Podcasts about Engineering

Gentry Lee spent nearly five decades at NASA's Jet Propulsion Laboratory, and in that time he helped shape some of the most ambitious missions in the history of space exploration. A new documentary, “Starman,” chronicles his career and the big question that runs through it: is there life beyond Earth? Lee worked on every NASA mission to land on Mars, helped Carl Sagan bring the Universe to living rooms around the world with “Cosmos,” and oversaw dozens of active missions as Chief Engineer for the Solar System Exploration Directorate at JPL. Few people have had a front-row seat to the Space Age quite like him. In this episode, host Sarah Al-Ahmed sits down with Gentry at Planetary Society headquarters just one day after his retirement from JPL. He reflects on the colleagues who shaped him, the missions that changed our understanding of the Solar System, and why the search for life beyond Earth remains the most profound endeavor humanity has ever undertaken. Discover more at: https://www.planetary.org/planetary-radio/2026-starmanSee omnystudio.com/listener for privacy information.

What if alien life isn't carbon at all? Imagine crystal organisms growing across deserts, powered by lightning and forming vast mineral ecosystems. Could boron-based life exist somewhere in the universe—and even evolve intelligence?

What if alien life isn't carbon at all? Imagine crystal organisms growing across deserts, powered by lightning and forming vast mineral ecosystems. Could boron-based life exist somewhere in the universe—and even evolve intelligence?

