Podcasts about Diu

The Space Show Presents Arkisys CEO DAVE BARNHART Sunday, 11-2-25David Barnhart (Dave), CEO of Arkisys and research professor at USC, discussed the company's progress in space operations and their unique business platform called “The Port” in Los Alamitos, Ca, including their work with NASA's Astrobee facility and development of a free-flying space platform called “The Port.” The discussion covered various technical aspects including funding sources, modular space platforms, and navigation systems, while addressing challenges in hiring engineers and developing flexible infrastructure for space servicing. The conversation ended with conversations about future plans including lunar applications, and company security measures. Before ending, Dave highlighted the potential environmental impact of satellite debris and mentioned a USC PhD student's research on the topic presented at the United Nations. I referenced future Space Show programs with Hotel Mars Dr. Kothari and Dr. Roger Lanius on Friday to discuss his new book.CEO Dave discussed his role in managing the Astrobee facility, a robotic free flyer inside the International Space Station. He explained that Arkisys, where he works, had taken over the commercial maintenance and operation of Astrobee which is used for microgravity experiments inside the ISS. The facility allows for testing in full 6 degrees of freedom in a zero-G environment, with capabilities for various payloads and operations lasting about 3 hours per session. Our guest noted that while NASA does not pay for the service, it aligns with his company business model focused on services, and they are responsible for helping customers through the necessary paperwork and procedures to use Astrobee.David went on to discuss the development of his free-flying space platform called “The Port,” which will provide a stable environment for autonomous robotics and payload hosting. He explained that the first flight of key technologies, carried by a 250-kilogram vehicle called the Cutter, is planned for late 2026, with the goal of demonstrating rendezvous capabilities with a port module in a 525-kilometer Sun Sync orbit. Barnhart noted that while there is competition in the space infrastructure and logistics sector, the market for hosted payloads and space servicing is projected to grow significantly, with potential revenue from existing markets like hosted payloads.Barnhart discussed his company's funding, which includes government grants, SBIR, STTR, and contracts from DIU and the Space Development Agency. He explained their development of a modular space platform with propulsion capabilities, including the use of chemical systems and potential partnerships with companies using electric propulsion. Barnhart also addressed the challenges of refueling and connecting different interfaces for their platform, noting that they conducted a study on various interfaces worldwide and are working on creating a flexible system for future growth.David discussed the evolution of his satellite concept from a DARPA challenge focused on modular orbital functions to the development of “satlets” and port modules. He explained how the concept of cellularization led to the creation of scalable, multi-functional satellite components that could be aggregated, addressing the challenge of building cost-effective satellites. Barnhart described his company's current size of 4 full-time employees plus himself, with plans to expand to 10-12 people, and mentioned their upcoming move to a larger facility to accommodate growth and develop a flat floor testing platform for robotic arm movements in space.Barnhart further discussed the challenges of hiring engineers for innovative space projects, noting that while experienced engineers are valuable for technical expertise, they may struggle with new concepts, while less experienced engineers might be more adaptable but lack depth. He emphasized the importance of finding a balance between technical expertise and innovative thinking. Ryan inquired about the potential internal applications of the Astrobee partnership with NASA, to which Barnhart confirmed that the learnings would be applied to Arkisys port module for validation and verification post-launch. Barnhart also explained the company's use of an AI-based system, powered by a large language model, to assist in identifying potential issues with connectivity and safety. He highlighted the flexibility of the port module, which can be reconfigured and expanded in multiple dimensions to meet various customer needs, and emphasized the company's focus on creating a versatile infrastructure for space servicing rather than specializing in a single service like refueling.The team discussed navigation systems for their spaceport module, which includes onboard cameras, GPS, IMU, and a partnership with Fugro for high-precision navigation down to centimeter accuracy using differential GPS and L-band signals. Dave explained their power management strategy, noting they have 500 watts on the cutter and plan for 1,000-1,500 watts on the port module, with power optimization software to manage shared infrastructure. Marshall inquired about lunar applications, to which he confirmed the system could be adapted for lunar and Mars orbits, including potential use as a communications router to handle different frequency standards around the moon.David also discussed the challenges of selecting the right mix of connectors for their first port module to ensure flexibility over the next five years, particularly in light of Europe's space servicing push. He mentioned they have letters of intent from prospective customers and have conducted over 20 tests with 15 different types of customers using a full-scale port module mock-up. Barnhart also addressed cyber and IT theft protection, noting they are NIST certified and going through the audit process for CMMC, with a focus on mitigating attacks from overseas. He explained they are developing software for security, including the ability to encrypt payload data with customer-specific keys, and are allocating 5% of their monthly budget to IT security.David Barnhart discussed the company's approach to satellite connectivity, explaining they are working with AWS ground stations and exploring optical beam communication options. He addressed Marshall's question about interfacing with satellite constellations, noting they are currently independent but considering multiple ground station providers. Our guest responded to David's question about succession planning, confirming they have explored directors and key people insurance and identified Dr. Raul Rugani as a potential successor. Ryan inquired about the company's growth strategy, to which he explained they are focusing on key modularization challenges while being open to partnerships for specialized technologies like robotics, with the goal of creating flexible port modules that can accommodate various capabilities.Dave discussed the challenges and potential solutions for exploring lava tubes on Mars using a modified Ingenuity helicopter, emphasizing the need for a hybrid approach involving both aerial and rover-based systems. He explained the technology behind cave navigation using SLAM and highlighted the importance of energy and data distribution. Barnhart also described the Bosun Locker project, which provides students with 3D printable files to design and test hardware for space applications. Additionally, he addressed the environmental impact of space debris reentering the Earth's atmosphere, noting the potential for nanoparticles to affect the atmosphere's composition and radiation effects.David and Dave discussed the upcoming Thanksgiving holiday and both expressed gratitude to the Space Show team. They encouraged listeners to support the show through donations and subscriptions. David mentioned the next shows will feature Dr. Roger Lanius, then an open lines discussion.Special thanks to our sponsors:Northrup Grumman, American Institute of Aeronautics and Astronautics, Helix Space in Luxembourg, Celestis Memorial Spaceflights, Astrox Corporation, Dr. Haym Benaroya of Rutgers University, The Space Settlement Progress Blog by John Jossy, The Atlantis Project, and Artless EntertainmentOur Toll Free Line for Live Broadcasts: 1-866-687-7223 (Not in service at this time)For real time program participation, email Dr. Space at: drspace@thespaceshow.com for instructions and access.The Space Show is a non-profit 501C3 through its parent, One Giant Leap Foundation, Inc. To donate via Pay Pal, use:To donate with Zelle, use the email address: david@onegiantleapfoundation.org.If you prefer donating with a check, please make the check payable to One Giant Leap Foundation and mail to:One Giant Leap Foundation, 11035 Lavender Hill Drive Ste. 160-306 Las Vegas, NV 89135Upcoming Programs:Broadcast 4457: ZOOM Dr. Roger Launius | Friday 07 Nov 2025 930AM PTGuests: Dr. Roger LauniusZoom: Dr. Launius talks about his new book, “NACA to NASA to Now.”Broadcast 4458 ZOOM Open Lines Discussion | Sunday 09 Nov 2025 1200PM PTGuests: Dr. David LivingstonZoom: Open Lines Discussion Get full access to The Space Show-One Giant Leap Foundation at doctorspace.substack.com/subscribe

