Podcasts about efta

In the depths of the Castle Eschatonica, the true beckonings called to the travelers of the Dragon Path. Led across the ether under divine shadow and holy light, to things that aren't, but which might yet be: New more peaceful lives. Freedom from obligation and duty. Different, more adventurous histories. A key to a door which itself beckons. The power to protect those they care for. Power for power's sake alone. With these behind them, the two groups re-emerge into the halls of the Castle. In the western wing, three figures push forward into the passageways of this transcendent fortress—Uncle Nicky, criminal turned chef; the terrapine Jonathan, inventor and—now—airship captain; and Antistrophe Landrace, the Ruinbringer, though he may not know it yet.  Meanwhile, to the east, an octet walks Eschatonica's twisting paths: Famed adventurer, and Jonathan's sister, Maebela; Veile Lyndelle, destined devotee of the Ennead; Elena Millefiori, Tesserae chanter and eager traveler; the youthful and curious Waylon of Spillaway Peaks; Renegade Hexcloak Caiomhe Wake; and finally, Brontë Adelvys, dissipated sixth scion of the First Line, along with his attendants, Efta and Zolfta Above them, watching with all nine eyes, is Gnova, once the God of Distant Color and Light, now the steward of this Castle. But they are not the only celestial being interested in Eschatonica. They saw Lucena's sunlight streamed across the ether towards their home. They watched as Caliginia's long shadow fell, finally, even here. Indeed, they dread how these gods now shake the diorama-like stability of Eschatonica, and how in doing so, they unknowingly have sent up a flare… Because she is coming, now. Indeed. She is almost here. This Week on Perpetua: Escape the Rumbling Castle! 01 Perpetua Guide [In Progress v.06] NPCs & Monsters [PNMS] Thanks to TheUnforgivenIII for pushing me to include a little more info in the NPCs & Monsters section! Still not giving it all away, because my goal isn't to take away all the mystery! But you should check TU3's strategy guide (in progress) for more combat focused tips! Windborne Hawk Traits: Agile, Lightweight, Droning Type: Hunter Construct Level: 10 Rank: Soldier Stats: DEX 10, INS 8, MIG 6, WLP 8  Attacks: Flechette Burst Special Abilities: Occult Dampener, Annoying Buzz, Flying Elemental Affinities: IMM: Poison | RES: Wind, Dark, Earth | VUL: Bolt, Ice, Light In-Game Description: A beautiful bird automaton that floats through the power of a dark wind. Despite being level 10 soldiers, these are one of the most dangerous enemies in the Castle Eschatonica. They are custom made to crush your casters (which according to DoomTreeAnne's lore document really lines up with their anti-Oracle purpose in Armidirge). Their Flechette Burst can tear through your party (especially characters without martial armor!!) and their Occult Dampener turn them into spell-devouring TANKS.   Starter Tip: Take. These. Down. Quick. Once their Dampener is up, they're that much harder to deal with. Windborne Turret Traits: Automatic, Threat-Finding, Defensive, Deployed Type: Hunter Construct Level: 10 Rank: Soldier Stats: DEX 8, INS 10, MIG 8, WLP 6  Attacks: Repeating Fire Special Abilities: None Elemental Affinities: IMM: Poison | RES: Wind, Dark, Earth | VUL: Bolt, Light In-Game Description: A hovering, bronze-clad weapon that scans for (and eliminates) targets Extremely straightforward enemies. They float in place (but AREN'T Flying enemies) and take a really strong shot at you every other turn (and it doesn't seem like they do much in the way of supporting the rest of their side).  Exploit that to keep their total attack Starter Tip: Focus them down, one at a time. Windborne Flower Traits: Automatic, Defensive, Deployed Type: Support Construct Level: 10 Rank: Soldier Stats: DEX 8, INS 8, MIG 8, WLP 8 Attacks: Shadow Cast Special Abilities: Barrier of Wind, Flying Elemental Affinities: IMM: Poison | RES: Wind, Dark, Earth | VUL: Bolt, Fire, Light In-Game Description: Like a bronze flower, this device unfurls its petals and emits a shielding over its allies. These are the de facto "clerics" of these Windborne automata. Their Barrier of Wind is super annoying (though it should be recognizable if you're doing a support Elene build!).  Starter Tip: While they don't do a lot of damage, their Shadow Cast ability can leave your party dazed, so be careful! Eaja, Windborne Hawkmaster Traits: Fierce, Quick, Determined, Principled Type: Sentinel Humanoid Rank: Champion (3) Stats: DEX ??, INS ??, MIG ??, WLP ??  Attacks: Unknown Special Abilities: Unknown Elemental Affinities: Unknown In-Game Description: A scout from the Windborne Church, one of the two major factions of Armidirge. Thankfully, you don't need to fight Eaja along with her automatons when you first bump into her, though if you're quick you can tackle her as an optional boss fight (which is really hard). Starter Tip: Leave her for later! Trust me. Hosted by Austin Walker (austinwalker.bsky.social) Featuring Ali Acampora (ali-online.bsky.social), Art Martinez-Tebbel (amtebbel.bsky.social), Jack de Quidt (notquitereal.bsky.social),  Janine Hawkins (@bleatingheart), Sylvi Bullet (@sylvibullet), Keith J Carberry (@keithjcarberry) and Andrew Lee Swan (swandre3000.bsky.social) Produced by Ali Acampora Music by Jack de Quidt (available on bandcamp) Cover Art by Ben McEntee (https://linktr.ee/benmce.art) With thanks to Amelia Renee, Arthur B., Aster Maragos, Bill Kaszubski, Cassie Jones, Clark, DB, Daniel Laloggia, Diana Crowley, Edwin Adelsberger, Emrys, Greg Cobb, Ian O'Dea, Ian Urbina, Irina A., Jack Shirai, Jake Strang, Katie Diekhaus, Ken George, Konisforce, Kristina Harris Esq, L Tantivy, Lawson Coleman, Mark Conner, Mike & Ruby, Muna A, Nat Knight, Olive Perry, Quinn Pollock, Robert Lasica, Shawn Drape, Shawn Hall, Summer Rose, TeganEden, Thomas Whitney, Voi, chocoube, deepFlaw, fen, & weakmint This episode was made with support from listeners like you! To support us, you can go to friendsatthetable.cash.

After years of slow-moving negotiations, India's trade policy has shifted gears. Over the past three and a half years, the country has signed a string of Free Trade Agreements (FTAs) to increase market access for Indian goods and services. The latest, with New Zealand, may appear modest in isolation, but it is significant when looking at what has been happening over the last five to six years.  While it is true that New Zealand accounts for less than 1% of India's total trade, this FTA comes on the back of a series of successful trade deals with several countries. India has signed, or closed trade negotiations, seven other trade agreements in the past three and a half years or so. These include agreements with Mauritius, the UAE, Australia, the EFTA nations, the U.K., the EU, Oman. New Delhi has also sealed a trade deal with the U.S.  Taken together, these agreements suggest a shift from earlier FTAs, especially after the disruptions caused by the COVID-19 pandemic and wider geopolitical tensions. Older deals, such as those with South Korea or ASEAN economies, tended to involve broader tariff cuts across sectors, with the expectation that greater openness would increase trade. The newer agreements are more focused on sectors where India is competitive, along with revised tariff structures and stricter rules of origin. They also place greater emphasis on services, professional mobility, investment, and supply-chain diversification.  Guest: Arpita Mukherjee, Professor, ICRIER Host: Nivedita Varadarajan Producer: Shiksha Jural Learn more about your ad choices. Visit megaphone.fm/adchoices

Kodumaine film tõi meile 2025.

Milliste uute formaatidega välja tuldi, millest tunti puudust, mida oli üleliia palju?

It's EV News Briefly for Tuesday 21 April 2026, everything you need to know in less than 5 minutes if you haven't got time for the full show.Patreon supporters fund this show, get the episodes ad free, as soon as they're ready and are part of the EV News Daily Community. You can be like them by clicking here: https://www.patreon.com/EVNewsDailyHYUNDAI REVEALS IONIQ 3 DETAILSHyundai unveiled its first compact electric hatchback, the IONIQ 3, at Milan Design Week, featuring an "Aero Hatch" silhouette, E-GMP platform, and battery options of 42.2 kWh (213 miles) or 61 kWh (308 miles). At 4.15 metres long with a 441-litre boot, Android-based Pleos Connect infotainment, and an expected starting price of around £25,000, it will be built in Turkey with no US launch planned.HYUNDAI REVEALS PLEOS OS FOR FUTURE EVSHyundai has unveiled Pleos OS, an Android Automotive-based software platform debuting on the Ioniq 3 before rolling out across future EVs, featuring a large map-based home screen and its own App Market rather than Google Automotive Services. The system adopts a zonal controller architecture to reduce wiring and complexity, while retaining physical controls for volume, temperature, and seat functions to address criticisms of Hyundai's ageing in-car software.EU EV SALES SURGE IN MARCHBattery EV registrations across 14 key EU and EFTA markets jumped 51% year-on-year in March 2026 to over 224,000 units, representing 22% of all new car sales. Q1 2026 saw more than 500,000 new EVs registered across the EU — up 33.5% from Q1 2025 — with Germany, France, Spain, Italy, and Poland all posting year-to-date BEV growth above 40%.U.S. USED EV SALES HIT RECORD IN MARCHAmericans purchased 42,924 used EVs in March 2026, setting a new all-time monthly record and marking a 27.7% year-on-year increase, driven by off-lease vehicles returning to dealerships and elevated petrol prices. This came as new EV sales fell nearly 25% year-on-year to around 83,000 units in the same month.AFEELA SCALES BACK AS SONY AND HONDA RETREATSony Honda Mobility is winding down its Afeela EV joint venture following the March 25 cancellation of its first two models — a sedan and a crossover SUV — with its roughly 400 employees set to return to Sony Corp. and Honda Motor Co. The retreat marks the end of a venture that had positioned Afeela as a software-defined vehicle brand blending Sony's tech expertise with Honda's manufacturing, with the Afeela 1 sedan having been due for delivery later in 2026.UK RAISES EV LUXURY TAX THRESHOLDThe UK has raised the Expensive Car Supplement threshold from £40,000 to £50,000, removing an annual £425 charge that had applied to many electric cars since April 1, 2025. Over the five-year duration of the supplement, this represents a total saving of £2,125 for affected EV buyers.FORD CUTS EXPLORER AND CAPRI PRICESFord has reduced prices on its Explorer and Capri EVs by up to £5,000, with the Explorer now starting at £35,185 and the AWD Premium variant dropping below £50,000. Both models gain a new LFP battery, upgraded motor, and increased Standard Range net capacity from 52 kWh to 58 kWh, adding 43 miles of WLTP range, while the Capri also gets a power boost to 140 kW via Volkswagen Group's new APP350 motor.GERMANY EYES 8 MILLION BEVS BY 2030Germany is targeting 8 million BEVs and 2.4 million PHEVs on its roads by 2030, forecasting annual BEV sales growth of 24% and electric vehicles taking around 70% of total new car sales by the end of the decade. The number of available BEV models is expected to rise 40% between 2026 and 2030, alongside growing adoption of bidirectional V2X charging to support grid stability.EV RANGE NOW OUTRUNS MOST DRIVERSThe SMMT reports average BEV range has reached nearly 300 miles per charge — almost double the 141 miles the average UK motorist covers weekly — meaning the typical driver could go nearly a fortnight without plugging in. Research from Close Brothers Motor Finance found 74% of UK drivers travel fewer than 150 miles weekly, suggesting real-world range anxiety is increasingly at odds with actual driving habits.DUTCH SCRAPPAGE SCHEME SHIFTS TO USED EVSThe Dutch government is launching a scrappage scheme as part of a roughly one-billion-euro package, directing 52 million euros toward buyers of used electric cars who trade in older ICE vehicles of Euro 1–4 emission class. The scrappage premium is expected to be around 3,500 euros per vehicle and is targeted at low- and middle-income buyers, though income thresholds have not yet been confirmed.NISSAN STACKS 23 SOLID-STATE CELL LAYERSNissan has successfully stacked 23 cell layers into a solid-state battery prototype that meets real-world charge and discharge targets, as it works toward launching its first solid-state battery EV by fiscal year 2028. The company is partnering with US-based LiCAP Technologies for mass production using solvent-free Activated Dry Electrode technology, while broader industry momentum builds with Factorial claiming its Solstice platform can deliver up to 450 Wh/kg and over 600 miles of range, potentially reaching production vehicles as early as 2027.

Episode 500 of The Courtenay Turner Podcast. My guest is Jamie Hanshaw Dyer — author, researcher, and the person I called when I finally opened the book I'd been avoiding for three years. The book is "The Shadow of the Dalai Lama: Sexuality, Magic andPolitics in Tibetan Buddhism" by Victor and Victoria Trimondi. Itis six hundred pages long. A physical copy costs around six hundreddollars. Almost no one in the English-speaking world has read it.In this conversation, Jamie and I walk through what it says. This is not a comfortable conversation. It is, I think, a necessaryone.

Peagi on käes EFTA aeg. Milline on aga seis tele- ja filmimaastikul Soomes, räägime soome-eesti režissööri Antti Häkliga.

Celebrating our 100th episode of The Systemic Way Podcast.We took The Systemic Way to @EFTA-RELATES 2025 Congress in Lyon and stepped into a space shaped by change, tension, and possibility.Across four days, we spoke with therapists, researchers, and practitioners working at the edges of systemic practice. You hear their reflections, their challenges, and the moments that stayed with them. From conversations on migration, trauma, and social justice, to explorations of family therapy, organisational work, and community resilience, this episode captures what it felt like to be in the room.This congress brought together voices from across the European Family Therapy Association and Red Europea y Latinoamericana de Escuelas Sistémicas. It created dialogue across difference. It held both innovation and uncertainty. It asked what systemic practice can offer in a world shaped by rapid scientific change and ongoing violence.In this episode, you hear how people are responding. How they are working with complexity. How they are holding onto hope.Real conversations. Lived experiences. Systemic thinking in action.A massive thank you to Umberta Telfener, Parveen Kaur, Yvonne Rose, Ana Draper (she/her), Poppy Thorn, @Karen Franco; Matej Vajda, Carol Jolliffe, Jennifer McKinney, Francesca Balestra

- Tp HCM lên kế hoạch khởi công metro Bến Thành – Thủ Thiêm ngay trong tháng 4, góp phần kết nối trung tâm với sân bay Long Thành và hoàn thiện mạng lưới đường sắt đô thị.- Giá phân bón và nhiều nguyên liệu đầu vào nông nghiệp tăng cao do ảnh hưởng từ xung đột Trung Đông khiến doanh nghiệp và nông dân gặp khó.- Iran xác nhận lãnh đạo Hội đồng An ninh Quốc gia Tối cao đã thiệt mạng trong đòn không kích của Mỹ và Israel.- Giám đốc Trung tâm Chống khủng bố Quốc gia Mỹ từ chức để phản đối cuộc chiến Iran.- Cuba dần cấp điện trở lại sau sự cố mất điện toàn quốc.

Hvorfor er det så vanskelig for Jonas Gahr Støre å snakke tydelig om EU, samtidig som flere Europa-forskere nå sier at EØS ikke lenger er nok? Er stillheten en strategi eller politisk berøringsangst? Samtidig vil Island trolig allerede til høsten stemme over å starte en ny EU-prosess, med bakgrunn i økt sikkerhetspolitisk uro og geopolitikk. Hva vil det bety for EFTA og for Norge? Og er fiskeripolitikken mindre betent etter Brexit? Kjetil Wiedeswang og Mathilde Fasting diskuterer dette og Kjetils ferske EU-spalter i ny episode av Europeisk halvtime. See omnystudio.com/listener for privacy information.