Allen reports live from ACP OM&S in Orlando, where the crew discusses high attendance costs, a pay-to-play model that shuts out newcomers, and how the event compares to WOMA. Plus, Vestas CEO Henrik Anderson says he’ll leave Denmark if proposed wealth taxes go through, sparking a debate on executive pay and Danish culture. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! [00:00:00] The Uptime Wind Energy Podcast brought to you by Strike Tape, protecting thousands of wind turbines from lightning damage worldwide. Visit strike tape.com And now your hosts. Allen Hall: Welcome to the Uptime Wind Energy Podcast. I’m your host Allen Hall, and I’m here with Yolanda Padron, Rosemary Barnes and Matthew Stead. I am at ACP OM&S in Orlando. Home of Mickey Mouse and we’ve had, uh, this is our second day at OM and S and this is the conference where all the operators and the maintenance and the ISPs and all the new technologies show up to, to discuss their products and try to get some work for the summertime. Uh, so there’s a, a good number of vendors here. Solars here, not as much best as I would as expected, and obviously a lot to do with wind. [00:01:00] Uh, I know we’ve been talking internally on Slack and amongst one another. This is one of the, the most expensive conferences I have ever attended. It’s about $2,200 to attend just to get yourself into the door. Rosemary Barnes: And that’s US dollars too.  Matthew Stead: Real dollars.  Allen Hall: Green backs.  Rosemary Barnes: That’s like three and a half times what our event cost. What warmer cost. If you do the conversion  Allen Hall: yes.  Rosemary Barnes: And you get access to what? An exhibition and all of a whole bunch, a variety of amazing, informative, technical topics included with that ticket price, right?  Allen Hall: No. You get access to the exhibition, they will feed you some, uh, enchiladas and some, uh, free beer, but all the technical talks are extra. You have to pay. Uh, a couple hundred dollars  Rosemary Barnes: enchiladas and beer are a must have that everyone obviously wants, but talking about wind energy, totally optional. Nobody. Now, obviously not everybody is gonna wanna talk about wind energy, [00:02:00] so that’s, that’s an extra ticket that you need for that one. Allen Hall: Well, in order to go to the, I would call them technical talks, you have to pay for those. They have an A space in the middle of the convention where they’re doing what they call powered cast. Which are kind of modeled on podcasts, uh, that are sort of a produced thing where they have a panel up there. It’s similar what to where you’d done in Melbourne with Woma, but not with real technical people. The more polishing people. That’s what I saw. I don’t know a lot of the names and I’m pretty used to, to recognizing names of wind and it looks like to be a lot more policy people not. Blade experts or people like that. Rosemary Barnes: I’m a little bit confused because it’s very different to, you know, I love to complain about the Australian wind energy events, but this sounds very different to the way that it’s run here. Like usually at the exhibitions, the exhibitors pay like a bunch of money to be there, and what they want is people to come see it. So [00:03:00] usually here the exhibition is. Free to attend because you are there to be advertised to, you know, like it’s not some like amazing, valuable thing to you. It’s super valuable to the exhibitors. That’s why they have to pay, you know, $10,000 plus to, to be there. Right, but you are saying that they’re, they’re charging the, the attendees are, they’re giving the exhibition space away for free then? Allen Hall: No, the exhibition space costs a tremendous amount of money for a little tiny space. I’m actually in our slot, we share. A slot because the prices are so high, we’re sharing it with AC 8 83 who we love and with C and C onsite, who also we love. So it’s a good combination ’cause we like one another. We’re fun to hang out with, but it’s probably a nine by nine space. Uh, and then you have to pay for carpet and all the furniture that happens inside of that space, you can easily spend. $10,000 on a salon.  Matthew Stead: Question for you, Allen. So, um, how [00:04:00] does, how does the industry foster, you know, new, new technology, new companies, you know, growth of the industry, new ideas, so, you know, how does this event, um, foster those sorts of things? Allen Hall: It doesn’t because it’s really, it’s pay to play as Rosemary has pointed out a number of times and is frustrated by. In order to get heard, you have to pay to one, have a booth, or if you want to get up on stage, it costs money. It’s, it’s not a small amount, by the way. So, uh, if you’re a new company, you got a great idea. You even have traction. Say you’re TRL seven plus and you want to connect with operators, it’s hard to do that here. Uh, the operators tend to be a little gun shy and, and they’re. Off on the side. I, I know some of them obviously, ’cause I, I know who they are, but it isn’t like, uh, the operators are walking around necessarily talking to all the exhibitors. That’s not how this [00:05:00] works. What generally is happening is the operators are talking, uh, to people that are selling products in these conference rooms on the side. So those things are completely off the show floor. It’s not the best situation. Like, I gotta admit, I’ve been to a lot of other conferences like in aerospace. Those tend to be a little more free flowing.  Rosemary Barnes: It’s interesting ’cause it’s like, obviously you go to the events because everybody goes to the event and I’m sure you’ve had some great conversations. Um, however, you don’t need to go inside. Like when you go to one of these huge events, you’re trapped inside a windowless room for all day, every day for several days in a row. Like, why does it need, why does it need to be there if they’re discourage, actively discouraging people from going to any presentations? Why couldn’t you just grab a bunch of friends, you know, put on an open invite, Hey, we’re all gonna the beach this week. Let’s go talk wind energy at the beach. Like, I, I don’t understand why we need to subject ourselves to this sort of, this sort of event. Like I [00:06:00] just, it it’s gotten out outta control, don’t you think?  Allen Hall: It has. I would never talk wind energy while I’m at the beach. I go, that’s probably one place where I’m not talking wind energy, but there are other nice places you could be. To talk about what’s happening in the industry and, and that’s one of the frustrating pieces about this is, although I love a lot of the people that are here, it’s not a great place to share new ideas or to learn something new. It’s, it’s mostly a, a meet and greet and catch up a reunion in a sense. Of, Hey, we’re the survivors. That’s it. Part of it is that feel right.  Rosemary Barnes: It’s pretty hard though if you are not like, you know, everybody you need to talk to. And I started doing the same thing, like at the um, one, one of the recent events or one of the events last year in, in Australia. I was so fed up with it the year before. I’m like, I’m not giving them any money this year. I was at least allowed to go to the exhibition for free at that event. So, you know, at least that’s something, but I mean, I barely even did that. Anyway. What I did was I set up at a cafe near to the event and just, I just [00:07:00]scheduled meetings like back to back for two days. Um, everyone just came to the cafe. But that’s ’cause I know everybody, right? Like, it’s like someone that’s new to the industry can get nothing out of these events. Now it seems like it’s just, it’s so, it’s so sad. Like where, how, how are you going? Like, you know, people brand new to the industry. You used to be able to go to an event and just be like, okay, I’m gonna just have information overload for two or three days, meet a bunch of great people and I’ll come away feeling like I’m part of this industry. I just can’t imagine. That happening at the event that you are describing, that someone would, would show up and, you know, come away knowing a lot more about the industry and with, with a bunch of useful connections. Am I right?  Allen Hall: Uh, I think you’re right. There’s were a couple of people that I ran into that were new to the industry, trying to start a service provider or repair business, generally speaking that, or a drone business that we’re trying to get into the, the industry and we’re reaching out and talking to people and. The thing about [00:08:00] wind is when you actually get ahold of somebody, they will help you. It’s, it’s very, uh, open. What do you do? What are you trying to do? Wherever you talk, who you talk to, here’s some names that will happen, but it is daunting because there’s a lot of people here. You don’t know anybody, and there’s no way to really introduce them. I think that one of the things that, uh, American C Clean powered. Did, uh, that I noticed was they had like a first timers reunion space, so, or a meeting space so that it had some beach balls and a little Tahiti hut or whatever those tiki hut or whatever that was where you could kind of hang out because you knew. But I’m not sure that’s the best way to do that. I think, you know, American clean power could do a much better job of knowing who’s first time and connecting them. If the industry’s gonna grow, you need to be taking in new people and new ideas. To it. The only way you’re gonna be able to do that is if you actively make it happen. Matthew Stead: Did you learn anything new [00:09:00] so far?  Allen Hall: Not new. Uh, I, because we’re doing the podcast and we’re recorded several episodes in the last two days, I was able to ask specific questions like, what are you working on? What’s new? What’s coming out? And that’s the way to get to those answers. But if you’re walking the exhibit four, you would not see a lot of new technology and. Three years ago, I think four years ago, especially like during COVID, there was some pretty cool technology out on the show floor, uh, but not so much Today, the industry’s matured and, and it’s a tough industry to, to survive in. So what you generally see is companies that have been around 3, 4, 5 years that have made it, that are profitable, that are making good and income, and are providing a service and have sustained businesses, that’s what’s here today. Yolanda Padron: I think that a CP, the intent behind events like the one you’re, and Allen and the one we’ve, the ones we’ve all been to are, the intent is great, but the [00:10:00] execution isn’t super great. Not just from the the point of view of people coming in from new to the industry and wanting to start an ISP or something, but just from the owner operator. Point of view, you know, you’re, if you have to pay to go to specific talks or to go to technical talks that you don’t really know how much they’ll benefit you until basically the end of it. Once you see the information that’s gone into it and the practicality of everything that they, they’re talking about, and then when you’re walking in the showroom like four, like it’s a little bit daunting sometimes. There’s hundreds of companies. Sitting around in kind of like a maze, right? And it’s not always like, oh, you need lightning protection. Like that’s that area. Or you need better locks for your o and m buildings or for your towers or something. It’s that section like you’re just walking around everywhere. And then just. It kind of turns [00:11:00] into, like sometimes it can turn into just a game of like, if you’re going with a lot of colleagues, like a kind of a drinking day or a day to just see who can collect more freebies. Like I remember one year we had a group chat of like, oh, like every time you saw something cool that was like a, a merchandise thing, like you would put it in the group chat, like E 46 has this. And then we would all go and get it and it was. I don’t think that’s the intent behind what, what we wanted to do. It really wasn’t what we saw at oma if we’re being completely honest.  Matthew Stead: What I’m hearing is that there’s a really strong need in the US for another event. Is that, is that what I’m hearing?  Allen Hall: I think there needs to be a real technical event run by people who are technical experts. I think that’s it because there are a lot of new solutions out there, but you’re not gonna find them at OMX. That’s just not the place. Now, I’m sure a CP would dispute that and that’s fine. They [00:12:00] have their own opinion. But I think having attended this for several years and a CP and a number of other, uh, conferences in wins, there’s a small subset that are sharing solutions. It’s small and maybe there is need for one in America. It’s hard saying, Matthew, I. I think that maybe there’s is a time and place for it. I’m not sure America’s ready for it in, in a broader scope, but maybe something small. Maybe that’s the way to start off, is to do something small. Bring in the people we know and love from around the world have, go back to Rosemary’s point. Maybe we do something by the, by the pool or by the ocean. Maybe we do talk wind energy for, for an afternoon.  Rosemary Barnes: I understand why you can’t, um, have an event at. A resort. And it was suggested actually to me a couple of times, like people when we were organizing Wilma, why is this in Melbourne? Why isn’t this in the Maldives? Or you know, some, something like that. And the [00:13:00] one of the reasons like for us, ’cause in our Melbourne event it’s a, you know, it’s a very low cost event. We don’t make any money from it. It’s small. At least half of wind energy People in Australia are living in Melbourne, so it’s very, you know, easy for them to go to that it doesn’t, it doesn’t cost much or take much time. So that was that reason. But I think that, you know, more broadly, like say we did a global event and we put it in the, in the malice or in Fiji or Hawaii or whatever, like, people aren’t gonna get that approved from their managers, right? So even though you know, you’ve spent, I don’t know how much the technical sessions were, but by the time that you’ve gotten to a CP, if you had to. Even, you know, fly there in Australian hotel for a few nights, like it’s gonna be, you know, four grand or something. You can get to a nice location, probably an all-inclusive resort for a week, somewhere nice for similar money. Like you would spend more time having quality conversations and it would be, you know, nice and enjoyable, but [00:14:00] your manager is never gonna approve that. So I think that’s the challenge. To find somewhere that’s like nice and conducive to being relaxed and open, but that doesn’t sound like. So obviously a junket that no one will get approval to go to it. That’s the, that’s the challenge.  