Jordi Ignasi Vidal diu que “no té sentit que l’equip de govern de la Paeria votes en contra d’una moció que demanava millores en l’entorn del IES Almatà”. Des de ERC Balaguer Vidal també ha reiterat la seva sorpresa per l’anunci que la cessió d’un immoble de la plaça Ollé Pinell a l’Associació Reintegra, es retirés per “manca de suport polític”. Diu que “és una falsedat absoluta dir que ho fessin per això”. Jordi Ignasi Vidal també ha retret que la Paeria renuncies a una subvenció per a l’entorn de les Franqueses, pel la manca del Pla Director. Finalitza a Balaguer l’edició 2024 del Projecte Treball als Barris. La Paeria de Balaguer ha realitzat 11 actuacions per a l’ocupabilitat, la inclusió social i el desenvolupament local al municipi de Balaguer, en el marc de la convocatòria 2024-2025 del Projecte Treball als Barris. Investiguen l’aparició de bitllets falsos de 50 euros durant la celebració del Castanyasso a Balaguer. El jovent encarregat de la barra a l’hora de fer el recompte va detectar fins a onze bitllets falsificats El municipi d’Albesa realitza aquests dies la renovació integral de la coberta dels seus dipòsits d’aigua potable, amb l’objectiu d’eliminar totalment el material de fibrociment que conté amiant. L’atur puja un 1,8% a l’octubre a Ponent, l’Alt Pirineu i Aran i es perden gairebé 5.000 llocs de treball. Prop de 15.900 persones busquen feina a la demarcació de Lleida, 282 més que al setembre Aquest dimecres a la tarda tindrà lloc a la Biblioteca Municipal de Balaguer l’activitat Balla’m un llibre amb la proposta “Que et fessis vella tu…/ sí que em faria escopir sang” de Cia La Fonte, a partir de l’obra de Gabriel Ferrater Edicions Salòria publica Quadern de Balaguer, el llibre més personal de Josep Vallverdú. L’obra es presentarà aquest dimecres a les 19.30 hores, a la Sala d’Actes de la Paeria de Balaguer El proper dissabte s’inaugura un nou balcó il·lustrat a Balaguer, obra de l’artista Irene López, a la Plaça de Sant Salvador. El nou balcó està dedicat a la metgessa balaguerina Serafina Valls També dissabte es podrà veure al Teatre Municipal de Balaguer l’obra de teatre ‘Les Mares’ amb Fel Faixedas i Carles Xuriguera Térmens acull aquest dimecres la projecció del documental La Conquesta del Secà, dedicat a la història del Canal d’Urgell Esports Artesa de Segre acomiada amb èxit la 7a edició de l’Artesa Meló Bike. 250 participants van gaudir diumenge d’una jornada d’esport i natura pels corriols del municipiDescarregar àudio (34:44 min / 16 MB)

The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now!   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK   MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed.   CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons   ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors.  A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes.   CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here.   Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion.   Mike Ott 1:35 Yeah, it's crazy.   Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast.   Mike Ott 1:39 Right on. Thanks for the time.   Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed.   Naviere Walkewicz 3:21 Really?   Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.”   Naviere Walkewicz 5:18 Oh, I love that.   Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham...   Naviere Walkewicz 5:23 You Remember his name?   Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw.   Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me.   Naviere Walkewicz 15:56 Because you said no.   Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.”   Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn…   Naviere Walkewicz 19:13 Intentionally.   Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it  it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else.   Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices.   Naviere Walkewicz 22:48 So a lot of learning and excitement for you.   Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question.   Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move…   Mike Ott 31:45 Move people without authority and prioritize.   Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body.   Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that.   Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate.   Naviere Walkewicz 41:37 It's your happy place.   Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side.   Mike Ott 43:48 You're right. You're right.   Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week.   Naviere Walkewicz 45:46 Oh, my goodness, yeah.   Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade.   Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination.   Naviere Walkewicz 51:44 Oh my goodness, I just got chills.   Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030?   Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful…   Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't.   Naviere Walkewicz 55:18 Yeah, you don't.   Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of.   Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure.   Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day.   Naviere Walkewicz 58:14 What are you reading right now?   Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy.   Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking.   Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder.   Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha.   Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.”   Naviere Walkewicz 1:06:44 Wow, I love that..   Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing

Diu el psic

Nesse episódio vamos abordar 5 complicações ligadas aos DIUs (e falei um pouquinho final sobre outra) que são: Fios não visíveis, Perfuração Uterina, Gravidez com DIU, DIP e DIU e Posições anômalas do DIU. Dicas práticas e muito valiosas para quem exerce a ginecologia no dia a dia. Espero que gostem. Episódio patrocinado pela equipe MedCof GO e com o cupom ESPECULANDO vocês conseguem R$300 de desconto nos cursos para R+ de GO, Mastologia e para o TEGO: https://tego.grupomedcof.com.br

SAN ONOFRE-Retrofuturismo La Fiesta No Es Para Feos Toño, how´s it hangin´, dude? Angloentrevistas Traducidas, Vol.2 https://libritosjenkins.bigcartel.com/product/angloentrevistas-traducidas-de-san-onofre-vol-2 SAN ONOFRE rerrecalamos con nuestra proverbial unidad móvil onofrita en la cervecería pública La Maripepa. Allá que nos aguarda esperanzado su regente Maese Antonio. Diu que parlaremos sobre retrofuturismo teutón. Sí, amigas onofritas, ya llega el sandunguero anfitrión de La Fiesta No es Para Feos con sus vividores convidados, ergo otisfaction guaranteed. Con su inestimable (eso significa "Antonio", que se aprende un fenómeno con "El Manual de los Jóvenes Castores") ayuda haremos estallar en dos mil pedazos la caja de los tronaos. "Siempre todo llevado con papel de fumar, claro. En consecuencia, absolutamente certero", El Pasota dixit. ¡Amén, macho!

