folks or what's changed?Brian: It's still the target market, so like, you take the corporate IT, they're obviously still moving to the cloud. And there's a ton of opportunity. Just take existing IT spending and see a number over $1 trillion per year, and if you take the run rates of Microsoft, Amazon, Google Cloud, it's certainly over $100 billion, but that means it's still less than ten percent of what is existing IT spending. There are many people that think that existing IT spend number is significantly higher than that. But to your point on what's changing, there's actually a third wave that's happening.So, if the first wave was you start a company. You're a tech company, of course, you start it on AWS or on the Cloud. Second wave is all the IT people, IT departments, the central organizations that run technology for all the people that are not technology people come to the cloud. This third wave is everybody has to become a technology person. If you're a business leader, like you're at a fast-food restaurant and you're responsible for the franchisee relations, before, like, you needed to get an EDI system running or something, and so you told your IT department to figure out.Now, you have to actually think about what apps do we want to provide to our customers. How do I get the right data to my franchisees so that they can make business decisions? How can I automate all that? And you know, whereas before I was a guy wearing a suit or a gal wearing a suit who didn't need to know technology, I now have to. And that's what's changing the most. And it's why the Target Addressable Market—or the TAM as business folk sometimes say—it's really hard to estimate looking forward if every business is really needing to become a technology business in many ways. And it didn't dawn on me, honestly, and you can give me all the ribbing that I probably deserve for this—but it didn't really dawn on me until I came to Google and kept hearing the transformation word, “Digital transformation, digital transformation,” and honestly, having been in software for so long, I didn't really know what digital transformation meant until I started seeing all of these folks, like every company have to become a tech company effectively.Corey: Yeah. And it turns out there aren't enough technologists to go around, so it's very challenging to wind up getting the expertise in-house. It's natural to start looking at, “Well, how do we effectively outsource this?” And well, you can absolutely have a compression algorithm for experience. It's called, “Buying products and services and hiring people who have that experience already baked in either to the product or they show up knowing how to do something because they've done this before.”Brian: That's right. The thing I think we have to—for those of us that come from the technology side, this transformation is scary for the people who all of the sudden have to get tech and be like—Corey, if you or I—actually, you're very artistic, so maybe this wouldn't do it for you—but if I were told, “Hey, Brian, for your livelihood, you now need to incorporate painting,” like…Corey: [laugh]. I can't even write legibly let alone draw or paint. That is not my skill set. [laugh].Brian: I'd be like, “Wait, what? I'm not good at painting. I've never been a painting person, like I'm not creative.” “Okay. Great. Then we're going to fire you, or we're going to bring someone in who can.” Like, that'd be scary. And so, having more services, more people that can help as every company goes through a transition like that—and it's interesting, it's why during Covid, the cloud did really well, and some people kind of said, “Well, it's because they—people didn't want to send their people into their data centers.” No. That wasn't it. It was really because it just forced the change to digital. Like the person to, maybe, batter the analogy a little bit—the person who was previously responsible for all of the physical banks, which are—a bank has, you know, that are retail locations—the branches—they have those in order to service the retail customers.Corey: Yeah.Brian: That person, all of the sudden, had to figure out, “How do I do all that service via phone, via agents, via an app, via our website.” And that person, that entire organization, was forced digital in many ways. And that certainly had a lot of impact on the cloud, too.Corey: Yeah. I think that some wit observed a few years back that Covid has had more impact on your digital transformation than your last ten CIOs combined.Brian: Yeah.Corey: And—yeah, suddenly, you're forcing people into a position where there really is no other safe option. And some of that has unwound but not a lot of it. There's still seem to be those same structures and ability to do things from remote locations then there were before 2020.Brian: Yeah. Since you asked, kind of, where we are in the industry, to bring all of that to an endpoint, now what this means is people are looking for cloud providers, not just to have the primitives, not just to have the IT that they—their central IT needed, but they need people who can help them build the things that will help their business transform. It makes it a fun, new stage, new era, a transformation era for companies like Google to be able to say, “Hey, here's how we build things. Here's what we've learned over a period of time. Here's what we've most importantly learned from other customers, and we want to help be your strategic partner in that transformation.” And like I said, it'd be almost impossible to estimate what