Podcast appearances and mentions of ed baker

In the first episode of Season 5, Arav Bhargava sits down with Ed Baker, Chief Product Officer at Whoop, who shares his entrepreneurial journey from launching a dating site at Harvard to leading growth at major tech companies like Facebook and Uber. He discusses the importance of product market fit, strategies for sustainable growth, and how Whoop differentiates itself in a competitive fitness technology market. Ed emphasizes the significance of customer retention and the innovative features of Whoop that encourage users to keep their devices on, ultimately driving long-term success.

Parables: Two Men in the Temple - Ed Baker by Orchard Hill Church

Choosing Patience While We Wait - Ed Baker by Orchard Hill Church

Revealed: David and Goliath - Ed Baker by Orchard Hill Church

When we go to church or youth groups, we expect in some way or another, to engage with the bible. Often times in life however, we end up also seeing or hearing scripture in all sorts of places we don't expect. From sporting events, to work, at school or at home, bible verses can get thrown around to encourage or even to condemn. For the next few weeks we will be looking at a couple of verses from the bible that get used, and sometimes taken out of context, more often than others. Let's read these verses together and find the context in which they were originally used for, to help us get a better understanding of how scripture can and does impact our lives daily.

In the second hour, Pat McDonald is joined by Ed Baker, ACSW and Host of the Addiction Recovery Channel on CCTV, to talk about an exciting announcement in Vermont's opioid crisis.

SSOF App & Community:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ https://sweetscienceoffighting.com/ssof-underground/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ SSOF Rash Guard & Shorts Discount - Code "SWEETSCIENCE"⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://sweetscienceoffighting.com/sweet-science-rash-guard⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Iron Neck - Code "SSOF10" ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://sweetscienceoffighting.com/ironneck⁠⁠⁠⁠⁠ Edward Baker Performance is an online resource for Strength and Conditioning, Combat Sport Training and Injury Rehabilitation. He is a University Lecturer, Researcher and Strength and Conditioning Coach with over 15 years' experience working in elite sport. Timestamps 0:00 Ed's background 3:54 Ed's punch research 7:30 How does Ed's research influence his S&C programs 10:30 Get brutally strong or produce force quickly? 13:25 Coordinative approach to training 19:10 Does strength training change between MMA, boxing, Muay Thai 24:00 Muscular endurance 30:20 Increasing fight pace 38:30 How does 2nd half of fight camp look 43:48 Fight week training Ed's website: https://www.thefightlab.co.uk/ Instagram: https://www.instagram.com/thefightlabuk/ ★  ★  FREE Stuff! ★  ★ For The Strikers - 5 Powerful Tips For Developing Devastating KO Power! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://sweetscienceoffighting.com/devastating-ko-power-yt/ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ For The Grapplers - 9 Tricks To Build Specific BJJ Strength Without The Rampant Steroid Abuse! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://sweetscienceoffighting.com/7-awesome-ways-to-get-stronger-for-grappling-bjj/ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ For The MMA Athlete - 6 Secrets From The Pros To Never Gas Out ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://sweetscienceoffighting.com/6-secrets-from-the-pros-to-never-gas-out/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Online Training Programs:

November 8, 1985. Harris County, Texas. A burned-out Jaguar belonging to 52-year old Ed Baker, the millionaire chairman of a Houston-based oil investment business, is discovered in a remote field. The charred remains of what is believed to be Baker's body are in the passenger's seat and since he had been suffering from serious financial problems and claimed he was receiving death threats, there is suspicion that Baker was murdered by people he owed money to. However, some people suspect that Baker staged an elaborate suicide in order to ensure his family could collect on his life insurance policies. Did Ed Baker kill himself or was he the victim of foul play? Or could he have actually faked his own death and fled the country? We shall explore all the different theories on this week's episode of “The Path Went Chilly”, which covers a very bizarre unexplained death.Patreon.com/julesandashleyPatreon.com/thetrailwentcoldAdditional Reading:https://unsolved.com/gallery/ed-baker/https://unsolvedmysteries.fandom.com/wiki/Ed_BakerThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/4838527/advertisement

November 8, 1985. Harris County, Texas. A burned-out Jaguar belonging to 52-year old Ed Baker, the millionaire chairman of a Houston-based oil investment business, is discovered in a remote field. The charred remains of what is believed to be Baker's body are in the passenger's seat and since he had been suffering from serious financial problems and claimed he was receiving death threats, there is suspicion that Baker was murdered by people he owed money to. However, some people suspect that Baker staged an elaborate suicide in order to ensure his family could collect on his life insurance policies. Did Ed Baker kill himself or was he the victim of foul play? Or could he have actually faked his own death and fled the country? We shall explore all the different theories on this week's episode of “The Path Went Chilly”, which covers a very bizarre unexplained death.Patreon.com/julesandashleyPatreon.com/thetrailwentcoldAdditional Reading:https://unsolved.com/gallery/ed-baker/https://unsolvedmysteries.fandom.com/wiki/Ed_Bakerhttps://www.inc.com/magazine/19861001/1703.htmlHouston Chronicle (November 10, 1985)This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/4838527/advertisement

The book of James. A blueprint for making faith work. With the turn each page, words spill out; Teaching, Instructing, and Challenging us. The words slowly become etched into our reality and our faith turns into action, until it becomes not only a part of our lives, but a new way to live. Join us for the next few weeks as we walk through the book of James together.

The Book of John: John 3 - Ed Baker by Orchard Hill Church

Allowed to Journey: Grounded and Growing - Ed Baker by Orchard Hill Church

This week we discuss the final regular season games of several future Hall of Famers; the Hall's diss of Lemar Parrish; the woeful play of Ed Baker; Larry Wilson's legacy; stats symmetry as usual; two running backs missing 1,000 yard seasons by less than 10 yards; and the great passing combination of Widby to Nitschke. Quote of the week: "I don't wanna know how to find out about enjoying gum chewing without any teeth." Intro-outro music: "High Stakes," by William Loose.

Pat McDonald goes solo for the first hour and talks all things flooding, safety and preparedness, as well as the Barre Area Development Corporation. Then, Pat is joined by Ed Baker (MSW) Host/Producer of the Addiction Recovery Channel on CCTV VT.

Questions Jesus Asked: Are you not much more valuable than they? - Ed Baker by Orchard Hill Church

Adam Grenier is an OG of the growth world. His first role in growth, was none other than Uber where he was Head of Growth Marketing and Innovation building the global marketing growth infrastructure and team from the ground up. He then enjoyed successful spells at Lambda School and Masterclass as VP Growth and VP of Marketing, respectively. If that was not enough, Adam is also a prolific angel having made investments in Superhuman, Table22, and FitXR to name a few. In Today's Episode with Adam Grenier We Discuss: 1.) Entry into the World of Growth with Uber: How did Adam make his way into the world of growth with Uber and Ed Baker? What are the single biggest takeaways from his time at Uber, Lambda and Masterclass? What does Adam know now that he wishes he had known when he started in growth? 2.) Growth: What it is? Why You Do Not Need a Team for it? How does Adam define the term "growth" today? What is the role of "Head of Growth"? Why does Adam believe that you do not need a growth team? How can leaders infuse growth principles, mindsets and metrics into existing teams? WHat are the single biggest mistakes founders make when thinking about growth? 3.) Hiring Growth Mindsets: How to Ask the Right Question: What are the clearest signs to Adam that someone has a growth mindset? What are the right questions to ask to see how they think? How does Adam use tests and case studies to determine the growth mindset of a person? What did Uber teach Adam about the best practices to hire for growth? 4.) Uber: Scaling a Monster and Spending $1BN on Ads: What are some of Adam's biggest lessons from spending $1BN on advertising at Uber? Why at anytime were there 200 people paying for ads with their personal credit cards? Why does Adam believe China was "the wild-west"? How did all of their competitors in China have Uber data? How do growth mechanics, channels and disciplines compare between US vs China?

Hebrews: The Supremacy of Jesus - Ed Baker by Orchard Hill Church

Show Sponsor AnyQuestion - https://link.anyquestion.com/Greg-Bennett   Support the show at https://www.patreon.com/user?u=26936856 "The Greg Bennett Show"   The Greg Bennett Show has always focussed on high-performance individuals, and these two are two of the best in the world at what they do. In this episode of The Greg Bennett Show, Greg is joined by Yuriy Timen & Ed Baker. Both of them are world-leading growth experts. They ignite business growth through deep understanding and expertise in key areas such as product development, strategy, market research, organizational development, and so much more.   Ed Baker is a Harvard grad with a Stanford MBA, led International growth at Facebook until they reached 1 billion Monthly Active Users and went public, and then led the growth and product teams at Uber. Ed is now the founder and CEO of AnyQuestion. You can find his previous episodes in episodes 95 and 138.   Yuriy Timen is a seasoned growth expert with experience in building successful growth engines for organizations. Yuriy has a proven track record of success, having led growth at Grammarly for 8 and 1/2 years and contributing to the growth of companies such as Canva, Airtable, Otter.ai, and others. He now advisors some of the world's greatest tech companies. This man knows how to build subscription businesses.   Timestamps 3:29 - Interview with Yuriy & Ed begins. 6:33 - Some back ground on Yuriy and how he found his place in product growth of Facebook. I didn't want to wear a suit to work 17:28 - Yuriy explains some of the lessons he learned at Grammerley, and how he only understood them in hindsight. 23:34 - What are the first steps you do when you advise or strategise growth in a company, and how do you know that the growth startegy is working? For any growth strategy for it to be successful, you have to have an appropriate growth culture 34:21 - Is paid marketing a good way for gowth? 40:03 - For a non profitable early stage company wanting growth, is SEO a good growth strategy in the current environment? 43:44 - What companies should be considering when it comes to fremium v. premium offerings and what is working, and what doesn't work. There's gotta be someway to try the product for free 50:05 - How does A.I affect growth strategies and how can companies embrace it? 54:27 - What parallels do you derive from your 'outside work' life, to your dealing with business and product growth? 1:00:16 - Interview concludes.   Links Be sure and check out bennettendurance.com Find Greg on social media: Twitter @GregBennett1 Instagram @GregBennettWorld   And follow Yuriy Timen LinkedIn: https://www.linkedin.com/in/yuriytimen/ Twitter: https://twitter.com/TheTimenator

Casey Winters is the Chief Product Officer at Eventbrite. Prior to Eventbrite, Casey led the growth product team at Pinterest. Before Pinterest, Casey started the marketing team at Grubhub and scaled Grubhub's demand-side acquisition and retention strategies.  Elena Verna is the Interim Head of Growth at Amplitude. Former exec @ Miro, Netlify, SurveyMonkey. Growth Advisor to companies including Krisp, MongoDB, Ledgy, Builder.io and SimilarWeb. Kieran Flanagan is SVP Marketing at HubSpot, where he has helped the business grow internationally, move to a product-led business, quadrupled its marketing demand, and built out its media team, including the acquisition of ‘The Hustle.' Andy Johns career started in growth at Facebook when the company scaled from 100M-500M active users. Since he has worked in some of the leading growth orgs at companies like Twitter, Quora and more recently at Wealthfront as Head of Growth and President. Bangaly Kaba is the Director of Product Management @ Youtube. Prior to Youtube, Bangaly led the product growth and consumer product orgs at Instacart and before Instacart was Head of Growth @ Instagram, helping grow Instagram from 440M to > 1B monthly actives in 2.5yrs. Ed Baker is a growth advisor to various startups including Lime, Zwift, Whoop, Crimson Education, GoPeer, and Playbook. Ed was the VP of Product and Growth at Uber from 2013-2017. Prior to Uber, Ed was the Head of International Growth at Facebook. Adam Fishman was the Chief Product and Growth Offer @ Imperfect Foods. Before Imperfect, Adam was VP of Product and Growth @ Patreon, Before Patreon, Adam was the Head of Growth @ Lyft, Adam was the first growth and marketing employee hired and grew the team to 18 people. In Today's Discussion on When To Hire a Head of Growth: 1.) When is the right time to hear your first growth hire? 2.) Is this hire a senior growth leader or a more junior growth engineer? 3.) What can early-stage startups do to entice senior growth leaders to their early-stage company? 4.) What data infrastructure should be in place prior to hiring your first growth hire? 5.) What does the optimal onboarding process look like for all growth hires? 6.) What can founders and CEOs do to set their growth hires up for success?