Diu el monjo budista Ryushun Kusanagi que no hem de reaccionar de manera desagradable si no volem ser infeli

No episódio desta semana do CO2, Brunão e Baconzitos trazem todas as novidades do cinema para você ficar por dentro do que está rolando nas telonas e nas principais plataformas digitais. Descubra os filmes em cartaz que estão dominando o Top 5 Bilheteria, saiba tudo sobre os lançamentos de streaming mais aguardados e receba dicas do que assistir esta semana. Além dos destaques do entretenimento, o episódio traz notícias curiosas, como o bebê que nasceu com o DIU da mãe na mão e o esquilo assassino assolando a Califórnia. Não perca também a tradicional leitura de e-mails e comentários dos ouvintes dos podcasts QueIssoAssim, CO2 e Reflix. Se você quer se manter atualizado sobre novidades do cinema, conhecer os melhores filmes em cartaz e ficar por dentro dos lançamentos de streaming mais quentes, este episódio é imperdível! Algumas músicas pela https://slip.stream

Diu la psic

On this episode of The Defense Unicorns Podcast, host and CEO of Defense Unicorns, Rob Slaughter, sits down with Lauren Knausenberger, Chief Innovation Officer, and Bob Ritchie, CGO/CTO, at SAIC, to unpack the evolving intersection of defense, technology, and innovation. From their roots in the Department of Defense to leadership roles at a Fortune 500 integrator, Lauren and Bob bring a front-row view into how mission-driven tech is reshaping the national security landscape.They share what it means to partner across startups, integrators, and government, and why solving the toughest defense challenges requires an open, collaborative ecosystem. Lauren reflects on the cultural and structural shifts sparked by efforts like AFWERX and DIU, while Bob breaks down how cloud platforms and open source models are changing the game, especially at scale.Together, they dig into the growing momentum behind outcome-based acquisition, the importance of credible venture investment in national security startups, and why the real question isn't “who owns the tech,” but “who's focused on the mission.” From acquisition reform to continuous ATOs and lessons from Ukraine, this episode is a grounded, insider perspective on what it takes to modernize defense in both mindset and execution.Key Quotes:"We do bias towards companies that are dedicated to open source and towards the ability to help support those companies succeed, which is one of the most amazing things about what you've done with Defense Unicorns – just the one of the top Kubernetes contributors in the world, then the largest, open source contributor in the industrial base. So, those sorts of principles and values of dedication to mission, and the high standard of craftsmanship around software delivery that it takes to do your software development in open source, is something that really attracts us and how we go and think about partnerships.” - Bob"Our core competency is solving really gnarly problems and bringing all of the tribe and all of the pieces together, and solving the problem. We're not going to be a hyperscaler and an individual enterprise services provider – we can't possibly do all of those things better than everyone else. The warfighter and the operators, they deserve the best capabilities for the mission. So, we do take it very seriously to constantly survey the environment and see who has amazing capabilities that we can bring in now and who has capabilities that we think we need in two years that maybe we should seed through our Ventures program." - Lauren Time Stamps:(00:44) The  Mission and Vision of SAIC(08:04) The Impact of Defense Innovation Programs(12:23) SAIC's Approach to Partnerships(21:31) Changes in Defense Policy and Funding (39:32) Today's Modern Warfare and Information Dominance(45:30)  Recommendations for Innovators for Today's DefenseLinks:Connect with Bob RitchieConnect with Lauren KnausenbergerConnect with Rob SlaughterLearn More About Defense Unicorns Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

全球地緣政治的緊張，讓軍工業面臨一場大循環。摩根士丹利預估，未來十年國防市場規模將突破兆美元，甚至超過iPhone產業。 不同於傳統軍火商，這波因應不對稱作戰而起的新式國防產業，特色是軍民兩用，而台灣的電子供應鏈與製造優勢，正好是發展無人機、無人艇的關鍵，今年前七個月，台灣無人機出口量已達2.6萬台，是2024全年的7.5倍。 自烏俄戰爭開打以來，美國軍火商跟矽谷新創業者就積極來台尋求供應鏈，今年底，美國國防部直屬的DIU(國防創新單位)也將來台設點。 這集節目邀請到專攻無人機軟硬體整合，順利拿下國防部標案的艾知科技營運長李芷婷，一探台灣廠商在這場國際科技競賽中的機會與挑戰，又將如何牽動台灣國防自主？ 主持人：天下雜誌總編輯 陳一姍 來賓：艾知科技共同創辦人暨營運長李芷婷 Monica 製作團隊：莊志偉、樂祈、邱宇豪 ＊延伸閱讀｜美軍神祕小組駐台！矽谷腦＋台灣手，超越iPhone的軍工兆元商機：https://lihi.cc/Eudbr ＊馬上加入帶心管理學課程，輸入【CWL250】再折250元：https://hi.cw.com.tw/u/j7hibik/ ＊意見信箱：bill@cw.com.tw -- Hosting provided by SoundOn

Diu la nutricionista i especialista en Psiconeuroimmunologia Martha Bol

Doctor, vengo a que me ponga el DIU… el diusted.

La portaveu del grup de Junts per Balaguer i cap de l’oposició, Gemma Trilla, es pregunta quins són els projectes que s’estan duent a terme a la ciutat per part de l’equip de govern, format pel PSC i Treballem per Balaguer. Trilla ha fet una valoració de la gestió dels dos primers anys de legislatura i diu que l’únic que es veu és el manteniment habitual de la ciutat, i que els grans projectes van amb molta lentitud. Diu que encara continuen sense solució tres grans problemes: la llengua, la neteja i la il•luminació, i que els responsables són l’equip de govern La Paeria de Balaguer manté el servei gratuït de transport urbà per als estudiants menors de 18 anys. Les targetes acreditatives s’han de passar a recollir aquesta setmana pel casal Lapallavacara L’Ajuntament de Térmens ha posat en marxa les obres de reforma del pavelló poliesportiu municipal amb l’objectiu d’adaptar-lo com a refugi climàtic i convertir-lo en un espai de protecció i convivència davant les temperatures extremes. El projecte, valorat en 320.346 euros, es finança majoritàriament amb una subvenció del Departament d’Acció Climàtica de la Generalitat El curs 2025-2026 començarà amb menys alumnes a les aules però amb més amb necessitats específiques de suport. Educació preveu més d’1,3 milions d’estudiants d’infantil a FP i més d’1,6 en el conjunt del sistema Els Bombers han hagut de fer un 30% menys de rescats aquest estiu a Catalunya respecte a l’any passat. Des del cos reconeixen que els usuaris van “més ben preparats” a la muntanya, tot i que adverteixen que encara es troben en situacions de risc “que es podrien haver evitat” Arrenca a Ponent la campanya de la poma Golden amb bones perspectives després de la sequera. Les 17 pedregades que hi ha hagut entre la primavera i l’estiu marcaran el volum de producció Balaguer acull aquest dijous una nova campanya de donació de sang i plasma. Les donacions es faran al Centre Cívic del Carrer Miracle de 16h a 20h i estan organitzades per l’Associació de Donants de Sang de la Noguera i el Banc de Sang i Teixits Aquest dijous comencen els actes del Correllengua a Balaguer amb la inauguració de l’exposició ‘Al mig de la vida, jo’ dedicada a la figura de Mercè Rodoreda, i la Conferència ‘La diversitat lingüística: una diversitat amenaçada’ a càrrec de de Maria Bardají Santa Linya acollirà aquest dissabte 6 de setembre, a les 21.00 h, el seu tradicional concert. La Cova Gran serà l’escenari de l’actuació de The Velvet Candles conjuntament amb l’Elvis Tribute Band. D’altra banda el diumenge se celebrarà la tradicional Trobada de la Gent Gran a l’Ermita de Cérvoles Esports El CF Balaguer continua sumant bones sensacions en aquesta pretemporada. Ahir va derrotar el Linyola per 0-1 en un amistós marcat per l’efectivitat inicial dels roig-i-negres i per una segona meitat amb menys ritme El Pantà de Sant Llorenç es prepara per acollir aquest diumenge la XV Travessia i la XII Pantathó 7.0, amb una gran jornada d’aigües obertes a la Noguera Aquest diumenge arriba la 46a edició de la cursa de la Cordera d’Albesa, un clàssic de l’esport noguerenc que farà les delícies dels amants de les curses de muntanya i on us explicarem tots els detalls d’un esdeveniment que no us podeu perdre.Descarregar àudio (45:17 min / 21 MB)