the TAM is for that. The real question is how quickly can we help customers and innovate in our Cloud solutions in order to make more of the stuff more powerful and faster to help people build.Corey: I want to say as well that—to be clear—you folks can buy my attention but not my opinion. I will not say things if I do not believe them. That's the way the world works here. But every time I use Google Cloud for something, I am taken aback yet again by the developer experience, how polished it is. And increasingly lately, it's not just that you're offering those low-lying primitives that composed together to build things higher up the stack, you're offering those things as well across a wide variety of different tooling options. And they just tend to all make sense and solve a need rather than requiring me to build it together myself from popsicle sticks.And I can't shake the feeling that that's where the industry is going. I'm going to want someone to sell me an app to do expense reports. I'm not going to want—well, I want a database and a front-end system, and how I wind up storing all the assets on the backend. No. I just want someone to give me something that solves that problem for me. That's what customers across the board are looking for as best I can see.Brian: Well, it certainly expands the number of customers that you can serve. I'll give you an example. We have an AI agent product called Call Center AI which allows you to either build a complete new call center solution, or more often it augments an existing call center platform. And we could sell that on an API call basis or a number of agent seats basis or anything like that. But that's not actually how call center leaders want to buy. Imagine we come in and say, “This many API calls or $4 per seat or per month,” or something like that. There's a whole bunch of work for that call center leader to go figure out, “Well, do I want to do this? Do I not? How should I evaluate it versus others?” It's quite complex. Whereas, if we come in and say, “Hey, we have a deal for you. We will guarantee higher customer satisfaction. We will guarantee higher agent retention. And we will save you money. And we will only charge you some percentage of the amount of money that you're saved.”Corey: It's a compelling pitch.Brian: Which is an easier one for a business decision-maker to decide to take?Corey: It's no contest. I will say it's a little odd that—one thing—since you brought it up, one thing that struck me as a bit strange about Contact Center AI, compared to most of the services I would consider to be Google Cloud, instead of, “Click here to get started,” it's, “Click here to get a demo. Reach out to contact us.” It feels—Brian: Yeah.Corey: —very much like the deals for these things are going to get signed on a golf course.Brian: [laugh]. They—I don't know about signed on a golf course. I do know that there is implementation work that needs to be done in order to build the models because it's the model for the AI, figuring out how your particular customers are served in your particular context that takes the work. And we need to bring in a partner or bring in our expertise to help build that out. But it sounds to me like you're looking to go golfing since you've looked into this situation.Corey: Just like painting, I'm no good at golfing either.Brian: [laugh].Corey: Honestly, it's—it just doesn't have the—the appeal isn't there for me for whatever reason. I smile; I nod; I tend to assume that, “Yeah, that's okay. I'll leave some areas for other people to go exploring in.”Brian: I see. I see.Corey: So, two weeks before Google Cloud Next occurred, you folks wound up canceling Stadia, which had been rumored for a while. People had been predicting it since it was first announced because, “Just wait. They're going to Google Reader it.” And yeah, it was consumer-side, and I do understand that that was not Cloud. But it did raise the specter of—for people to start talking once again about, “Oh, well, Google doesn't have any ability to focus on things long-term. They're going to turn off Cloud soon, too. So, we shouldn't be using it at all.” I do not agree with that assessment.But I want to get your take on it because I do have some challenges with the way that your products and services go to market in some ways. But I don't have the concern that you're going to turn it all off and decide, “Yeah, that was a fun experiment. We're done.” Not with Cloud, not at this point.Brian: Yeah. So, I'd start with at Google Cloud, it is our job to be a trusted enterprise platform. And I can't speak to before I was here. I can't speak to before Thomas Kurian, who's our CEO, was here before. But I can say that we are very, very focused on that. And deprecating products in a surprising way or in a way that doesn't take into account what customers are on it, how can we help those customers is certainly not going to help us do that. And so, we don't do that anymore.Stadia you brought up, and I wasn't part of starting Stadia. I wasn't part of ending Stadia. I honestly don't know anything about Stadia that any average tech-head might not know. But it is a different part of Google. And just like Amazon has deprecated plenty of services and devices and other things in their consumer world—and Microsoft has certainly deprecated many, many, many consumer and other products—like, that's a different model. And I won't say whether it's good, bad, or righteous, or not.But I can say at Google Cloud, we're doing a really good job right now. Can we get better? Of