Lance has a fantastic interview with Mary Inman and Ed Baker who are lawyers from Constantine Cannon and represent whistleblowers for fraud in Medicare Advantage and other managed care programs.

In this episode of The Greg Bennett Show, Greg has a wonderful conversation with one of the brilliant minds of the 21st century. A key figure in developing growth with some of the world's leading tech companies. He is the CEO and Founder of AnyQuestion. The purpose of AnyQuestion is to democratize access to insights from the world's greatest experts to help people fulfill their human potential. With the mission to become the most impactful living library of trusted insights and expertise authored by the world's greatest experts in every field. This episode is loaded with quality information on how to build a succesful business.    Father of four. Harvard Grad, MBA at Stanford Business school, Investor, Entrepreneur, and Growth Specialist. Previously Vice President of Growth at Uber and Head of International Growth at Facebook.  Ed Baker is also an extraordinary athlete, winning his first Ironman after only 6 months of being in the sport of Triathlon.   Timestamps 2:48 - Interview starts 6:22 - Ed and Greg discuss the similarities between sport and starting a business. 7:55 - Ed describes how he came about to be entreprenurial, right back to his first venture (datesite) in the late 90's. Ed built the first website Datesight.com which launched in 1999. In one week every student in Harvard had signed up - Ed's interest was in the math behind the growth. Understanding how to get one user to share with one other user - Growth art and science - how has human behavior changed. 12:56 - How The Greg Bennett Show podcast inspired Ed to start his new venture, AnyQuestion.com 18:50 - Book: The Cold Start Problem - Andrew Chen (audiobook version) Ed describes how Uber began, and compares the learnings he made at Uber to how he is aplying them in his new company AnyQuestion.com 29:11 - Ed explains his process from taking an idea and turning it into a viable business. 37:19 - Building a team in a start-up, can be similar to building a team in sports. 43:54 - How different is it starting a business in today's software driven world, as opposed to 20 years ago when the internet was around but nowhere near the penetration it now has. The online tools for starting a business have dramatically changed and improved. 45:44 - Raising funds to start a business can be tricky. Ed explains his view and what has worked for him in previous ventures. Now Ed is able to view the investment process from the 'investors' perspective, which enables him to understand what and how to pitch your new business idea. 51:46 - Interview Concludes   Links Be sure and check out bennettendurance.com Find Greg on social media: Twitter Greg Bennett Show Instagram The Greg Bennett Show   Check out Ed Baker at: AnyQuestion: AnyQuestion.com/EdBaker  LinkedIn: https://www.linkedin.com/in/uberedbaker/ Instagram - https://www.instagram.com/uber.ed.baker/ Web - https://www.edbaker.com/ Youtube - https://www.youtube.com/watch?v=pUAl559y7ZY&feature=youtu.be facebook: https://www.facebook.com/ed.baker.ironman/