Can artificial intelligence make federal decisions smarter?   Artificial intelligence is transforming how government agencies train, manage infrastructure, and make critical choices, but with that power comes high-stakes challenges.  This week on Feds At The Edge, experts cut through the hype to explore AI's real challenges and opportunities for federal leaders. Joe Cheng, CTO for Posit, highlights the core problem: while getting answers from AI is easy, verifying those answers is much harder. Jaime Fitzgibbon, AI/ML Portfolio at DIU, underscores that when it comes to combat decisions, human judgment must remain at the center. And Chris Ritter, Division Director of Scientific Computing & AI and Director of the Digital Innovation Center of Excellence, Idaho National Laboratory, likens searching for reliable federal data to finding a needle in a haystack, and shares how open-source verification can help.  AI's potential is undeniable, but its success in government depends on trust, transparency, and human judgment.     Listen now on your favorite podcast platform to learn how federal leaders can harness this powerful tool, without losing sight of its limits.            

El portaveu del grup d’ERC a Balaguer, Jordi Ignasi Vidal, diu respecte a les obres del col•legi Mont-Roig, que “és una situació incomprensible, i que el Departament sestà columpian i ens està prenen el pel”. Ha afegit a més, que després de dos anys encara no s’ha posat la primera pedra i que “la Paeria ha de ser ferma i s’ha de plantar” i que sí ara s’ha de dir al Departament “aquí tens el projecte i ja el faràs tu” els tindran al costat. Vidal ha fet aquestes declaracions en el programa Actualitat Plural on també ha fet una valoració dels dos anys de legislatura de l’equip de govern, format pel PSC i Treballem per Balaguer. Diu que malgrat fa més de dos anys “la sensació és que encara no han aterrat”. Pel que fa a la neteja de la ciutat ha criticat que s’hagi estat gairebé dos anys sense netejar els contenidors. – Aquest mes de setembre han entrat a la fase final les obres de millora dels parcs infantils de la Pineda del Firal i de la plaça Molí de l’Esquerrà. La Paeria de Balaguer preveu que durant les properes setmanes es completarà la instal•lació del paviment de cautxú i dels jocs infantils després de l’arranjament dels espais Alòs de Balaguer amplia el local social i canviarà la ubicació de l’ajuntament del municipi gràcies a una herència. A més farà millores urbanes i construirà una pista de pàdel Un 42% més de violacions a la demarcació de Lleida durant el primer semestre. El nombre d’infraccions penals supera les 11.000 entre gener i juny, un 3,2% menys Tres detinguts per la mort a trets d’un home a la Baronia de Rialb el gener del 2022. Un dels arrestats és un comandant de la Guàrdia Civil a la reserva La Comunitat General de Regants dels Canals d’Urgell (CGRCU) ha celebrat aquest dimarts a la Casa Canal una Assemblea General Informativa per presentar la proposta de finançament i els detalls tècnics i econòmics de la modernització integral del regadiu, un pla a 15 anys per renovar 75.000 hectàrees, clau per la sostenibilitat i competitivitat agrícola de la Plana d’Urgell i comarques veïnes El grup balaguerí Saüc publica el seu segon disc Catarsi el proper 16 d’octubre. El primer avançament és el tema ‘Bèstia’, ja disponible en format videoclip a YouTube i a totes les plataformes digitals Menàrguens viurà la Festa Major del 5 al 7 de setembre amb el seu mercat gastronòmic, orquestres, gegants i l’espectacle d’hipnosi de Jeff Toussaint com alguns actes destacats Esports La 3Ermites torna a Balaguer el 19 d’octubre amb un augment del límit de participants i amb millores com la distribució d’avituallaments amb l’objectiu de consolidar-la com a cita esportiva destacada de la comarca de la Noguera Cubells acollirà aquest dissabte 6 de setembre la cinquena edició de la Senglar Trail, que comptarà amb 2 modalitats, amb traçats de 18 i 11 km. Descarregar àudio (42:47 min / 20 MB)

Fazendo reposição mas não obtendo os resultados que imaginou? Nesse episódio destrinchamos a progesterona.A progesterona pode ser a melhor amiga de algumas mulheres — e a vilã para outras. Vou explicar quando usar, como identificar sinais de intolerância, quais ajustes podem ajudar e as alternativas possíveis para quem sofre com efeitos colaterais. Uma conversa franca, repleta de ciência e prática clínica, para você entender melhor o papel desse hormônio e tomar decisões mais seguras junto ao seu médico.No episódio, você vai ouvir sobre:- O que é progesterona e quando ela é indicada- Diferença entre uso cíclico e uso contínuo- Sintomas físicos e psicológicos de intolerância- Por que ela pode causar distúrbios gástricos- Efeito sedativo esperado vs. efeito paradoxal (agitação, ansiedade, insônia)- Alternativas e ajustes para melhorar a tolerância- Quando considerar DIU hormonal ou progestágenos sintéticos- Estratégias de estilo de vida e suplementação para reduzir sintomasEntre na lista de espera da imersão sobre Terapia de reposição hormonal: https://reset.isabelafortes.com.br/trh Patrocínio Yorgus:Eu AMO os produtos da Yorgus! Meus favoritos são o Cottagy (o melhor queijo cottage que já provei, e sem lactose!), o iogurte grego — ótimo para bater a meta proteica — e o kefir reggula, perfeito para quem precisa regular o intestino.Experimente com desconto usando o cupom ISABELA15 no site: nuviofoods.com.brO lançamento do meu livro PERIMENOQUÊ? com a Editora Intrínseca está chegando! Garanta já o seu exemplar no site: intrinseca.com.br/livro/perimenoqueSite do Podcast: https://isabelafortes.com.br/ Entendendo-Progesterona-efeitos- colaterais-intolerância-uso-cíclico-contínuo Episódios Relacionados: EP 104 | Como saber se a terapia hormonal está funcionando, quanto tempo demora para fazer efeito, quais os possíveis efeitos colateriais e o que fazer nesses casos. – Isabela Fortes EP 63 | Quando começar a Terapia para menopausa e outras dúvidas hormonais – Isabela FortesEP 20 | Progesterona, a fada madrinha Tudo o que você precisa entender sobre esse incrível hormônio feminino – Isabela FortesEp 100 | Terapia Hormonal: Tudo o que você precisa saber para começar – Isabela Fortes  EP 02 | Hormônios Femininos: Como entender o ciclo que impacta todos os aspectos de nossas vidas mensalmente – Isabela Fortes      EP 18 | SOS HORMÔNIOS. PQP… O que está acontecendo comigo? – Isabela Fortes  EP 60 | Despedaçada…Mas meus exames estão “normais” – Isabela FortesInstagram: https://www.instagram.com/fortes_isabela/