Matthew Stead: Um, just this week we got the feedback from the WMA conference. So we got, um, some of the results from the survey and I think, uh, probably the key thing to me was that we achieved 4.6 out of five, um, star rating. Um, everyone gave it a four or a five. And we know people that give things four out of five actually mean five. So I think we did really well. So, uh, and the feedback was also, um, you know, the technical content, but people want more, more and more, uh, technical content and, and the interaction with people. Rosemary Barnes: That’s a really, a really key thing to get feedback on if there are. Experts or categories of information that you would like to see covered that haven’t been, because I think, like we talk a lot about how, what the [00:15:00]problems are with a pay to play kind of model where speakers pay and get up and give a sales pitch and you know, there’s a lot of problems with that. But then when it’s the other way around and you know, we’re choosing speakers that we know are good, then you fall into the risk of having it become cliquey where it’s just, you know, like all our friends over and over again. It’s uh, like hard for us to both vet the quality and bring in people that we don’t know. So that’s where the outside feedback is gonna make that a lot better. Um, and it takes a long time, you know, you do, ’cause you, you do need to get to know a speaker before you can decide whether they’re gonna get up in the acne. You don’t sell at you for half an hour when they were supposed to, you know, do something informative. So, would love to hear that feedback.  Matthew Stead: I think the proof is in the pudding because, uh, at for woma, no one said that they were unlikely to attend.  Allen Hall: Oh, I, I would hate to see what the numbers are gonna be for OMS this year. Uh, ’cause you know, you know why I say that? Because a lot of people that have exhibited in the past do not have a booth this year, and they’re walking [00:16:00] around the show. And to me that’s an alarm signal. They should have a booth. They have good things to talk about. They’re a successful company. They’re doing great things to win, but they feel like this is just too much. It’s too much. Eventually you reach too much. I think we’re there.  Rosemary Barnes: I think it’s been a really good, like, uh, a big event with an exhibition can be a real money maker. And for, you know, like, uh, assuming that SAP uses this. The money that they make from this event to deliver services for the American Wind Industry. Uh, I mean, you, you know, you can probably argue about how well or not they do that. I don’t have an opinion ’cause I’m not in America. But, you know, like, I, I’m not saying that that’s not the, um, a, a noble goal and a good thing to, for the business to be doing. However, I think that it, that you can overshoot and, you know, so you can make a, a bunch of money for a few years. You know, you’ve got a good reputation for your event. You’ve got everybody comes to it. You can charge squillions to exhibitors. You can charge squillions more to speakers. You can even start charging people to watch the speakers who have [00:17:00] paid to be there. Probably, I don’t, I don’t actually know in this case, my assumption. Um, but at some point. Like you’ve cottoned on that, hey, it’s not actually worth paying extra for the, um, you know, to go watch the speakers. And the last one of these, you know, similar Australian events I was at, I was like, Hey, it’s not actually worth me paying to go into there because I can get all the benefits by just being near to it, like then. Once you don’t have heaps and heaps of people moving through, then exhibitors don’t wanna pay $10,000 to be there. Um, and so like, it’s just, it’s not sustainable to run the event like that. And that’s what I don’t think that, um, a lot of these event organization companies, especially the ones that aren’t run by an industry body, um, the ones that are just run by a company who exist to make money off events. You know, like they’re not, I don’t think that they’re planning these events to be sustainable in the long term and to improve the industry.  Matthew Stead: Can I ask, um, a question for Yolanda and Allen. Um, so assuming this money for a CP [00:18:00] ends up as lobbying money, do you think lobbying at the moment actually helps? Allen Hall: Here’s the feeling about it on the floor, and I haven’t talked to everybody here clearly. But the significant percentage I had talked to thinks that the policy efforts have not borne fruit, and that in some aspects, uh, they have increased the tension. Whether they’ve intentionally have done that or not, I don’t know. But I think the feeling on the floor here, the last two days has been the industry is in a quote unquote downturn or a pause, and they’re waiting till 2028 to see what happens. That’s not the answer I wanted to hear. And also at the state level, I think, uh, the amount of policy changes that are happening are not pro wind, pro solar or pro best, except maybe in a couple of states. So, uh, you feel like although [00:19:00] American clean power is on a national level, you will also like them to be at a state level, helping move some things forward and stop some of the prohibitions that are happening, or to get some of the permits issued. That’s one of the things that popped up today, talking to someone in the know as that permits are hard to get hold of in some states. Well, American Clean Power is supposed to be helping with that. I’m not sure that they are, at least if they are, you can’t see anything visible happening. From the outside, which is a shame. That’s really a shame. So, you know where we go from here? I, I, I’m kind of in Rosemary’s camp. I had no idea. Uh, next year gonna be really interesting. I, I don’t know what the numbers of attendees are. Uh, I’m guessing a couple thousand people are here. I’m guessing, let’s just say it’s 2000 people. I may be off plus or minus. Well, not on the negative side. It’s more than a thousand people here, but it’s not 10,000. That’s for sure.  Yolanda Padron: I think that, uh, someone at Woma summed it up really [00:20:00] well when they said that, um, we need to shift the conversation from this is the right thing to do to this, is this, we should make this to be cost effective and it should be the obvious decision to make. Right? Just from a financial standpoint. Uh, and I think, I think that’s right from my, uh. Personal interactions with a lot of people in dc I think that lobbying really helps regardless of the political party that one is affiliated to. Um, just, just the way that sometimes our, our system seems to. I not, not to say that anything’s negative, I think it’s, I mean, it’s just the, the way things pan out, uh, oftentimes in the [00:21:00] us. Um, yeah, I mean, I’ve, I’ve heard from. From both sides.  Allen Hall: Well, to Yolanda’s point, I would say we don’t belong to American clean power because one, it’s expensive and as a small business, does it make sense as the changing policy that helps me? The answer to that historically has been no. It doesn’t mean it’s not gonna happen in the future. I think a lot of. Companies of our size are saying the same thing. There are some that have been here a lot longer that have knew a CP before it was a CP when it was a, a slightly different organization and they’ve continued on on, on some level just I think because they’re familiar with it. But I think the newcomers are having a heart attack. And I would consider me to be a newcomer that we’ve been in wind since about 2012 or 2013, so we’ve been in it quite a while at this point. But there’s some old guard here. The new. The new players though, I think are struggling. I think there’s very few new companies that are flashy. Like we saw in San Antonio a [00:22:00] couple of years ago at American Clean Power. We’re like, wow, there are some boosts here. And man, there’s some firepower happening and some really good marketing and some new products and new ideas. That’s not. That’s not here. Not, not this year. Delamination and bottom line, failures and blades are difficult problems to detect early. These hidden issues can cost you millions in repairs and lost energy production. C-I-C-N-D-T are specialists to detect these critical flaws before they become a. Expensive burdens. Their non-destructive test technology penetrates deep to blade materials to find voids and cracks. Traditional inspections completely. Miss C-I-C-N-D-T Maps. Every critical defect delivers actionable reports and provides support to get your blades back in service. So visit cic ndt.com because catching blade problems early will save you millions.[00:23:00] Denmark has long been the home of the wind industry, but now our proposed new wealth taxes threatening to push one of its most prominent executives out the door. And Henrik Anderson, chief executive officer of Vestas says he will leave Denmark rather than pay the new tax, even if it costs him tens of millions of Broner and exit fees. Uh, Anderson earned 32 million Kroger last year, and estimates he pays an effective tax rate of 60% already. He argues Denmark already leads Europe in income taxation and adding a wealth tax crosses the line and he, if he goes, he warns senior leadership could follow. Now, that’s a pretty bold statement for someone who was seen as one of the leadership. Uh, a group of Denmark on the industrial side. Of course,  Rosemary Barnes: I’d argue it’s also culturally, [00:24:00] culturally not a super Danish thing to, to say at least publicly. Um, yeah, I dunno how many Danish listeners we’ve got, but one thing that I learned when I lived there, they’ve got this thing called yte Long. I think it comes from an, an old book, like fictional book, but it does pretty. Well, Danish people say it pretty accurately describes Danish culture. I’ve just, uh, looked it up. But, um, so it’s Y Y’s law and that has 10, there’s 10 rules in Y’s law and they are, one, you’re not to think that you are anything special. Two, you’re not to think you are as good as we are. Three, you’re not to think you are smarter than we are, or you’re not to imagine yourself better than we are. You know, it can, it continues down like that. But I just wonder like, is the Danish wind industry, have they flown too close to the sun? Have they become too thought themselves too special? Is this an example of where Denmark Danish people would say, you know [00:25:00] what? Who do you think you are when dentistry, you think that you’re better than us? You think you’re smarter than us? Do you think that you don’t deserve to contribute to society? Because that is one of the biggest cultural differences that I found in in Denmark, was that people genuinely think that they have the um, responsibility when they’re doing well to make sure that everybody else in society is doing well. This is an interesting cultural moment for Denmark, is all I would try to say that this to me, I’m very interested to see how Danish people respond to this idea that. We’re gonna, we’re gonna leave now because we don’t wanna share our, uh, wealth with the Danish, with Danish society as a whole  Allen Hall: 32 million kroners, that’s actually extremely low and in the United States. Uh, there are thousands of companies, much smaller than Vestas, where the CEO is making a lot more than that, and to give half of that, more than [00:26:00] half of that away, so the CEO is taking home a million and US dollars, like 1,000,002, that’s not a tremendous amount of money. I for the responsibility which are on that person’s shoulders. I could see being a little upset about that. And obviously he travels in circles in which he meets a lot of people that are making a lot more money come to America, stop at a, I don’t know, there’s a lot of places, machine shops that’ll make more money than that. Uh, so I think there’s a right to be upset about it. You know, the, everything that’s happening in Denmark at the moment, I’m trying to. I feel like Denmark is getting it together. And then these things happen and I start to worry again. Uh, there’s, there’s so many things that have happened in the United States. They’re pushing against Denmark, and I feel, I’m always apologizing to my people I know in Denmark and like, this is another one. Like, oh, geez, yeah, we, you know, vest can move to America. Oh, no, no, no, no. I want buses to be where it is. Stay [00:27:00] there. But I think there’s opportunities for investors to move and you kind of get the feeling that they’re leaving Denmark slowly. Have you noticed that recently?  Rosemary Barnes: Maybe. I mean, uh, all of those Danish wind energy companies used to manufacture in Denmark and barely, there’s barely any Danish manufacturing now. So I mean, to a certain extent this is, you know, started a long time ago, but I also think that the, what you described at the tax of the CEO income and the income not being high, it’s not just, uh. Top 1% kind of issue. That’s something that I, I definitely felt it when I worked there, but I think that like, would your average Danish person wish that CEOs were paid more like Americans and that Danish society became more like American with a huge wealth inequality? I, I’m gonna go out in a limb and say. 90% plus of Danish people would absolutely abhor the idea of that happening there. And they will be very firmly on side of you should be, um, CEOs should not be [00:28:00] making that much money and people that are making a lot of money should be paying a lot of tax to support the rest of society at just, I, I, I’m. Pretty sure that he is like a really core cultural value.  Matthew Stead: I think he is good at, I mean, things don’t change unless things change. And, um, uh, I think it’s good for him to be pushing and, you know, making this a, a public discussion and a public topic. I mean, if he hadn’t have come out talking about this problem, we wouldn’t have been talking about it. So, uh, I think yeah. Good on him for raising it and for being brave. I mean, you, like you say, Rosie, um, is not traditional cultural. Values in, in, in Denmark, but, you know, good on him for, for pushing the, pushing the, the, the barrow.  Allen Hall: It’s, it’s hard, right? I think Vestas works in a global community and they see all different kinds of cultures and all kinds of economic systems, and they operate in all of ’em. And, uh, the CEO of Vestus were in the United States and they have a large manufacturing presence in the United States. Let’s face it. [00:29:00] Uh, easily making 10 million in the United States, maybe more easy. And I don’t think they’re paying him nearly enough for the work that he has done and things that he has accomplished. You have to admit, the CEO of Vestus has really put a lot of time and effort into that company and has improved it in ways that are somehow, uh, never discussed, but are, in my opinion, immeasurable. So for the long-term health of that company, they are seen as the preeminent wind turbine manufactured today. That’s hard to do. That wraps up another episode of the Uptime Wind Energy Podcast. If today’s discussion sparked any questions or ideas, we’d love to hear from you. Reach out to us on LinkedIn and don’t forget to subscribe to you. Never miss an episode. And if you found value in today’s this conversation for. Please leave us a review. It really helps other wind energy professionals discover the show for Rosie, Yolanda and Matthew. I’m Allen Hall, and we’ll see you here next week on the Uptime Wind Energy [00:30:00] Podcast.