What is God Really Like? - Ed Baker by Orchard Hill Church

Transformed - Ed Baker by Orchard Hill Church

Kevin Cahill, President and Executive Director of the Deming Institute, reflects on growing up with Dr. Deming, learning about his grandfather's impact on the world, and his own Deming journey. Kevin also describes The Deming Institute's origins, the DemingNEXT initiative, and using Deming in the real world. (Please note: the punctuation errors in this description are due to Libsyn's system.) SHOW NOTES Books mentionedThe New Economics and Out of the Crisis, both by Dr. Deming (available via www.deming.org) Transform Your Business with Dr.Deming's 14 Points, by Andrew Stotz 0:00:36 Growing up in the Deming family 0:04:29 Watching If Japan Can, Why Can't We? with my grandfather 09:07 Kevin's own Deming journey 14:21 The origins of The Deming Institute 21:35 Why Deming, why now   39:14 Introducing DemingNEXT 46:06 Andrew's Deming journey 53:34 Deming in the real world TRANSCRIPT You can download the complete transcript here. Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm here with featured guest, Kevin Cahill. Kevin, are you ready to share your Deming journey? Kevin Cahill: Absolutely, Andrew. Excited to be here, looking forward to it. AS: Yeah. Well, I think we gotta kick this off by introducing you. Tell us what is your connection to Dr. W. Edwards Deming. KC: Well, I'm very fortunate to be his grandson, and also very fortunate that as I grew up in the Washington DC area, I got to spend a tremendous amount of time with my grandparents, my grandfather, Dr. Deming, and his wife, Lola Deming, who also assisted him in his work for many, many years, and got to know them growing up. And so, it was absolutely fascinating to see this man that I knew as a kindly, gentle, soft-spoken man who worked out of the small basement of his house in Washington DC, not in a big office, this little, tiny basement that used to flood in the rainy season and was just very, very small. And I always wondered what he did because everything that I saw was just figures and numbers and all this stuff, and he never talked about work. When we were together with him on Thanksgivings and Christmases, he was always talking about family and what it was like with my mother and her sisters growing up. So, a very different perspective of who this man was. That all changed at one point in my life but growing up, it was a very different kind of relationship. AS: You know, my first connection with your grandfather was when I was like 24, and I was just in awe, but I was also in terror because I watched him pretty strict, pretty tough when he was dealing with people that just had nonsense questions in some cases, or had the wrong idea, and he really needed to straighten them out in one way or another. And it's kind of surprising, but now that I think about it, in our families, we don't bring that toughness necessarily into the family. Is that the case? KC: That was the case. We never noticed that. He would sit at the dining room table, and he would just be quiet at the head of the table, and occasionally he'd pull this little notebook out and make some notes. I always wonder what he was writing. I found out later. Something came to mind, and then, occasionally, in the middle of the dinner, he would say... He would have this great story about my mother or something that he had. He would tell us growing up, and he just burst into this fantastic laughter of his, and it was so much fun. And we really didn't know what he did. We knew he traveled, and we knew that... Like I said, growing up, we would get scrap paper from his office, and it always just had sheets of numbers on the one side, and my brother and I would always joke that, man, "I'll tell you the one thing we don't wanna do in life is grow up and do what he's doing." [chuckle] AS: That's tough stuff, whatever it is he's thinking about. And I'm just curious. What was his relationship with his wife, Lola? KC: Oh, she was just this terrific lady. They met, and they actually worked together. I believe was at the Fixed Nitrogen Lab in Washington DC, and they co-wrote some papers together. She had a master's degree in mathematics at a time, early in the last century, when women just didn't have advanced degrees, and she helped him for decades with his work. And I remember seeing a lot of photos of her traveling with him to Japan and around the world. That was absolutely fascinating. She was just a brilliant woman in her own time, and with what she was able to do in terms of helping him. And she doesn't get enough credit for what she did to assist him. AS: And before we get into the Institute, I just wanna understand your own personal journey in life. You developed... You saw that stuff, and you thought, "I'm not gonna study that." But tell us just a little bit about your own personal journey in your education and in your work life. KC: Sure. So like I said, I didn't really know much about what he did. But when I was a freshman in college, my family had moved away from the DC area to Los Angeles, and I came back for the summer for a job that I had. I called my grandfather, grandmother, and said, "Hey, you have an extra little, tiny room in your house. Is there any chance I could stay there for the summer?" And they, of course, said, "Yes." So, I stayed there for the summer. And in June of 1980, my mother called me and said, "Your grandfather travels around and has been to Japan. They're doing a show on NBC on June 24th, 1980 called, 'If Japan Can, Why Can't We?' And your grandfather is gonna be mentioned in that show for some of the work he's done in Japan." You can imagine how excited. This was at a time when there were three networks, ABC, NBC, CBS. There was no cable. There was nothing. KC: And this was gonna be on prime time. And so she said, "Just make sure your grandfather watches it." And so, that night of 1980, I had to go downstairs and get him in the office and say, "We've gotta go upstairs and watch this show." And so, we all traipsed up to the third floor and sat down on his couch, and my grandfather, my grandmother, and then my grandmother's sister, who was also living at the house, we all sat down to watch the show. And a few minutes into it, you saw my grandfather who was, at the time, almost 80 years old, and he had about a 15-second part in the show, and I just remember being so excited, "Oh my god. That's you. It's so cool." KC: And then there was nothing. That was it. And for the longest time... And you could tell my grandfather was getting very fidgety. He was ready... He mentioned something... He was unhappy with a few things they were saying in the show that he thought were off-base, and he was kind of mumbling a little bit about that. And he was getting ready to leave and go back down and do some work. And then they started talking about a man who was considered the... Helped transform Japan and was considered the key person in that Japanese transformation. And at that point, I looked over to my grandfather, 'cause I hadn't said anything in about 20 minutes, and I said, "Do you know who that is?" KC: And the announcer, he said, "It's Dr. W. Edwards Deming." And it was just this disconnect. This is the man I know, who I grew up with, and the Emperor of Japan has given you credit for the Japanese economic miracle. I still get goosebumps when I think about that moment. I just could not believe it. And then we watched the rest of the show in just stunned silence. And of course, he had some comments, and at the end, they talked about the National Paper Corporation and how he had helped them, and I just remember thinking, "This is gonna change everything." KC: And you know what, Andrew? I was actually a little bit sad because I thought, "He's 80 years old, almost 80. He's probably..." People are gonna call him, but he may not work for more than another year or two. And then I can tell you, it was astounding because, like I said, his office was in the basement, and my grandmother and my great-aunt and I would stand at the top of the stairs, 'cause my grandfather used a speaker phone, and his assistant would say, "Dr. Deming, you've got Don Peterson, the chairman of Ford Motor Company, on the phone. You've got the head of Xerox on the phone." You've got the head of all these different companies, and we're hearing him talk on the speaker phone, and it was just astounding. It was an amazing, amazing period. KC: So at that point, I knew things were gonna change in my life. I just didn't know what or how or anything like that. And as I moved through college and then graduated, I was just amazed that my grandfather was continuing to work and just being quoted on news articles and everything like that, and on TV shows, just continuously. And as I got into the business world in a media business, I knew a little bit about my grandfather's philosophy, some things like how important systems are and understanding that and operational definitions. KC: And there were some of the elements of the 14 points that I understood, breaking down barriers within the organization. And so even as an assistant, what it did, my grandfather's philosophy, even though I couldn't impact anything at the top, what I was able to do within my own sphere of influence was extraordinary in terms of how it helped me move up through the organization at a much, much, much more rapid rate than I would ever have been able to do. And so... AS: And what would you say were the core... What was the core things if you say, you didn't know all of the different things that he said, but there was those core things that really stuck with you. What would you say was the one or two core things, particularly thinking about the listener or the viewer out there who's thinking, "Wow, I would like to be able to make that impact, and I'm not sure how quickly or how much time I have to learn everything." KC: That's a really interesting question. I would say one of the key things that I did was making the system visible that we were actually working in. So, we were a media company that was selling advertising time on TV stations around the country. And we had all this workflow that we had to do, and nobody was making it visible what that flow was. And I remember when I was trained, and I was started off as an assistant to an assistant, and they were training me, all the training was done by memory that somebody else did it. So, a lot of times they were teaching me things that were erroneous that I was trying to do and so, as I got into that position, I made sure that I put that process down so that when I moved up, and I could hand it off to somebody else, they could see what that process was. And some of it was visual, and some of it was work instructions. Other things were like operational definitions of... Somebody was saying, "Hey, can you get this done for me?" "Well, by when?" "By the end of the day?" "By the end of the week?" "By the end of the month? KC: So, there were a lot of little things like that that made a difference in terms of the way, I thought, that helped the other people within the organization, that really made a difference, and helped me move up very quickly within that organization. AS: And then, how did you go from your career to now, The Deming Institute? Maybe you can talk to us about that and tell us about The Deming Institute and the aims of The Deming Institute. KC: As I continued to move up and took on greater roles and responsibilities within this media organization, again, my grandfather and... I would call him and ask him questions about things that I needed help on. I remember one time, in particular, I had an assistant who could not get a particular job done, and we worked on it and worked on it, and I tried to make it visible. I tried to do different things, and I called my grandfather one day. I asked him a question, and I said... And he gave me some page numbers in one of his books to read. He didn't give me the answer; he gave me some page numbers. And it was fantastic because the way I was explaining it to her what needed to be done was the way I understood how it needed to be done and the way I learned. It was not the way she learned. And so, once we had her learn and express this in a different manner, we never had another issue with the job going forward. All this gave me the understanding after I went to one of my grandfather's seminars and continued to read the books. It gave me a sense that I could go out and start my own business. KC: And so, I did with a colleague of mine, and he and I co-founded a software company that provided the sales systems to these companies like I worked for. And without having my grandfather's knowledge, I would never even begun to start a company like that. So, a startup is at such an incredible advantage if you understand the Deming philosophy. Because at the time we started it up, there were two companies that had about 90 share of the market on two different ends of the market. But when we were doing this in 1999, the internet was just starting to hit. And there were, I remember, about 15, 20 different companies that all were trying to get into the same space. Within two years, they were all gone except for two of us. They didn't have the value of understanding what my grandfather had taught, that I had learned from him. And then my partner had in the terms of the way we ran and operated the organization. So, to fast forward, we kept the company for a while, merged it with another company, and then ended up selling it to a big publicly traded company. And in retrospect, I almost wish we hadn't. KC: But by doing that, I ended up at The Deming Institute. And then what was fascinating was I spent two years of what I call penance, staying at that company because of the contract. And Andrew, that was when I saw in just... What I experienced and what we had to put people through, because of the way they looked at things and the way they operated, was just extraordinary in terms of how much it hurt me, how much I knew it was hurting the people that worked for me in the business units that I was running. And I couldn't wait to get out of there. And when I did, I spoke to my mother, Dr. Deming's daughter, Diana Deming Cahill, who founded the Institute with her father and her sister. And I said, "This is an opportunity for me to give back what I have learned from my grandfather," to take an organization that's an all-volunteer organization, that was really focused on maintaining and gaining as many of my grandfather's assets as possible without really saying, "Well, what are we gonna do with all these things now that we have all the videos?" And they did a phenomenal job of getting the videos and articles, and all these different things in getting the organization started. And so, that was kind of the continuation of my journey, was to move into this role and to be one of the leaders in the organization in terms of helping move it forward. AS: So, let's talk about... What you've described in some ways is something that I think anybody that gets deeper into Deming realizes, is that it's really a management philosophy rather than... Like a lot of times for people that don't know much about Deming, but they've heard his name, they go, "Oh yeah, quality, statistical quality control" or something like that. And they miss the whole aspect that it is a way of thinking, it's a way of managing, it's a way of interacting with other people. Like you said, the idea of trying to put yourself in the other person's shoes to make sure... The job of the senior management is to make sure people are trained to the level that they need to be. Maybe you can just talk about the Institute, generally, and that concept of what it is. What is Dr. Deming's teachings? And what is the Institute about? KC: So the Institute, the aim of the Institute, excellent question, is "Enriching society through the understanding of the Deming philosophy." And that can take all sorts of different directions that you might be able to go in. And so what we try to do is, we look at, "Okay. Here's what the aim is; by what method can we achieve that aim? which is what my grandfather always talked about. And we also understand that people out there, like I just mentioned earlier, learn differently. Some people are auditory learners, some people are visual learners, and there's different ways of creating learning environments for people. That's one of the things that I think is great about this podcast, and I'm so thrilled that we're getting back into it and doing that 'cause many people learn by listening to podcasts like this and gain something out of it. Other people need to be in an environment where they're physically there to actually gain something. Others can do it online. Others can do it through webinars, so there's so many different things. So, I believe our responsibility is to utilize what he has given us in a manner that can reach the broadest number of people and have the greatest impact so that they have that yearning for new knowledge. And then when they have that yearning, we have a means by which that they can continue to learn, understand, and apply it. AS: Maybe you can just talk about what's going on with the Institute, but also before you do that, I think for... Not everybody can understand. What is an institute? Is it for-profit? Is it not-for-profit? Are there 100 employees? Is it a few people? Is there a board? Are they volunteers? What is the Institute? KC: Well, I can tell you. I'll talk a little bit about it, but one of the best things I would say, Andrew, is go to www.deming.org, and they can learn a little bit more. But when my grandfather and my mother formed the Institute, they decided to have it be a nonprofit. And I know there was a lot of questions about that because a for-profit organization, there's a lot of things a for-profit organization can do, but there's a lot a nonprofit can do, and I think it was important for my grandfather and my mother that this be something that is a nonprofit, a 501 [c], not-for-profit organization because it also opens a lot of doors. KC: When my colleagues and I and other board members call people, and we're calling from The Deming Institute, a lot of times they'll take that call 'cause they know we're not calling to sell them something and try to sell them a whole bunch of expensive services and things like that. We're calling to help and make a difference. And so, while sometimes there are constraints with the nonprofit that we can and can't do, as you start to look at them, you realize it also opens up a tremendous number of opportunities that we might not also have as a nonprofit. KC: So, we're a nonprofit organization. We have a board that has a number of family members on it besides my mother. My brother is on it. He's vice chairman, my mother is the chairman, and then I'm on it. And then we have several other board members who have been terrific in terms of supporting us. Paula Marshall is on there, Steven Haedrich is on there, Keith Sparkjoy is on there, Kelly Allan. So, we have this fantastic group that provides guidance for us and support for the organization and helps me... I'm also on the board and serve as the president of the board. And we just have this fantastic group. We also have just a outstanding staff right now that has helped propel this forward, whether it's the online learning that we're launching, whether it's our communication, whether it's our administration or fund development, all these different things that we have responsibilities for as a nonprofit. We've just got an unbelievable team, and they all operate virtually. We don't have a single office. We also have this advisory council. We have a Deming fellow and Dr. Ravi Roy who's out there. We have an emeritus trustee board. So, we have a lot of people that worked with my grandfather, and then a lot of others who have this just belief in this philosophy, in these principles, and they know they need to get out there, and they're helping us get it out there. AS: So, before we go on, I think it's kind of important to talk about, "Why Deming? Why Now?" And I'm curious to hear your idea about that. There's all kinds of new books out there. There's all kinds of gurus. There's all kinds of people talking about all kinds of things, "Come on, Kevin, this is old stuff. The world has moved on." Tell us, "Why Deming. Why now?" KC: Andrew, I get that all the time that... Hey, I remember hearing about this guy that helped Japan after World War II, "We're closing on past 75 years on that. Why do we need this guy now? Why do we need this philosophy now?" And what I can tell you is it has worked. Every time it is used in an organization, as they begin that journey and continue down, I never hear that it doesn't work. Now, there are some companies who've tried it, and they're already too far gone to be able to even come back from the abyss that they've already gotten in. As my grandfather put it, "the pit they've already dug themself in," and sometimes you just can't do that. KC: But when these organizations do use this, and we have so many of them that do, it is astounding how it works. And so, the books that you're talking about and all these, what we call, oftentimes, "flavors of the month" that you hear about, just wait five years and see, does anybody really using them anymore, or have they moved on to the next flavor of the month and the next flavor of the month? You go back 20 years and look, a lot of those things are gone, or they've morphed into something completely different where they may have kept the name, and now they've kind of combined a few things to try to keep it going. But the one constant is Deming works and works, and the research shows that it makes a difference. And to me, in this world right now, where we are seeing all these issues with supply, with polarization, with the need to break down barriers, whether it's between countries or within different organizations, there is an answer. Deming, my grandfather, provided that answer, and he showed that pathway. How do you do it, and then how do you get to that next step that, all of a sudden, leads to resolution of these issues that we're facing right now? AS: Yeah, it's a great point, and there's so much there... KC: What do you think? AS: Yeah, it's interesting 'cause I was thinking... The question that we often get, I often get too, I'm sure you get it, it's like, "Well, why isn't this everywhere? Why isn't his teachings everywhere?" And I was thinking about it, and my answer to that is, one of the most powerful things in this world is probably meditation. If you could meditate properly for 30 minutes a day, it would probably calm your mind, and it would make the world a better place and all that. But how many people actually do it? Very few. And I would say that my answer to that is that what Dr. Deming talked about was a transformation. And how many people are ready to make a transformation in their life? It's easier to pick up the flavor of the month and say, "Oh, let's do that, and let's do that," But what he's talking about is moving to a whole other level of starting to think of things as a system. And you and I have talked about caring for the elderly folks in our lives. And nowadays, doctors get more and more specialized, and they can't see the bigger picture. And everything operates in a system, and it's difficult to think in that way. AS: And so, part of what I feel like is that what he's challenging, the challenge that he has put before us, is to start to transform our thinking, to understand statistics, to understand systems, to understand how to acquire knowledge, and to bring this together into something that can really make a difference. And that's not easy. That's a journey. KC: No, it's not easy, and I think you hit it right on the head, Andrew. And I think part of the challenge is, if you're leading an organization, and you came out of, whether it's business school or you moved up through a certain way, well you are leading that organization because you learned how to do it a certain way. Well now, all of a sudden, your organization is having trouble. Because I can tell you right now, and I think it was a Rob Rodin, who worked with my grandfather, said this, "Somebody right now around the corner, around the world, believes they can do what you're doing better, cheaper, and faster than you." KC: And they're just looking at you as an opportunity because you can't innovate as fast anymore. You can't do this as much. I can build a better this, better mouse trap, and all that type of stuff. But the challenge is, is that you've now... If you're leading that organization, you've gotten there. You have gotten to this point by doing it a certain way. Well now, all of a sudden, you're being asked to learn to do something differently, and I think that was... One of the big challenges my grandfather had was that in... When that program aired on June 24th, 1980, there were companies who were in crisis. Don Peterson, who was the Chairman and CEO of Ford when I met with him, when he spoke at one of our conferences at University of Michigan, and he said... KC: One of the things he said to me was, he said, "We were two billion dollars in debt, and we were close to going under, and two years before," I believe it was two years before, "I was named 'CEO of the Year' in the U.S." And he said, "But even for me," he said, "It was so hard for us to change because we'd always done it this way. We always had these already systems in place, and now you're asking us to do these different things." And so, I think sometimes it gets rejected. The other thing that I would say, Andrew, is in 1980, while these companies did Deming at that point, they were in a crisis. And oftentimes, it's not until you're in the crisis that you end up saying, "Hey, I need to do something." And you can listen to podcasts by Paula Marshall and Steven Haedrich, who are on our board, where they were in deep crisis when they came to Deming and now, all of a sudden, they're huge advocates 'cause it not only pulled them out, but it made their organization successful. So oftentimes, it takes a crisis to have people say, "Hey, it's worth looking at something else." AS: It reminds me of one of his quotes, "Learning is not compulsory, neither is survival." And I was thinking, when you were talking about, "Hey, your competitors are learning this," think about the transformation. When we were young, if you saw "Made in Japan" on a product, it meant low quality. And there was a transformation that happened and, all of a sudden, Japan became high quality. Now, think about China. Everything that most people have seen in the, let's say, past 20, 30 years, China, "made in China," was low quality. But they are moving up the quality ladder so fast. And I would argue that, in fact, they haven't really even gotten to some of the Deming teachings of taking that to a real transformation where you start to really bring the quality into the brands and all of that. And there is a possibility that China could go through that transformation, or at least some Chinese companies, just like the Japanese companies did. And then, "ho-hum," I'm sitting in middle America, and I'm realizing, "Whoa, wait a minute. They're transforming. What about me?" And I think that that's a lesson that you're talking about, too, is this idea that, "If you don't wanna learn, other people are learning around you, and by implementing this, you can protect yourself." KC: You make a really good point. That's a very salient point. That's really key that if things are going well for you... And a lot of companies we're looking at before, for example, COVID hit, everything was going well. They weren't planning on a COVID hitting. They weren't... Supply chain was not an issue, and now, all of a sudden, people are having to rethink how they run and operate their business. And I'll tell you, it's fascinating, my colleague, Kelly Allan, and I have... A matter of fact, you went through one of the seminars that he put on, I believe, in Hong Kong if I remember correctly. And when he and I were traveling through the Asia-Pacific region, Singapore area, and we were going to a lot of different companies, one of the questions we would ask... And it happened to me when I started my business, my start-up, and we were struggling for a while, and we sat down at the table one day, there were only about 12 employees in the company, and we were really having a hard time. And we sat down and we talked about, "Does everybody understand what the aim of the business is?" And of course, they knew that... We had put some Deming ideas, and we were using Deming in there, they were like, "Oh yeah, yeah, we know that, Kevin. That's really important that we all know the aim of the business." KC: So, we all wrote down the aim of the business. Well, guess what? All 12 people, including myself, wrote down different aims. So, we were working hard and giving our best efforts towards different aims. Can you imagine how much money, time, energy, and effort were being wasted because, Andrew, you were working for... You thought the aim was this, Kevin thought it was this, somebody else thought it was this. We saw the same thing in these companies as we traveled all around the country and around the world, and we would ask them, "What is the aim?" And these people, it wasn't from lack of... They were all working hard and giving their best efforts, but they all had a different understanding of the aim. Can you imagine how much more efficient and effective you'd be if everybody understood what the aim was? Just that alone... We have never once... Kelly and I together, going into different organizations and talking, never once have we seen one, unless they were a Deming organization, where everybody in that room understood what the aim was, had the same understanding of what the aim was, put it that way. AS: They all had an aim. KC: They all had an aim. Somebody thought it was making money, somebody thought it was selling more products, somebody thought it was... So... AS: It reminds me of this... After many years of myself in the financial world, and I'm advising companies, and I'm... And I had these two clients and... Individually, the CEOs were fascinating and smart and all that. And individually, each member of the team, from both of these companies of the management team, were highly qualified, very experienced in their areas. And one of those companies was doing really well, and the other was doing really poorly. And I just remember thinking about that, and I thought to myself, "Number one, success is, you gotta have the right CEO." And the right CEO or the right leader, let's say, has gotta set the right direction. But more importantly, that's