Perpetua 35   WIth the entryway of Castle Eschatonica behind them, the two newly shuffled groups of adventurers head into the dungeon's perplexing (and perilous) hallways. Antistrophe Landrace, Uncle Nicky, and Caoimhe Wake find themselves amongst grime and dirt, with the sounds of explosions echoing in the distance. The rest of the group—Jonathan, Maebela, Elena Millefiori, Veile Lynndel, Brontë Adelvys, and his bodyguards Efta and Zolfta—are drawn by the sound of the winds towards something altogether more noble…   This week on Perpetua: The Castle Eschatonica 03   Perpetua Guide [Community Addendum Part 01]   Hey everyone! My name is Anne and I'm going to be filling in for FriendofNei for a little bit! I'm not really good at all that formatting stuff, so I'll try to make it up with extra information! Today's update is about the first few rooms you'll find in Eschatonica, but I'll try to add a little extra info about what this dungeon is referencing for people who are curious! (But beware of spoilers, both for Perpetua and the other franchises being referenced. I'll note them in parentheses next to the room name!) I've kept in the sort of chapter headings that Nei normally uses so that hopefully they can just slot it back in, if they want to, once they're back! (Oh, since I have no idea which room you might find first, I'm organizing this alphabetically.) Ready? Okay! Dungeon Maps [DNMP] Castle Eschatonica Map (IN PROGRESS) [CEDM] Balcony (Imago) I almost didn't even include this as a 'room' but it has a load screen, and a BEAUTIFUL view of one of the Castle's major towers (more on that next update!)  At first, you might think this is from Alteros because of the Tower view, the sky, and the invite to the High Masque. However, if you remember being in Violet Caliban's studio in Imago 2: Ancestral Fault, there was a south-facing window you could interact with. When you did, Violet said 'There's always a bunch of rich yuppies on that balcony. Bet they don't even enjoy the view.' (I love her she's SO MEAN). Even though you can't see the view from there, this is definitely that balcony! (You'll see why later.) Oh, and make sure to pick up the invite on the table! It's the easiest way to progress past the doorman.  Creature Cages (Genesika) This looks just like the room where Mossy Mozz gets placed after he gets turned into a regular mouse (instead of the cute mouseboy he normally is)! For people who haven't played it, you have to do this whole laboratory dungeon at mouse-scale, and at the end, you have to fight the cat who's been embedded with a Poison Spell Orb coalesced around the dead scientist's spirit. Anyway, be careful here, because you can get bitten pretty bad by a Bio-Rat if you're not careful!  Entryway I guess this counts as a room, but I really don't want to write up the whole solution to the puzzle, so um, can someone else handle this one? It doesn't really seem to be a reference to anything either, I think just totally original for Perpetua, so there's not much for me to add n.n;;;;;) Megamagnet Trap (Genesika) If you're not careful, you can lose items AND asta here, as a giant magnet will lift you to the ceiling and empty your pockets! While you can also get a little bit of money (or even a spell orb!) I think it's probably better to avoid this place all together!  (These are ripped right from the Scrapyard Dungeon in Genesika: Basilisk's Lament.) Necrosmith's Workshop (Ichoria) You can find a GREAT weapon here—the Blooded Blade, which was originally a bonus weapon you could unlock in Ichoria 2's Slice Mode.  Otherwise, beware of the Bloodstarved. I didn't fight them my first three times through this dungeon, but on the fourth time they really took me out! Though the special Celestial Laws for Ichoria really prioritize getting good physical hits in, don't forget about spells! Light spells are especially effective here because they're undead! (Which is probably why Light Spells are such a rarity in Ichoria itself!) Oracle Infirmary (Armidurge) Oh. My. God. When I entered this room I almost started to cry. Maybe you haven't played Armidirge III: The Unrecorded Records (which makes sense, because it was never localized), BUT let me tell you the short version. In AIII:TUR, you play as a trio of Saints, resurrected by the Creed of Oracles and pulled back from heaven so that you can fight the Windborne Church at the northern front, which has been all but abandoned.  As Revived Saints, you're really strong—you even get a couple of Reliquaries to pilot alongside your lay chapel (or are just regular people down on their luck who get sent to the front to be your grunt soldiers). You're told early on that if you die before the battle is over, you will lose your sainthood and that means your soul just goes to the Grace (which is like Limbo in Armidirge lore).  About halfway through the game, one of your three Saints (Soneya) jumps in the way of a full bore blast from the Windborne Church's Scirocco Cannon in order to save whatever Chapel member she has the highest affinity with. (Affinity is a stat characters get by fighting 'shoulder-to-shoulder' together). And if that character is one of Soneya's potential love interests (Jelissa, Vanderian, or Sunny (for me it was Jelissa)), you get a bonus scene IN THE MIDDLE OF COMBAT, which is like a flash forward to after the war, of that character coming to THIS INFIRMARY and kneeling at one of the beds and CRYING.  The whole rest of the game you have to carry on KNOWING that even if you win, Soneya's true love is SUFFERING the whole time, and that "winning" looks like more grief for them. It's. So. Good. Anyway, you can get a Panacea and a Deck of Oracles here. Trick Stairwell (Everything) Ha. Ha. Ha. The famous Trick Staircase finally shows up in Perpetua!  I knew it would be in here somewhere. In case you don't know, this thing will seem to stretch on forever once you start running up it, but the second you slow down (which normally happens if you want to stop and turn around the other way), the stairs fall out from under you and you fall down to the base (and normally into some sort of killer pit).  Sand Flooded Throne Room (Springsong) Hey! This is the title screen to the very first Springsong game.  In case you don't remember: You hit start, and the title card just fades away, and then three figures come in (they're the Wayward Scions) and march through the sand up to the Throne. And then Saffron says "Still empty." And the theme music hits! I was sure there was loot in here, but I can't seem to find it. Anyone find anything!? Hosted by Austin Walker (austinwalker.bsky.social) Featuring Ali Acampora (ali-online.bsky.social), Art Martinez-Tebbel (amtebbel.bsky.social), Jack de Quidt (notquitereal.bsky.social), and Andrew Lee Swan (swandre3000.bsky.social) Produced by Ali Acampora Music by Jack de Quidt (available on bandcamp) Cover Art by Ben McEntee (https://linktr.ee/benmce.art) With thanks to Amelia Renee, Arthur B., Aster Maragos, Bill Kaszubski, Cassie Jones, Clark, DB, Daniel Laloggia, Diana Crowley, Edwin Adelsberger, Emrys, Greg Cobb, Ian O'Dea, Ian Urbina, Irina A., Jack Shirai, Jake Strang, Katie Diekhaus, Ken George, Konisforce, Kristina Harris Esq, L Tantivy, Lawson Coleman, Mark Conner, Mike & Ruby, Muna A, Nat Knight, Olive Perry, Quinn Pollock, Robert Lasica, Shawn Drape, Shawn Hall, Summer Rose, TeganEden, Thomas Whitney, Voi, chocoube, deepFlaw, fen, & weakmint This episode was made with support from listeners like you! To support us, you can go to friendsatthetable.cash.

The Department of Justice has brazenly disregarded the clear mandates of the Epstein Files Transparency Act (EFTA), particularly the disclosure requirements and statutory deadlines laid out in Section 3. The law required the DOJ to release defined categories of records, provide detailed explanations for every redaction, and identify all government officials and politically exposed persons named in the materials. Instead of complying in full, the department released a narrow, heavily redacted collection of documents while withholding a vast volume of responsive records. The unredacted disclosure deadline came and went without meaningful compliance. What was produced lacked the comprehensive index and specificity the statute demanded. Millions of pages reportedly remain unreleased, despite Congress mandating transparency. The Section 3 report failed to deliver the granularity required by law, particularly in identifying who was named and on what basis redactions were made. Broad exemptions were invoked without the level of explanation the Act contemplated. Rather than submitting to the spirit and letter of the law, the DOJ controlled the scope of disclosure on its own terms. The result is selective transparency under a statute that was written to prevent exactly that outcome.The EFTA was designed to remove executive discretion from this equation and impose a binding transparency framework in a case defined by secrecy and institutional failure. By withholding large categories of material and failing to meet statutory deadlines, the DOJ has treated a congressional mandate as optional guidance. The department has cited privacy, investigative integrity, and classification concerns, but the Act anticipated those issues and required structured justification for each redaction. Instead, the response has been partial compliance coupled with procedural delay. When a federal agency declines to meet a legislated transparency deadline in a case involving powerful figures and systemic misconduct, it deepens public distrust. The failure to provide a full accounting of withheld records leaves Congress and the public unable to assess the completeness of the release. Courts traditionally defer to executive agencies on classification and disclosure decisions, limiting immediate judicial remedies. That places enforcement squarely back in the hands of Congress, which must decide whether to escalate through oversight powers. At its core, this is no longer just a records dispute; it is a constitutional test of whether statutory transparency mandates carry real enforcement power. The DOJ's approach has transformed the EFTA from a promised reckoning into a prolonged institutional standoff.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

The Department of Justice has brazenly disregarded the clear mandates of the Epstein Files Transparency Act (EFTA), particularly the disclosure requirements and statutory deadlines laid out in Section 3. The law required the DOJ to release defined categories of records, provide detailed explanations for every redaction, and identify all government officials and politically exposed persons named in the materials. Instead of complying in full, the department released a narrow, heavily redacted collection of documents while withholding a vast volume of responsive records. The unredacted disclosure deadline came and went without meaningful compliance. What was produced lacked the comprehensive index and specificity the statute demanded. Millions of pages reportedly remain unreleased, despite Congress mandating transparency. The Section 3 report failed to deliver the granularity required by law, particularly in identifying who was named and on what basis redactions were made. Broad exemptions were invoked without the level of explanation the Act contemplated. Rather than submitting to the spirit and letter of the law, the DOJ controlled the scope of disclosure on its own terms. The result is selective transparency under a statute that was written to prevent exactly that outcome.The EFTA was designed to remove executive discretion from this equation and impose a binding transparency framework in a case defined by secrecy and institutional failure. By withholding large categories of material and failing to meet statutory deadlines, the DOJ has treated a congressional mandate as optional guidance. The department has cited privacy, investigative integrity, and classification concerns, but the Act anticipated those issues and required structured justification for each redaction. Instead, the response has been partial compliance coupled with procedural delay. When a federal agency declines to meet a legislated transparency deadline in a case involving powerful figures and systemic misconduct, it deepens public distrust. The failure to provide a full accounting of withheld records leaves Congress and the public unable to assess the completeness of the release. Courts traditionally defer to executive agencies on classification and disclosure decisions, limiting immediate judicial remedies. That places enforcement squarely back in the hands of Congress, which must decide whether to escalate through oversight powers. At its core, this is no longer just a records dispute; it is a constitutional test of whether statutory transparency mandates carry real enforcement power. The DOJ's approach has transformed the EFTA from a promised reckoning into a prolonged institutional standoff.to contact me:bobbycapucci@protonmail.com

The Department of Justice has brazenly disregarded the clear mandates of the Epstein Files Transparency Act (EFTA), particularly the disclosure requirements and statutory deadlines laid out in Section 3. The law required the DOJ to release defined categories of records, provide detailed explanations for every redaction, and identify all government officials and politically exposed persons named in the materials. Instead of complying in full, the department released a narrow, heavily redacted collection of documents while withholding a vast volume of responsive records. The unredacted disclosure deadline came and went without meaningful compliance. What was produced lacked the comprehensive index and specificity the statute demanded. Millions of pages reportedly remain unreleased, despite Congress mandating transparency. The Section 3 report failed to deliver the granularity required by law, particularly in identifying who was named and on what basis redactions were made. Broad exemptions were invoked without the level of explanation the Act contemplated. Rather than submitting to the spirit and letter of the law, the DOJ controlled the scope of disclosure on its own terms. The result is selective transparency under a statute that was written to prevent exactly that outcome.The EFTA was designed to remove executive discretion from this equation and impose a binding transparency framework in a case defined by secrecy and institutional failure. By withholding large categories of material and failing to meet statutory deadlines, the DOJ has treated a congressional mandate as optional guidance. The department has cited privacy, investigative integrity, and classification concerns, but the Act anticipated those issues and required structured justification for each redaction. Instead, the response has been partial compliance coupled with procedural delay. When a federal agency declines to meet a legislated transparency deadline in a case involving powerful figures and systemic misconduct, it deepens public distrust. The failure to provide a full accounting of withheld records leaves Congress and the public unable to assess the completeness of the release. Courts traditionally defer to executive agencies on classification and disclosure decisions, limiting immediate judicial remedies. That places enforcement squarely back in the hands of Congress, which must decide whether to escalate through oversight powers. At its core, this is no longer just a records dispute; it is a constitutional test of whether statutory transparency mandates carry real enforcement power. The DOJ's approach has transformed the EFTA from a promised reckoning into a prolonged institutional standoff.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

Estos son los códigos relacionados con consciencia, brain mapping, preservación, savants y memoria genética:EFTA 02375911 — Reuniones/discusiones sobre brain mapping.EFTA 02357394 — Conversaciones sobre mapeo cerebral.EFTA 01880316 — Discusiones sobre cableado neural (neural-wiring).EFTA 02506384 — Seguimiento de preservación cerebral.EFTA 02470197 — Reuniones con CEO de Nectome (preservación química).EFTA 02454349 — Referencias a Alcor (criónica).EFTA 02642274 — Explicación de memoria genética.EFTA 0204-5681 — Notas sobre lesiones cerebrales y habilidades savant.EFTA 02397964 — Lesiones cerebrales / savant.EFTA 02078308 — Lesiones cerebrales / savant.EFTA 02402848 — Lesiones cerebrales / savan

The Department of Justice has brazenly disregarded the clear mandates of the Epstein Files Transparency Act (EFTA), particularly the disclosure requirements and statutory deadlines laid out in Section 3. The law required the DOJ to release defined categories of records, provide detailed explanations for every redaction, and identify all government officials and politically exposed persons named in the materials. Instead of complying in full, the department released a narrow, heavily redacted collection of documents while withholding a vast volume of responsive records. The unredacted disclosure deadline came and went without meaningful compliance. What was produced lacked the comprehensive index and specificity the statute demanded. Millions of pages reportedly remain unreleased, despite Congress mandating transparency. The Section 3 report failed to deliver the granularity required by law, particularly in identifying who was named and on what basis redactions were made. Broad exemptions were invoked without the level of explanation the Act contemplated. Rather than submitting to the spirit and letter of the law, the DOJ controlled the scope of disclosure on its own terms. The result is selective transparency under a statute that was written to prevent exactly that outcome.The EFTA was designed to remove executive discretion from this equation and impose a binding transparency framework in a case defined by secrecy and institutional failure. By withholding large categories of material and failing to meet statutory deadlines, the DOJ has treated a congressional mandate as optional guidance. The department has cited privacy, investigative integrity, and classification concerns, but the Act anticipated those issues and required structured justification for each redaction. Instead, the response has been partial compliance coupled with procedural delay. When a federal agency declines to meet a legislated transparency deadline in a case involving powerful figures and systemic misconduct, it deepens public distrust. The failure to provide a full accounting of withheld records leaves Congress and the public unable to assess the completeness of the release. Courts traditionally defer to executive agencies on classification and disclosure decisions, limiting immediate judicial remedies. That places enforcement squarely back in the hands of Congress, which must decide whether to escalate through oversight powers. At its core, this is no longer just a records dispute; it is a constitutional test of whether statutory transparency mandates carry real enforcement power. The DOJ's approach has transformed the EFTA from a promised reckoning into a prolonged institutional standoff.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Newly released DOJ Epstein files are raising serious questions — and the timing alone is explosive.Rep. Anna Paulina Luna has shared images from a December 2025 DOJ document release showing an Austrian passport under the alias “Marius Robert Fortelni.” The photo matches Jeffrey Epstein, and an EFTA locator confirms the document was a modified real passport, not a crude forgery.According to the files, the passport — issued in 1984 and expired in 1989 — was discovered inside Epstein's safe during the 2019 FBI raid. Analysts note that expired passports can still be used for certain European financial transactions, including property deals and opening bank accounts, without crossing borders.Even more troubling: FBI records reference Epstein discussing multiple trips to France using this alias, suggesting at minimum institutional awareness, if not deeper questions that remain unanswered.While no evidence in the files confirms intelligence-agency involvement, the documents directly contradict years of public assumptions about Epstein's movements, access, and protection.So the real question is simple:Why are we only seeing this now?