course. Always. We can get better at communicating, engaging customers in advance. But we now have a clean deprecation policy with a set of enterprise APIs that we commit to for stated periods of time. We also—like people should take a look. We're doing ten-year deals with companies like Deutsche Bank. And it's a sign that Google is here to last and Google Cloud in particular. It's also at a market level, just worth recognizing.We are a $27 billion run rate business now. And you earn trust in drips. You lose it in buckets. And we're—we recognize that we need to just keep every single day earning trust. And it's because we've been able to do that—it's part of the reason that we've gotten as large and as successful as we have—and when you get large and successful, you also tend to invest more and make it even more clear that we're going to continue on that path. And so, I'm glad that the market is seeing that we are enterprise-ready and can be trusted much, much more. But we're going to keep earning every single day.Corey: Yeah. I think it's pretty fair to say that you have definitely gotten yourselves into a place where you've done the things that I would've done if I wanted to shore up trust that the platform was not going to go away. Because these ten-year deals are with the kinds of companies that, shall we say, do not embark on signing contracts lightly. They very clearly, have asked you the difficult, pointed questions that I'm basically asking you now as cheap shots. And they ask it in very serious ways through multiple layers of attorneys. And if the answers aren't the right answers, they don't sign the contract. That is pretty clearly how the world works.The fact that companies are willing to move things like core trading systems over to you on a ten-year time horizon, tells me that I can observe whatever I want from the outside, but they have actual existential risk questions tied to what they're doing. And they are in some ways betting their future on your folks. You clearly know what those right answers are and how to articulate them. I think that's the side of things that the world does not get to see or think about very much. Because it is easy to point at all the consumer failings and the hundreds of messaging products that you continually replenish just in order to kill.Brian: [laugh].Corey: It's—like, what is it? The tree of liberty must be watered periodically from time to time, but the blood of patriots? Yeah. The logo of Google must be watered by the blood of canceled messaging products.Brian: Oh, come on. [laugh].Corey: Yeah. I'm going to be really scared if there's an actual, like, Pub/Sub service. I don't know. That counts as messaging, sort of. I don't know.Brian: [laugh]. Well, thank you. Thank you for the recognition of how far we've come in our trust from enterprises and trust from customers.Corey: I think it's the right path. There's also reputational issues, too. Because in the absence of new data, people don't tend to change their opinion on things very easily. And okay, there was a thing I was using. It got turned off. There was a big kerfuffle. That sticks in people's minds. But I've never seen an article about a Google service saying, “Oh, yeah. It hasn't been turned off or materially changed. In fact, it's gotten better with time. And it's just there working reliably.” You're either invisible, or you're getting yelled at.It feels like it's a microcosm of my early career stage of being a systems administrator. I'm either invisible or the mail system's broke, and everyone wants my head. I don't know what the right answer is—Brian: That was about right to me.Corey: —in this thing. Yeah. I don't know what the right answer on these things is, but you're definitely getting it right. I think the enterprise API endeavors that you've gone through over the past year or two are not broadly known. And frankly, you've definitely are ex-AWS because enterprise APIs is a terrible name for what these things are.Brian: [laugh].Corey: I'll let you explain it. Go ahead. And bonus points if you can do it without sounding like a press release. Take it away.Brian: There are a set of APIs that developers and companies should be able to know are going to be supported for the period of time that they need in order to run their applications and truly bet on them. And that's what we've done.Corey: Yeah. It's effectively a commitment that there will not be meaningful deprecations or changes to the API that are breaking changes without significant notice periods.Brian: Correct.Corey: And to be clear, that is exactly what all of the cloud providers have in their enterprise contracts. They're always notice periods around those things. There are always, at least, certain amounts of time and significant breach penalties in the event that, “Yeah, today, I decided that we were just not going to spin up VMs in that same way as we always have before. Sorry. Sucks to be you.” I don't see that happening on the Google Cloud side of the world very often, not like it once did. And again, we do want to talk about reputations.There are at least four services that I'm aware of that AWS has outright deprecated. One, Sumerian has said we're sunsetting the service in public. But on the other end of the spectrum, RDS on VMWare has been completely memory-holed. There's a blog post or two but nothing else remains in any of the AWS stuff, I'm sure, because that's an, “Enterprise-y” service, they wound up having one on one conversations with customers or there would have been a hue and cry. But every