not enough. You can have a great guy, a man or a woman that's great, and they've set the direction. But if you let people fight against each other, you're never gonna get there, so it's that coordination amongst the management teams that's like, that's the magic. And you can't get coordination if everybody doesn't know what's the aim that we're working towards, so that coordination is kind of the systems-thinking aspect of Dr. Deming that I learned. Let's talk about the aim of the podcast. Here we are, and I'm just curious, what are your thoughts on where this podcast goes and what's the purpose? KC: So what I see, the aim of the podcast is also tied into what listeners can expect, and that aim... What I see as the aim of the podcast is raising awareness and understanding of the Deming philosophies and teachings by presenting stories, sharing knowledge of the Deming philosophy, in a variety of different voices and from a variety of different types of organizations. And I think we look to do this by providing real-world examples of what makes Deming such a ground-breaking, unique, and unrivaled successful approach, which we just talked about a little while ago. I think we... We're also going to... And you and I've talked about this, is explore why is Deming different and so much more valuable than the wide variety of improvements and improvement programs and flavor-of-the-months out there? And I think with this podcast, it's really valuable for us to explore the Deming advantage in all of those type of organizations, how it's been implemented in different types of industries and businesses. Because one of the things, Andrew, and you and I have spoken about this before, is a lot of people think, "Well, I'm not gonna do Deming. That's manufacturing. When your grandfather was alive, he focused on manufacturing. It was Ford, it was General Motors, it was Xerox, it was... And all manufacturing companies, and if he wanted it for more than manufacturing, why didn't he spend time?" KC: Well, the thing I would say on that is, that's where the greatest need was at that time, was in the manufacturing. But he spent time; he knew it was important to have this in education, in nonprofit, in government. He started to work, towards the latter part of his life, with Congress several times, trying to get them, as you can imagine how polarized they are, they all wanna help the country, but they all see, "We gotta do it this way or this way. And it's my way or the highway." How do you get to work together, think together, learn together, act together? And so, for us, if we wanna explore that, how it's been implemented in different types of organizations and businesses and industries, and what that transformation is like for these individuals, what challenge... Because it's not all a piece of cake, as you know. What "aha moments" did they have? What challenges were along the ways? Impacts and benefits? And then, talk to people at different stages of their Deming journey. KC: We've got a couple of people that you and I've talked about that are on... That have been doing this... Like Paula Marshall who is the CEO of Bama Companies. She worked with my grandfather. I think she is the only one who not only worked with my grandfather, but has been the CEO all the way through to this day and is still implementing it within her organization. And so, I think the last thing I'd say is we believe that by providing people information and inspiration, they're gonna yearn to learn more, and they're gonna wanna delve deeper into Deming and hopefully apply it in their lives and organizations. And what could be better? AS: Yeah, yeah. And I just wanna highlight that one word. One of the first words that you said is "stories," and this is a great podcast or a great platform for telling stories. We're not gonna go into super technical details about things. We've got great resources, we've got great books, we've got all that stuff. But the stories, and importantly, as you just said, to chronicle the stories of the people who knew Dr. Deming at the time while we have that opportunity, but also all the other people that are going through... And I think the other word that I like is the "journey" and the "transformation," and highlighting that journey and transformation. That's very exciting. So, how do people get the podcast? KC: So, there's a couple of different ways that you can get the podcast going forward. For those of you.. There's many of you that have listened to the podcast in the past. We've had almost 1.6 million podcast... What would you call it downloads or listens? AS: Yeah, downloads. KC: And so, what we're gonna do is we're still gonna make that available just like we always have. But in one of our newer programs, which is called DemingNEXT that we're just launching right now, that program is a subscription program, DemingNEXT. We're gonna put the podcast in there with the video that you and I are talking right now, through Zoom that we're using, so that it will be in there with the video, audio, and then the transcript. And then our producer on the programs, in DemingNEXT, is also putting it in a different format so that you're not just watching a video with the words right next to it, it's in a very, very nice format. I think you saw a sample of that that I sent you the other day, and it's gonna be really cool how it's gonna be accessible through that mechanism so that within that subscription service, you'll be able to see it. But for those who aren't in the subscription, they'll still be able to hear it, just like they always have. AS: So, if somebody is listening to it, let's say they've never really heard that much about Dr. Deming, they're listening and thinking, "This is good stuff. I like what I'm hearing on the podcast." Where do you want them to go so that they get that? Is it... Tell us the website and tell us where they should start. KC: So, what I would suggest is you go to www.deming.org. And then from there, depending upon what you're looking to do, as an individual or with your organization, you're going to see that we have this online program, DemingNEXT, that we're just launching. We have workshops, in-person that we're gonna hopefully going back to soon, seminars in-person. We also have virtual workshops, webinars, some conferences coming up. So, there's a whole different, wide variety of ways that you can learn. But I think one of... The big thing that I would say is the launch of our DemingNEXT program which is an online learning program. It's a blended learning program where we're building in all sorts of webinars into it as a part of it. So, it's not just online. KC: That opens us up to a whole different world that, as you know. You attended a seminar in person in Hong Kong, and I wanted to talk about that in a few minutes, but I don't know how many people were there, maybe 40, 50, 60, whatever that is. It's not 400, 800, 600, that we need to get that pivotal number of people that are learning this stuff, understanding, and applying it. So, the DemingNEXT online is a mechanism for us to be able to do that around the clock, around the world, at any time, with organizations of different sizes where they can use these in their own learning management systems. They can use it in our learning management system. They can use it in working with their consultants who they're... Who are advising. There's all sorts of different ways to do that. AS: So, if someone is listening and think, "My goodness, I need my management team to get, to understand, some of these things," they can use the resources that DemingNEXT, just directly and say, "Hey, you guys, I want you to... Everybody to listen to this particular module," or that type of thing. Or if there's a consultant out there that's helping people implement, they could say, "Wow, why don't I use that as a tool within my toolbox?" So, it sounds like... It's really gonna be something that can be implemented across a company without having to go to a seminar if they can't or whatever. KC: You hit it right on the head because what we have is that... We'll oftentimes have CEOs and executives come with their management teams to a workshop or seminar like the one you went to. Well, then they come to us afterwards and say, "This is fantastic. We're gonna start to implement it, but I've got another 200 people in my company. I don't have the ability to send them to the seminar, or have you bring the seminar to us." Some companies are doing that, but others are saying, "We don't have the ability to do that, yet I want everybody within the organization to have an understanding of the common language, what we're talking about when we talk about a special cause, a common cause, an operational definition, system, system of profound knowledge, understanding variation theory of... Just a basic understanding." KC: And so, that was one of the things that pushed us to develop this DemingNEXT is, to not only have it available for leadership and management, but for all levels of the organization to be able to understand, learn, and apply it, and not to push back. Because that was one of the things, again, going back to Don Peterson and Ford was, even though they sent hundreds of people every month, sometimes thousands, he had 150,000 people around the world, they couldn't send everybody through. And the people that didn't go through were the ones that were a challenge. Not because they wanted to be a problem, but because they didn't understand what was being talked about when management was saying, "Hey, we need to look at our suppliers differently." KC: Well, no, that's not how we do it. And so, it's hard. You know what it's like. When you push against somebody, they push back. They always do. So, what you need to do is provide them a level of understanding, and then it's accepted, and then they're not pushing back and fighting you. They're actually embracing it. And so, that's one of the advantages of using this approach, is that it can be blended learning. It can be done at your own and, like you said, with consultants. We already have a number of consultants that have their own specific external portal tied into our DemingNEXT where they're working with clients in a completely different environment to help support what they're already teaching them. AS: It's exciting. That's a whole other level. When you think about my own Deming journey, I think about, there was limited resources. There are some books, and I found what I could find and that type of thing, but you kinda had to piece it together. And so, I think I'm really excited, and I feel like the journey going forward, it's so important to get this message out. But the ability to get it out now is really there, and so I would say that's really accomplishing the main aim of the Institute. KC: You're right, and for those who are listening who know about it, a lot of my grandfather's videos, writings, case studies, articles, things like that that he did, they're also in there. But we've spent a lot of time using subject matter experts, some of whom worked directly with my grandfather, to help us develop specific courses that are tied into the way adults learn. Adults, a lot of times, don't wanna sit and watch my grandfather go through the red bead experiment for an hour and the lessons of the red beads on a video recording that is 40 years old. The audio is not that great, the video is not that great, but you know what's interesting, Andrew, what we have found is once they go through some of the developed courses that we've worked on, then all of a sudden they wanna learn more. They then go and watch it. They'll spend the hour watching my grandfather do the red beads and lessons of the red beads or talk about the 14 points in these long-form video formats that were acceptable back in the '80s and early '90s. But we need to get them there to be able to say, "I wanna learn and go ahead and do this." AS: Yeah, it's... The method of learning has changed so much. But it's so fun to watch those old videos 'cause you see his reactions, and you see the way he's berating people and making... He was also a very funny guy at times. He would really have some great cracks. [chuckle] KC: Yeah. He really did. Let me ask you a question if you don't mind. How did you come to know about my grandfather, and what was kind of your Deming journey? You and I came across each other years and years ago, but I'd love for the audience to also hear that. AS: So, I was a young guy, studying finance at Cal State Long Beach in Los Angeles, and I got a job at Pepsi in operations in Los Angeles. And Pepsi was also kind enough to pay for my MBA if I got good grades, and I did. And basically, I worked in operations, and I just saw all of these troubles. Now, I happened to be... It was 1989 when I went to work for Pepsi. And I had learned how to use a computer so I could make charts and graphs, and I started charting stuff and putting stuff up on the walls. And I had this habit I've had all my life, is I just chart performance of different people and put it up there, and then I don't say anything about it. And then, I just let people go and look at it, and then they start asking questions. And then you start getting information from that, and so that was kind of where I... And then there was a manager at Pepsi, he's like, "Oh, you're really into statistics." I wasn't necessarily into statistics, but he thought I was, and he said, "You ought to go to listen to this guy." AS: And so, Pepsi flew me in 1990, in October of 1990, to George Washington University and to take the instituting Dr. Deming's methods for management of productivity and quality. And I got 1.44 continuing education credits for it. But I remember... KC: Wow, you got some CEUs. AS: Yeah, I remember going to this event. It was a huge room. I was 23, maybe 24. I was a young guy, all the older people in there. And I just thought, the only thing I'm gonna do is, I'm just gonna go to the front row. And I just sat in the front row listening, and it just... Everything was blowing my mind. I had been working for a year or so in Pepsi, and I'd seen all of the problems we had in the factory, and then here was the solution. And so, I really caught on to that, and I went back and I started to try to implement that. And then, I started to realize what he was talking about. Change has to happen from the top because a young guy trying to make an impact, you can do something, but you can't make a huge impact. And that was kind of my first beginning. And then I got Dr. Deming's book, "Out of the Crisis." I still have the one he signed at that time, and I got a great picture of me with him at that time. AS: And then I went back, and my roommate, Dale, and I used to read chapters and discuss them in my apartment, in our apartment where we lived in L.A. And then another time in 1992, he had a seminar done by quality... What was it called? A quality enhancement seminar. Yes, that was 1992. And so, I got a double dose, and I listened to him and was blown away. I just kept learning. And then I eventually moved to Thailand, and I was a young guy teaching finance, and I went to work in finance. But the point was, my best friend, that he and I were reading those chapters of Dr. Deming's teaching. Dale came, and we set up a company called CoffeeWORKS here in Thailand, and we just really wanted to implement Dr. Deming's teaching. We weren't fanatical about control charts or anything like that. We were operating in pretty much chaos here on the outskirts of Bangkok, but we definitely tried to implement ideas like systems thinking and treating people with respect and dignity and trying to get out fear in the workforce. That's a little bit of my journey. KC: So, how is the company doing? AS: Well, we've survived, and we've survived COVID, that's for sure. And basically, we've been in operation about 28 years. And so, we have about roughly 100 employees, and we're growing, and we're profitable, and we've learned a lot. I would say that also operating in a foreign country has always been a challenge. But I would say we're doing okay, and our objective is to try to make sure that we are making an environment where employees really enjoy their work and feel trust and feel cooperation in particular. KC: And with you saying that, we're hearing in the States, and you're experiencing it, how many... So many companies seem to take it for granted that, hey, the employees are gonna stay because this is really their only job opportunity here, and that has been just spun completely out of control with the advent of COVID. And now, all of a sudden, people are saying, "Wait a second. I wanna be at a company where I feel I can make a difference, and I enjoy being there because I've now realized that life can be pretty darn short, and I need to have, as my grandfather always talked about, joy in work." And we would talk to executives in organizations in years past, a lot of times, we would never bring up joy in work because they didn't see it that way. It was just "grind it out," have these people just work. And now, all of a sudden, there's this realization how important that is, and I think that's another... Once you implement that Deming philosophy, it has an enormous impact on employee retention, on joy in work which is keeping people there, that they wanna stay. They wanna be a part of something where they enjoy being there, and I think that's just one more reason why the Deming philosophy, we talked about it earlier, is still even relevant today, and more so than ever. AS: And that's part of driving out fear, is making a trusting place and Dale's... Now, it's interesting situation in my case. I never worked as an employee in my own company. Dale is the managing director, and we own it equally. But we decided in Thailand, it would be better if I focus my efforts on building my career in the world of finance. AS: Now, this is where I think my experience with Dr. Deming becomes interesting. The first part is that I felt like I really wanted my employees in the coffee business to understand it, and that's the reason why I started taking notes about the 14 points and thinking about how would I explain this. The way he talked, I don't think it's gonna translate very well into Thai language and for Thai people. How do I simplify that? And that's when I started writing the book, "Transform Your Business with Doctor Deming's 14 Points," and ultimately translated it into a Thai language so that the employees would be able to get some access to this and understand it, and that was my only real goal. I did put it up on Amazon. But the main thing was how do I bring this teaching to these people who really didn't know anything about it? KC: Oh, that's interesting, I didn't know that was really the basis for the book. I know there's some companies that we've mentioned already today who actually have purchased your book and use it as kind of a book club type thing that they do with their team members as they go through the one that you wrote. So, that's pretty interesting. I didn't realize that about... With you about the 14 points. AS: Now, the other angle that I think it's been interesting because one of the things that Dr. Deming talked about was the idea of "don't be focused on quarterly results," but isn't that the whole financial world? KC: Well, it's funny 'cause I was just about to ask you. With all your focus on finance and understanding it, you've gotta run up that... Even if you're not a publicly traded company, we talk to organizations that are always focused on that. One of the suppliers that we work with at the Deming Institute, we literally left them about six months ago because you could always tell it was it... I'd always look, and I'd go, I'd start getting the phone call going, and if I hadn't thought about it, it's gotta be the end of the quarter 'cause, man, they're just trying to sell me something now. And they were always trying to gain their numbers, do something by the end of the quarter. And I said, "You know what, I'll let you watch it, as my guest, go through some of the DemingNEXT stuff because as long as your management will do it because you have no idea the impact you're having," and we left them because... KC: And we ended up going with a different vendor because we could see this happening, and it was getting worse and worse. And we were told there was a new CFO that had come in. There was a real focus on, "we've got to get the numbers up." And so, what they ended up doing was cutting customer support because that was an easy one. People like us already had a contract with them for a certain amount of time, and they figured they might be able to get us to renew it. But the impact... Stop. I can keep going on and on. AS: Well, maybe I'll just explain it. I grew up as an analyst in the stock market in Thailand, and I was eventually voted the number one analyst in Thailand. And I was the head of the CFA Society for Chartered Financial Analysts which was an honor of a lifetime. And I had seen, maybe... I've met with maybe a thousand fund managers, and I've taken them to meet with a thousand CEOs. And a CEO asked me, "What would be your advice from everything you learned?" And I just said, "Never listen to analysts. They don't know about your business. They don't know how to run your business, and you have to be very careful. All they wanna do is set a fire of quarterly earnings." Which brings me to, having taught finance all my career, when I walk into a finance class nowadays, I tell the students, the first thing I tell them is, "Finance adds no value." And that puts their head in a spin, particularly, 'cause they're studying that topic, and I said, "What adds value?" AS: And we have a long discussion about what adds value in a business, and I say, "Ultimately it's the products and the service, and finance is a support function just as human resources. And the purpose of finance is to operate as a mirror to reflect management's decisions to help us see the consequences, short term and long-term, of management decisions. And it's when finance starts being the head of the business that you get into trouble." Never make, as I say, "Never make the right finance decision over the right business decision." AS: Always make the right business decision over the right finance decision. So, I've come at finance from a very, very different perspective, and that's allowed me also to help my clients improve their profitability and help them really think about profit very differently than a lot. And that's where I think the combination of my experience with Dr. Deming, as well as my finances, bring me to a place that I really enjoy talking about the finances of a business. KC: Yeah, and I think what you said is really important because if the focus of the company is on... is solely on making a profit, they may make a profit to the detriment of the organization that eventually puts it out of business. I always loved what, I think it was Isaacson's book on Steve Jobs, where he was talking to Jobs about what was really the... I don't think they use the word aim, but what was the aim of the organization? And it wasn't to make money. Apple wasn't there to make money. It was to make insanely great products that help people. And then, the money was a byproduct of it. They sure did well taking that approach. Now, you look at somebody like Enron, for those of you that remember Enron. Well, their goal was to make money. Well, that didn't work out so well. And you can see that the finance, like you said, if that's where it becomes the focus on is how do we just make money, and every decision is based on making money, eventually that is going to bite you big time. And the companies that focus on that are usually gone at some point within a certain amount of time. AS: Yeah, and that's one of the reasons why I feel like Deming is such a critical tool, or critical knowledge, that people need to have now because we're slipping into an era of data. And we are very fast, quickly slipping into this era where a young person graduating from university today may think that their job is setting key performance indicators and tracking them, and you can almost imagine the ideal job... I have a cartoonish picture in my head of a young manager these days with a bunch of screens in front of them and KPIs going. And then they've got this button that sends an electrical shock to the employee who's not hitting their KPIs, and then that's it. There's business and there's management, and I fear that a lot people are feeling like being tough on KPIs is what good management is, and they're lost on that. KC: Well, and I can say if they come in and start to learn Deming, whether it's using DemingNEXT, whether it's using other resources or videos or books or things like that that we have, if their focus is on solely on KPIs, I encourage you. Come in and read and go through and learn some of this, whatever the best way for you to learn is, because it will open up a completely new world in terms of understanding what the impact of those on the organization. KC: And it's usually a detrimental impact. And what the potential is by looking at things a little bit differently, or a lot differently, depending upon where you are, but you're right. There's so much stuff, and you hear about big data all the time, and we've all seen so much. So many journalists, and I always feel bad for them because they're looking at these data figures, whether it was COVID or other different things, and they make interpretations that are oftentimes erroneous. And we see it all the time. Andrew, it must drive you crazy when you see, "Well, the stock market was down yesterday, it must mean this is happening." Two days later, "Well, the stock market is up because this is happening." Talk about not understanding variation and special and common cause and reacting to a common cause as a special cause. It's unbelievable. But once you understand it, you start to see things, and it opens up a completely different world for you. AS: And one part of my business is managing people's money. And for that part of my business and investing, it's so critical what I learned from Dr. Deming about that they're ultimately... What I say is that we can understand the variation and the randomness of a flip of a coin or at the roulette wheel. We understand these core principles of randomness and variation, but we then kind of abandon all that when we go into life, and we don't... We miss that there's this subtle thing happening below the scenes and the outcomes of things that we're seeing. There is a portion of those outcomes being driven by randomness and variation. And if we don't have awareness of that, we will get misled, and it will happen all the time to amateurs in the stock market that will assign special causes to different things. And they get all excited about things, and they miss the whole randomness and variation. And that is a carryover from the world of what Dr. Deming taught in statistics into the world of the markets and investing. KC: Yeah, it's a big problem. I talk to people all the time. And that treating a special cause as a common, you know, common variation as special variation, and vice versa, ends up being huge. And the thing is, we already know it in our lives. We know to get to the grocery store is gonna take us between 9 1/2 minutes and 11 minutes, and the average is, whatever, 10 minutes. But we know we're never gonna arrive there exactly at 10 minutes. We know. And when you ask people, "Why is it?" Well, because there's variation in there. It's 9 1/2 to 11 minutes to get there. Yet they go in their companies and they teach. They, all of a sudden say, "Well, I got there in 9 1/2. Oh my gosh. I got there really quickly." That's great. Okay. Well then, the next time when you get there at 10 1/2, "What did I do wrong?" And they try to fix that instead of understanding that, "Well, wait a second. I know how this works when I go to the store. Why do I not apply the same concepts when I'm in the business?" AS: And every now and then, they come home, and they say, "It took me two hours to go to the store." Oh, what happened?" "Well, I had a flat tire, or there was a fire, and there was a..." And all of a sudden, you start to understand special causes. Now, I think I would like to wrap it up at this point and ask you, do you have any parting words for the audience? What would you like the audience to understand about what's going on at the Institute? What's going on with the podcast? Let's leave them with something exciting. KC: Well, I don't know how exciting this is, but one of the questions that I get right now, Andrew, is what would your grandfather say about DemingNEXT? Because it's completely different. It's not always using just him because there's people out there that tell me, "Unless you're using Deming's exact words, then it's wrong." And I'm like, "No, no." My grandfather, when I look through his books, quoted people all over the place, whether it was Don Wheeler, whether it was Ed Baker, Joyce Orsini, he was always learning. Bill Scherkenbach. He was learning from everybody. KC: And I would say the one question I get a lot now is, what would your grandfather think about DemingNEXT? And I gotta tell you, I believe he would be absolutely thrilled because he would see that as another means, another way that we have done a PDSA Plan-Do-Study-Act where we have tried to improve the means for us to get his message out to a broader audience. And I think he would be absolutely thrilled with what we've done, how we're doing it, why we're doing it. And I believe he would be very excited about what that impact is to get that message out. Because I know when he departed from this earth, I think the thing that probably bothered him the most was he didn't have more time to get his message out. He knew that he was running out of time as he got older, and he formed this organization to get that message out. And I think that, to me, is an important thing, is by what method are we getting this message out that will accommodate the needs of how people learn, understand, interact within their own organizations? AS: Well, ladies and gentlemen, you've heard it from the man who probably is the closest to understanding the ultimate aims of Dr. Deming. Kevin, I wanna thank you for this great time together and sharing your personal experiences, as well as divisions, and the opportunities that I see at the Institute and what you're doing. That concludes another great story from the worldwide Deming community. Remember to go to deming.org, as Kevin has told us, to continue your journey. This is your host, Andrew Stotz, and I will leave you with one of my favorite quotes from Dr. Deming, "People are entitled to joy in work."