En el primer episodio hablamos del ruido.Hoy hablamos de lo que no se ve.Jeffrey Epstein no solo se movía en fiestas privadas y mansiones aisladas. Se movía en laboratorios, universidades, fondos de inversión, oficinas políticas y círculos donde se diseñan decisiones que afectan al mundo entero.En este episodio exploramos una pregunta incómoda:¿Epstein era solo un depredador… o era una herramienta?Analizamos:• La declaración de Alex Acosta sobre “inteligencia” y lo que implica realmente.• El concepto de access agent y cómo operan las redes de protección.• Sus vínculos con científicos de élite y debates sobre genética y control biológico.• Las conexiones con ecosistemas tecnológicos y figuras cercanas al mundo de la vigilancia y el poder financiero.• La protección política, los archivos EFTA y las contradicciones que nadie logra explicar.Aquí no hacemos noticiero. Exploramos patrones. Conectamos puntos. Y planteamos preguntas que otros evitan. Si Epstein no fue un accidente… entonces fue parte de algo más grande. Y si fue parte de algo más grande, la historia apenas comienza.

As global trade tensions reshape the economic landscape, Monika unpacks what India's recent wave of trade agreements really means. Triggered in part by sharp tariff actions and the growing use of trade as a geopolitical weapon, India has moved quickly to diversify its export markets and reduce dependence on any single partner. This episode explains, in simple terms, how tariffs, free trade agreements, and shifting supply chains affect growth, jobs, and markets — and why these deals matter far beyond headline diplomacy.Monika walks through the major agreements signed with the UK, EU, EFTA nations, Oman, New Zealand, and the United States, and explains how they could boost exports, attract investment, and create jobs in sectors such as textiles, manufacturing, technology, and services. She also discusses the broader macro impact — from strengthening India's negotiating position globally to supporting long-term GDP growth and market sentiment — while reminding investors that short-term market reactions often miss the bigger structural story.In listener questions, Avinash Mundhra asks about moving beyond basic index investing into strategy-based indices and whether ULIPs linked to such indices make sense; Venkatesh Kumaran from Spain seeks guidance on balancing loan repayment with saving for future goals and on investing in Indian mutual funds as an NRI planning to return; and Gaurav Madan writes about whether model-driven advisory approaches to mutual fund selection are superior to simple, transparent investing methods.Chapters:(00:00 – 00:00) Why India Is Signing Trade Deals After the Tariff Shock(00:00 – 00:00) How New FTAs Could Boost Exports, Jobs and GDP(00:00 – 00:00) Mid- and Small-Cap Index Funds, Multicap Funds and the ULIP Debate(00:00 – 00:00) Paying Off Loans vs Investing and NRI Mutual Fund Considerations(00:00 – 00:00) Choosing Equity Mutual Funds and the Risks of Model-Based AdvisoryIf you have financial questions that you'd like answers for, please email us at ⁠mailme@monikahalan.com⁠ Monika's book on basic money management⁠⁠⁠⁠⁠⁠https://www.monikahalan.com/lets-talk-money-english/⁠⁠⁠⁠⁠⁠Monika's book on mutual funds⁠⁠⁠⁠⁠https://www.monikahalan.com/lets-talk-mutual-funds/⁠⁠⁠⁠⁠Monika's workbook on recording your financial life⁠⁠⁠⁠⁠⁠https://www.monikahalan.com/lets-talk-legacy/⁠⁠⁠⁠⁠⁠Calculators⁠⁠⁠⁠⁠⁠https://investor.sebi.gov.in/calculators/index.html⁠⁠⁠⁠⁠⁠You can find Monika on her social media @monikahalan. Twitter ⁠⁠⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠⁠⁠Instagram ⁠⁠⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠⁠⁠Facebook ⁠⁠⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠⁠⁠LinkedIn ⁠⁠⁠⁠⁠@MonikaHalan⁠⁠⁠⁠⁠Production House: ⁠⁠⁠⁠⁠www.inoutcreatives.com⁠⁠⁠⁠⁠Production Assistant:⁠⁠⁠⁠⁠ Anshika Gogoi⁠⁠⁠⁠

Það er hálft ár síðan síðasta gosi á Sundhnjúksgígaröðinni lauk en mikil skjálftavirkni hefur verið við Eldey síðustu daga. Benedikt G. Ófeigsson, fagstjóri aflögunarmælinga á Veðurstofunni telur ólíklegt að gjósi við Eldey á næstunni, þar sjáist engin merki gosróróa. Uppi á Reykjanesskaga heldur kvikusöfnun áfram undir Svartsengi en hefur hægt á henni. Kvikuhlaup og eldgos er enn talið líklegt en ekki ómögulegt að gosið fyrir hálfu ári hafi verið það síðasta. 130 ríkisborgarar frá átta löndum utan EES og EFTA hafa fengið leyfi til að eignast fasteign hér á landi frá árinu 2020. 110 eru með bandarískan ríkisborgararétt. Stærstur hluti þeirra er á höttunum eftir kyrrð og ró í sumarbústað, helst skammt frá höfuðborgarsvæðinu, segir Páll Pálsson fasteignasali.

 Gościem poranka Radia Wnet był Jacek Saryusz-Wolski, doradca prezydenta RP ds. europejskich i wieloletni europoseł. Punktem wyjścia rozmowy była zapowiedź premiera Donalda Tuska dotycząca ponad 40 miliardów euro z Unii Europejskiej na program zbrojeniowy.Zdaniem Saryusz-Wolskiego, za komunikatem o „dobrych pieniądzach” kryje się znacznie bardziej złożona rzeczywistość.Bruksela nigdy nie zmarnuje takiej okazji, jak rozdawanie pieniędzy, żeby nie umocnić swojej władzy – stwierdził. Jak wyjaśniał, mechanizm finansowania jest bardzo podobny do KPO i obejmuje rozporządzenie o warunkowości, powiązane z oceną tzw. praworządności.Krótko mówiąc, za pośrednictwem tego funduszu Bruksela zamierza sterować zakupami i polityką zbrojeniową państw członkowskich– mówił. I dodaje, że „to są pieniądze znaczone, uwarunkowane, których nie możemy wydawać dowolnie, jakbyśmy chcieli”.Saryusz-Wolski zwracał uwagę, że środki te muszą być wydawane głównie na uzbrojenie produkcji unijnej, co w praktyce oznacza zakupy w przemyśle niemieckim i francuskim.Nie da się z tych pieniędzy kupować uzbrojenia pozaeuropejskiego – ani amerykańskiego, ani koreańskiego – podkreślał. Dodatkowym problemem jest – jego zdaniem – ryzyko zawieszania wypłat, znane z doświadczeń z KPO.W tym kontekście rozmówca Radia Wnet użył mocnego określenia:Nazwałem to podwójnym Nelsonem założonym Polsce – wskazując jednocześnie na ograniczenie swobody wyboru i mechanizm warunkowości jako dwa zasadnicze zagrożenia.Doradca prezydenta argumentował, że Polska powinna mieć możliwość kupowania takiego uzbrojenia, jakie rekomendują wojskowi, a nie jakie wynika z politycznych preferencji Brukseli.Powinniśmy móc kupować to, co wojsko powie, że jest najbardziej potrzebne, w konfiguracjach optymalnych dla Polski – zaznaczył.Zwracał też uwagę na brak transparentności po stronie polskiego rządu.Rumunia ogłosiła dokładną listę swoich zakupów. W Polsce ta lista jest utajniona, co pozwala podejrzewać, że ktoś chce do czegoś przywiązać sznurki – mówił, sugerując możliwość zakulisowych nacisków.W szerszym wymiarze Saryusz-Wolski widzi w tych działaniach element przyspieszonej centralizacji Unii Europejskiej.Bez podstawy traktatowej, metodą małych kroków i faktów dokonanych, tworzy się państwo – oceniał. W tym kontekście przywołał wypowiedzi Mario Draghiego, który otwarcie mówi o przekształceniu Unii z konfederacji w federację.Nie ma na to zgody obywateli państw członkowskich, nikt ich o to nie zapytał, a elity planują skok ustrojowy – podkreślał, wskazując na zapowiadane dyskusje podczas nieformalnych szczytów europejskich.Saryusz-Wolski odniósł się również do nowego formatu E6, określając go jako „Weimar na sterydach”.Jeżeli nas zapraszają, to prawdopodobnie po to, żeby nas podporządkować, a nie żeby uszanować nasze podmiotowe wybory – ocenił, zauważając, że Polska może w tej grupie pełnić jedynie rolę statystyczną.Progra, SAFESAFE (Security Action for Europe) to nowy instrument finansowy Unii Europejskiej, przyjęty w maju 2025 r., którego celem jest przyspieszenie gotowości obronnej państw członkowskich poprzez szybkie i duże inwestycje w przemysł zbrojeniowy. Program oferuje do 150 mld euro niskooprocentowanych, długoterminowych pożyczek, finansowanych z emisji długu UE, co pozwala krajom korzystać z wysokiego ratingu kredytowego Unii.Środki z SAFE mają wspierać pilne zakupy uzbrojenia i zamykanie kluczowych luk zdolnościowych, głównie w formule wspólnych zamówień kilku państw UE (z udziałem także Ukrainy i krajów EFTA), choć w wyjątkowych sytuacjach dopuszczono także zakupy indywidualne. SAFE jest pierwszym filarem planu ReArm Europe / Readiness 2030, którego celem jest uruchomienie ponad 800 mld euro na obronność w całej UE./fa

Shoot us a Text.Episode #1256: Tesla IS phasing out its legacy models X  and S to make room for humanoid robots. EV sales just passed petrol cars for the first time in the EU. Finally, Starbucks is brewing a comeback under a new CEO, but margins are still on the drip.Show Notes with links: Tesla is officially sunsetting the Model S sedan and Model X crossover to make room for its future: humanoid robots made in a Fremont, TX factory. CEO Elon Musk says the move reflects Tesla's shift from automaker to physical AI pioneer.Sales of the S, X, and Cybertruck fell 40% in 2025 to just over 50,000 combined units.Tesla will aim to produce 1 million Optimus robots annually in the long term.Musk also confirmed Tesla's robotaxi service will expand to 7 more U.S. cities this year."It's time to bring the Model S and X programs to an end with an honorable discharge," said Musk.In a milestone moment for the EV market, fully electric cars outsold petrol-only vehicles in the EU for the first time in December, highlighting the region's accelerating shift toward electrification.EVs took 22.6% of the EU market in December, just edging out petrol at 22.5%.Hybrids, including plug-ins, remained dominant with a 44% share.EV sales in Europe, Britain, and the EFTA rose for a sixth straight month.Tesla's EU registrations dropped 20.2%, while Chinese brand BYD jumped 229.7%."We're seeing consumer buy-in to this," said E-Mobility Europe's Chris Heron.Starbucks is seeing its first U.S. sales growth in two years thanks to new CEO Brian Niccol's back-to-basics approach, though investors remain wary due to continued margin pressure.U.S. same-store sales rose 4% in Q1; average order value increased 1%.Niccol's “Back to Starbucks” plan focuses on simplified menus and service speed.Margins fell for a second straight year, down 290 basis points in Q1.High bean costs and past tariffs on imports like Brazilian coffee remain a drag.“I'm most excited that our turnaround plan is coming to life in the way we envision, first turn around the top line, and then earnings growth will follow…”, said Niccol.This episode of the Automotive State of the Union is brought to you by Amazon Autos: Meet customers where they shop: reach high-intent buyers shopping for their next car on the #1 online retailer.Join Paul J Daly and Kyle Mountsier every morning for the Automotive State of the Union podcast as they connect the dots across car dealerships, retail trends, emerging tech like AI, and cultural shifts—bringing clarity, speed, and people-first insight to automotive leaders navigating a rapidly changing industry.Get the Daily Push Back email at https://www.asotu.com/ JOIN the conversation on LinkedIn at: https://www.linkedin.com/company/asotu/

Despite the Epstein Files Transparency Act (EFTA) requiring the Department of Justice (DOJ) to release all unclassified investigative files on Jeffrey Epstein by the legal deadline of 19 December 2025, only a tiny portion has been made public, triggering frustration among victims' advocates and lawmakers. Legal experts told the Guardian that efforts to compel full disclosure have been stymied; an attempt to appoint an independent monitor (a special master) to oversee the release failed, and the DOJ has shown little willingness to comply voluntarily. Attorneys representing survivors argued that transparency is essential for healing, accountability, and justice, and urged continued legal pressure through litigation, congressional oversight, Freedom of Information Act enforcement and sustained public scrutiny to force compliance.Experts also highlighted structural weaknesses in the current law — particularly that it lacks clear enforcement mechanisms or judicial oversight — which have allowed the DOJ to delay and limit disclosures with few consequences. Congressional leaders like Representatives Ro Khanna and Thomas Massie, who co-sponsored the EFTA, said they will pursue every available legal avenue to ensure the files are released, including potential lawsuits or legislative fixes. Observers warned that without stronger enforcement tools, truth and closure for Epstein's survivors may remain elusive, as the agency charged with upholding the law is perceived to be flouting it.to contact me:bobbycapucci@protonmail.comsource:What else can be done to force Trump's DoJ to release all the Epstein files? Legal experts weigh in | Jeffrey Epstein | The Guardian

Despite the Epstein Files Transparency Act (EFTA) requiring the Department of Justice (DOJ) to release all unclassified investigative files on Jeffrey Epstein by the legal deadline of 19 December 2025, only a tiny portion has been made public, triggering frustration among victims' advocates and lawmakers. Legal experts told the Guardian that efforts to compel full disclosure have been stymied; an attempt to appoint an independent monitor (a special master) to oversee the release failed, and the DOJ has shown little willingness to comply voluntarily. Attorneys representing survivors argued that transparency is essential for healing, accountability, and justice, and urged continued legal pressure through litigation, congressional oversight, Freedom of Information Act enforcement and sustained public scrutiny to force compliance.Experts also highlighted structural weaknesses in the current law — particularly that it lacks clear enforcement mechanisms or judicial oversight — which have allowed the DOJ to delay and limit disclosures with few consequences. Congressional leaders like Representatives Ro Khanna and Thomas Massie, who co-sponsored the EFTA, said they will pursue every available legal avenue to ensure the files are released, including potential lawsuits or legislative fixes. Observers warned that without stronger enforcement tools, truth and closure for Epstein's survivors may remain elusive, as the agency charged with upholding the law is perceived to be flouting it.to contact me:bobbycapucci@protonmail.comsource:What else can be done to force Trump's DoJ to release all the Epstein files? Legal experts weigh in | Jeffrey Epstein | The GuardianBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-moscow-murders-and-more--5852883/support.