Dr. David Sedlak is the Plato Malozemoff Professor in the Department of Civil and Environmental Engineering, Co-Director of the Berkeley Water Center, Deputy Director of the National Science Foundation Engineering Research Center for Reinventing the Nation's Urban Water Infrastructure, and Director of the Institute for Environmental Science and Engineering at the University of California, Berkeley. In addition, he is author of the book Water 4.0: The Past, Present, and Future of the World's Most Vital Resource. David is working to create technologies that will allow future generations to have access to adequate amounts of clean, safe water. When David isn't working, he enjoys long-distance running. He often runs along the many trails in the Berkeley area, and he participates in an annual local trails marathon. David earned his Bachelor's degree in environmental science from Cornell University. After college, he worked as a Staff Scientist at Environ Corporation in Princeton, New Jersey. David then attended graduate school at the University of Wisconsin, Madison where he was awarded his Ph.D. in water chemistry. Prior to joining the faculty at UC, Berkeley, David conducted postdoctoral research at the Swiss Federal Institute for Environmental Science and Technology in Dübendorf, Switzerland. Throughout his career, David has received numerous awards and honors, including a National Science Foundation CAREER Development Award, the Paul L. Busch Award for Innovation in Applied Water Quality Research, a Fulbright Senior Scholar Award, a Fulbright Alumni Initiative Award, the U.S. National Academy of Engineering Gilbreth Lecture Award, and the Athalie Richardson Irvine Clarke Prize for Excellence in Water Research. He has also been named an Elected Member of the U.S. National Academy of Engineering, as well as a Rydell Distinguished Visiting Professor at Gustavus Adolphus College and the Francqui Foundation Chair, Ghent University. In our interview, David shares more about his life and research.