Casey Winters is the Chief Product Officer at Eventbrite where he leads the PM, product design, research, and growth marketing teams. Prior to Eventbrite, Casey spent close to 3 years at Pinterest where he led the growth product team. Andy Johns is one of the pre-eminent growth leaders of the last decade. Andy's career started in growth at Facebook when the company scaled from 100M-500M active users. Since he has worked in some of the leading growth orgs at companies like Twitter, Quora and more recently at Wealthfront as Head of Growth and President. Bangaly Kaba is the Head of Platform Growth @ Popshop Live, a live streaming mobile marketplace that combines commerce, entertainment, and social. Prior to Popshop, Bangaly led the product growth and consumer product orgs at Instacart and before Instacart was Head of Growth @ Instagram, where he built and led the product team that helped grow Instagram from 440M to > 1B monthly actives in 2.5yrs. Elena Verna is a master when it comes to all things starting and scaling growth organizations. Previously, Elena spent over 7 years as SVP Growth @ SurveyMonkey where she ran product, growth marketing, and data teams. Post SurveyMonkey, Elena worked with the rocket ship that is Miro both as Interim CMO and as an advisor. Ed Baker is an angel investor and growth advisor to various startups including Lime, Zwift, Whoop, Crimson Education, GoPeer, and Playbook. Ed was the VP of Product and Growth at Uber from 2013-2017. Prior to Uber, Ed was the Head of International Growth at Facebook. Rob Schutz is Chief Growth Officer and Co-founder at Ro, the healthcare technology company building a patient-centric healthcare system. Under Rob's growth leadership, Ro has become one of the fastest-growing companies in the country. Prior to Ro, Rob was VP of Growth at Bark, the makers of BarkBox, and helped scale revenue from zero to $100 million. In Today's Episode with Ed Baker You Will Learn: 1.) Casey Winters: How does Casey define "growth"? How does it differ from product? How do the best growth leaders decide between art vs science when making growth decisions? 2.) Andy Johns: What is Andy's biggest advice to founders looking to build their first growth team? What unexpected choice did Andy decide to make at Twitter that moved the needle for new user acquisition? 3.) Bangaly Kaba: What were some of Bangaly's biggest takeaways from scaling Instagram from 440M users to 1BN? What decisions did Bangaly make without data? How did they go? What did he learn? 4.) Ed Baker: What are Ed's biggest takeaways from facebook around structuring growth teams? What are Ed's biggest pieces of advice for startyups looking to grow internationally? What were some of Ed's biggest learnings from working with Travis @ Uber? 5.) Elena Verna: What is the difference between a good vs great growth model? When does one need to change or amend their growth model? How does one know when it is working? 6.) Rob Schutz: Why does Rob believe that startups should not diversify their customer acquisition channels too quickly? How does Rob assess resouirce allocation and spend on new channels? How did this process look when partnering with the MLB for Ro?