Despite the Epstein Files Transparency Act (EFTA) requiring the Department of Justice (DOJ) to release all unclassified investigative files on Jeffrey Epstein by the legal deadline of 19 December 2025, only a tiny portion has been made public, triggering frustration among victims' advocates and lawmakers. Legal experts told the Guardian that efforts to compel full disclosure have been stymied; an attempt to appoint an independent monitor (a special master) to oversee the release failed, and the DOJ has shown little willingness to comply voluntarily. Attorneys representing survivors argued that transparency is essential for healing, accountability, and justice, and urged continued legal pressure through litigation, congressional oversight, Freedom of Information Act enforcement and sustained public scrutiny to force compliance.Experts also highlighted structural weaknesses in the current law — particularly that it lacks clear enforcement mechanisms or judicial oversight — which have allowed the DOJ to delay and limit disclosures with few consequences. Congressional leaders like Representatives Ro Khanna and Thomas Massie, who co-sponsored the EFTA, said they will pursue every available legal avenue to ensure the files are released, including potential lawsuits or legislative fixes. Observers warned that without stronger enforcement tools, truth and closure for Epstein's survivors may remain elusive, as the agency charged with upholding the law is perceived to be flouting it.to contact me:bobbycapucci@protonmail.comsource:What else can be done to force Trump's DoJ to release all the Epstein files? Legal experts weigh in | Jeffrey Epstein | The GuardianBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

Ákvörðun Evrópusambandsins (ESB) um að leggja verndartolla á kísilmálm frá Íslandi og Noregi markar þáttaskil í samskiptum EES-ríkjanna. Þrátt fyrir áratugalangt samstarf og aðild Noregs og Íslands að innri markaði Evrópu í gegnum EES-samninginn var hvorugt landið undanþegið tollunum sem eru undir hatti svokallaðra verndartolla. Dr. Carl Baudenbacher, fyrrverandi forseti EFTA-dómstólsins, gagnrýndi ákvörðunina harðlega í viðtali við Morgunblaðið. Hann segir verndartollana gróft brot á EES-samningnum. EES-samningurinn er án nokkurs efa einn mikilvægasti alþjóðasamningur sem Ísland hefur gert. Við Íslendingar lifum á alþjóðaviðskiptum – lífskjör okkar byggjast á greiðum aðgangi að erlendum mörkuðum. Þegar Evrópusambandið tekur einhliða ákvörðun um að útiloka samstarfsríki og gengur gegn grunnhugsun samningsins ætti öllum að vera ljóst að undirstöður EES-samstarfsins eru ekki jafn sterkar og við höfum talið okkur trú um. Og það þjónar ekki hagsmunum okkar að gera lítið úr málinu og tala um hliðarspor, eins og forsætisráðherra gerir eða gefa til kynna að lausnin liggi í því að Ísland gangi inn í Evrópusambandið, líkt og utanríkisráðherra lætur liggja að. En auðvitað kemur það ekki nokkrum manni á óvart að þegar glíma þarf við vandamál eða leysa verkefni sé lausn Viðreisnar alltaf það sama: Evrópusambandsaðild.

Former MLB umpire Dale Scott joins Paul Hoynes and Joe Noga to share stories of Cleveland's umpire room manager, discuss ABS and warn about concussions. Learn more about your ad choices. Visit megaphone.fm/adchoices

Paul Hoynes and Joe Noga look back at the impact of Cleveland ballpark legend Jack Efta, who passed away this week. Learn more about your ad choices. Visit megaphone.fm/adchoices

Europa er kort sagt viktigere og viktigere for Norge. Likevel snakker vi lite om Europa i det offentlige ordskiftet i Norge. Hva burde vi snakke mer om, og hvorfor? Og hva får en ung topp-politiker til å ta med seg sitt Europa-engasjement ut av politikken?Lytt til samtalen mellom:Maria Varteressian, statsviter og tidligere topp-politiker (Ap) innen utenriks, klima og nordområdeneMette Vågnes Eriksen, generalsekretær, Polyteknisk ForeningI denne episoden lærer du om hvordan EØS, EFTA, Schengen og EU betyr mye for Norge og nordmenns hverdagsliv. Du får praktiske eksempler på hva de ulike samarbeidsavtalene innebærer for økonomi, jobber og sikkerhet i fred, krise og krig. Du hører om samarbeid om nordområdene, om Ukraina og om teknologi. Vi diskuterer også hva som er endret i Europa de siste 30 årene siden forrige EU-avstemming.Du blir bedre kjent med Maria Varteressian, som inntil i dag var statssekretær i Utenriksdepartementet, med ansvar for regjeringens EU- og EØS-politikk. Hvilke tanker gjør hun seg på vei ut av politikken, og hva skal Kongsberg-jenta nå? Hosted on Acast. See acast.com/privacy for more information.

VOV1 - Tập trung hoàn thành khởi động đàm phán 02 FTA giữa Việt Nam với Mercosur và Hội đồng hợp tác vùng Vịnh (GCC) trong quý IV/2025; Thúc đẩy sớm khởi động đàm phán với Pakistant để mở rộng cơ hội tại các thị trường xuất khẩu; Sớm kết thúc đàm phán FTA giữa Việt Nam và Khối EFTA trong năm 2025.

गांधी और शास्त्री जयंती पर पीएम मोदी ने श्रद्धांजलि दी, नागपुर में RSS शताब्दी समारोह मनाया जा रहा, भारत-यूरोप EFTA फ्री ट्रेड एग्रीमेंट लागू, दिल्ली में 2 शूटर एनकाउंटर में घायल, शास्त्रीय गायक छन्नूलाल मिश्र का निधन, एलन मस्क की नेटवर्थ 500 अरब डॉलर पार, PoK में प्रदर्शनकारियों ने 25 पाक सैनिक बंधक बनाए, ग़ज़ा के लिए जा रही नौकाओं को रोका गया, तालिबान ने अफ़ग़ानिस्तान में इंटरनेट-फोन सेवाएं बहाल कीं और अहमदाबाद में भारत-वेस्टइंडीज पहला टेस्ट मैच शुरू, सिर्फ़ 5 मिनट में सुनिए सुबह 10 बजे तक की बड़ी ख़बरें

VOV1 - Từ hôm nay (1/10), Hiệp định Thương mại Tự do giữa Ấn Độ và Liên minh Thương mại và Kinh tế châu Âu (EFTA), gồm 4 nước Thụy Sĩ, Na Uy, Iceland và Liechtenstein, chính thức có hiệu lực.

NESTA EDIÇÃO. Parceria gera expectativa de maior colaboração entre Europa e América do Sul no mercado de energia. Argentina quer privatizar estatal de geração nuclear. Petrobras assina contrato para retomada das operações nas fábricas de fertilizantes da Bahia e Sergipe. Equador decreta estado de exceção em meio a protestos contra alta do diesel. BNDES vê espaço para produção de petróleo e gás brasileira ter maior resiliência ambiental e competitividade.

Tjón sveitarfélagsins Norðurþings vegna stöðvunar kísilvers PCC á Bakka er metið á 700 milljónir króna. Sveitarstjórinn býst við raunhæfum lausnum við vandanum frá starfshópi sem á að skila af sér í næstu viku. Kína sýndi mátt sinn og megin á hersýningu í vikunni. Leiðtogi Kína tók sér líka afdráttarlausa stöðu með leiðtogum Rússlands og Norður-Kóreu. Skilaboð til alls heimsins segir alþjóðastjórnmálafræðingur. Stærsta fríverslunarsvæði heims verður til, ef viðskiptasamningur Evrópusambandsins við Mercosur ríkin fimm í Suður-Ameríku verður að veruleika. EFTA ríkin fjögur eru við það að staðfesta sambærilegan samning.

Durante la cumbre semestral que se lleva a cabo en Buenos Aires, el Mercosur anunció que concluyó las negociaciones para un acuerdo con la Asociación Europea de Libre Comercio que incluye a Noruega, Suiza, Islandia y Liechtenstein. Las negociaciones empezaron en 2017, pero no fue sino hasta este miércoles que el Mercosur y la Asociación Europea de Libre Comercio (EFTA) dieron luz verde al acuerdo que permitirá la exportación e importación de bienes y servicios en una zona con casi 300 millones de personas. Energía renovable Henrique Choer Moraes, diplomático que representa a Brasil en las negociaciones del Mercosur, destacó la variedad de este acuerdo que va desde la agricultura hasta las centrales de datos. “Es muy amplio ese abanico, abarcando vinos, por ejemplo, pasando por la industria, pero también hay un compromiso muy importante que alcanzamos con la EFTA: nosotros introducimos este compromiso de que la exportación de servicios digitales está supeditada al hecho de que la matriz energética del país que exporta sea del 67% por lo menos de fuentes de energía renovable”, explica Henrique Choer Moraes. Es “un ejemplo para que otros países imiten, porque desde nuestro punto de vista, esto es un ejemplo concreto de algo que los europeos hablan mucho pero no hacen tanto como a nosotros nos gustaría, y es la interfase entre comercio y desarrollo sostenible. Estamos hablando aquí de comercio, de servicios de una forma sostenible”, recalca. A la espera de la Unión Europea La Unión Europea ha sido todo un desafío para los socios del Mercosur, conformado por Argentina, Brasil, Paraguay, Uruguay y Bolivia: en diciembre pasado y tras 25 años de negociaciones, firmaron un acuerdo que sigue sin ser ratificado y enfrenta una fuerte oposición de Francia. El representante de Brasil se muestra sin embargo optimista: “No sería la primera vez en Europa que un acuerdo va a ser sometido a un debate muy acalorado. Pero a pesar de todo eso, estamos confiados porque el contexto global ayuda cada vez más a confirmar la importancia, no solo económica pero estratégica, de que Europa pueda avanzar rumbo a la ratificación del acuerdo con Mercosur. El anuncio del acuerdo con EFTA tendrá también algún impacto en los debates, porque Europa está viendo que el Mercosur no está parado”, estima. Actualmente el Mercosur está en conversaciones comerciales con Emiratos Árabes Unidos y según el diplomático brasileño, Canadá y Japón son algunos de los futuros objetivos.

Durante la cumbre semestral que se lleva a cabo en Buenos Aires, el Mercosur anunció que concluyó las negociaciones para un acuerdo con la Asociación Europea de Libre Comercio que incluye a Noruega, Suiza, Islandia y Liechtenstein. Las negociaciones empezaron en 2017, pero no fue sino hasta este miércoles que el Mercosur y la Asociación Europea de Libre Comercio (EFTA) dieron luz verde al acuerdo que permitirá la exportación e importación de bienes y servicios en una zona con casi 300 millones de personas. Energía renovable Henrique Choer Moraes, diplomático que representa a Brasil en las negociaciones del Mercosur, destacó la variedad de este acuerdo que va desde la agricultura hasta las centrales de datos. “Es muy amplio ese abanico, abarcando vinos, por ejemplo, pasando por la industria, pero también hay un compromiso muy importante que alcanzamos con la EFTA: nosotros introducimos este compromiso de que la exportación de servicios digitales está supeditada al hecho de que la matriz energética del país que exporta sea del 67% por lo menos de fuentes de energía renovable”, explica Henrique Choer Moraes. Es “un ejemplo para que otros países imiten, porque desde nuestro punto de vista, esto es un ejemplo concreto de algo que los europeos hablan mucho pero no hacen tanto como a nosotros nos gustaría, y es la interfase entre comercio y desarrollo sostenible. Estamos hablando aquí de comercio, de servicios de una forma sostenible”, recalca. A la espera de la Unión Europea La Unión Europea ha sido todo un desafío para los socios del Mercosur, conformado por Argentina, Brasil, Paraguay, Uruguay y Bolivia: en diciembre pasado y tras 25 años de negociaciones, firmaron un acuerdo que sigue sin ser ratificado y enfrenta una fuerte oposición de Francia. El representante de Brasil se muestra sin embargo optimista: “No sería la primera vez en Europa que un acuerdo va a ser sometido a un debate muy acalorado. Pero a pesar de todo eso, estamos confiados porque el contexto global ayuda cada vez más a confirmar la importancia, no solo económica pero estratégica, de que Europa pueda avanzar rumbo a la ratificación del acuerdo con Mercosur. El anuncio del acuerdo con EFTA tendrá también algún impacto en los debates, porque Europa está viendo que el Mercosur no está parado”, estima. Actualmente el Mercosur está en conversaciones comerciales con Emiratos Árabes Unidos y según el diplomático brasileño, Canadá y Japón son algunos de los futuros objetivos.

Die Schweiz und die weiteren Efta-Staaten haben sich laut der Europäischen Freihandelsassoziation Efta mit dem südamerikanischen Wirtschaftsbündnis Mercosur am Mittwoch auf ein Freihandelsabkommen geeinigt. (00:00) Intro und Schlagzeilen (01:35) Schweiz und Efta schliessen Freihandelsabkommen mit Mercosur ab (09:23) Nachrichtenübersicht (14:02) Sicherheitslage der Schweiz verschlechtert sich (18:48) EU-Kommission legt Klimaziel für 2040 vor (23:49) Paris leidet unter Hitzewelle (27:44) Abnehmspritzen: Wer soll das bezahlen? (32:42) Was meint eigentlich Reinkarnation?

Hver måned ser Jusspodden på de viktigste jussiske nyhetene om rettssaker, dommer og lovforslag. Men det skjer alltid mye mer enn vi rekker å snakke om av stort og smått. I denne spalten får du alt fra månedens gladsak til smaleste nerdesak, kanskje en rant eller en god latter når månedens panel nominerer sine saker fra den siste tiden. Merete Smith forteller om månedens omkampen som foregår nå om forvaltningsloven, og din og min rett til å få fri rettshjelp hvis forvaltningen gjør feil. Sindre Granly Meldalen nominerer månedens mest nerdete gladsak når han tar med seg en rådgivende uttalelse fra Efta og snakker litt om registerinnsyn. Og programleder Marianne Reinertsen tar med seg juss-blomsten syringa vulgaris, som har fått mye oppmerksomhet i mai. Hør mer om hvorfor i denne bonus-snutten! Neste uke får du høre mer om månedens viktigste dommer – og om lovforslaget om generell bevæpning i politiet. Har du noe smått eller stort du kunne tenke deg å høre mer om? Eller ris og ros? Da kan du ta kontakt på jusspodden@gmail.com! Jusspodden sponses av LovdataSee omnystudio.com/listener for privacy information.

In this rich and wide-ranging conversation, we sit down with Umberta Telfener, President of EFTA, and Hans Christian Michaelsen, Vice President, to explore the heart of systemic practice across Europe.Together, they unpack what EFTA (European Family Therapy Association) is, how it's structured, and what it offers to both long-standing members and curious newcomers. We hear about their personal journeys into systemic therapy, the organization's current goals, and the evolving landscape of family and systemic practice in response to global challenges—from climate change to social justice.We also dive into the EFTA Task Forces—on Social Justice, Research, Training Standards, Ethics, and External Relationships—and explore how these working groups are shaping the future of systemic thinking and action.Whether you're a seasoned practitioner or just discovering systemic ideas, this episode offers an open invitation to get involved, attend the upcoming EFTA Congress, and take part in a growing, reflective, and forward-thinking community.