In this episode, Dave and Jamison answer these questions: I'm a software developer with about 15 years in the industry, and I am soon starting as the CTO of a robotics company with about 50 employees. Though I have years of experience and an academic background within the field of robotics, I have always been focused on the software side of things. In my new role, I am ultimately responsible for the hardware team as well. How do I go about earning the respect, and becoming an effective leader, of my new colleagues working in a field in which I am not an expert myself? Hi, I'm meowmeow, and I've enjoyed your podcast for a long time. I'm working at a small engineering company which don't have lots of profit. Recently, the PMs at my company(including the CEO) have started “vibe coding” directly on our product. They've even added PMs to the project planning list as contributors. Whenever they open a PR, the code is AI-generated and reflects their personal working style. The code quality is fairly low and engineers end up spending a lot of time reviewing and fixing it, even though we're already under a heavy workload. Our CEO comes from a product management background. He believes PMs should write code and deploy their own implementations, and that engineers are not fast enough and should simply move faster. I've already been feeling stressed due to the workload, and this situation seems to be making it worse. Engineering leadership doesn't seem able to push back effectively. What should I do?

We love a good “never quit” mantra. Hustle. Grind. Push through. Stay committed. But what if the bravest move isn't doubling down… it's pivoting? In this episode of This Is Woman's Work, Nicole Kalil sits down with Melissa Gonzalez — principal at MG2, shareholder at Collier's Engineering and Design, founder of The Lioness Group, and author of The Purpose of Pivot: How Dynamic Leaders Put Vulnerability and Intuition into Action — to unpack one of the hardest leadership and life questions: How do you know when it's time to pivot? Because staying the course can be grit… or it can be self-betrayal.And pivoting can be courage… or it can be avoidance. The line? Blurry as hell. Together, they explore how to tell the difference between fear and intuition, discomfort and misalignment, commitment and stuckness — and how to make intentional, purpose-driven decisions without blowing up your entire life (unless you actually need to). They explore: The physical and emotional signs it's time to pivot How to run an “energy audit” to see what fuels vs. drains you The difference between purposeful change and running away Why clarity about your purpose makes decisions easier How to stop letting other people's opinions drive your choices Because pivoting doesn't require certainty. It requires discernment. And staying isn't noble if it's shrinking you. The goal isn't to get it perfect. It's to stay in relationship with yourself while you decide. Thank you to our sponsors! Shopify has everything all in one place, making your life easier and your business operations smoother. Sign up for your one-dollar-per-month trial today at shopify.com/tiww  Connect with Melissa: Website: https://www.melissagonzalez.com/ Book: https://www.amazon.com/Purpose-Pivot-Dynamic-Vulnerability-Intuition/dp/1394329474  IG: https://www.instagram.com/melsstyles/ LI: https://www.linkedin.com/in/melissagonzalezlionesque/ Related Podcast Episodes: 129 / 4 Truths of Radiant Change with Kristen Lisanti 5-Steps To Making Big Decisions with Abby Davisson | 222  How To Rewire Patterns That No Longer Serve You with Judy Wilkins-Smith | 323 Share the Love: If you found this episode insightful, please share it with a friend, tag us on social media, and leave a review on your favorite podcast platform!

How Behavior-Driven Design Is Defining the Future of the Home KBIS Series 2026, findings and experiences from the Kitchen & Bath Industry Show, recorded live from the KBIS Podcast Studio presented by AJ Madison. This was the second year of this program and we built on last year's show with even more experts in the industry sharing experience, findings and industry-leading insights. KBIS Podcast Studio Resources: KBIS AJ Madison NKBA LUXE Interiors + Design SubZero, Wolf & Cove SKS | Signature Kitchen Suite Hearth & Home Technologies Kitchen365 Green Forrest Cabinetry Midea What happens when home innovation prioritizes real-world habits over flashy, unnecessary features? This conversation explores how a deep understanding of how people use their appliances every day leads to intentional solutions that fit every lifestyle.  Join Justin Reinke, Head of Product Marketing at Midea, and Ryan Shaffer, Sr. Technical Product Planning Engineer at Midea, to discuss how hundreds of hours of in-home observation drive breakthroughs in everything from acoustic comfort to specialized hygiene. By analyzing universal pain points—like the rise of sustainable drinkware and open-concept living—we examine the R&D required to make daily chores easier through practical, performance-driven design that works harder for the household. For decades, appliance innovation followed a predictable formula: more features, more technology, more complexity. Digital displays replaced analog controls. Connectivity introduced remote operation. Artificial intelligence promised optimization. But somewhere along the way, innovation lost sight of its most important objective—serving the human being. Today, that philosophy is changing. At KBIS 2026, one of the most important conversations wasn't about technology itself, but about behavior. Appliance manufacturers are increasingly recognizing that true innovation does not begin in engineering labs. It begins in homes—watching how people live. This shift represents a fundamental evolution in product development. Instead of asking what technology can do, manufacturers are asking what people actually need. Consider the refrigerator. It is opened dozens of times each day, often absentmindedly, during moments of distraction, urgency, or fatigue. Every movement—the height of a shelf, the accessibility of a drawer, the ease of filling a glass—shapes the user's experience. These micro-interactions define whether an appliance feels intuitive or frustrating. Similarly, dishwashers must now accommodate modern behavioral realities. Reusable bottles, travel tumblers, and complex accessories require flexibility that traditional rack designs never anticipated. Washing machines must operate quietly enough to coexist within open-plan homes, where appliance noise becomes part of the lived environment. These are not technological problems. They are human problems. The most forward-thinking manufacturers have embraced observation as their primary design tool. By studying real households, engineers and designers can identify friction points invisible in traditional research. The goal is not to add features, but to remove obstacles. This approach also challenges the industry's historical obsession with specifications. Feature lists do not guarantee usability. Connectivity does not guarantee convenience. Technology that requires explanation has already failed its most important test. The future appliance must be intuitive. It must integrate seamlessly into daily routines, supporting behavior rather than disrupting it. It must operate quietly, reliably, and predictably. It must reduce mental load, not increase it. Perhaps most importantly, it must respect the reality that appliances are not aspirational objects. They are functional infrastructure. They exist to support life, not define it. This shift toward behavior-driven design reflects a broader maturation of the appliance industry. Innovation is no longer measured by novelty, but by invisibility. The best appliances do their job so well that users never think about them at all. In the end, the future of appliances will not be defined by how advanced they are. It will be defined by how effortlessly they serve the people who depend on them every day. Behavior as the Foundation of Innovation Product development begins with observing real-world habits. Behavioral insights reveal needs consumers rarely articulate. Design solutions prioritize intuitive use over technical novelty. Practical Innovation vs Feature Saturation Most consumers use only a small percentage of available features. Simplification improves usability, adoption, and satisfaction. Innovation must solve real problems—not marketing problems. Appliances as Infrastructure for Daily Life Refrigerators open dozens of times daily, making ergonomic design critical. Dishwashers, washers, and refrigeration now integrate into behavioral routines. Appliances increasingly support lifestyle efficiency, not just task completion. Noise Reduction and Environmental Integration Open floor plans make acoustic performance essential. Quiet operation improves perceived quality and livability. Engineering focus has expanded beyond performance to experiential comfort. Replacement Market Realities and Design Flexibility Most appliance purchases are replacements, not full remodels. Products must integrate visually and functionally with mixed-brand kitchens. Flexible, accessible design supports long-term usability. Sustainability Through Longevity and Efficiency Sustainability now includes durability, waste reduction, and performance efficiency. Better storage and preservation reduce food waste. Long product lifecycles contribute to environmental responsibility.