In search of better things, the Godzillavangelists travel back to 1991 to stand in awe of Moon Shoes, Seinfeld, and Godzilla vs. King Ghidorah! Old favorite guests Ed Baker and Sandra Cheng are back to sort through this convoluted mess of time travel, nationalistic bugaboos, and the world's greatest android M11. Next time, we'll be covering 1992's Godzilla vs. Mothra. Big bug fans rejoice. Godzillavangelists is a satirical, critical work not affiliated or endorsed by Toho, Legendary Pictures, or anyone behind the Godzilla series. Visit our website at Godzillavangelists.com! We're also on Twitter @Godzillacast, and Instagram @Godzillavangelists! And we have a Godzillavangelists Facebook page too!

Ed Baker is an angel investor and growth advisor to various startups including Lime, Zwift, Whoop, Crimson Education, GoPeer, and Playbook. Ed was the VP of Product and Growth at Uber from 2013-2017. Prior to Uber, Ed was the Head of International Growth at Facebook, a company he joined after they acquired a startup he co-founded called Friend.ly, which had grown to over 25 million users. In Today's Episode with Ed Baker You Will Learn: 1.) Ed Baker: Entry into Growth: How Ed made his way into the world of growth from his start founding a dating site while at Harvard? How he made his way to lead international growth at Facebook? How his time with Facebook led to his joing Uber to start Uber's growth team? What were Ed's biggest lessons from Uber and Facebook? How did his approach to growth and mindset change as a result of his time there? 2.) When is the Right Time: When is the right time for startups to hire their first growth leads or reps? How should they determine whether to promote from within or hire externally? What are the biggest mistakes startups make on the timing of this hire? How can startups accurately assess whether they have product-market-fit? 3.) Who To Hire: Step by step, how does Ed structure the interview process for all new growth hires? What are the must ask questions for growth leaders to ask candidates in interviews? What are the clear signs and answers that suggest a 10x growth hire? What literal tests does Ed do to determine the quality of a hire? How do the best perform? 4.) Onboarding and Integration: What is the optimal onboarding process for all new growth hires? How do the best growth hires start in the first 60 days? What do they achieve? What are some of the early signs that a growth hire is not working out? How should the relationship be between the CEO and the Head of Growth? How can the Head of Growth foster a strong relationship between growth and product teams?

In the Incarnation, God, in his perfection and glory, moved toward broken humanity in all of our mess and suffering in order to save us. Our response is learned hopefulness This is grace in its purest form. We did nothing, and still do nothing, to deserve it. This God-initiated movement toward us happened (and still happens today) out of the pure goodness of God's heart toward his wayward children; his lost world. Because God has moved toward us in love, we then, though we are weak, are to move toward others in their pain and suffering. God goes with us as we move. All we have to offer is his love, and it is more than enough. This is who God is. This is who we, as God's children, are called to be.

It's the week of Thanksgiving here in the US and in this week's episode of Pages n' Pages we talk about all the books we're thankful exist. From childhood favorite to recently reads, we focus on books that have had an impact in our lives over the years. Let us know what books you're thankful for! Happy Thanksgiving everyone! Books we mention: Tiger King: The Official Tell-All Memoir by Joe Exotic Lore Olympus by Rachel Smythe, The Dutch House by Ann Patchett, Gilded by Marissa Meyer, Seven Days in June by Tia Williams, Heartstopper by Alice Oseman, House in the Cerulean Sea by TJ Klune, Under the Whispering Door by TJ Klune, A Court of Thorns and Roses by Sarah J. Maas, Bet Me by Jennifer Crusie, Twilight by Stephenie Meyer, Hyperbole and a Half by Allie Brosh, Where the Sidewalk Ends, Falling Up and A Light in the Attic by Shel Silverstein, The Phantom Tollbooth by Norton Juster, The Frog Princess by ED Baker, Fangirl and Carry On by Rainbow Rowell, Percy Jackson and the Olympians by Rick Riordan, Stephanie Plum series by Janet Evanovich, The Hating Game by Sally Thorne, Untamed by Glennan Doyle, Red, White and Royal Blue by Casey McQuiston, Dumplin' by Julie Murphy, In Death series by JD Robb, The Princess Bride by William Goldman, Song of Achilles by Madeline Miller, Harry Potter series by she who must not be named. Check out Pages n' Pages on Instagram. These opinions are entirely our own. Image by Kapona via Vector Stock.

What should we do with what we are given? It's a question Christians ask. Given, that is, by God who is the author of life, and time, and talent, and all creation. Life is God's gift. So is time, the form in which life passes from cradle to grave, from birth to judgment. How shall we use life and time through the fleeting hours that we have them? What will we do with the talents implanted in each of us by God? Why has He given each of us just that unique combination of skills and potential which makes every human being different from every other? How should we use the goods our efforts acquire? Is all that we earn ours to use as we please? If not, how much may we keep for ourselves? What do we owe the Lord, and our neighbor? These and similar questions come to focus in the term “stewardship.” We invite you to explore with us the meaning of stewardship as taught by the Scriptures. We urge you to react to what is said, and to search the Bible for yourself to see if what we urge upon you is true. And we suggest that you discuss stewardship with friends, and in Life Groups. All because we believe that stewardship is what the Christian life is all about.

Ed Baker, was last on the show in episode 61, if you haven't listened to that episode I encourage you to do so... He is one of the most remarkable people I've had the privilege of having on the show.   Father of four. Harvard Grad, MBA at Stanford Business school, Investor, Entrepreneur, Growth Specialist, and remarkable Triathlete.   A quick brief on his background He built a company called Friend.ly about 15 years ago to 25 million users very rapidly. Mark Zuckerberg recognized this and brought Ed over to be the Head of International Growth at FaceBook. Facebook was built to over a billion users around the world and Ed played a significant role in making that happen.  Soon after, Ed was approached by a small start-up called Uber to become the Head of Product and Growth. Ed accepted this role and played a huge part in building Uber into what it is today... Not a bad track record. Ed left Uber to focus on family, investing, advising, and his Ironman training and racing.    In 2021, it was time for Ed to start something new. In this episode, Ed describes the new app he has built that Launched on Oct 25, called AnyQuestion. Ed discusses why he built AnyQuestion, what is the app and how it works.    Use my referral link https://anyquestions.app.link/Greg Bennett, to get a $1 for a 1st-week trial. OR go check out any of the experts.      