Ngày 07/05/2025, Việt Nam và Mỹ chính thức tiến hành phiên đàm phán đầu tiên về mức thuế 46% do tổng thống Trump áp đặt. Vừa đàm phán với thị trường lớn nhất, Hà Nội vừa khẩn trương tìm cách thúc đẩy xuất khẩu sang 17 thị trường đã ký các hiệp định thương mại tự do, mở rộng thêm đối tác, trong đó có Brazil. Cả hai nước muốn giảm phụ thuộc quá nhiều vào một đối tác : Đối với Brazil là Trung Quốc và với Việt Nam là Mỹ, đồng thời hỗ trợ thâm nhập thị trường khu vực của nhau ASEAN và Mercosur.Mở rộng thị trường với BrazilViệt Nam và Brazil ký Kế hoạch hành động triển khai quan hệ Đối tác chiến lược giai đoạn 2025-2030 sau khi nâng cấp vào tháng 11/2024. Trong chuyến công du Hà Nội ngày 28/03/2025, tổng thống Brazil Luiz Inácio Lula da Silva khẳng định “kế hoạch này sẽ giúp chúng tôi tiến triển trong nhiều lĩnh vực”. Cả hai nước còn nhiều tiềm năng, biên độ phát triển để thúc đẩy hợp tác trong nhiều lĩnh vực, theo giải thích của nhà báo Elcio Ramalho, trưởng ban Brazil của đài RFI :“Điều đáng chú ý là với Kế hoạch hành động triển khai quan hệ Đối tác chiến lược giai đoạn 2025-2030, mối quan hệ đối tác rất rộng rãi, bao gồm kinh tế, quốc phòng, nông nghiệp và an ninh lương thực, cũng như các vấn đề liên quan đến môi trường và cuộc chiến chống biến đổi khí hậu. Ông Lula công bố quyết định của Brazil công nhận Quy chế kinh tế thị trường của Việt Nam để tạo điều kiện thuận lợi cho dòng đầu tư và phát triển thương mại.Về thương mại, tổng thống Lula cũng đề cập đến việc mở cửa thị trường Việt Nam về thịt và khả năng Việt Nam trở thành trung tâm khu vực về chế biến thịt của Brazil, qua đó tạo điều kiện tiếp cận thị trường châu Á. Brazil có thể xuất khẩu các sản phẩm có giá trị gia tăng cao hơn sang Việt Nam, bao gồm máy bay Embraer - loại máy bay tầm trung. Tham vọng rất là lớn : năm 2024, kim ngạch thương mại giữa hai nước đạt 7,7 tỷ đô la. Mục tiêu chung là đạt 15 tỷ đô la vào năm 2030”.Theo trang web chính phủ Brazil, Việt Nam là nguồn nhập khẩu lớn nhất trong ASEAN và là nhà cung cấp lớn thứ 14 thế giới của Brazil. Brazil xuất khẩu sang Việt Nam nhiều hơn sang Bồ Đào Nha, Anh Quốc, Pháp hoặc Paraguay. Việt Nam là khách hàng lớn thứ 5 cho xuất khẩu nông sản của Brazil, ví dụ Brazil cung cấp đến 70% lượng đậu nành nhập khẩu của Việt Nam, khoảng 37% lượng thịt lợn và là nhà cung cấp lớn thứ hai cho Việt Nam về gia cầm và bông.Tầm quan trọng của Việt Nam, cũng như sự quan tâm của chính phủ Brazil được thông tín viên RFI - ban Brazil Vivian Osvald tại Rio de Janeiro giải thích :“Việt Nam là một quốc gia châu Á quan trọng. Đây không chỉ là một quốc gia mới nổi mà còn là thành viên của ASEAN, Hiệp hội các quốc gia Đông Nam Á, mà Brazil cũng muốn xích lại gần hơn. Có khả năng ông Lula sẽ được mời tham dự hội nghị thượng đỉnh ASEAN năm nay.Kim ngạch thương mại song phương với Việt Nam đạt khoảng 8 tỷ đô la mỗi năm. Con số này trông có vẻ không đáng kể, nhưng lại lớn hơn trao đổi thương mại với một số nước châu Âu. Ông Lula là tổng thống Brazil đầu tiên đến thăm Việt Nam vào năm 2007.Mục đích của chuyến công du là tăng cường mối quan hệ. Việt Nam nhập khẩu nhiều mặt hàng từ Brazil như đậu nành, ngô và bông và xuất khẩu sang Brazil đồ điện tử, lốp xe, quần áo và giày dép”.Đọc thêmCúp bóng đá Đông Nam Á: Cầu thủ gốc Brazil trở thành niềm hy vọng của tuyển Việt NamVề phía Việt Nam, theo báo chính phủ, tính lũy kế đến tháng 10/2024, Brazil có 7 dự án đầu tư vào Việt Nam với tổng vốn đăng ký 3,85 triệu đô la, chủ yếu trong lĩnh vực công nghiệp chế tạo, bán buôn và bán lẻ, hoạt động chuyên môn khoa học công nghệ. Trong khuôn khổ chuyến công du của tổng thống Lula, hãng đóng gói thịt JBS của Brazil đã ký biên bản ghi nhớ về một thỏa thuận đầu tư trị giá 100 triệu đô la xây dựng hai nhà máy đóng gói thịt ở Việt Nam, chủ yếu là đóng gói thịt thô nhập từ Brazil phân phối cho thị trường Việt Nam và khu vực.Ngoài bóng đá, cà phê cũng là một lĩnh vực khác được chính phủ Brazil nhấn mạnh để tăng cường quan hệ giữa hai nước, cũng là hai nhà sản xuất cà phê lớn nhất thế giới, nghiên cứu giống cây trồng có khả năng chống chịu tốt hơn với tác động của biến đổi khí hậu. Tổng thống Lula khẳng định : “Việt Nam có thể hưởng lợi từ Quỹ Rừng nhiệt đới vĩnh cửu (Fundo Florestas Tropicais para Sempre) do Brazil đề xuất và được đánh giá cao về những nỗ lực bảo vệ môi trường”.Cổ vũ cho “không liên kết” và hợp tác “đa phương”Trang Foreign Policy ngày 28/03 nhận định vòng công du hai nước châu Á Nhật Bản và Việt Nam của tổng thống Lula cho thấy rõ hoạt động đối ngoại đa phương, không liên kết của Brazil, trái ngược với chính sách bảo hộ của tổng thống Donald Trump của Hoa Kỳ, đối tác thương mại lớn thứ hai của Brasilia. Brazil không bị áp mức thuế đối ứng cao như Việt Nam nhưng cũng chịu mức thuế chung đối với nhôm, thép nhập khẩu vào Mỹ. Elcio Ramalho, trưởng ban Brazil của RFI, nhận định :“Cách tiếp cận đa dạng hóa thị trường này đến đúng lúc Mỹ áp dụng mức thuế mới là 25% đối với thép và nhôm và 10% đối với tất cả các sản phẩm khác. Brazil, là nhà cung cấp lớn thứ hai cho Hoa Kỳ, đang tìm cách giảm sự phụ thuộc vào thị trường Mỹ song song với việc tiếp tục đàm phán với Washington để tìm giải pháp cho các mức thuế bị áp đặt. Ví dụ, tại Tokyo, tổng thống Lula tuyên bố ông sẽ đi đầu để giúp thúc đẩy hiệp định thương mại tự do giữa Nhật Bản và khối Mercosur, khối bao gồm Brazil, Argentina, Paraguay và Uruguay”.Đọc thêmBrazil trở thành quốc gia BRICS thứ hai không tham gia dự án BRI của Trung QuốcNgoài ra, giống như Việt Nam, Brazil cũng bị phụ thuộc quá nhiều vào đối tác Trung Quốc trong những năm gần đây và có thể đẩy Brazil vào thế nguy hiểm, dễ bị tác động hơn trong bối cảnh chiến tranh thương mại Mỹ-Trung. Do đó, Brazil tự vệ bằng cách phát triển quan hệ với nhiều nước châu Á khác, theo giải thích của nhà báo Elcio Ramalho :“Chuyến đi này rất quan trọng vì Brazil đang tìm kiếm đối tác thay thế để đối phó với chủ nghĩa bảo hộ của Mỹ. Đáng chú ý là tổng thống Lula đi cùng với một phái đoàn lớn các chính trị gia, chủ tịch Hạ viện và Thượng viện, cũng như các doanh nhân và giám đốc công ty.Việc lựa chọn Nhật Bản và Việt Nam được giải thích bởi tiềm năng thương mại của hai nước và cũng chứng minh tầm quan trọng mà Brazil dành cho khu vực châu Á và để tránh sự phụ thuộc quá nhiều vào Trung Quốc, đối tác thương mại lớn nhất của Brazil. Đối với Nhật Bản, việc mở cửa thị trường thịt bò Brazil đang bị thách thức”.Tiếp cận thị trường khu vực của nhau thông qua đối tácTại Hà Nội, tổng thống Brazil khẳng định mong muốn làm cầu nối đưa Việt Nam đến khối Mercosur và Nam Mỹ và cũng coi Việt Nam là cầu nối giữa Brazil và thị trường ASEAN với hơn 600 triệu dân. Theo ông Lula, Mỹ latinh và ASEAN là hai khu vực năng động, góp phần hình thành trật tự thế giới đa cực. GDP của thị trường chung Nam Mỹ Mercosur và ASEAN lần lượt đạt khoảng 2.800 tỷ đô la và 3.800 tỷ đô la, cho thấy tầm quan trọng của hai khu vực trên trường quốc tế.Thủ tướng Việt Nam Phạm Minh Chính cũng đề nghị chính phủ Brazil ủng hộ, thúc đẩy sớm khởi động đàm phán FTA giữa Việt Nam và Mercosur. Khối Thị trường Chung Nam Mỹ - Mercosur (thành lập ngày 26/03/1991) hiện có 4 nước thành viên thường trực Achentina, Brazil, Paraguay và Uruguay sau khi Venezuela bị đình chỉ tư cách thành viên năm 2017. Các nước Colombia, Chilê, Pêru, Bolivia và Ecuador, Guyana và Suriname có tư cách thành viên liên kết.Liệu Hà Nội có thể dựa vào Brazil để chinh phục các thị trường xuất khẩu mới ? Elcio Ramalho, trưởng ban Brazil của đài RFI, nhận định : “Là nước giữ chủ tịch Mercosur từ tháng 07/2025, Brazil sẽ nỗ lực hướng tới một thỏa thuận cân bằng với Việt Nam. Hơn nữa, Brazil đã mời Việt Nam tham dự hội nghị thượng đỉnh BRICS vào tháng 7 tại Rio de Janeiro và COP30 tại Belém, cho thấy mong muốn đưa Việt Nam vào các diễn đàn đa phương này nhiều hơn nữa và điều này có thể mở ra những cơ hội xuất khẩu mới cho Hà Nội”.Đọc thêmTại sao Việt Nam không phản hồi lời mời trở thành "quốc gia đối tác" của BRICS ?Bài học từ mức thuế 46% do tổng thống Mỹ Donald Trump đơn phương áp đặt buộc Việt Nam cơ cấu lại sản xuất, thúc đẩy tiêu dùng… và tránh “không bị phụ thuộc vào bất cứ đối tác nào” bằng cách thúc đẩy mở rộng, đa dạng hóa thị trường xuất khẩu thông qua các hiệp định thương mại tự do (FTA), được thủ tướng Phạm Minh Chính nhấn mạnh là “cánh cửa quan trọng kết nối Việt Nam với thế giới”.Việt Nam hiện có 17 FTA, trong đó có nhiều hiệp định với các khu vực như với Liên minh Kinh tế Á-Âu (EAEU), Hiệp định Đối tác Toàn diện và Tiến bộ xuyên Thái Bình Dương (CPTPP), Liên Hiệp Châu Âu (EVFTA), Hiệp định Đối tác Kinh tế Toàn diện Khu vực (RECEP)… và đang đàm phán hai FTA mới : EFTA (gồm Thụy Sĩ, Na Uy, Iceland, Liechtenstein) và ASEAN-Canada. Theo thủ tướng Việt Nam, các FTA đã mang lại hiệu quả, năm 2024, tổng kim ngạch xuất nhập khẩu đạt gần 800 tỷ đô la.Song song với những hiệp định thương mại, Việt Nam không ngừng thắt chặt hợp tác thương mại với các nước đối tác để giữ vững mục tiêu tăng trưởng 8% trong năm 2025. Điều này được thể hiện qua số chuyến công du nước ngoài của các nhà lãnh đạo Việt Nam cũng như những chuyến thăm cấp Nhà nước đến Việt Nam như Nga, Bỉ, Hà Lan, Tây Ban Nha, Trung Quốc, Nhật Bản… Tổng thống Pháp Emmanuel Macron dự kiến đến thăm Việt Nam vào cuối tháng 05.

The podcast we are releasing today is part 1 of a re-purposed webinar we produced on March 25 titled “The Impact of the Election on the CFPB - Part 4.” As a result of the diminishing impact of the CFPB on enforcing the consumer financial services laws, we expect that void to be filled by state government enforcement agencies and private civil litigation, including class and mass actions. Our webinar will focus on private civil litigation. Our featured guest for this webinar was Ira Rheingold, Executive Director of the National Association of Consumer Advocates. He was joined on the panel by Thomas Burke, Dan McKenna, Jenny Perkins, Joseph Schuster, and Melanie Vartabedian, litigators in our firm's Consumer Financial Services Group. The podcast began with Ira observing that state enforcement agencies and plaintiffs' class action lawyers will be taking a careful look at enforcement actions voluntarily dismissed by the CFPB to ascertain whether the complaints should be re-filed by them in federal or state court.  We then proceeded to discuss the following areas where the panelists are predicting an increase in private civil litigation during 2025 and beyond: Increased FCRA litigation, especially in ID Theft (Jenny, Ira). The use of AI and corporate responsibility for ensuring that it does not create unfair or discriminatory practices (Ira). Increased retail bank litigation, including EFTA claims (Ira, Tom). Part 2 of this re-purposed webinar will be released next Thursday, May 1. Alan Kaplinsky, the former chair for 25 years and now Senior Counsel of the Consumer Financial Services Group, hosted the podcast show. For our podcasts repurposed from webinars that we produced as part of our series entitled “The Impact of the Election on the CFPB” Part 1 (regulations and other written guidance), click here and here; Part 2 (supervision and enforcement),  click here and here; Part 3 (state AGs and departments of banking), click here and here. 

Jusspodden sponses av Lovdata Hvordan skal domstolen vurdere voldtektssaker hvor det kun er ord motord – og hvorfor vant Jehovas vitner mot staten? Det er siste torsdag imåneden og tid for en oppsummering av hva som har skjedd av stort ogsmått i jussens verden. I tillegg til klimajuss og høyesterettsdommerblir det litt juss-knask på slutten. Gjestene er Sindre Granly Meldalen (Presseforbundet) og Merete Smith(Advokatforeningen). Månedens rettssak: Denne måneden snakker vi om klimajuss! Miljøorganisasjoner har denne måneden vært i Høyesterett. Sindre og Merete snakker om hva denne saken går ut på, og vi kommer også litt inn på Førdefjord-søksmålet hvor EFTA-domstolen denne måneden kom med en rådgivende uttalelse (som kan leses her). Lagmannsrettens avgjørelse her. Høyesterett om Grl. § 112 i «Det store klimasøksmålet» her Månedens dom: Hvordan skal dommere vurdere voldtektssaker hvor det er ord mot ord og troverdighetsvurderinger i sentrum? Høyesterett har kommet med ny dom i HR-2025-458-A. Episoden Sindre anbefaler om samtykkelov kan du høre her. Marianne og Merete forteller også hvorfor Jehovas vitner vant over staten og hvorfor de er spente på en anke (LB-2024-81251-2) I tillegg gir Marianne en kort og upresis oppsummering av storkammerdommen HR-2025-490-S. For en kort og presis oppsummering av saken kan du se på Høyesteretts video her Månedens lov(utvalg): Straffereaksjonsutvalget leverte sin rapport i mars. Utvalget skulle gjennomføre en bred evaluering av forvaring og dom på overføring til hhv tvungent psykisk helsevern og tvungen omsorg + ivaretakelsen av helsen til innsatte i fengsel. Store spørsmål og gjestene sorterer og plukker ut det viktigste for at du skal få en oppsummering! Månedens juss-knask: Sindre forteller om politiets krav om innsyn i leseloggen til avisen Fædrelandsvennen som skal vurderes av Høyesterett, Merete omtaler verdens første advokatkonvensjon som månedens gladsak og Marianne er spent på Datatilsynets vurdering av chatGPTs påstand om at en nordmann hadde drept sine barn (de lever heldigvis i beste velgående) Er det noe du vil høre mer om - eller har du ris eller ros? Ta kontakt på jusspodden@gmail.com Lenker over leder til Lovdatas åpne sider. Jusspodden er uavhengig og Lovdata legger ikke føringer på produksjonen.See omnystudio.com/listener for privacy information.