Transportation Secretary Sean Duffy plans to sunset several outdated agency IT systems and consolidate technology management under a new program called 1DoT, according to a memo sent earlier this week. 1DoT, Duffy wrote, is meant to “unify” the department, whose components include the Federal Aviation Administration, the Federal Highway Administration, and the Federal Motor Carrier Safety Administration. The 1DoT initiative is supposed to eliminate redundancies and focus on “efficiency, accountability, and operational excellence,” Duffy explained in the email, which was viewed by FedScoop. The memo lays into myriad problems with the Transportation Department's $3.5 billion annual IT portfolio, calling its systems “outdated, expensive, and unsecure.” Duffy said: “This complicated web of technology is more than just a nuisance. Less efficiency means longer wait times for project completion, grants signed, or safety reviews conducted. Emil Michael, undersecretary of defense for researching and engineering and the Pentagon's CTO, has taken on the role of acting director of the Silicon Valley-headquartered Defense Innovation Unit in the wake of Doug Beck's resignation, DefenseScoop has learned. Beck unexpectedly resigned on Monday. The Defense Department has not provided an explanation for his sudden resignation. However, a defense official confirmed that Michael will fill the role and Michael Dodd has been appointed as the acting deputy director, saying they are “laser-focused on driving innovation and enhancing the Department's ability to deliver groundbreaking commercial technologies to empower the American warfighter.” Dodd has been a principal at DIU since December 2022. Earlier this year, President Donald Trump nominated him to be assistant secretary of defense for critical technologies, which falls under the Pentagon's R&E directorate. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

SAN ONOFRE-Trinity interviú Pablo, Luis y Otis nos partimos la cara Angloentrevistas Traducidas, Vol.2 https://libritosjenkins.bigcartel.com/product/angloentrevistas-traducidas-de-san-onofre-vol-2 SAN ONOFRE hacemos gatecrashing, que está de moda cargarse el idioma con préstamos anglos a todas luces innecesarios y nos colamos en la fiesta de cumpleaños de Pablo Rega. Nos topamos allá, en Mugardos, con Luis Erades, también. ¿Nos dan el OK o son vstedes unos haters? Trinity son más vaina Country Teasers que Eric Dolphy. Sí, ensayar es de cobardes, nada de practiceaholics. Diu el Albert Ayler (se pronuncie tal cual, "Áiler"): "Trane es Dios, Pharaoh Sanders el Hijo y yo, Albert Ayler, el Espíritu Santo". ¿Ah sí, eh? Pves en SAN ONOFRE habríamos jurado que Trane está suplantando a Pablo Pega, Pharaoh a Luis Erades, y Albert al absentista Fernando Lamas.

In the GovClose Certification Program, our students learn the government contracting skills to:Start their own consulting business that can earn up to $400k as a “solopreneur” advising businesses that sell to the government.Land high-paying sales executive jobs with companies selling to the government.From Special Ops to the Pentagon: Forrest Underwood on AI, Startups, and the Future of Defense ContractingForrest Underwood's career spans flying MC-130Js for Special Operations, standing up new squadrons overseas, embedding with SOCOM on urgent missions, working with Silicon Valley venture capital firms, and now serving as Chief of Joint Investment Strategies at the Office of the Secretary of Defense and the CEO of Evergreen IndustriesIn this conversation, Forrest explains:How AI, cyber, and space tech companies can break into defense contracting.Why “product–mission fit” is the key to winning contracts without wasting resources.The cultural speed gap between Special Operations and traditional acquisition.How the Forged Act, Speed Act, OTAs, and acquisition reform will change the landscape.Why the best product doesn't always win — and how to fix it.If you're a founder, tech leader, or government contracting professional, this episode is packed with actionable insights to help you navigate — and win in — the defense market.Connect with Forrest on LinkedIn: https://www.linkedin.com/in/forrestunderwood/Timestamps / Chapters00:00 – The calm before the storm in defense acquisitions00:40 – AI writing proposals for AI: The growing noise problem01:15 – Special Ops speed: Delivering tech in under 24 hours02:00 – Forrest Underwood: From pilot to defense tech strategist03:00 – The grocery store encounter that launched an Air Force career04:00 – Air Force Academy prep school: Building future officers05:00 – Pilot training pipeline and aircraft assignments07:00 – C-130J missions in Europe and Africa09:00 – Standing up an MC-130J squadron in Okinawa11:00 – Transitioning to joint staff roles in Stuttgart14:00 – SOCOM immersion in Silicon Valley venture capital15:00 – Working with VC firms on AI, cyber, and space tech17:00 – The cultural speed gap in acquisitions19:00 – Overnight integration of mission-critical tech22:00 – Moving into acquisitions leadership at OSD23:00 – Managing $200B in annual defense investments24:00 – Founding Evergreen Industries and product–mission fit28:00 – Navigating the valley of death in defense innovation29:00 – OTAs, SBIRs, DIU, and accelerating acquisition30:00 – Forged Act, Speed Act, and acquisition reform32:00 – Why quality beats volume in proposals34:00 – Non-traditionals vs. primes in the new acquisition era36:00 – Cybersecurity compliance and small business challenges39:00 – Why the best product doesn't always win40:00 – Mapping capabilities to joint warfighting needs42:00 – Accelerating serious companies into DOD contracts45:00 – Sell it first, build it second in defense tech46:00 – Validating demand before developing solutions47:00 – Discovery-driven selling in the DOD49:00 – Understanding frustrations on both sides of the process50:00 – How acquisitions officers evaluate new tech53:00 – Where defense tech funding is headedJOIN the GovClose CommunityFollow me on LinkedIn for our free GovClose Newsletter and real-world GovCon insights

En la década de 1960, las autoridades danesas obligaron a miles de jóvenes inuit, algunas aún adolescentes, a insertarse el dispositivo DIU. Sin darles explicaciones ni obtener su consentimiento, médicos les colocaron el DIU, un procedimiento doloroso de anticoncepción que les dejó cicatrices permanentes. 