Join endurance athletes Smurf & Smurfette and their special guests as they talk through all things endurance sport, whether it be training, nutrition, balance, equipment, racing and much much more!On this week's podcast, we talk with entrepreneur, age group triathlon and family man Ed Baker. Ed is an angel investor and growth advisor to various startups and has led the growth of global businesses such as Facebook, Uber, Zwift and Whoop. Ed has also been incredibly successful in age group triathlon having won his age group at Ironman 70.3 Mont Tremblant (2018) and Ironman 70.3 Texas (2018), as well as taking the overall age group title at Ironman 70.3 Santa Cruz (2021), Ironman 70.3 Maine (2021), Ironman Copenhagen (2018) and Ironman Lake Placid (2018). We talk with Ed about;His life as a marathon runner during his college years and his Olympic dreamBusiness and family life before finding triathlonTransitioning in to triathlon under the guidance of Matt DixonHis initial success and the lessons learned through 2018 an 2019The obstacles along the way including bike crashes and heart concernsJumping back in to racing this year following 2.5 years with no racesTraining and nutrition under the guidance of new coach Dr Dan PlewsPreparations for Ed's first Ironman in 3 years at Ironman CaliforniaShowlinkswww.smurfandsmurfette.com.auWyn RepublicSFuelsRun Like A GirlSmurf & Smurfette Instagram PageSmurf & Smurfette Facebook Page

Many of us struggle to love other and ourselves well each and every day, so how don't know how to do this well, are we supposed to love God? In the Bible, we are called to love God with all of our Heart, Mind, Soul and Strength. For the next few weeks we will be looking at the bible to learn how we can Love God better, and what that in turn will mean for our lives.

At the very center of the Christian faith lies a Community; a loving, self-sustaining, beautiful Community. The Trinity - God as Three-in-One - is the Mystery at the center of it all. We want to spend the summer exploring the Trinity by looking at each unique person that makes up the Godhead. We will first spend 5 weeks asking: Who is Jesus? Next, we will move to look at 4 key attributes of God the Father. The fact that God is trustworthy, holy, generous and self-sacrificing. Last, but not least, we will spend 2 weeks pondering how God the Spirit works in the world and in our lives. At the heart of our faith, lies a Community. A Community we are invited into because of God's love for us and God's desire to bring us into unity with himself.

After the discovery of the burnt car that belonged to millionaire Houston oilman Ed Baker, speculation was abound. Though the medical examiner finally ruled that the body found inside was indeed Edward Gerald Baker's, some folks didn't buy the ruling. They insisted the oilman had faked his own death and skipped country to avoid the lawsuits against his company or worse – jail time. Harris County Sheriff's Investigators, however, didn't really buy that. Though they seemed to believe that Ed's death was the result of an elaborately planned suicide, they couldn't prove it and still had to leave their minds open to the theory that the man was killed as the result of a mob hit. To this day, exactly what happened to Ed Baker remains a mystery. Part 2 of 2.Submit your DNA data from a consumer testing company to Othram's database, dnasolves.com. It's only used for law enforcement investigations: https://dnasolves.com/user/registerYou can support gone cold – texas true crime at https://www.patreon.com/gonecoldpodcastFind us on Facebook, Twitter, and Instagram by using @gonecoldpodcastInc. Magazine, The Miami Herald, The Houston Chronicle, and the television series Unsolved Mysteries were used as sources for this episode.#WhatHappenedToEdBaker #Houston #HoustonTX #HarrisCountyTX #Texas #TX #TexasTrueCrime #TrueCrime #TrueCrimePodcast #Podcast #ColdCase #Unsolved #Disappearance #Mystery #UnsolvedMystery

In November of 1985, rice farmers harvesting crops just north of the Texas small town Katy found the smoldering remains of a car in one of the fields. Inside the vehicle, Harris County Sheriff's Deputies found a badly charred and disfigured body. Later that day, it was discovered that the burnt car belonged to millionaire Houston oilman Ed Baker. As the investigation progressed, the murky waters only muddied further. To this day, precisely what happened to Ed Baker remains a mystery. Part 1 of 2.Special thanks to Steve Owens of Fascination Street podcast for lending us his voice in the episode. You can listen to his amazing -and fascinating – podcast here: https://www.spreaker.com/show/fascination-street Submit your DNA data from a consumer testing company to Othram's database, dnasolves.com. It's only used for law enforcement investigations: https://dnasolves.com/user/registerYou can support gone cold – texas true crime at https://www.patreon.com/gonecoldpodcastFind us on Facebook, Twitter, and Instagram by using @gonecoldpodcastInc. Magazine, The Miami Herald, The Houston Chronicle, and the television series Unsolved Mysteries were used as sources for this episode.#WhatHappenedToEdBaker #Houston #HoustonTX #HarrisCountyTX #Texas #TX #TexasTrueCrime #TrueCrime #TrueCrimePodcast #Podcast #ColdCase #Unsolved #Disappearance #Mystery #UnsolvedMystery

In this episode of The Greg Bennett Show, Greg has a wonderful conversation with one of the brilliant minds of the 21st century. A key figure in developing growth with some of the world's leading tech companies. Ed is also an extraordinary athlete, winning his first Ironman after only 6 months of being in the sport of Triathlon.   Father of four. Harvard Grad, MBA at Stanford Business school, Investor, Entrepreneur, and Growth Specialist. Previously Vice President of Growth at Uber and Head of International Growth at Facebook. He speaks Mandarin and Japanese. And just recently at the youthful age of 39, he found Ironman. And he’s not just good at his new chosen sport, he’s exceptional.   At his first Ironman at 2018 Lake Placid he won overall in 9hr 18, only a few months after he started the sport, and qualified for Kona IM World Championships in the process… a month after that breakthrough at Lake Placid he then went and raced the Copenhagen IM and was first age grouper in 8.27 and finished 10th overall including the professionals.   On top of all of that, he’s a great guy, incredibly down-to-earth, and simply a genuine person.   In this episode, Ed describes his journey into endurance sport and how running in high school enabled him to find confidence and belief in himself in a time when many of us are struggling with insecurities and are finding ourselves. He discusses his time running at Harvard and post University and then his void of physical activity for 10 years as he was consumed by work building his own company's Datesite.com, Friend.ly, and then eventually at Facebook and Uber.   He describes the cultures of Facebook and Uber and his relationship with Facebook CEO Mark Zuckerberg.   Ed shares how he decides to invest and become an advisor in various companies. We discuss growth and how Ed has used both science and art to grow all these companies.   A lot to learn from this one, from one of the great minds in investing and entrepreneurship.   Discount Codes and Deals   Athletic Greens - a FREE year supply of Vitamin D AND 5 FREE travel packs with your first purchase by visiting athleticgreens.com/greg Hyperice - get an additional 10% off with code GREG10 at hyperice.com FormSwim Goggles - formswim.com/greg for $15 off - The coupon will be automatically added to the cart. Or use code GREG15 at checkout. Vital Choice - https://www.vitalchoice.com/ use promo code: 1welllbalanced5 at checkout    

Dr. Ed Baker, FACOG, an OB/GYN and Senior Director, Medical Affairs, Cervical Cancer Solutions at Roche Molecular Diagnostics, discusses advanced biomarker technology that provides evidence and insights that simplify testing, find cervical cancer earlier, and give physicians more definitive information for confident diagnosis and decision-making. He talks about how this technology substantially lowers the risk of missed disease in HPV positive women and the critical role the medical lab plays in cervical cancer prevention. Dr. Baker trained and received his medical training at Loma Linda University. After completing his specialty training in Obstetrics and Gynecology, he practiced in the San Francisco bay area as a community physician for nearly 10 years.

In our final episode, the sisters discuss unsolved murders of the 1980's. Cassie covers the death of Ed Baker & the murder of Dian Harlin and disappearance of Hugh Harlin. While Gina covers the murder of primatologist Dian Fossey & the drowning of actress Natalie Wood. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

In this Episode I am joined by Ed Baker. Ed runs his own training and services company, is an MVP, MCT and all round awesome guy. In this episode Ed shares his journey from Police Officer to running his own business teaching Azure. We discuss the value of certifications, our feelings on maths, school and apprenticeships and Ed has finally come round to the naming of Azure Stack HCI. Twitter: @edbaker1965 Blog: www.ed-baker.com My Links: www.lisaattheedge.com https://anchor.fm/lisaattheedge https://www.patreon.com/lisaattheedge https://www.buymeacoffee.com/lisaattheedge

- The Rest of the Pie is a teaching series about how we can steward what remains after we give to God’s work through the church. Giving a part of our money, time, energy and work to the church is a requirement and a joy for those who follow Jesus. We often teach about stewarding the part we give. We might think what is left, after we give, is for us to use however we choose. The scriptures are clear this is not true. All we have is a gift from God and we are called to steward all of it for him. How are we stewarding the Rest of the Pie?

November 8, 1985. Harris County, Texas. A burned-out Jaguar belonging to 52-year old Ed Baker, the millionaire chairman of a Houston-based oil investment business, is discovered in a remote field. The charred remains of what is believed to be Baker's body are in the passenger's seat and since he had been suffering from serious financial problems and claimed he was receiving death threats, there is suspicion that Baker was murdered by people he owed money to. However, some people suspect that Baker staged an elaborate suicide in order to ensure his family could collect on his life insurance policies. Did Ed Baker kill himself or was he the victim of foul play? Or could he have actually faked his own death and fled the country? We shall explore all the different theories on this week's episode of “The Trail Went Cold”, which covers a very bizarre unexplained death. This episode of The Trail Went Cold is brought to you by Best Fiends, a unique and exciting puzzle experience unlike other puzzle games out there. Download it FREE on the Apple App Store or Google Play. Additional Reading: https://unsolved.com/gallery/ed-baker/ https://unsolvedmysteries.fandom.com/wiki/Ed_Baker https://www.inc.com/magazine/19861001/1703.html Houston Chronicle (November 10, 1985) “Interlock: Art, Conspiracy and the Shadow Worlds of Mark Lombardi” by Patricia Goldstone “The Trail Went Cold” is on Patreon! Visit www.patreon.com/thetrailwentcold to become a patron and gain access to our exclusive bonus content. “The Trail Went Cold” is now doing a weekly livestream show on GetVokl every Thursday from 7:00-8:00 PM ET as part of their “True Crime Thursday” line-up. For more information, please visit their website. The Trail Went Cold is produced and edited by Magill Foote. All music is composed by Vince Nitro.

November 8, 1985. Harris County, Texas. A burned-out Jaguar belonging to 52-year old Ed Baker, the millionaire chairman of a Houston-based oil investment business, is discovered in a remote field. The charred remains of what is believed to be Baker’s body are in the passenger’s seat and since he had been suffering from serious financial problems and claimed he was receiving death threats, there is suspicion that Baker was murdered by people he owed money to. However, some people suspect that Baker staged an elaborate suicide in order to ensure his family could collect on his life insurance policies. Did Ed Baker kill himself or was he the victim of foul play? Or could he have actually faked his own death and fled the country? We shall explore all the different theories on this week’s episode of “The Trail Went Cold”, which covers a very bizarre unexplained death. This episode of The Trail Went Cold is brought to you by Best Fiends, a unique and exciting puzzle experience unlike other puzzle games out there. Download it FREE on the Apple App Store or Google Play. Additional Reading: https://unsolved.com/gallery/ed-baker/ https://unsolvedmysteries.fandom.com/wiki/Ed_Baker https://www.inc.com/magazine/19861001/1703.html Houston Chronicle (November 10, 1985) "Interlock: Art, Conspiracy and the Shadow Worlds of Mark Lombardi" by Patricia Goldstone “The Trail Went Cold” is on Patreon! Visit www.patreon.com/thetrailwentcold to become a patron and gain access to our exclusive bonus content. “The Trail Went Cold” is now doing a weekly livestream show on GetVokl every Thursday from 7:00-8:00 PM ET as part of their “True Crime Thursday” line-up. For more information, please visit their website. The Trail Went Cold is produced and edited by Magill Foote. All music is composed by Vince Nitro.