Dalla Bce arriva un parere negativo all applicazione del Danish Compromise da parte di Banco Bpm sull Opa Anima, offerta che è stata lanciata da Piazza Meda attraverso la controllata Banco Bpm Vita. Quella di Francoforte non è una decisione, che spetta all Eba ed è ancora attesa, ma di una interpretazione, una view, che secondo quanto risulta a Radiocor - è stata formalizzata nei giorni scorsi all istituto guidato da Giuseppe Castagna. Interpellata, la Bce non ha fornito alcun commento. Il parere dell istituto di Francoforte, con cui Banco Bpm ha interlocuzioni continue, sarà oggetto di un cda di Piazza Meda in agenda per domani. Interviene Luca Davi, Il sole 24 ore.Auto, immatricolazioni Ue -3,1%. Crollo di Tesla (-40,1%) e Stellantis (-16%) Il mercato europeo dell'auto (Ue più Efta e Uk) cala del 3,1% rispetto a febbraio 2024, con volumi che restano del 17,5% inferiori ai livelli pre-Covid. I dati diffusi dall'Acea (Associazione dei Costruttori Europei di Automobili) confermano una persistente debolezza del settore nei primi due mesi dell'anno. Un calo in numeri assoluti di 963.540 unità nel solo mese di febbraio. Nel mese di febbraio rispetto allo stesso mese dello scorso anno, Italia (-6%), Germania (-4,6%) e Francia (-3,3%) hanno registrato un calo delle immatricolazioni, mentre la Spagna ha chiuso con un +8,4%. In Germania il calo più netto in volume, del 6,4%. L'unico segnale positivo sul mercato auto in Europa arriva dal dato sulle immatricolazioni di auto elettriche, cresciute a febbraio del 26% nell'area (Ue più Efta e Uk) e del 31% da inizio anno, consolidando la quota di bev (full electric) al 16,9% contro il 12,5% di inizio 2024. Una forte spinta arriva dal mercato anglosassone (+41,6% da inizio anno, con una quota di elettriche che ha raggiunto il 22,8% di market share) e dalla Germania, che registra per questa tipologia di motorizzazione, un aumento delle immatricolazioni del 30%, dopo un lungo periodo di stasi. Anche in Italia le elettriche sono aumentate, ma non si supera la quota del 5%. In questa cornice nella quale i volumi continuano a scendere, il mercato resta debole, ma le full electric prendono piede, c'è chi piange e chi invece esulta. Ne parliamo con Filomena Greco, Il Sole 24 OreDraghi: punto di svolta l aumento delle spese militari tedesche, ma ora occorre che tutta Europa agiscaL ex presidente della Banca centrale europea Mario Draghi ha affermato che la decisione della Germania di aumentare la spesa per la difesa rappresenta un «punto di svolta», ma ha avvertito che ci sono dei rischi per quanto riguarda le modalità di attuazione. La portata dell impegno della Germania e i cambiamenti costituzionali che ha comportato sono tra i motivi per cui la mossa segna una svolta, ha detto Draghi a Joumanna Bercetche di Bloomberg Television durante un dibattito all Hsbc Global Investment Summit di Hong Kong. Ciò che preoccupa l ex primo ministro italiano è il modo in cui la Commissione europea gestirà questo cambiamento di politica. «Se non viene gestito correttamente, quello che succederà è che la Germania si riarmerà ma gli altri no», ha detto Draghi.Le azioni del presidente degli Stati Uniti hanno forzato la mano dei decisori politici europei, ha affermato Draghi, aggiungendo che una delle conseguenze è stata «sostanzialmente quella di dirci non avete più tempo ». Il messaggio, secondo Draghi, era: «o procedi a difenderti o sei indifeso». «Ora, essere indifesi in questo nuovo clima non è molto piacevole, perché abbiamo un nemico, che è la Russia», ha detto. All inizio di questo mese, Draghi ha detto al parlamento italiano che il salto di competitività deve ora includere la difesa europea attraverso l integrazione delle forze armate europee e una spesa comune. Sul fatto che sia un momento cruciale per il settore della difesa europea è d'accordo anche l'ad di Leonardo, Roberto Cingolani che in un'intervista al Messaggero di qualche settimana fa dichiara che: "La nostra prospettiva è quella di agire come catalizzatori di alleanze industriali in grado di contribuire allo sviluppo di tecnologie competitive in seno all'Europa. Mi auguro che l'Europa unisca le forze - prosegue -. Da soli non ce la possiamo fare. Rispetto agli Stati Uniti, investiamo meno ma soprattutto in modo frammentato su diversi progetti e piattaforme. Così si perde efficacia negli investimenti e nello sviluppo delle tecnologie necessarie per garantire la sicurezza dei cittadini. Ora è necessario che le grandi aziende del settore collaborino". Ne parliamo proprio con Roberto Cingolani, Ad di Leonardo, ex ministro della Transizione ecologica del governo Draghi.

Today, Ashley sits down with GJ Snyder.GJ has held multiple IT roles, primarily focused on software development, working at Stainless Steel Studios, Houston Advanced Research Center, 21 st Century Fox, and The Walt Disney Company.Additionally, he has been volunteering with EfTA for over 20 years and has been on the board of directors for 8 years.

13th Jan: Blockchain DXB Podcast

Prosegue il rialzo delle Borse europee che in alcuni casi viaggiano sui massimi storici, rafforzate dalla revisione al rialzo del Pil statunitense, cresciuto del 3% nel secondo trimestre 2024, in base alla seconda lettura del dato. Le attese erano per un dato al 2,8%, pari alla prima lettura. A Wall Street si registra però lo scivolone di Nvidia dopo i conti che, seppur solidi, non sono riusciti a placare le preoccupazioni degli investitori sulla tenuta del settore dell intelligenza artificiale. Il colosso controlla l'80% del mercato dei semiconduttori per l'Ia. Il commento di Maximilian Cellino, Il Sole 24 Ore.L'Europa dell'auto in stallo: a luglio +0,4% di immatricolazioniUna crescita delle immatricolazioni nell area (Ue, Efta e Uk) dello 0,4% nel mese di luglio e volumi che dall inizio dell anno hanno recuperato il 3,9% restando di quasi il 20% sotto i livelli del 2019. I dati diffusi dall Acea restituiscono una situazione del mercato auto in Europa in stallo. «Non vi è quindi ancora nessun segnale che autorizzi a ritenere che il mercato dell auto possa ritornare in tempi ragionevolmente brevi ai livelli ante-crisi e ciò nonostante che il prodotto interno lordo della Ue abbia pienamente recupero gli effetti della crisi» scrive nella sua nota il Centro Studi Promotor.Ne parliamo con Gian Primo Quagliano, direttore Centro Studi Promotor.