Send us a textIn today's daily drop, Peaches blasts through the latest ops headlines like a Hellfire through a Toyota Hilux. From exposing our hilariously thin missile reserves to roasting tech bros whose drones crumble outside PowerPoint presentations, this one's a full-body workout in situational awareness. AFRICOM's been busy lighting up Somalia, the National Guard's turning Northern Michigan into a drone graveyard, and Space Force is slinging lasers and quantum gadgets into orbit like it's Star Wars cosplay. Meanwhile, Air Force Global Strike Command promises a “seamless” transition—LOL—and another Humvee goes full NASCAR in Wyoming. Also, Tricare might finally stop fleecing military families for having adult kids. That's not just news, that's a miracle. Buckle up, team. This episode's got more truth than a cleared EPR.

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Join host Dr. Arun Seraphin for a conversation with Cheryl Ingstad, Deputy Director for Digital Platforms & Developer Ecosystem at the Defense Innovation Unit (DIU). In this episode, Ms. Ingstad discusses DIU's new Digital OnRamp Platform that connects commercial technology companies to DOD award opportunities, fulfilling warfighter needs. Additionally, we cover who this platform is made for, how it incorporates emerging AI technologies, and how industry can get involved in shaping the platform. DIU wants the help of the commercial sector and academia to support the rollout of the Digital OnRamp this Fall. Sign up to become a test user of the platform when it is launched later this year at: https://www.diu.mil/digitalonramp Additionally, DIU has an open solicitation for the platforms AI tools. Don't wait to apply, this opening closes on July 8th, 2025. To submit your solution, visit: https://sam.gov/opp/f5e0bec63b684fd49d91b82bbf0932ea/view If you want to learn more about DIU's work on the Digital OnRamp, you can watch ETI's previous webinar covering the platform in even more detail at: https://www.youtube.com/watch?v=b2fhvJEezbU Join us for the NDIA Emerging Technologies for Defense Conference and Exhibition on August 27-29 at the Washington D.C Convention Center. Registration is now open at ⁠https://www.ndiatechexpo.org⁠. This year, we will be joined by Undersecretary of Defense for Research and Engineering Emil Michael and USD for Acquisition and Sustainment Michael Duffey as two of our engaging keynote speakers. The conference will also feature numerous breakout panels, government-industry speed dating, networking sessions, and a multi-day Hackathon. Be sure to like and subscribe to stay up to date. Thank you for listening to another episode of Emerging Tech Horizons.http://emergingtechnologiesinstitute.orghttps://www.facebook.com/EmergingTechETIhttps://www.linkedin.com/company/ndia-eti-emerging-technologies-institutehttps://www.twitter.com/EmergingTechETI

Join host Dr. Arun Seraphin for a conversation with Cheryl Ingstad, Deputy Director for Digital Platforms & Developer Ecosystem at the Defense Innovation Unit (DIU). In this episode, Ms. Ingstad discusses DIU's new Digital OnRamp Platform that connects commercial technology companies to DOD award opportunities, fulfilling warfighter needs. Additionally, we cover who this platform is made for, how it incorporates emerging AI technologies, and how industry can get involved in shaping the platform. DIU wants the help of the commercial sector and academia to support the rollout of the Digital OnRamp this Fall. Sign up to become a test user of the platform when it is launched later this year at: https://www.diu.mil/digitalonramp Additionally, DIU has an open solicitation for the platforms AI tools. Don't wait to apply, this opening closes on July 8th, 2025. To submit your solution, visit: https://sam.gov/opp/f5e0bec63b684fd49d91b82bbf0932ea/view If you want to learn more about DIU's work on the Digital OnRamp, you can watch ETI's previous webinar covering the platform in even more detail at: https://www.youtube.com/watch?v=b2fhvJEezbU Join us for the NDIA Emerging Technologies for Defense Conference and Exhibition on August 27-29 at the Washington D.C Convention Center. Registration is now open at ⁠https://www.ndiatechexpo.org⁠. This year, we will be joined by Undersecretary of Defense for Research and Engineering Emil Michael and USD for Acquisition and Sustainment Michael Duffey as two of our engaging keynote speakers. The conference will also feature numerous breakout panels, government-industry speed dating, networking sessions, and a multi-day Hackathon. Be sure to like and subscribe to stay up to date. Thank you for listening to another episode of Emerging Tech Horizons. http://emergingtechnologiesinstitute.org https://www.facebook.com/EmergingTechETI https://www.linkedin.com/company/ndia-eti-emerging-technologies-institute https://www.twitter.com/EmergingTechETI

In this episode of Building the Base, Hondo Geurts and Lauren Bedula sit down with Ranking Member Jim Himes (D-CT), who serves on both the House Permanent Select Committee on Intelligence and the House Financial Services Committee. Drawing from his unique background spanning Wall Street and public service, Congressman Himes discusses the critical intersection of technology innovation, national security, and America's industrial base. He shares candid insights on the challenges of government innovation, the evolving threat landscape from China, and why immigration remains America's secret weapon in the global competition for technological supremacy. The conversation also explores the cultural shifts needed within both Congress and the defense establishment to embrace the iterative, failure-tolerant approach essential for modern software development and emerging technologies.Five key takeaways from today's episode:The shift from hardware to software has fundamentally changed defense acquisition, Rep. Himes explains, requiring iterative development through failure and constant end-user contact—a capability traditional defense primes weren't prepared for, though progress is being made through innovative programs like DIU and Kessel Run.America's two greatest advantages over China in innovation, according to Rep. Himes, are immigration and a chaotic entrepreneurial ecosystem that treats failure as graduate-level education for the next venture, advantages that must be preserved and leveraged.Congressional culture remains risk-averse toward failure, Rep. Himes notes, with members more focused on finding the next "Solyndra" to investigate rather than creating the psychological safety necessary for breakthrough innovation.Supply chain vulnerabilities exposed by COVID-19 and the Ukraine conflict have created new appreciation for defense industrial base resilience, but Rep. Himes argues the tension between economic efficiency and strategic security requires nuanced thinking.Emerging threats like biosynthesis and quantum computing pose existential risks that require both cutting-edge research investment and a return to shared empirical truth, Rep. Himes warns, making the intersection of technology policy and national security more critical than ever.