cloud provider does, in the fullness of time, turn some things off as they learn from their customers.Brian: Hmm. I hadn't heard anything about AWS Infinidash for a while either.Corey: No, no. It seems to be one of those great services that we made up on the internet one day for fun. And I love that just from a product marketing perspective. I mean, you know way more about that field than I do given that it's your job, and I'm just sitting here in this cheap seats throwing peanuts at you. But I love the idea of customers just come up and make up a product one day in your space and then the storytelling that immediately happens thereafter. Most companies would kill for something like that just because you would expect on some level to learn so much about how your reputation actually works. When there's a platonic ideal of a service that isn't bothered by pesky things like, “It has to exist,” what do people say about it? And how does that work?And I'm sort of surprised there wasn't more engagement from Amazon on that. It always seems like they're scared to say anything. Which brings me to a marketing question I have for you. You and Amazing have similar challenges—you being Google in this context, not you personally—in that your customers take themselves deadly seriously. And as a result, you have to take yourselves with at least that same level of seriousness. You can't go on Twitter and be the Wendy's Twitter account when you're dealing with enterprise buyers of cloud platforms. I'm kind of amazed, and I'd love to know. How can you manage to say anything at all? Because it just seems like you are so constrained, and there's no possible thing you can say that someone won't take issue with. And yes, some of the time, that someone is me.Brian: Well, let's start with going back to Infinidash a little bit. Yes, you identified one interesting thing about that episode, if I can call it an episode. The thing that I tell you though that didn't surprise me is it shows how much of cloud is actually learned from other people, not from the cloud provider itself. I—you're going to be going to re:Invent. You were at Google Cloud Next. Best thing about the industry conferences is not what the provider does. It's the other people that are there that you learn from. The folks that have done something that you've been trying to do and couldn't figure out how to do, and then they explained it to you, just the relationships that you get that help you understand what's going on in this industry that's changing so fast and has so much going on.And so,   And so, that part didn't surprise me. And that gets a little bit to the second part of your—that we're talking about. “How do you say anything?” As long as you're helping a customer say it. As long as you're helping someone who has been a fan of a product and has done interesting things with it say it, that's how you communicate for the most part, putting a megaphone in front of the people who already understand what's going on and helping their voice be heard, which is a lot more fun, honestly, than creating TV ads and banner ads and all of the stuff that a lot of consumer and traditional companies. We get to celebrate our customers and our creators much, much more.Corey: This episode is sponsored in part by our friends at Uptycs, because they believe that many of you are looking to bolster your security posture with CNAPP and XDR solutions. They offer both cloud and endpoint security in a single UI and data model. Listeners can get Uptycs for up to 1,000 assets through the end of 2023 (that is next year) for $1. But this offer is only available for a limited time on UptycsSecretMenu.com. That's U-P-T-Y-C-S Secret Menu dot com.Corey: I think that it's not super well understood by a lot of folks out there that the official documentation that any cloud provider puts out there is kind of a last resort. Or I'm looking for the specific flag to a specific parameter of a specific command. Great. Sure. But what I really want to do whenever I'm googling how to do something—and yes, that—we're going to be googling—welcome. You've successfully owned that space to the point where it's become common parlance. Good work is I want to see what other people had said. I want to find blog posts, ideally recent ones, talking about how to do the thing that I'm trying to do. If I'm trying to do something relatively not that hard or not that uncommon, if I spin up three web servers behind a load-balancer, and I can't find any community references on how to do that thing, either I'm trying to do something absolutely bizarre and I should re-think it, or there is no community/customer base for the product talking about how to do things with it.And I have noticed a borderline Cambrian explosion over the last few years of the Google Cloud community. I'm seeing folks who do not work at Google, and also who have never worked at Google, and sometimes still think they work at Google in some cases. It's not those folks. It is people who are just building things as a customer. And they, in turn, become very passionate advocates for the platform. And they start creating content on these things.Brian: Yeah. We've been blessed to have, not only, the customer base grow, but essentially the passion among that customer base, and we've certainly tried to help building community and catalyzing the community, but it's been fun to watch how our customers' success turns into our success which turns into customer success. And it's interesting, in particular, to see too how much of that passion