Re-releasing one of DAT's most popular episodes! Dr. Jesse Green is back on the podcast to share more real-life experiences of a dentist. In this episode, Dr. Green shares with Kiera how to move your practice from being profitable to scalable. He shares specific insight about: How to become a training institution How to best back away from the business And how to overcome the fear of giving over your practice It may be a hard pill to swallow, stepping back into a role where you're no longer the primary profit generator, but Dr. Green shares how other doctors of all shapes and mindsets have managed to do so. About Dr. Green: Author, speaker, and entrepreneur, Dr. Jesse Green is a leading dental business coach. He established Savvy Dentist to support dentists to develop financial intelligence, have more time and work less, create high performance teams, and master the art of patient flow. Episode resources: Connect with Dr. Jesse Green Listen to episode 414, How To Be a Savvy Dentist Reach out to Kiera Practice Momentum Group Consulting Subscribe to The Dental A-Team podcast Become Dental A-Team Platinum! Review the podcast Transcript: The Dental A Team (00:05.806) Hey everyone, welcome to the Dental & Team podcast. I'm your host, Keira Dunt, and I had this crazy idea that maybe I could combine a doctor and a team member's perspective, because let's face it, dentistry can be a challenging profession with those two perspectives. I've been a dental assistant, treatment coordinator, scheduler, filler, office manager, regional manager, practice owner, and I have a team of traveling consultants where we have traveled to over 165 different offices coaching teams. Yep, we don't just understand you, we are you.   Our mission is to positively impact the world of dental. And I believe that this podcast is the greatest way I can help elevate teams, grow VIP experiences, reduce stress, and create A -Teams. Welcome to the Dental A -Team Podcast.   The Dental A Team (00:52.866) Hello, Dental A Team listeners. This is Kira and you guys, I have a very special guest that I am excited to bring to the show today. I was on his podcast just recently and obviously we want to have him back on our podcast, share a wealth of knowledge and believe it or not, he is actually from Australia. So it is early tomorrow and his time. he said Australia just opened up. So I think his highlight of his day was being able to get a haircut. think all of us here in the States can remember that day.   but I'm so, so excited to welcome Dr. Jesse Green to the show. How are you today? I'm really well, Kira. Thank you so much for having me on the program. I'm really, really, really, really happy to be here to talk to you today. absolutely. I'm so glad. And your haircut does look good. I see you on zoom. It does look nice. It good. It felt fantastic. Honestly, as well as things you appreciate the little things in life and you think how good is a haircut? It's   It's like this luxury that we used to take for granted. Now it feels very luxurious. I absolutely, remember luckily I had just come back from Antarctica when the pandemic hit and I had, so coming back from Antarctica, I got my hair done. got my eyelashes done. got my nails done. Cause I had been gone for three weeks anyway. And so I felt very lucky, but Ooh, towards the end of that shutdown, I was like, man, I was having to learn how to cut my husband's hair again. man. Took me back to pharmacy school days.   I agree. I remember a meme and they said, next time there's a pandemic, can we say that barbers and beauticians and cosmetologists can be considered essential business? And it's got this guy with hair cleared out into his nose. I felt it was very fitting. So, hundred percent. So Jesse, I just wanted to kind of talk to us about how you even got to where you are. I know the topic today that we want to go into is how to earn more while working less. You also talked about how to have a very   a productive associate dentist. So you've got a wealth of knowledge, but just so our listeners know, kind of just give us a quick background and bio on how you even became known as the person who earn more and work less because I'm so excited to learn about that today too. thank you so much. So I'm a dentist by profession. And so like most of your listeners, I did the usual dental school thing, but prior to dental school, I had a business and I was always   The Dental A Team (03:13.74) really interested and engaged in business, loved it. Did the university thing like everyone else, kind of then found my way into clinical practice and really knuckled down and focused on that. And then I was a dentist in the Navy and I learned a lot about leadership and process and, and organizational structure. And then when I went into my own practice, I did traditional practice management kind of teaching. And while it was good, it was fine. We certainly had a business.   producing good money, but in actual fact, I was so tired, so burnt out, so stressed out. My kids were little. was doing dentistry during my work day. Then I'd come home, have dinner with the kids, and then I'd be trying to do payroll or other, you know the how it goes. You know the story, right? And I was, and I was tired and stressed and burnt out. So what I did is I then sold that business and I didn't quite figure out how to fix it until I started a different business, which was around.   I was building websites, running SEO, PPC campaigns. And then it was when I ran that business and I kind of got out of the dental head space and went, my God, I remember all these lessons that I had when I was a kid with my first business that I'd learned that I didn't ever apply to my dental practice. I had this massive, honestly, it was a face palm. I mean, you just go, I can't believe I did that. Jesse, what were you thinking? Clearly not. So then I started thinking about all of the traditional.   practice management techniques and how we could adapt some of those and replace some of those so that businesses can have a true business rather than self -employment. So that's kind of how it came about. I love that because you're right. And the way you just described dentistry is how dentist life is working with so many dentists. I think that that's the life of an entrepreneur as well. I mean, you see lots of different businesses yourself and I think it's just that like, just never feels like there's enough hours in the day, but like you said,   There's got to be a better way to do this. think of it constantly. I'm like, no, no, no, no, no, no, no. I see a lot of people who are way more successful, very, profitable and they don't work crazy hours. They have a true life. Like how do they do that? So I'm excited to have you just dive into that. And I'm excited to see where this podcast rifts and goes to. I also love that you are a dentist as   The Dental A Team (05:31.352) That's why I wanted you on this show. Like let's talk about real life experiences of a dentist and how to, like you said, earn more and work less. That's a mantra that I have. We're actually working on an office manager planner that's called do less, create more. because I think it's really that mentality. So Jesse, take it away. I just want to hear like, your knowledge, tell us how to earn more and work less. Like you figured this out. So share the secrets with us. I'm ready.   Well, thank you. Thank you for that, for that, yeah, free rain. I'm also going to tell you that I learned it the hard way. I learned it. I learned it through experience. learned it easy way. I'm going to learn from you. Well, that's what we want. Right. That's what we're going to give our listeners. But the reason I say that is because everything I've done, I've made a lot of mistakes in my life, Kira. So I just want to start this conversation by saying, I'm not perfect. I didn't get this. wasn't, you   born with some sort of insider knowledge around this. had to learn this through trial and error and bumps and grazes and bruises. But think that's really important. I'm going to jump in right there because I think so often we sometimes hear people say, this is how I got there. And we think, well, they were just born that way, or it was just naturally given. And so I really love that. Like, Hey guys, with hard work, learning from great mentors like Jesse, you can be there too. And not limiting yourself is to me a huge, huge piece of what this is all about. So   Continue on. I'm cheering right alongside of you. Like, yes, go. You're not just this like dipped from, from heaven Hercules. man. If only, so here's what I learned. one of the things that I learned is we, we spend so much of our time doing clinical work and we do that because we want to make a dollar and we understand the necessity of making dollar, but it's also what I call a golden handcuffs. And at some point we need to.   lift our gaze from the patient who's in the dental chair in front of us and start surveying our surroundings. So typically there's a couple of different levels of practice that we see a profitable practice, scalable practice and a valuable practice. And so a profitable practice is that typical practice where the dentist is going to work, doing the dentistry, going home at night, doing the payroll sort of thing. And you can actually make quite good money out of that. mean, this is the trap is you get used to the money.   The Dental A Team (07:51.652) You get used to the toys, you get used to the lifestyle and you get on this treadmill and you keep thinking, my goodness, I've got all this stuff, but I don't have time for my kids. so working harder is not the answer. so let me just repeat that for all the dentists here who are really conscientious, who are normally the people that work hard, the good people that work hard. And we just want   not work quite so hard, but work a little differently. We want to shift our focus. And the way that we cross from a profitable business to a scalable business is by crossing what we call the leverage line. so the leverage line is at that point, you've got a practice owner who's no longer the primary revenue generator. You've created a team and this is your work, right? This is what you help a lot of people with creating what we call a self -managing team, a team of   that know what to do, they know how to do it. We've given them the resources to do their job really well. They know what success looks like. We've got some success metrics in place, but those people come internally motivated to do well. Okay. So we're not having to put the defibrillator on them every day to heart start them. They come with batteries included. And so when we've got a self -managing team and we've got our systems and processes, we're now starting to create some leverage.   How do we get to that point? How do we make that leap? And it is a bit of a leap. And because you guys are North American, I'll try and use a baseball metaphor to go from profitable business to scalable business. It's like going from first base in baseball to second base. can't get to second base by keeping one foot on first. There is a moment in time where you have to leave first base.   And you have to run towards second. And when you're in the middle of the two bases and you're not, you're not yet on second, but you've left first, it's uncomfortable. It's uncertain. And there's doubt. And so managing that emotional journey is really important because the natural tendency for us is to run back to what's comfortable rather than pushing forward. Now, the way we push forward is to understand that making money all day, every day.   The Dental A Team (10:09.217) is a great short -term fix, but it is also what's going to keep us stuck on first base. So we need to dedicate some of our time to building that team, to becoming really good at training people, to being really good at finding great talent, training great talent, bringing them on. And that means we need to take on a mindset of becoming almost a training institution so that we can take these wonderful people and get them up to speed so that they can join   The freeway, it's like an on -ramp onto the freeway, get them up to speed really, really well. When we do that, we build the resources for them to use. We now can start hiving off activities that we don't want to do. So that's where the delegation comes in. Now, of course, this is nothing new. This is quite rudimentary. It's quite basic, but what is the hard part is actually letting go. Kirit, let me ask you a question.   Of all the dentists you know, what proportion do you think tend to have perfectionistic tendencies? Oh, you know, every single one of them. Me included, me included. And that's what I did wrong in my first practice. That's what I did wrong. I had to learn and as I've gone through other businesses to learn that 80 % is okay. 80 % done by someone else is a hundred percent awesome. Yes.   Yes, I love that. Did you guys hear that? 80 % done is a hundred percent awesome. Yeah. So let's get our team members out there being prolific. They may not be perfect, but they'll be prolific. They'll get through a lot of work for you if we let them do it and we resist the urge to micromanage. So how do we get away from micromanaging? Now, one of my good friends and other dentists in the United States gave me a wonderful book called Turn the Ship Around.   And for your listeners there, I'd really encourage you to grab hold of it. The author is a wonderful guy, David Marquet. He's a US Navy submarine commander. And what he talks about is developing a leader -leader model. So rather than teaching people what to do or telling them what to do, we want to teach people how to think like us. Not just to do what we asked them to do or to be task -oriented, we want to develop their thinking. So when our team members come to us and say, yeah, Kira,   The Dental A Team (12:29.793) You know, this has happened. What should I do rather than because you've got the answers at your fingertips rather than saying, Hey Bob or Hey Mary or Hey Susie, this is what I think you should do and give them the answer. By doing that, we're actually training them to come to us all the time. So we want to be able to go with them and say, what do you think we could do? What else could we do? What risks do you see with that type of action? What do you think I'm thinking about and start that conversation so they can understand your thought process?   Now, again, it sounds really simple and it's simple, but not easy. Simple, but not easy. So that, would be a starting point there. Now I'm happy for you to guide me, direct me wherever you want me to go with this conversation. Okay. Number one, I love it because we just talked about number one is I think, I think for me it's accepting that I'm going to have to leap and go into that scary zone. Like you said, it is very easy. Like I think it's that, that control, that safety net   false security of, know that if I work here though, Jesse, I know I can make money. know I can sustain my lifestyle. I know that I can continue to live this way. However, I think it gets to a spot where when does that hamster will become no more? When do you want to say like, I don't want to do this anymore. I feel like until you get to that breaking point where you say enough's enough, you won't want to jump from first base to second base. you use that really great analogy.   But I think when you are there and I know I'm there, I say it all the time, I'm like, you know, there's gotta be a better way to do this. And I have the confidence in me. I've trained myself that, hey, Kira, you know that if it fails, guess what? Worst case scenarios, you're just gonna go back and do it all over again. Like I know I can grow a business. I know I can make it profitable. So like that's already a given and it doesn't matter recession, no recession, pandemic, whatever it is, I believe that people who can build businesses can do it again and again and again.   and so my thought is, so for me, it's a challenge and excitement of like, okay, fantastic. Like you said, this is a profitable business and now we're going into a scalable business. So that leap is, I really love that you talked about having that team do it for you. And I know I get guilty of this often today. I was about to answer an email and I was like, this is literally does not need my answer. I don't need to approve this. can, like, does it really matter? The answer is no. So I just wrote back and said, you have full control on this. I know you know it   The Dental A Team (14:55.363) Just, just take care of it. know you know what to do and you're going to do the best thing. I've trained them. I've trained them. Like you said, it's a training thing. I also loved a lot of the questions you mentioned of asking them to think like leaders and owners versus just telling them because that's more of a long -term game versus a short -term just constantly feeding them. So then I'm curious, like, okay, great. We've got an awesome team in play, but I feel like to really know that you've got this awesome team and play, you do have to make that jump to see does this team actually know how to execute? Because if you're always   They don't have to execute. that's where, that's where I actually go on vacation to see if they sink or swim. Like, good luck. Well, that's exactly, that's exactly the right. he's, that's a really good point you're bringing up and thank you for bringing up because you've actually, answered the question and one of my clients, is a lovely, lovely guy and, his name is Barry and Barry in our community takes more holidays than anyone I know. And he is a really good business owner.   And the way he started stress testing his system, stress testing his team was exactly that. He'd take a holiday. He had take note of what didn't work when he got back and he'd just make some notes and go, Hmm, I've got to fix that. Now I'd like to just leave your listeners with a thought process. Every headache, bottleneck, pain in the neck comes back to a deficiency of assets. So what do mean by   Specifically, there's lots of different types of assets, but in a dental practice, there's a couple of broad categories. There's, you know, there's the goodwill of the business, you know, the patient base, there's the team as an asset, there's the cash, there's the physical infrastructure. But what I'm referring to here specifically are the intellectual property assets. What are the systems, processes, checklists, cheat sheets, whatever else you need to have in place. So when it comes back to these bottlenecks or things that go wrong, we go, hmm.   What asset do we need to create in our business so that if I teach someone how to use that and they've now got the resource to do it and they've got the confidence to do it. If I go away next time, that thing should not break again. And so it's that constant iterative process. to take that metaphor or to give you another case study around that, one of my clients.   The Dental A Team (17:15.311) Uh, really lovely lady. Um, when she was working with us, she was taking home about $350 ,000 a year out of her practice. Yeah. Which is okay. She was working four days a week, about 46 weeks of the year. So it's 184 days. And what we did with her is we did exactly the process I've just shared with your listeners already. And she was able to take her take home money from 350 ,000 to about 1 .1 million and   a day and a quarter a week. So she went from four days a week to a day and a quarter. It wasn't really a day and a quarter week. was 65 days a year, but 65 divided by 52 is a day and a quarter on average. here's the thing. That was great. She loved it. And that's a wonderful headline number to talk about. it, and it makes me sound like an amazing coach. I'm not, she was an amazing client, but here's what I want to say. We made a mistake. This is, this is really important. It sounds   better than it is. The mistake was that in that time out, she went traveling around the world. This is pre -COVID. She went traveling around the world. And what happened is some of those systems, some of that team structure started to erode and to collapse. Yep. And what happened, so here's the thing, is when you get into that scalable space, that when you're starting to create that time, freedom and flexibility, you're still there as the leader.   You're still there setting the vision, the direction, the concept of just being absent. I don't think is entirely sustainable. I don't think you can be on the beach drinking Pina coladas 365 days a year. Maybe, maybe you can, but what we had to do for this client is we had to reinstall a leadership team. So this is the next thing is now we have to build a more robust structure for her. And now.   She still works less than 60 days a year. She's making more money than she was before, but now she's not the only leader in the practice. She's developed a leadership team as well. So I think, yeah, it sounded great upfront and it was great upfront, but she pulled out of the business too soon before she was replacing herself as a leader. And I think even with that team, she's still going to be there to walk the corridors, to set the vision,   The Dental A Team (19:33.227) Yeah. Be the culture champion to do all those sorts of things. Absolutely. And I love that you brought that up because I think so often there's kind of this mindset of if I do it right, I don't have to be at my job and it will be, I think my favorite phrases, it will, what do they say? It will just run on autopilot. That's the phrase that I hear often like, Kira, I just want my practice to run on autopilot. But I love that you point out as leaders, as CEOs, your job is to set the vision. Your job is, I like the phrase you use of culture champion.   really set those that that is your job to do and instill that it's there and to have a leadership team that can continue to drive forward. But my question is to you though, Jesse is what did she do to increase her income that much? She's working less. What were some of the things that she was able to do? Is that having, like you said, a rock star associate producer? Because a lot of times bringing in associates, people are scared they're going to make less. So can you give any insight of how was she able to have more take home pay working less hours? Because I think people kind of get funny in there and   feel that if they work less hours, their income will drop as well, which clearly you've proven. Don't leave your job. You still need to do your job of being there, making sure you're having those people in play. But what were some of the things she was able to do to increase that take -home pay for herself while working substantially less hours? Yeah. So it's a great question. And I also point out this was a two and a half year process as well. again,   I want to make sure we set the expectations of your listeners. is not a good thing. can't just do this tomorrow. I know it's not a magic button. There's no silver bullet. I'm sorry to be the one to, tell you that Santa's not real, but there's no magic bullet. so I feel like now, now I'm going to be unpopular. I hope none of the kids are listening. But look, here's what happened. You're absolutely right. She had very productive associates and what we did over that period of time.   is we were able to help those associates become more more productive. And there was three key things that those associates or three key skills that those associates needed to master. The first one was that they needed to master the ability to build their own appointment book. They need to build a following. So they needed to know a lot about internal marketing, making sure their patients were happy to give them a great clinical experience, clearly to make sure they get a great customer care experience.   The Dental A Team (21:54.541) But from the dentist's point of view to keep rebooking those patients to make sure they're coming back for their scheduled maintenance, we call it a recall system here. I'm not sure what the phrase would be. Same, same. So that makes sure they're coming back for their recall appointments, all of those sorts of things to make sure they're building value for those appointments so that the patients understand why they're coming back, why that treatment is important. The second skill they needed to learn was the ability to master case presentation.   Right? They needed to be able to offer treatment. Firstly, I beg your pardon, they needed to be able to comprehensively diagnose, you know, rather than patch and plug dentistry, they wanted to take a holistic view of the patient's mouth to recommend appropriate clinical care, the same sort of care that offer their mother, and then to be able to present that in a way such that it was accepted. So they needed to learn those skills. And the third skill that they needed to learn.   was the ability to deliver high quality work in an efficient manner. And that comes back to workflow, it comes back to utilizing your auxiliary staff, your dental assistants, other people, just the usual sorts of things about four handed dentistry, rubber dam techniques, all those sorts of clinical things. And to be able to do predictable, high quality dentistry efficiently. And that was the skills.   And the big mindset that united all of those three points, the mindset that those associates adopted was one of being an intrapreneur. So I like that phrase. Yeah. So they, they viewed themselves as their own unit within the business. know, they took responsibility for themselves. They took responsibility for their business. They took responsibility for their productivity.   they took responsibility for the clinical care. And that was a culture shift. It was a mindset piece. And again, that took a little bit of time. And so that was a key thing. Now, in addition to the associate dentists, I don't know exactly how this translates to the United States, but in Australia, we have oral health therapists and they're, they don't have a full dental degree, but they can do quite a lot of restorative dentistry. So what we did in that process,   The Dental A Team (24:09.419) is we used everyone's skillset to the maximum that we could. So we built the team up and we pushed the work down. So we trained the dentist, we trained the oral health therapist, we delegated everything that we could to the oral health therapist. So the dentist's work or the dentist's time was used for its highest and best use. And then that meant that the principal dentist was delegating to the associate dentist as well. So her time was used for his highest and best use.   And so it was just this process of training people, delegating, training people, delegating. And so that cycle continued. I really liked that you, just said that because I think so many, I'm curious, like you might have a, an answer to this because as you said that training up an associate dentist to take over your schedule, sometimes it was very scary, Jesse. some doctors feel like that's their identity.   that if an associate dentist takes over my book of business, I even have a practice anymore? And for your oral health therapists or specialists, we call those like EFTAs. So experienced, expanded function dental assistants that can literally do that. But I have quite a few offices that have these EFTA dental assistants and the dentist will not leave the room. They will do the filling even though they don't have to do the filling because now they have somebody that can do it for them. They could be seeing more patients.   People ask me often how I was able to 365 ,000 a month in a five -op practice. Well, we literally had three columns of doctor production and you better believe I had big production next to each other and we would prep, prep, and then we had like an implant that an assistant couldn't help us with. And then our assistants were working while our dentist was over doing high, high level implant sedation cases. And per hour we were cranking.   but we were very, very, very talented at what we did. We had lots of trainings with our assistants to make sure they were doing just as good, if not better clinical work. how do you, Jessie, what do you say to these people who hear you and they're like, that's a really great idea, but I like to do the fillings or I am scared that if I pass it to my associate, my associate is not as good as me. so, or I feel like it's ego. feel like ego just runs it so much   The Dental A Team (26:23.725) So many people stay in this loop for a long time because they aren't willing to train. So do you have any tips of thoughts for that? Maybe you experienced that, maybe this dentist experienced that because I don't think it's, I don't think the ego is bad. think the ego is a natural part of life. I also think being afraid to give up your practice that you've grown to someone else is a very normal feeling. But do you have any thoughts of how people can overcome that or how you've helped people overcome that fear? Are you guys sick of trying to figure it out on your   I know I am. When I'm trying to run a business, sometimes I just think like, there's got to be a better way to do this. And so for me, my answer has been to find someone who's done it and does it really, really, really well. Like I'm talking the best of the best of the best. I want someone who's been in my shoes, somebody who understands what I'm going through. When I was looking for the consulting business, I found a coach who literally has run a consulting business. Well, that seems like the perfect fit. So you guys right now,   We have a few spaces open in our platinum consulting that is in the consulting where we actually come to your practice. We help you get systems implemented. We don't just tell you what systems implement. We actually implement them with you and for you guys. It is one of the best investments I've ever made is to hire a coach who understands the business I'm in, who's lived it, who's done it. And that's what we in the dental team do. We literally physically fly to   So if you're sick of trying to figure it out on your own, if you just want somebody who understands you, join our platinum. I'd love to have you. I'd love to have our consulting team come out and see you, be in your office, be with your team and truly help you get onto the easy path of dentistry. It doesn't have to be hard. So join us in the platinum. We'd love to have you.   Yeah, sure. And it's a great question. It's probably the question that needs to be answered, isn't it? It's the thing like, yeah, Jesse, I get it intellectually. makes sense. I, you know, I see it all happening, but how do I do it? Right. So I, yeah, this is the emotional journey. This is the emotional journey. And this is why I mean managing the emotional journey is as important as managing the intellectual or the numbers journey around it. So you're absolutely correct. So,   The Dental A Team (28:39.947) I struggled with this as well. This was part of why my first practice, you know, I didn't scale it because I just had all this stuff. A couple of things I'll share with you, in no particular order. I'll drop out a few things and hopefully, God willing, I'll be able to tie these into a nice neat bow at the end of it. Perfect. So I remember a couple of years ago, I had the opportunity to go to Necker Island, Richard Branson's Island   We spent some time with Richard Branson and he was talking about how he runs all these businesses. And he made a comment, which I've read in one of his books as well. And that was about training. know, people often worry about, you know, if I train people up and they leave, you know, aren't I just training the competition, so to speak. And his point was, well, what if you don't train them and they stay? Great question. I like the flip of the mindset.   And I went, wow. So for me, that was a light bulb moment to really see my business as a training institution. Now, what we needed to do with the transition of patients from the principal to the associate, there's a couple of things around this. we have a process, which we call pass the baton and patient transfers. And essentially it's about handing over the patient and being for the associate to be able to leverage the relationship.   that the principal has with them. And I'll explain that in a moment. But if the principal is really worried, maybe just start handing over a few things. Maybe hand over one filling at a time. It doesn't have to be, I'm going to send my entire patient base to my associate in one fell swoop. Maybe let's get used to just handing off one particular procedure. Maybe it's a class one occlusal composite resin.   Maybe it's endodontic treatment. Maybe it's whatever it is that you don't love to do or in your heart of hearts, you know, it's not your strong suit because we all have clinical areas that we know we're not great at or not as strong as other areas. So let's think if you're worried, let's do a dip in the water, know, dip our toe in the water and see how we go. But the way to do that is really about saying, know, Kyra, there's this restoration that we need to do on the lower right -hand   The Dental A Team (30:58.823) And, you know, this is obviously not going to get any smaller. it's going to get bigger if we don't tackle it. And so, I really would like to see this tooth treated as a matter of priority. Now, the challenge I've got is that my diary, is full for the next couple of weeks or months, whatever it is. And I don't really want to wait that length of time to get onto this feeling. I think we need to do that sooner. What I'd really love to do is to book you in with my associate, Peter. Peter's a fantastic dentist. does this all day, every day. And in   Peter's the person I see for my own dentistry. What if we were to get this filling done with Peter and then we can pick up the rest of the treatment plan as we move forward from there. So even if it's just handing off a procedure here or there, just to get things moving, just to build that confidence and then over time we can start transferring patients more fully. And we can even get, if you want to, you can get into a shared care model. I've got a couple of clients that do shared care. So   The patient will come in, they'll have the restorative dentists doing the bread and butter restorative dentistry. We'll have our crown and bridge expert, which is the principal, doing the crown and bridge and the high production work. We'll have our therapist or hygienist doing the hygiene or whatever it is. So again, we can introduce that to new patients and say, here at our practice, we adopt a shared care model. And what that means is that every step of the journey, you are getting our very best team member for this particular part of the treatment plan.   I'm going to coordinate that treatment plan for you, but I'd like to introduce you to my colleagues as we go through this so that you can get the very best set of hands working on you as we go through this treatment plan. So that's another way of doing it as well. really love that, Jessie, because I think you brought up quite a few things that I would like to highlight. And number one is you edify every person who's going to be taking the treatment. And I can tell genuinely, you do think that they are really fantastic. You've done a great job training them.   So you have full confidence. And as a patient hearing that from my dentist that I love, and I mean, instantly I had this interesting thought of when we go to the hospital, we don't expect one doctor to take care of our entire body. have the endocrinologist, we have the heart and vascular, we have the neurosurgeon. So why do we expect everything to be the exact same in our mouth with just a dentist? And so I think like that was a mind shift I have never thought of. so I appreciate you saying that, helping me have a light bulb moment.   The Dental A Team (33:19.603) and I really love that you just edified every single person, like they're going to be fantastic. And you instilled your confidence in that other person. I am going to ask, as we wrap up, how do you, you specifically decide that you are ready to start having less production in your schedule? Because the fear I know a lot of dentists have, and I don't know this, I'm not a dentist. So it's that fear of, okay, Jesse, I heard you. I've trained my team up. I've got a great leadership team. I've heard.   And don't worry, we'll do another podcast guys. Jesse and I will get on another one. So you guys were learning from profitable to scalable. And then what was your last tier? What's the last year? Valuable. Valuable. Scalable to valuable. So we got to still learn how to get valuable. But reality is, okay, I've learned that I'm profitable. Now I'm going to go to scalable, but I'm real scared to have this associate and to start leveraging because I'm terrified that my paycheck is going to go down. So how do I   That that's not going to happen. How do you like make that leap? Because I think that that's what holds people in this circle forever. They're like, I'm fine. I'll just have one practice. I'm literally speaking to a dentist right now. I know he listens to this podcast. So I'm hoping that we can answer this. A couple of them, they're like, I don't want an associate. I don't want to give this over because I won't have anything to do. My paycheck will go down. So what do you say to them? How did you do that for you? So it's a really good, great question. And again, it's a really important question to answer. The key is this is it's   process of gradual reduction. not again, my client didn't go from 184 days to 65 days in one step. What we did is we looked at, if I stop working one day a week or half a day a week, how much am I producing in that half day, one day, whatever it is. For easy mathematics, let's just say I produce $5 ,000 a day. Ease of maths. Maybe it's more, maybe it's less, it doesn't really matter.   Let's just say, so if I give up a day of dentistry, I want to net $5 ,000 from my associate. Now, if we've trained our associates and they're productive, that's great. That's a big help. So A, we've got to train them to be productive first. But what I'd be saying is what do I need to, you know, what do I pay my associate? Now in Australia, our associates are often paid a commission of billings. that how works for you well? Yeah. So let's just say hypothetically,   The Dental A Team (35:42.594) 40%. So a dentist gets 40%. So we would get 3000 of a $5 ,000 associate day. That would mean if I was going to give up $5 ,000 of my own production, I would need net $5 ,000 back from the associate to be in the same financial position. And so then I work at how many associate days do I need to replace my one day with?   Okay, so in this example, it's roughly one and three quarter days of associate time. By the time I pay the associate their commission, that I would now be back to where I was previously. My paycheck remains the same. In fact, it's probably a little bit higher because I'm not paying for a dental assistant twice. I'm paying for it once with the associate. So all of those things would work out. Now,   This is a big question with a long answer that I'm trying to provide concisely. We would run some financial modeling on that and we would go, okay, what's my billing? What's my commission rates for the associates? What are they producing right now? How can we step them up? How can we help them produce more so that we're getting closer to a one -to -one trade? That's really what we're trying to get to.   I feel like that's a little bit of a messy explanation. I hope it landed. hope it makes sense. pretty clear because it just as simple math that is math of how much do I need my associate to work to replace my income? How do I get them there? How do I make them more productive? So that way at the end of the day, associates happy, they're doing super great. They're happy because we've got a very productive schedule for them. So they're killing it. And it's also replacing the income that I would quote unquote be losing. now I'm not losing.   I've actually created an engine that generates income when I'm not working, which then I'm guessing leads you into your valuable level. Yes. Is where that would go. So a hundred percent. just really quickly on that, that then ties into other conversations around capacity. It ties into conversations around patient flow. It ties into all of those other things that come off the back of that. For sure. Absolutely.   The Dental A Team (37:57.491) That's just like a whole nother can of worms. then it's like, well, great. That is a whole can of worms. can say that next time. know my associate, but I don't have space to put this associate. So now I've got to do a build out and now I've got to get them to produce even more because I got to pay for the build out to get them to produce enough. So it just feels like too hard. But like you said, financial modeling, I think is a great idea because when you can see it in writing, you start doing small chunks at it and you'll see that it will pay for itself. Like one operatory usually is paid for within one to two months of production maximum.   It doesn't take that long to pay off that operatory with production running through it. Then they're producing while you're producing. So you're actually not losing anything. And then they're making money when you're not on that day and they've already covered themselves and the practice can still continue on. there's, to me, I'm with you, Jessie. I see it. I've seen it done so many times, but also you and I are on the other side of this business model because we've seen it done so many times that we know it works. So then how does it kick off into valuable? I get a quick wrap up.   which I don't think is fair for you. So we'll definitely like do another one and talk more about this, but I love this idea of how you can earn more without work with working less. So keep, keep it going. I'm excited. I can get out on business all day long. So, well, I think we could do both do that. So I love this conversation. So do you remember we spoke about going from a profitable scale? All we needed to cross the leverage line to go from scalable to valuable. need to cross the enterprise line. So it's understanding what the drivers of enterprise value are.   And so there's a couple of things I just want to share with you around how I built that model. That model used to be called profitable, scalable, sellable. And I changed it because I'd have so many conversations with dentists where they'd be saying, you know, I don't really want to sell my practice. You know, I get it, but you could, and you could do it easily and for a lot of money. And so I changed the language from sellable to valuable because what we're creating there is an asset. Right. And   In profitable, you've created a job. In scalable, you've created a business. In valuable, you've created an asset. So this is the key transition and the mindset shifts as well. So you go from being self -employed in profitable to being a business owner in scalable to being an investor in valuable. That's the different mindset that we bring to this.   The Dental A Team (40:23.975) When we think about the enterprise value line, really what we're trying to do in all of this, the big drivers of enterprise value are really about risk management and how do we reduce risk and then how do we drive earnings. So if we look at the value, again, I know anyone listening to this is an expert in valuation, probably cringe when I say this, but value is often described as the repeatable sustainable earnings times a multiple.   So we want to drive the earnings, which we've spoken about briefly already, and we want to be able to have a higher multiple. And what determines that multiple a lot is risk. So how do we de -risk the practice? So if I'm going to sell that practice, how could the next person come in and reproduce my results consistently from day one? And that comes back to identifying risk. And the biggest risk, of course, is key person risk. Right.   So we want to be able to not just replace the principal dentist to create the leverage that we spoke about at Scalable, but we want to identify the other key people in our team. We want to make sure that we have built training pathways into the practice for all the roles, not just for the associate dentist, but for your dental assistants, for your therapists or hygienists, for your expanded function dental assistants, for your receptionists, for your practice managers, all of those people. So we want to be able to...   replace people. I'm not trying to diminish people as I say that we want to be able to replace people if someone leaves the team quickly, well and reliably. Yep. So it's about understanding that. again, the other thing that I spoke about, repeatable sustainable earnings. If you've ever looked at subscription models, you and I probably live in this world a   I don't know about your business, we run a subscription based business and subscription based businesses that recurring revenue is more valuable because it's more predictable. Now in dentistry, there's a lot of talk about, do I have a subscription model and membership model? And that you could definitely do that. That's fine. But interestingly, we have the recall system, like din as a subscription model. So I was thinking, was like, it's not membership guys. It's your patients are actually a membership program.   The Dental A Team (42:50.611) Like because it comes every six months and that's what insurance is set up. That is literally a subscription model. That's genius. I had never thought of it that way. It's right there for you, right? So we want to make sure that we are really dialing in that repeat business. We want to make sure that we have predictable income and we can project with confidence that, you know, you were doing $360 ,000 a month, I think you said. And so we want to be able to know that next month I'm going to do $360 ,000 as well.   And the month after that, and the month after that, what we don't want is a roller coaster of revenue. We want to see stability of earnings growth. So stability of earnings growth is a metric that Warren Buffett uses to value companies. And so we want to see stability of earnings growth while we're de -risking the business. So I'm sorry that I've kind of a whole lot of stuff in there. Don't apologize because this is actually one of the number one reasons I love to podcast is because I get to talk to really cool people like yourself.   I get a geek out on dentistry. got a geek out on business. The two things I actually love to talk about. And for me, it was fun because these are things that I think about independently, but I don't have a lot of people to talk to about this because I'm supposed to coach it to a lot of people. I'm sure you feel similarly. We have a lot of clients who are coaching this, but to have somebody that I can talk to about these things, geek out with you on it. And I love that you talked about this valuable asset because I love to not think of always having this   because I was actually just talking with another financial investor advisor, dentist advisors, Ryan and I had this conversation the other day and he was talking about how sometimes once our business becomes this profitable asset, sometimes it actually makes more sense to keep it versus sell it because you're actually more profitable long -term because you've created this money -making machine. You're giving amazing value. You're providing incredible jobs.   that it actually is way more profitable than selling it off for millions. And let's be real, most of the people who build these businesses are highly driven entrepreneurs. So give yourself six months and you'll be building another business. why not keep the one that's super profitable, keep that thing churning and use it for other ideas. So I love that you talked about it as an asset. I just hope that the people listening today, I did a podcast with an author, his name's Jeffrey Shaw. He did the self -employed life, very, very talented author.   The Dental A Team (45:11.387) And I remember he and I talked about what makes really successful business owners. And we think that the key tipping point is business intrigue. Those who are intrigued by business, these conversations you and I are having, Jesse, because these are the things that spur the innovation, that spur the hard work of building that training facility, that gets you to dig deep and build a team of leaders. So that way you can pivot from base to base, like we just discussed. So go from profitable, like you said, and I love the imagery of like you're self -employed. Then you become a business owner.   And then what did you call it? Remind me. Investor. An investor. Like even just those mindsets are such different mindsets of how you view your business and where you're providing it. So Jesse, I loved it. I thought it was one of my favorite podcasts actually, and I hope all the listeners did. So Jesse, know you obviously work with dentists. You are a dentist. If people want more, I know you've got your podcast as well. just kind of share how people can get more Jesse Brown in their life like I need in my life. Sure. Well, you can find me at SavvyDentist .com.   the podcast is there. Come and have a listen. This is the sort of stuff we talk about and, Kira and I come and listen to the conversation Kira and I had on my podcast, which was about recruitment and ice cream. It's really, it's a great episode that Kira shared with our audience. So, that was great, but yeah, head across to savvydentist .com or join us on the, in the Facebook group, savvy dentist Facebook group. And we'd love to see you there. So yeah, you just, it's brilliant. Brilliant. I love it so much, Jesse.   Guys, check it out. Jesse, thank you for your time. Thank you for, I mean, sharing your nice haircut with me too. It was so fun to sit here and just feel like we were hanging out together. when Australia opens up to the rest of the world, you'll be one of my first people I want to come see. So super great to have you. So thank you again for being here today. thank you so much for having me. And we can't wait to see you down under. It would be great to have you here and I'd love to catch up and have a beer. Absolutely. All right, you guys, thank you all for listening and I'll catch you next time on the Dental Elite Team podcast.   The Dental A Team (47:06.003) That wraps it up for another episode of the Dental A Team Podcast. Thank you so much for listening and we'll talk to you next  