No episódio de hoje discutimos sobre um DIU abduzido, o que acontece às duas da madrugada e um exorcismo bem peculiar!〰️Dicas Bizarras:▪️ ⁠Minha Vida de Abobrinha ▫️ Prime Vídeo (Vini)▪️ ⁠Wanda Sykes: Not Normal ▫️ Netflix (Mabê)▪️ Wanda Sykes: I'm an Entertainer ▫️ Netflix (Mabê)〰️

In this episode, Mike and Jake catch up on defense techhappenings. Links• Sign up for the newsletter⁠! • Support us on ⁠Patreon⁠!• ⁠⁠Website⁠⁠ ---- Follow us on... • LinkedIn• Instagram⁠• ⁠X⁠• ⁠Facebook⁠---- 00:36 intro03:31 defense tech investing17:25 Anduril & Golden Dome18:13 Golden Dome25:51 frequency auctioning28:12 Ukraine forcing a US reckoning34:27 DIU criticism42:24 the 4th offset?46:39 Sun Tzu terrain47:45 the torpedo50:05 Ukraine drones and Israeli pagers

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Former Defense Secretary Ash Carter's vision for the Defense Innovation Unit was to connect commercial start ups with the Defense Department at a time when the relationship between the two was fraught, and as Silicon Valley was driving technological advances, while the Defense Department was falling further behind. Over the past decade, DIU showed the Pentagon can move faster, but a lot more work needs to be done to transform DoD into a truly innovative organization. Federal News Network's Anastasia Obis is here with the 25th anniversary story. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The federal Technology Modernization Fund has had a bumpy relationship with congressional appropriators since its creation in 2017, and now the Trump administration wants to sidestep the appropriations process entirely to replenish the fund on an annual basis with unused money transferred from agencies. The White House on Friday quietly issued an in-depth appendix of its budget request for fiscal 2026, and executive agencies followed suit, publishing their annual budget justification documents. The General Services Administration, which houses the TMF program and disburses its funds, revealed in its 2026 justification that the Trump administration did not request any “new discretionary appropriated funding for the TMF” in 2026, instead proposing a new model for how it could pull money from other agencies, up to $100 million, to re-up the fund each fiscal year. “President's FY 2026 budget request includes a governmentwide general provision that will allow GSA, with approval of OMB, to collect unobligated balances of expired discretionary funds from other agencies and bring that funding into the TMF,” the justification explains. “To further strengthen the TMF's ability to help agencies kickstart or accelerate their urgent modernization efforts, GSA and OMB are committed to exploring alternative funding mechanisms.” Historically, the sitting administration has called on Congress to fund the TMF on an annual basis, with varying degrees of success. Pentagon procurement officials who are looking to up their expertise in buying cutting-edge tech for the U.S. military can now apply to join the 2026 Immersive Commercial Acquisition Program fellowship cohort, Defense Innovation Unit officials announced Tuesday. Next year will mark the fourth iteration of the educational ICAP initiative, which DIU runs in partnership with the Defense Acquisition University. This fellowship is designed to provide DOD's leading procurement professionals with hands-on experience and virtual training to help them more effectively buy in-demand commercial technologies from non-traditional military contractors. DIU's Deputy Director for Commercial Operations Liz Young McNally told DefenseScoop during a panel at the Special Competitive Studies Project's AI+ Expo. “We have other acquisition officers from across the department who can apply to the year-long fellowship with DIU — to learn our process, how we work with industry, and then bring that back to wherever they're going. And [the next ICAP application] just opened today.”If tapped for the fellowship, personnel will get a chance to work on a variety of real-world, military service-aligned projects alongside a DIU contracting officer, project team and commercial solution providers. The fellows will also gain in-depth instruction on a flexible contracting mechanism designed for rapid prototyping and acquisition of commercial tech, known as other transaction (OT) authority.

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Since the launch of Project Stargate by OpenAI and the debut of DeepSeek's V3 model, there has been a raging debate in global AI circles: what's the balance between openness and scale when it comes to the competition for the frontiers of AI performance? More compute has traditionally led to better models, but V3 showed that it was possible to rapidly improve a model with less compute. At risk in the debate is nothing less than American dominance in the AI race.Jared Dunnmon is highly concerned about the trajectory. He recently wrote “The Real Threat of Chinese AI” for Foreign Affairs, and across multiple years at the Defense Department's DIU office, he has focused on ensuring long-term American supremacy in the critical technologies underpinning AI. That's led to a complex thicket of policy challenges, from how open is “open-source” and “open-weights” to the energy needs of data centers as well as the censorship latent in every Chinese AI model.Joining host Danny Crichton and Riskgaming director of programming Laurence Pevsner, the trio talk about the scale of Stargate versus the efficiency of V3, the security models of open versus closed models and which to trust, how the world can better benchmark the performance of different models, and finally, what the U.S. must do to continue to compete in AI in the years ahead.

Join us in the BreakLine Arena for an insightful conversation with Raj Shah, Managing Partner at Shield Capital and co-founder of Resilience. As a former fighter pilot and the current Director of the Joint Reserve Detachment at DIU, Raj brings a unique perspective on the future of war, innovation in defense, and the intersection of government and technology.In this episode, Raj shares his expertise on:

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Una mujer pide ayuda al 911 y agentes de ICE estuvieron a punto de deportarla.Agentes de ICE detienen a un hombre tras ir a corte por DIU.Declaran culpable a migrante salvadoreño acusado de asesinato.Doral, la ciudad con más venezolanos en EEUU, firmará un acuerdo con ICE.En México confirman macabro hallazgo de posibles desaparecidos.Mujer a la que le negaron su residencia se despide de su "sueño americano".Bukele dice que no permitirá el regreso a EEUU de un "terrorista", al referirse al salvadoreño enviado por error.Mañana es la fecha límite para declarar sus impuestos o deberá presentar extensión.El 7 de mayo es la fecha limite para obtener la licencia Real ID.Hay conmoción en el mundo literario por la muerte de Mario Vargas LLosa.Escucha de lunes a viernes el ‘Noticiero Univision Edición Nocturna' con Elián Zidán.   

On this episode of The Defense Unicorns Podcast, we're not just talking about writing code—we're talking about what happens when you try to change the culture of software inside the Department of Defense. From flying to Qatar to debug mission-critical planning tools to reflashing smart lightbulbs with open-source firmware, Wayne Starr has done it all. Host Rebecca Lively sits down with Wayne, a Unicorn Engineer at Defense Unicorns,  to unpack what it takes to deliver secure, user-centered software in one of the world's most complex environments.Wayne shares how his early career at DIU “ruined” him—in the best possible way—by showing what was possible when bureaucratic blockers are set aside and software teams are trusted to deliver. He dives into real DevSecOps wins and war stories, including a mission-planning app that saved hours of planner time and real dollars in fuel. Along the way, he reflects on the absurdity of battles over office headsets, the power of printing MP3s on paper, and how open source gives individuals more control over their technology.If you've ever tried to navigate the maze of government compliance, or if you're just wondering what DevSecOps looks like when it's done right, Wayne's story offers a rare behind-the-scenes look. From tactical impact to philosophical reflections, this conversation covers what it means to ship software that matters—and why knowing the rules better than anyone else is sometimes the only way to change the game.Key Quote Options:“  I want to control technology. I don't want technology to control me. If it's closed-source software, it could suddenly require a subscription at some point, it could be connected to the cloud, and who knows what's happening with the data, who knows where that's going. And so I try to pull as much back as I can to things that I can control and that I can monitor and use.”Wayne StarrTime Stamps:(00:49) First Assignment at Defense Innovation Unit(04:28) Skepticism and Acceptance from Users(12:16) Open Source Software Journey(29:55) Creating ZARF(39:23) Other Notable Open Source Projects: Pepper and Lula(43:31) Lightning RoundLinks:Connect with Wayne StarrConnect with Rebecca LivelyLearn More About Defense Unicorns