This CEO Shares The Importance of Staying Super Focused.Meet Steve Harshbarger, CEO Sono-Tek $SOTKGuestSteve Harshbarger, CEO & President Sono-Tek $SOTKBioMr. Harshbarger has over 30 years of experience in ultrasonic coating equipment for the electronics, medical device and advanced energy industries. He joined Sono-Tek in 1993 and was appointed President of the Company in 2012, elected a Director in 2013, and in August 2020, he assumed the Chief Operating Officer position as well. As President, he directed the Company's Sales, Marketing, Engineering, Service, and Manufacturing Operations. Prior to becoming President, Mr. Harshbarger served as Sales Engineer, World-Wide Sales and Marketing Manager, Vice President & Director of Electronics and Advanced Energy (E&AE) and Executive Vice President. In his years managing the sales organization, Mr. Harshbarger established a worldwide distribution and representative network in more than 40 countries consisting of more than 300 people, and contributing to revenue growth of greater than 400%.Prior to joining the Company, Mr. Harshbarger was the Sales and Marketing Manager for Plasmaco Inc., a world leader in the development of flat panel displays. In that position, he established that company's distribution network, participated in venture capital funding, and introduced the first flat panel technology to Wall Street trading floors. Mr. Harshbarger is a graduate of Bentley University with a major in Finance and a minor in Marketing.Company & Biowww.sono-tek.comSono-Tek Corporation (Nasdaq: SOTK) is a global leader in the design and manufacture of ultrasonic coating systems that are shaping industries and driving innovation worldwide. Our ultrasonic coating systems are used to apply thin films onto parts in diverse industries including medical devices, semiconductors, microelectronics, alternative energy, advanced industrial manufacturing, and research and development sectors.Sono-Tek has a long history of providing advanced coating solutions to the medical device industry, enabling precision coatings for life-saving technologies such as stents, balloons, diagnostic devices, and various drug delivery platforms. At the same time, our expertise in semiconductor and microelectronics applications continues to expand, as customers increasingly turn to Sono-Tek for solutions supporting next-generation chips, displays, and sensors. Alongside these markets, our technologies are also leading the way in next-generation clean energy coatings for fuel cells, carbon capture, advanced solar cells, and various other advanced industrial applications, underscoring the versatility and broad reach of Sono-Tek's ultrasonic coating platforms.Our product line is rapidly evolving, transitioning from R&D tools to high-volume production machines with significantly higher average selling prices, showcasing our market leadership and adaptability. Our comprehensive suite of thin film coating solutions and application consulting services ensures unparalleled results for our clients and helps some of the world's most promising companies achieve technological breakthroughs and bring them to market. We strategically deliver our products to customers through a network of direct sales personnel, carefully chosen independent distributors, and experienced sales representatives, ensuring efficient market reach across diverse sectors around the globe.Our growth strategy is focused on leveraging our innovative technologies, proprietary know-how, unique talent and experience, and global reach to further develop microscopic coating technologies that enable better outcomes for our customers' products and processes. For further information, visit www.sono-tek.com.

Revolutionary Quantum Engineering with David Reilly and Tom OhkiHave you ever wondered what it takes to build computing systems that work at temperatures colder than outer space? David Reilly and Tom Ohki are tackling this exact challenge, leading a "special ops" team of engineers from their unique position at Emergence Quantum—the startup born from Microsoft's Station Q program. They're not just building quantum computers; they're creating the entire infrastructure ecosystem that will make scalable quantum computing possible.Episode SummaryThis episode explores how quantum computing's most challenging engineering problems are being solved from the ground up. David Reilly (former Station Q lead) and Tom Ohki (ex-Raytheon BBN Technologies) share their journey from academic research to building Emergence Quantum—a company focused on the systems-level challenges of quantum computing and beyond.Unlike typical quantum startups racing to build better qubits, Emergence takes a "qubit-agnostic" approach, focusing on the critical control systems, cryogenic electronics, and infrastructure needed to scale any quantum platform. Their work spans from cryo-CMOS control systems that operate at millikelvin temperatures to revolutionary applications of cryogenic cooling in classical data centers.What You'll LearnHow cryo-CMOS technology solves the fundamental wiring bottleneck that prevents quantum computers from scaling beyond hundreds of qubitsWhy the "special ops" team model enables breakthrough engineering when tackling unprecedented technical challenges across quantum and classical computingHow cryogenic cooling could transform classical data centers by dramatically reducing power consumption and improving processor performanceThe systems-level thinking required to build quantum computers that actually work at scale, beyond just improving individual qubit performanceWhy Australia offers unique advantages for deep tech R&D companies focused on long-term hardware development rather than venture-driven growthHow quantum computing infrastructure development creates spillover benefits for classical computing, sensing, and other cryogenic applicationsThe historical parallels between today's quantum engineering challenges and the foundational R&D that built the internet and early computing systemsWhy "qubit-agnostic" approaches to control systems provide more flexibility as quantum hardware continues evolvingCompany & Guest LinksEmergence QuantumDavid ReillyTom OhkiSponsorqubitsok — Cut Noise. Work Quantum. The quantum computing job board and arXiv research digest built for the community. - Job seekers & researchers: Subscribe free at qubitsok.com — weekly job alerts + daily paper digest filtered by 400+ quantum tags. - Hiring managers: Post your quantum role and reach 500+ targeted subscribers. Use code NEWQUANTUMERA-50 for 50% off your first listing at qubitsok.com/post-job.Research & PapersNature paper on cryo-CMOS coexistence with spin qubits (referenced Dirac collaboration)Historical cryo-CMOS research from the 1950s-presentOrganizations MentionedMicrosoft Station Q (former quantum research division)Raytheon BBN Technologies (internet pioneer, quantum research)University of SydneyTechnologies & ConceptsCryo-CMOS: CMOS electronics operating at cryogenic temperaturesDilution refrigerators: Ultra-low temperature cooling systemsSuperconducting quantum devices and control systemsKey Insights"We recognize that although quantum is very much moving into more traditional engineering domains, there's still so much fundamental research—you have to walk both paths. It will be both fundamental science and applied engineering, all at the same time." — David Reilly on the dual nature of quantum development"Every member had this deep expertise, and we were able to progress in a flexible agile way. That was exactly the secret." — Tom Ohki on building high-performing technical teams"You could ask the question: what are the attributes of scalable qubits, given the constraints of what you can build at the control layer?" — David Reilly on systems-level thinking"If you don't believe in [scaling classical cryogenic computing], but you believe in quantum computing, there's some mismatch here—because the fundamental aspects are completely identical." — Tom Ohki on infrastructure requirements"We're not trying to disrupt the incumbent technology. We're trying to improve it. But along the way, we're building the foundation for a world beyond that." — David Reilly on their strategic approachCommunity & Next StepsReady to dive deeper into quantum systems engineering? Subscribe to New Quantum Era to catch every episode exploring the engineering breakthroughs that will define quantum computing's future.Share this episode with colleagues working on complex technical systems—the insights on team dynamics and long-term R&D strategy apply far beyond quantum computing.Join our community of quantum computing professionals, researchers, and technically curious minds who are shaping this field's development.