We hear conflicting messages regarding the status of the EV market. On the bright side, IEA predicts 17mEV to be sold this year, EV and Hybrids reach 50% market share in China for Q1, more than 500 EV models are currently on the market. On the dark side, Tesla and BYD deliveries were down in Q1_24, Tesla revenues were down 9% compared to Q1_23 and the price war has cut the EPS in 2.Has Tesla lost its mojo or will Elon refocus and reboot. Lots of announcements, but also a 10% cut in the workforce, and a depressed share price. Meanwhile the “Oil Street Journal” and other publications have been repeating ad nauseum (but falsely) that the EV Story is over.In fact, EV sales in Q1 2024 were 21% higher than Q1 2023. China led the way with at 31% growth with the US and Canada at 13%, and EU and EFTA trailing behind at a 7%. Removal of the BEV subsidies in Germany showing their full impact there.There are also a lot of questions about protectionism, as Elon Musk just declared that “Chinese automakers would "demolish" most of the world's other car companies if there were no trade barriers. Our observation is generally that the Chinese car companies are the most competitive car companies in the world,"To discuss this and the future of the EV market, Laurent brought James Carter to discuss all those news. James is a friend of the show and one of the top Auto experts in the world based in Toronto, Canada.And Gerard will be back with us next week. He was simply too busy successfully selling our German Rooftop Solar company Febesol to Thermondo. But that is a story for another day.The pod has just been named number 1 Energy Transition show. Thank you, guys. We love you all.--------PS: when referring to our friend Roger Atkins, Laurent said “Shanghai Auto Show”. Oooops its was Beijing Auto China from which he brings back wondrous stories, including a meeting with the legend Robin Zheng, CATL founder.