comes from people seeing that there is another way to do things.It's clear that many people in our industry knew cloud through the lens of Amazon, knew tech in general through the lenses of Microsoft and Oracle and a lot of other companies. And Google, which we try and respect specifically what people are trying to accomplish and how they know how to do it, we also many ways have taken a more opinionated approach, if you will, to say, “Hey, here's how this could be done in a different way.” And when people find something that's unexpectedly different and also delightful, it's more likely that they're going to be strong advocates and share that passion with the world.Corey: It's a virtuous cycle that leads to the continued growth and success of a platform. Something I've been wondering about in the broader sense, is what happens after this? Because if, let's say for the sake of argument, that one of the major cloud providers decided, “Okay. You know, we're going to turn this stuff off. We've decided we don't really want to be in the cloud business.” It turns out that high-margin businesses that wind up turning into cash monsters as soon as you stop investing heavily in growing them, just kind of throw off so much that, “We don't know what to do with. And we're running out of spaces to store it. So, we're getting out of it.” I don't know how that would even be possible at some point. Because given the amount of time and energy some customers take to migrate in, it would be a decade-long project for them to migrate back out again.So, it feels on some level like on the scale of a human lifetime, that we will be seeing the large public cloud providers, in more or less their current form, for the rest of our lives. Is that hopelessly naïve? Am I missing—am I overestimating how little change happens in the sweep of a human lifetime in technology?Brian: Well, I've been in the tech industry for 27 years now. And I've just seen a continual moving up the stack. Where, you know, there are fundamental changes. I think the PC becoming widespread, fundamental change; mobile, certainly becoming primary computing experience—what I know you call a toilet computer, I call my mobile; that's certainly been a change. Cloud has certainly been a change. And so, there are step functions for sure. But in general, what has been happening is things just keep moving up the stack. And as things move up the stack, there are companies that evolve and learn to do that and provide more value and more value to new folks. Like I talked about how businesspeople are leaders in technology now in a way that they never were before. And you need to give them the value in a way that they can understand it, and they can consume it, and they can trust it. And it's going to continue to move in that direction.And so, what happens then as things move up the stack, the abstractions start happening. And so, there are companies that were just major players in the ‘90s, whether it's Novell or Sun Microsystems or—I was actually getting a tour of the Sunnyvale/Mountain View Google Campuses yesterday. And the tour guide said, “This used to be the site of a company that was called Silicon Graphics. They did something around, like, making things for Avatar.” I felt a little aged at that point.But my point is, there are these companies that were amazing in their time. They didn't move up the stack in a way that met the net set of needs. And it's not like that crater the industry or anything, it's just people were able to move off of it and move up. And I do think that's what we'll see happening.Corey: In some cases, it seems to slip below the waterline and become, effectively, plumbing, where everyone uses it, but no one knows who they are or what they do. The Tier 1 backbone providers these days tend to be in that bucket. Sure, some of them have other businesses, like Verizon. People know who Verizon is, but they're one of the major Tier 1 carriers in the United States just of the internet backbone.Brian: That's right. And that doesn't mean it's not still a great business.Corey: Yeah.Brian: It just means it's not front of mind for maybe the problems you're trying to solve or the opportunities we're trying to capture at that point in time.Corey: So, my last question for you goes circling back to Google Cloud Next. You folks announced an awful lot of things. And most of them, from my perspective, were actually pretty decent. What do you think is the most impactful announcement that you made that the industry largely overlooked?Brian: Most impactful that the industry—well, overlooked might be the wrong way to put this. But there's this really interesting thing happening in the cloud world right now where whereas before companies, kind of, chose their primary cloud writ large, today because multi-cloud is actually happening in the vast majority of companies have things in multiple places, people make—are making also the decision of, “What is going to be my strategic data provider?” And I don't mean data in the sense of the actual data and meta-data and the like, but my data cloud.Corey: Mm-hmm.Brian: How do I choose my data cloud specifically? And there's been this amazing profusion of new data companies that do better ETL or ELT, better data cleaning, better packaging for AI, new techniques for scaling up/scaling down at cost. A lot of really interesting stuff happening in the dataspace. But it's also created almost more silos. And so, the most important announcement that we made probably didn't seem like a really big announcement to