Allen covers a substation failure that has left Scotland’s 882 MW Moray West farm half-offline since November, GE Vernova’s new Italy contract and Milan factory investment, Iberdrola’s sixth Australian acquisition of 2026, and Flender India’s new gearbox test rig near Chennai. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! The wind industry had quite a week. Let us start in Scotland, off the rugged north-east coast, where something has gone quietly wrong. Ocean Winds and Ignitis built Moray West, an eight hundred and eighty-two megawatt offshore wind farm — one of the largest in Scotland. But one of its two offshore substations has been offline since November. Half the farm’s capacity … gone dark. And there is more. The project missed a contractual milestone last September under an off-take agreement. That triggered an event of default under its project lending agreements. The lenders and the sponsors have agreed to a short-term waiver. Discussions are described as constructive. Commercial operations, originally expected last year, are now targeted for sometime in 2026. Eight hundred and eighty-two megawatts … waiting. Now, let us travel south to Italy. GE Vernova has won a contract to supply seventeen onshore turbines to IVPC Group’s Fortore wind farm in the Benevento region of southern Italy. The project tops one hundred megawatts. Turbine deliveries begin in twenty twenty-seven. GE Vernova is also investing thirty million dollars to expand its Sesto San Giovanni plant outside Milan. That investment boosts production of transformer bushings, the insulating components that keep high-voltage equipment running. About fifty new jobs are coming to that facility. And GE Vernova’s two-piece blade design for its six-point-one megawatt turbines is already drawing attention as developers scramble to crack Italy’s notoriously complex logistics and permitting hurdles. Italy is a market in motion. Now, to the other side of the world. Iberdrola has completed the acquisition of the Ararat wind farm in Victoria, Australia. Two hundred and forty-two megawatts. Operational since twenty seventeen. This is Iberdrola’s sixth transaction of twenty twenty-six alone, and it marks the Spanish giant’s first owned generation asset in Victoria, Australia’s second most populous state. Iberdrola now operates in five Australian states with more than twenty-five hundred megawatts of installed capacity. Victoria has set a target of ninety-five percent renewable energy by twenty thirty-five. Iberdrola intends to help get it there. And finally, from Chennai, India, comes a story about getting ready for what is coming. Flender India has just inaugurated its largest and most advanced gearbox test rig for wind turbines at its Walajabad facility near Chennai. The project began in January of twenty twenty-five at Flender’s Voerde site in Germany. From start to finish, thirteen months. Final assembly, three months. This is a collaboration between Flender’s operations in Germany, China, and India. CEO Andreas Evertz called it a testament to their global commitment to driving renewable energy solutions worldwide. India’s wind market is growing fast, and Flender is making sure it can test every gearbox that growth demands. So, let us step back and look at the picture. A Scottish offshore wind farm sits half-dark while its owners negotiate with lenders. GE Vernova plants its flag in southern Italy and invests thirty million dollars in an Italian factory. Iberdrola expands to a sixth Australian transaction in a single year. And Flender India builds the biggest gearbox test rig on the subcontinent. And that is the state of the wind industry for the ninth of March, twenty twenty-six. Join us for the Uptime Wind Energy Podcast tomorrow

In a post-scarcity civilization where material needs are met, black markets don't vanish—they evolve. Explore why scarcity shifts to identity, risk, privacy, and desire.Get Nebula using my link for 50% off an annual subscription: https://go.nebula.tv/isaacarthurWatch my exclusive video Lazarus Protocols: https://nebula.tv/videos/isaacarthur-lazarus-protocols-reviving-civilizations-after-extinctionCheck out Abolish Everything https://nebula.tv/abolish?ref=isaacarthur

In a post-scarcity civilization where material needs are met, black markets don't vanish—they evolve. Explore why scarcity shifts to identity, risk, privacy, and desire.Get Nebula using my link for 50% off an annual subscription: https://go.nebula.tv/isaacarthurWatch my exclusive video Lazarus Protocols: https://nebula.tv/videos/isaacarthur-lazarus-protocols-reviving-civilizations-after-extinctionCheck out Abolish Everything https://nebula.tv/abolish?ref=isaacarthur

The musical film The Little Mermaid was released in cinemas on 24 May 2023. This movie highlights the importance of representations in the media. This effect has a name: the Scully Effect. The combination made for an unprecedented representation of women on TV at the time, with audiences far more accustomed to seeing scientists played by white men. The fields of Science, Technology, Engineering and Mathematics are grouped together under the name of STEM professions. And Dana Scully was one of the first female characters in such a field to feature on prime-time TV, which would inspire a generation of young women to start careers in STEM professions. The phenomenon has become referred to as the Scully Effect. Is there any data to back it up? Why did Scully become such an inspirational figure? In under 3 minutes, we answer your questions! To listen to the latest episodes, click here: ⁠⁠What is the best time of day to take a shower?⁠⁠ ⁠⁠How can I recognise ultra-processed foods?⁠⁠ ⁠⁠How does the 3-30-300 rule affect my mental health?⁠⁠ A Bababam Originals podcast written and realised by Joseph Chance. First Broadcast: 7/10/2022 Learn more about your ad choices. Visit megaphone.fm/adchoices