In our 40th "Deming Lens" episode, host Tripp Babbitt shares his interpretation of wide-ranging aspects and implications of Dr. Deming's theory of management. This month he looks at the book, The Reckoning" and some of the implications of it. Podcasts mentioned in this episode: 1. Paula Marshall 2. Kevin Cahill 3. Ed Baker 4. Monta Akin 5. Clare-Crawford and Bob Mason   SHOW NOTES [00:00:14] Deming Institute Podcast - Episode 40 [00:00:27] Episode 40 - My Top 5 Favorite Episodes [00:02:06] 1. Paula Marshall [00:04:20] 2. Kevin Cahill [00:05:17] 3. Ed Baker [00:08:52] 4. Monta Akin [00:10:09] 5. Clare-Crawford and Bob Mason TRANSCRIPT Tripp Babbitt: [00:00:14] In the fortieth episode of The Deming Lens, I will go through my top five favorite podcast episodes. Tripp Babbitt: [00:00:27] Hi, I'm Tripp Babbitt, host of the Deming Institute podcast and the Deming Lens, and this is Episode 40. I thought I would switch things up a little bit. I was doing a lot of reflecting over the past week or so, thinking about all the people I've had the pleasure of interviewing for the Deming Institute podcast. So I kind of came up with lack of a better term, my five favorite podcast episodes. And there are a ton of people that merfolk every interview I've done. I've either learned something or just had great enjoyment. Tripp Babbitt: [00:01:08] And talking to folks that admired the work of W. Edwards Deming, people like Alfie Kohn and David Langford and Dick Steele and Ron Moen and Cliff Norman and Dan Robertson and I could go on and on and on. There are a ton of good interviews, some better than others, as I got better at doing podcasting. But it was it has been a real enjoyment for me to learn from different people and not just gaining knowledge, but but the. History of how different people came into contact with Dr. Deming's work or him or himself. And so my top five, I'll just first name them, go through him a little bit, and I hope that you'll take an opportunity to listen to some of these folks. Tripp Babbitt: [00:02:06] But my number one is Paula Marshall. Second is my inaugural interview with Kevin Cahill. My third was Ed Baker and my fourth was Monáe Aiken from Leander School District, and my fifth was Claire Crawford and Bob Mason that I had the opportunity to talk to. So let me just talk about starting with Paula Marshall. I, I love that episode so much because not only did you get a little history, but Paula Marshall is a dynamic person. She has a lot of personality. She's fun to talk to. And she owns a company called Bamma Companies, and they make the apple pies for McDonalds all over the world and still do. And so she runs this family, basically family initiated and family owned business. And we got into a conversation about performance appraisals. And I wish I would have known about better audio quality back in those days because is one of the early interviews. But my interview with her is a little bit sketchy on the audio. Tripp Babbitt: [00:03:19] But overall, it was one of those interviews that just I got a lot of energy from it, like a lot of energy from Paula Marshall and talking about her experience in having poor quality at Bamma companies and how she was kind of nudged towards going to one of Dr. Deming's four day seminars, her interactions with them, but also just how he interacted with her and going and moving away from performance appraisals and what she had done up to that point. I'll let you listen to the episode itself. But and I later had the opportunity to meet Paula at a couple of Deming Institute events. But I think you will enjoy it if you haven't if you've not listened to some of the early interviews. Again, I apologize about some of the quality of it. I was the no, really what I was doing at the beginning. Now we're six years later. Seven years later. Tripp Babbitt: [00:04:20] The second one is Kevin Cahill, the inaugural. Now, obviously, even when I interviewed Kevin, I did not have my own equipment. I hadn't purchased any equipment because I wasn't sure how this would go. And the equipment for podcast can be very expensive once you start getting mixers and digital recorders and things of that sort. So I actually had a friend that had podcasting equipment and so I use that for my interview with Kevin. But I really enjoyed that interview because of the stories he told about Dr. Deming, including how what happened the night that he watched the NBC White Paper. If Japan can, why can't we? And just the the storytelling there and the history of it isn't lost with me. Tripp Babbitt: [00:05:17] Third, Ed Baker, now Ed Baker.He his interview was interesting to me. He he traveled along with Dr. Deming, with Ford. And it kind of goes through the Ford story, talks about Taylorism. He talks about the improvement methods of today. Tripp Babbitt: [00:05:37] But the reason I probably enjoyed the Ed Baker interview is because I had to prep so much for that. Not only did I read his book, but I read about it. Baker looked for previous references and other books, but I just remember it from a lot of preparation standpoint. I read the book twice, but I think before we did the interview and there's a lot of good things in there. He'll tell basically the message that I that I think I got out of that interview was, you know, whether it's Lean or Six Sigma or TQM or any other improvement methodology that most of the people that are enjoying those methodologies are missing the system of profound knowledge. Tripp Babbitt: [00:06:21] So, again, that would be appreciation for system theory and knowledge, theory, variation and psychology and and those four things that were being emphasized as opposed to just the statistical process control types of things that a lot of people focus in on, on Six Sigma and Lean. I think this is quite a. Tripp Babbitt: [00:06:47] Quite a bit of this, but he also talks about in there about Jim McConville, our mattress Mac, as he's known at gallery furniture in the story of what happened there. Tripp Babbitt: [00:06:58] And that was one of the Jim McIngvale is a person that has been mentioned a number of times in Dr. Deming's books as someone who changed from very sales type of attitude to understanding a system. And he's he's well known in the Houston area for a lot of things that he's done, like when they had the hurricane, how he opened his stores and just let people in during that time period and kind of not only paying it forward, but that, you know, these are it's funny you think about if people are selfish enough, they'd be altruistic as kind of the thing because you treat everybody really well. And I think that that when I think of Jim McIngvale, I think of that quote, not that he said it, but just what applies to to him. But Ed Baker talking about that story was good. Excuse me. Good for me. He also was very influential in that interview. Got me thinking about thinking and how we need to change thinking the way we think about things. And I developed this model I call the ninety five method, but it involves looking through a customer lens but looking through a thinking lens. And and Ed Baker talks quite a bit about thinking and influence the udemy training that I put it put out there based off of a lot of the things out of that interview and what kept getting deeper and deeper in understanding, thinking that was going on, mental models and things of that sort. Tripp Babbitt: [00:08:52] The fourth interview that I really enjoyed was with Monta Akin, and Monacan is a, first of all, just a sweetheart of a person, but she shared the story. She worked at the Leander School District. I believe she's retired now. Tripp Babbitt: [00:09:09] But how she had listened to things that were happening with David Langford and Sitka, Alaska, and about how education was being applying the Deming method with some of the things that David Langford was doing. Tripp Babbitt: [00:09:28] And she was really the first person to really talk about education. As someone from a school district, I'd listen to the story of David Langford and had interviewed them, but just her grasping some concepts and, you know, waking up in the middle of the night while watching, you know, if Japan can, why can't we? And our interactions with David Langford all were really relevant to me. And I'm kind of a, I don't know, amateur history buff, not only about Dr. Deming, but but a number of other things and really enjoyed that history. Tripp Babbitt: [00:10:09] And the fifth person that I really became one of my favorite episodes is with Claire Crawford Mason and Bob Mason, her husband, and just a number of things that really stand out in my mind. I go back to all five of these quite often, actually. And Claire Crawford, Mason talks about how she first met Dr. Deming and and some of the things that were happening that led up to the white paper of Japan can why can't we, which you can watch at the Deming Institute website. I think it's also on YouTube, if I remember correctly. Tripp Babbitt: [00:10:45] But kind of the the what launched Dr. Deming back in this country, even though he was already famous over in Japan and just the history of how everything kind of degenerated into this white paper. And, you know, we didn't have a like today for some of you, we don't have a thousand.We didn't have a thousand channels back in 1980, basically ABC, NBC and CBS. Tripp Babbitt: [00:11:15] And that was it. I mean, really that that you would listen to. So they almost had those three stations had a virtual monopoly on as far as television goes or communication goes. But the history of that is really relevant to me. I enjoyed that type of history, again, the same type of thing with mine again. And, you know, there were different quotes out of there. You listen to how Dr. Deming loved the fact that Bob Mason went to Harvard. We went to the business school and how Dr. Deming thought they were teaching the wrong things in Harvard Business School. Tripp Babbitt: [00:11:56] And every time he would meet with Bob or see Bob, you would ask him about all the bad stuff that Harvard was teaching about business, which is not only funny, but it was interesting to me. So anyway, those are my top five. Tripp Babbitt: [00:12:12] I didn't mean to slight anybody. I've learned so much from working with all of these or interviewing all of these different people and some of the conversations that I've had with them and certainly the post conversations that I've had with a lot of these folks about things that maybe were more relevant to me or thought were relevant to me and not necessarily relevant to the broader audience. Tripp Babbitt: [00:12:35] But anyway, those are my top five. I will put links to those and this episode so people can can go and listen to them on their own. But that's what I wanted to cover this week. I hope this change would be a little bit different for you and learning about some other episodes and some of the things we've I don't know what the number is now of episodes that we've done, but it's a lot. So thank you for listening and we'll talk again in a month or so. Tripp Babbitt: [00:13:10] Thank you for listening to the Deming Institute podcast, stay updated on the latest blogs, podcasts, programs and other activities at Deming dot org.    

Often, when we study people from the Bible, we feel as if we are studying larger-than life figures, people who are not at all like us, people who are extraordinary. Whether or not we recognize it, this can make us feel as if God can’t work through us because our lives are too “ordinary.” But what if God loves to work through ordinary people? What if God’s best work is often done in the quiet of our ordinary days, through ordinary activities, ordinary moments, ordinary relationships? What if the ordinary is actually - in the Kingdom of Jesus - truly extraordinary? We look forward to exploring many of the ordinary people from the pages of Scripture, through whom God did extraordinary things throughout history. We hope this series, (Extra)ordinary, will inspire each and every one of us that no moment is simply ordinary when God is involved! We may be ordinary people, but we worship, and are empowered by, an extraordinary God!

I have the opportunity of talking with Ed Baker in regards to Covid-19. We discuss many details about the virus as well as data points cited by very knowledgeable professionals. We also talk about races in the future and go into detail about what the future may look like. Hope you enjoy the show. Thank you Ed for spending some time with me today.-Follow Ed:IG: @uber.ed.baker

I have the opportunity of talking with Ed Baker in regards to Covid-19. We discuss many details about the virus as well as data points cited by very knowledgeable professionals. We also talk about races in the future and go into detail about what the future may look like. Hope you enjoy the show. Thank you Ed for spending some time with me today.-Follow Ed:IG: @uber.ed.baker

The lawyer for local business leaders who has called on Boone County to end its restrictions says the limits "don't make any sense." Matt Woods from the Eng and Woods firm, and business owners Ed Baker and Cameron Dunafon, joined host Fred Parry on CEO Roundtable on Saturday.

Fighting the Tyranny is a show designed to expose global government and the New World Order. We tackle all the fronts that they attack us on daily. Whether your fight is G.M.O.'s, chemtrails, election fraud, agenda 21, vaccines, false flags, the federal reserve, to undeclared wars. I hope you find a home here at Fighting the Tyranny on freedomizerradio.com. Open dialogue is open and encouraged. Pull up a chair to the virtual round table and let's talk about the issues.       On this weeks episode I will have 2016 Presidential candidate, Ed Baker on to talk about today's issues and the things that affect us today. I will go over with him his platform and his stance on the issues. Open phone lines for the show so please call in and join the discussion. See you at the virtual round table, Wednesday at 6:30 PM central standard time on freedomizerradio.com!