a lot of people, but it really was about how we're connecting together more of our data cloud with BigQuery, with unstructured and structured data support, with support for data lakes, including new formats, including Iceberg and Delta and Hudi to come how—Looker is increasingly working with BigQuery in order to make it, so that if you put data into Google Cloud, you not only have these super first-class services that you can use, ranging from databases like Spanner to BigQuery to Looker to AI services, like Vertex AI, but it's also now supporting all these different formats so you can bring third-party applications into that one place. And so, at the big cloud events, it's a new service that is the biggest deal. For us, the biggest deal is how this data cloud is coming together in an open way to let you use the tool that you want to use, whether it's from Google or a third party, all by betting on Google's data cloud.Corey: I'm really impressed by how Google is rather clearly thinking about this from the perspective of the data has to be accessible by a bunch of different things, even though it may take wildly different forms. It is making the data more fluid in that it can go to where the customer needs it to be rather than expecting the customer to come to it where it lives. That, I think, is a trend that we have not seen before in this iteration of the tech industry.Brian: I think you got that—you picked that up very well. And to some degree, if you step back and look at it, it maybe shouldn't be that surprising that Google is adept at that. When you think of what Google search is, how YouTube is essentially another search engine producing videos that deliver on what you're asking for, how information is used with Google Maps, with Google Lens, how it is all about taking information and making it as universally accessible and helpful as possible. And if we can do that for the internet's information, why can't we help businesses do it for their business information? And that's a lot of where Google certainly has a unique approach with Google Cloud.Corey: I really want to thank you for being so generous with your time. If people want to learn more about what you're up to, where's the best place for them to find you?Brian: cloud.google.com for Google Cloud information of course. And if it's still running when this podcast goes, @isforat, I-S-F-O-R-A-T, on Twitter.Corey: And we will put links to both of those in the show notes. Thank you so much for you time. I appreciate it.Brian: Thank you, Corey. It's been good talking with you.Corey: Brian Hall, VP of Product Marketing at Google Cloud. I'm Cloud Economist Corey Quinn and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice. Whereas, if you've hated this podcast, please, leave a five-star review on your podcast platform of choice along with an insulting angry comment dictating that, “No. Large companies make ten-year-long commitments casually all the time.”Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

TuongVy Le, partner and head of regulatory & policy at Bain Capital Crypto, discusses how the legal process for Sam Bankman-Fried in the wake of the FTX scandal could play out.  Show highlights: the allegations that Bankman-Fried manipulated the market during the Terra crash the motivations for Bankman-Fried's media appearances what the selection of Mark Cohen as a lawyer says about the potential charges and the case why SBF hasn't been arrested yet how the US investigating the potential involvement of Bahamian government officials could complicate cooperation of an arrest of SBF in the Bahamas why this case is very different from Bernie Madoff's what evidence would be needed to say, legally, that SBF committed fraud the potential outcomes of the legal case for SBF and how many years of prison time he could face Take Unchained's 2022 survey!   Unchained is doing its annual survey. Tell us how you think we're doing and how we could improve, whether it be on the podcast, in the newsletter, or in our premium offering. Looking forward to hearing your thoughts!  Thank you to our sponsors! Crypto.com TuongVy : Twitter Episode Links FTX: Unchained: Regulators Investigate Sam Bankman-Fried for Terra-Related Market Manipulation Sam Bankman-Fried Hires Ghislaine Maxwell's Defense Lawyer: Report Investigations:  Reuters: U.S. authorities probe FTX collapse, executives' involvement -sources CoinDesk: California Financial Regulator Announces FTX Investigation Others: CNBC: Former OpenSea employee charged in first-ever NFT insider trading case NYT:  Ex-Coinbase Employee and 2 Others Charged With Insider Trading of Crypto Assets Two former Deutsche Bank traders win their appeal in a Libor manipulation case Previous coverage of Unchained on FTX: The Chopping Block: SBF Wants to Win in the Court of Public Opinion. Will He? Jesse Powell and Kevin Zhou on How FTX and Alameda Lost $10 Billion Is the Collapse of Crypto Lending Over, or Is It Just Starting? Did the Bahamian Government Direct SBF and Gary Wang to Hack FTX? The Chopping Block: Why Lenders Didn't Liquidate Alameda When It Was Underwater  Erik Voorhees and Cobie on Why FTX Loaned Out Customers' Assets The Chopping Block: FTX: The Biggest Collapse in the History of Crypto? Sam Bankman-Fried on How to Prevent the Next Terra and 3AC Learn more about your ad choices. Visit megaphone.fm/adchoices

Luis Garicano nos habla en 'El Especialista' de Julia en la onda sobre la acusación de Bruselas sobre Deutsche Bank y Rabobank. También da su visión sobre el precio de los alimentos. 