Diu el doctor en sociologia i mestre zen Antonio Lozano que som una construcci

We are now witnessing a complete upgrade of the US government and our very lives. The War on Terror foundation and blueprint is there, and being used to go even further. There can be no true freedom from here on out, but there sure will be a lot more things labeled as “liberty.” Will you “stand with” this abomination?  Topics include: Bookshop dot org affiliate link and buying books, techno eugenics, recent guests, digital propaganda stream, Tech moguls in charge of our government, total control, flaunting themselves in public view, evolution of Military Industrial Complex, Big Tech takeover from Aerospace, national security, defense, DIB, DIU, Eric Schmidt, cyber security, AI, future warfare, implied crony capitalism, F35, new dominant narrative centered on government waste, Deep State boogeyman, pure Libertarian Capitalism, Art of the Deal, new American Imperialism, American exceptionalism, cyber terror attacks, new rulers will exploit attacks, Musk and his super geniuses, desire for apocalyptic events by super rich, DOGE, facade of efficiency, AI directed government, ownership of data, privacy, Peter Thiel brand of Libertarianism, freedom and liberty, crushing individual rights, War on Terror foundations, PNAC, safety and security, 9/11, enemy combatants, Bush as the bad guy, daughter Cheney, DC corruption, MAGA narrative, 1776ing, Orwell, Erik Prince criticism of War on Terror, anti-establishment aspect of new dominant propaganda narrative, the new mainstream media, enemy networks capitulation, future of cable TV, social media is the new mainstream, interactive media, algorithms, systems designed to promote favored content, former iconoclastic critics of establishment now are mouthpieces of ruling regime, information war, bullhorns, brazen attitude at street protests, international deals, social media feeds meant to distract and confuse, Freedom Cities vs 15 Minute Cities, constant updates, lowest common denominator continues to work, guise of conservatism, I Stand With movement

The Age of Transitions and Uncle 3-28-2025AOT #454We are now witnessing a complete upgrade of the US government and our very lives. The War on Terror foundation and blueprint is there, and being used to go even further. There can be no true freedom from here on out, but there sure will be a lot more things labeled as “liberty.” Will you “stand with” this abomination? Topics include: Bookshop dot org affiliate link and buying books, techno eugenics, recent guests, digital propaganda stream, Tech moguls in charge of our government, total control, flaunting themselves in public view, evolution of Military Industrial Complex, Big Tech takeover from Aerospace, national security, defense, DIB, DIU, Eric Schmidt, cyber security, AI, future warfare, implied crony capitalism, F35, new dominant narrative centered on government waste, Deep State boogeyman, pure Libertarian Capitalism, Art of the Deal, new American Imperialism, American exceptionalism, cyber terror attacks, new rulers will exploit attacks, Musk and his super geniuses, desire for apocalyptic events by super rich, DOGE, facade of efficiency, AI directed government, ownership of data, privacy, Peter Thiel brand of Libertarianism, freedom and liberty, crushing individual rights, War on Terror foundations, PNAC, safety and security, 9/11, enemy combatants, Bush as the bad guy, daughter Cheney, DC corruption, MAGA narrative, 1776ing, Orwell, Erik Prince criticism of War on Terror, anti-establishment aspect of new dominant propaganda narrative, the new mainstream media, enemy networks capitulation, future of cable TV, social media is the new mainstream, interactive media, algorithms, systems designed to promote favored content, former iconoclastic critics of establishment now are mouthpieces of ruling regime, information war, bullhorns, brazen attitude at street protests, international deals, social media feeds meant to distract and confuse, Freedom Cities vs 15 Minute Cities, constant updates, lowest common denominator continues to work, guise of conservatism, I Stand With movementUTP #362The great Super Bowl wager controversy is finally worked out on this episode of the broadcast. Luckily, Sidekick and Creative Accidents both brought clips from the original show as evidence that settled the dispute. Three beer reviews were also thrown into the mix for good measure. What a show. Topics include: drinks, 66 Tropical Golden Ale, street Coors Light, no more Skype, Uncle's TikTok, recycling at Cash4Cans, Human Computer, acting not completely insane, David Lynch beer pour, Canada Boy, Jimmy James, Super Bowl bet controversy worked out, audio clip of previous show, Creative Accidents clip, bet on the bet, tariffs, Squirrel Man, no Cooley, collecting addresses, eggs smuggled over the border, Tigers vs Dodgers, Mac & Jack beer, bringing the ruckus, Dust Bowl Brewery craft beer, unclethepodcast TIkTak, will make it every Friday we can, VHS tapesFRANZ MAIN HUB:https://theageoftransitions.com/PATREONhttps://www.patreon.com/aaronfranzUNCLEhttps://unclethepodcast.com/ORhttps://theageoftransitions.com/category/uncle-the-podcast/FRANZ and UNCLE Merchhttps://theageoftransitions.com/category/support-the-podcasts/Email Chuck or PayPalblindjfkresearcher@gmail.comBE THE EFFECTListen/Chat on the Sitehttps://ochelli.com/listen-live/TuneInhttp://tun.in/sfxkxAPPLEhttps://music.apple.com/us/station/ochelli-com/ra.1461174708Ochelli Link Treehttps://linktr.ee/chuckochelli

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It's hard to believe the Defense Innovation Unit has been operating for 10 years. Through rapid acquisition, it's funded hundreds of military prototypes from commercial technologies. Now, as the DIU moves to version 3-dot-oh, its moving past prototypes into production. The Government Accountability Office urges DIU to develop better metrics for these products are in fact helping the military. More now from the GAO's director for contracting and national security acquisitions, Bill Russell. Learn more about your ad choices. Visit podcastchoices.com/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It's hard to believe the Defense Innovation Unit has been operating for 10 years. Through rapid acquisition, it's funded hundreds of military prototypes from commercial technologies. Now, as the DIU moves to version 3-dot-oh, its moving past prototypes into production. The Government Accountability Office urges DIU to develop better metrics for these products are in fact helping the military. More now from the GAO's director for contracting and national security acquisitions, Bill Russell. Learn more about your ad choices. Visit podcastchoices.com/adchoices

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Jack Goldsmith sat down with Christopher Kirchhoff, a former senior official in the Pentagon's Defense Innovation Unit (DIU) and the co-author with Raj Shah of the new book, “Unit X: How the Pentagon and Silicon Valley Are Transforming the Future of War.” They talked about the origins and aims of the Defense Innovation Unit, how the defense bureaucracy fought it, and DIU's successes and failures. They also discussed the pathologies of defense procurement, the relationship between technological innovation and military superiority, and whether the Department of Defense can innovate fast enough to maintain technological and military superiority.To receive ad-free podcasts, become a Lawfare Material Supporter at www.patreon.com/lawfare. You can also support Lawfare by making a one-time donation at https://givebutter.com/c/trumptrials.Support this show http://supporter.acast.com/lawfare. Hosted on Acast. See acast.com/privacy for more information.