Each treasury professional has their own story to tell of their introduction to the industry. As does our latest guest on The Treasury Career Corner, who has had a unique and fascinating career path. On this episode, we are joined by Christian Zeidler, VP Head of Department, Global Treasury Front Office at Robert Bosch. Christian discusses his route into treasury through other finance sectors, why he chose to work in Asia and whether his career path lets him see treasury in a different light. Plus, Christian provides expert advice for treasury professionals at all stages of their careers. Christian graduated from the Düsseldorf University of Applied Sciences in 1994 with a degree in Business Administration, Controlling, Trade and Marketing. From 1988, he worked in a number of roles for Deutsche Bank within Corporate Banking, based in his native Germany as well as in Kuala Lumpur, Malaysia, and Singapore. From 1999 to 2000, Christian became a Senior Consultant at Ernst & Young Consulting before taking on roles with Siemens AG from 2000 to 2007. After a short spell with Nokia Siemens Networks as VP – Finance and Business Administration, Christian joined Robert Bosch in 2008. He took on his first treasury role as Head, Regional Treasury Asia-Pacific, returning to Singapore and later Shanghai. He has filled a number of other roles across his time there, currently working as VP Head of Department, Global Treasury Front Office, and based in Stuttgart. On the podcast we discussed… Entering treasury from other fields in finance Whether Christian views treasury differently The future of Robert Bosch How COVID impacted Christian and Bosch Differences between treasury in Asia and Europe His desire to pursue his career overseas You can connect with Christian Zeidler on LinkedIn. Are you interested in pursuing a career within Treasury? Whether you've recently graduated, or you want to search for new job opportunities to help develop your treasury career, The Treasury Recruitment Company can help you in your search for the perfect job. Find out more here. Or, send us your CV and let us help you in your next career move! If you're enjoying the show please rate and review us on whatever podcast app you listen to us on, for Apple Podcasts click here! If you're interested in learning more about the fundamental pillars of treasury, download my free Corporate Treasury eBook by clicking here!

The pressure to comply with ESG initiatives is being felt by corporates like never before, with ESG-compliance a common concern among treasury departments. TMI talks to Lavinia Bauerochse (Deutsche Bank) about treasury's next vital decision.

In der heutigen Folge „Alles auf Aktien“ sprechen die Finanzjournalisten Laurin Meyer und Philipp Vetter über die Aufholjagd der Immo-Firmen und gute Nachrichten für Boeing. Außerdem geht es um Vonovia, Aroundtown, TAG Immobilien LEG, Deutsche Wohnen, Patrizia, Boeing, Zscaler, Paypal, Block, Visa, Mastercard, Amazon, Alphabet, Apple, CyberArk, Palo Alto Networks, Adidas, BMW, Continental, Fresenius, Henkel, MTU Aero Engines, Linde, Porsche, Puma, Sartorius, Symrise, Allianz, BASF, Bayer, Beiersdorf, Deutsche Bank, Deutsche Post, E.ON, Hannover Rück, HeidelbergCement, Henkel, Infineon, Mercedes-Benz, Munich Re, SAP, Siemens, Zalando, Allianz, Infineon und Siemens, den L&G Cyber Security ETF (WKN: A14WU5) und den iShares Digital Security ETF (WKN: A2JMGE). Wir freuen uns an Feedback über aaa@welt.de. Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html