Microsoft's anti-"Microslop" censorship backfired spectacularly; Australia is cracking down on AI age verification while Meta is busy targeting toddlers; prediction markets are basically just insider trading with extra steps; AI chatbots are getting people killed and exposing spy operations; the Moon landing got pushed again; Opera got nostalgic at 30; Sony bought Charlie Brown; and Netflix is making documentaries with robot people now.Show notes at https://gog.show/736Watch on YouTube at https://youtu.be/6lw2Hy_U8QASponsors:DeleteMe - Get 20% off your DeleteMe plan when you go to JoinDeleteMe.com/GOG and use promo code GOG at checkout.Private Internet Access - Go to GOG.Show/vpn and sign up today. For a limited time only, you can get OUR favorite VPN for as little as $2.03 a month.SetApp - With a single monthly subscription you get 240+ apps for your Mac. Go to SetApp and get started today!!!1Password - Get a great deal on the only password manager recommended by Grumpy Old Geeks! gog.show/1passwordFOLLOW UPMicrosoft Bans the Word “Microslop” on Copilot Discord, Gets So Humiliated That It Locks Down the Whole ServerAustralia will consider requiring app stores to block AI services without age verificationA Day in the Life of an EnshittificatorIN THE NEWSMeta's what-if for tweensHow Meta Executives Talked About Child Safety Behind the ScenesThe Great Insider Trading Reckoning Reportedly Hits OpenAIKhamenei market meltdown on Kalshi shows how prediction markets still can't decide what ‘counts'Some Alleged Polymarket Insiders Made a Fortune on U.S. Strikes on IranPolymarket Decides Incentivizing a Nuclear Detonation Might Be a Bad IdeaA Chinese official's use of ChatGPT accidentally revealed a global intimidation operation‘Our Bond Is the Only Thing That's Real:' A New Lawsuit Alleges Google Gemini Drove a Man to SuicideThe Data Centers Have Arrived at the Edge of the Arctic CircleBig tech companies agree to not ruin your electric bill with AI data centersTerraPower gets OK to start construction of its first nuclear plantThe Supreme Court doesn't care if you want to copyright your AI-generated artAnthropic CEO Dario Amodei calls OpenAI's messaging around military deal 'straight up lies,' report saysThe $100 Billion OpenAI-Nvidia Deal Is Not HappeningNASA Announces Major Change to Plans For Putting Humans on The MoonThe US Senate empowers NASA to fully engage in lunar space raceAstronomers Estimated the Lifespan of Alien Civilizations, and It's Not Looking Good for UsMEDIA CANDYCharlie Brown now works for SonyThese AI Avatars in a Netflix True Crime Doc Are Disturbing ViewersNetflix buys Ben Affleck's AI film tech company, InterPositiveAPPS & DOODADSOpera Has Turned 30 and Is Celebrating With a Compelling Tribute to Web NostalgiaWeb Design MuseumMeta hit with a class action lawsuit over smart glasses' privacy claimsApple Macbook NeoAT THE LIBRARYUncommon People: Britpop and Beyond in 20 Songs by Miranda SawyerSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Send a textDaniel Gledhill is a seasoned manufacturing and engineering leader whose career bridges high-risk industrial operations and precision-driven medical device manufacturing. Daniel leads engineering teams responsible for multiple production areas supporting transcatheter heart valve delivery systems—products where quality, reliability, and patient safety are absolutely critical.Daniel's journey to medical devices began in heavy industry, where he worked as a process, chemical, and metallurgical engineer at Rio Tinto, including leadership roles at copper smelters overseeing sulfuric acid plants, powerhouses, and byproduct operations. These early roles shaped his systems-level thinking, comfort with complex processes, and respect for disciplined operations—skills that would later translate powerfully into regulated medical manufacturing environments.Over nearly ten years at Edwards Lifesciences, Daniel has progressed from manufacturing management into senior engineering leadership, guiding teams through scale-up, process improvement, cross-functional collaboration, and organizational change. His work sits at the intersection of engineering, manufacturing, quality, and leadership—where decisions directly impact both operational performance and patient outcomes.Daniel holds a Bachelor's degree in Chemical Engineering from the University of Utah, along with an MBA from the University of Utah's David Eccles School of Business. This combination of technical and business education informs his balanced approach to leadership—one that values data, people, and long-term system health over short-term wins.In this conversation, we explore what it really means to lead engineering teams in medical device manufacturing, how leadership expectations evolve as engineers move into management, and what lessons from heavy industry can sharpen execution in highly regulated, patient-critical environments.LINKS:Guest LinkedIn: https://www.linkedin.com/in/daniel-gledhill-a6155237/Guest website: https://www.edwards.com/  Aaron Moncur, hostDownload the Essential Guide to Designing Test Fixtures: https://pipelinemedialab.beehiiv.com/test-fixture Subscribe to the show to get notified so you don't miss new episodes every Friday.The Being An Engineer podcast is brought to you by Pipeline Design & Engineering. Pipeline partners with medical & other device engineering teams who need turnkey equipment such as cycle test machines, custom test fixtures, automation equipment, assembly jigs, inspection stations and more. You can find us on the web at www.teampipeline.us Watch the show on YouTube: www.youtube.com/@TeamPipelineus

For episode 687 of the BlockHash Podcast, host Brandon Zemp is joined by Yuannan Yang, Security Engineer at CertiK, the largest Web3 security services provider. CertiK offers a wide range of products and services to support the Web3 industry, project teams, and users alike. CertiK's products and services span the entire lifecycle of project development, from incubation and early stages, to growth and maturity. CertiK is one of the most globally recognized companies in the Web3 industry, serving users across 150 countries/regions.Yuannan Yang, based in Washington, DC, US, is currently a Security Engineer at CertiK. Yuannan Yang brings experience from previous roles at Johns Hopkins Whiting School of Engineering, Tsinghua University and Red Hat. Yuannan Yang holds a 2019 - 2020 Master's degree in information security @ Johns Hopkins Whiting School of Engineering.

In this episode, Trent sits down with longtime collaborator Eric Ratinoff of Story First to explore the power of storytelling — in film-making, business, and everyday life.  Eric shares how his work helping organizations tell meaningful stories goes far beyond simply “making a video.” Instead, it's about uncovering the deeper narrative: the problem, the stakes, and the transformation that makes a story resonate with an audience.  Together they discuss the curse of knowledge, why experts often struggle to communicate what they know, and how curiosity and asking the right questions can unlock powerful stories hidden inside organizations and individuals. The conversation moves from filmmaking and editing workflows to the psychology and evolution of storytelling — and why humans are wired to understand the world through narrative. More From Eric: Eric Ratinoff is the founder and Chief Storyteller of Story First, a strategic storytelling firm that helps companies and organizations get clear about their story and tell it more effectively.  Story First works with a wide range of non-profit, corporate, educational, and political clients from across the United States, and Eric brings deep experience as a writer, editor, director, strategist, speaker, teacher, and coach. He's been invited to speak and teach about storytelling in a variety of corporate and college settings, including presenting multiple times at the Centers for Disease Control (CDC)/National Public Health Information Coalition National Conference on Health Communication, Marketing, and Media. Two recent Story First projects, Still Separate, Still Unequal, which examines education inequity in St. Louis, and Transforming 911, which tells the story of what happens after you call 911 in St. Louis, received Gold Telly Awards. Additionally, Eric has taught Technical Writing in the School of Engineering and Applied Science at Washington University in St. Louis; served as the Executive Editor for the Ferguson Commission report, Forward Through Ferguson; co-authored A Seat at the Table, an award-winning column on diversity and inclusion in the New Hampshire Business Review; served as the lead organizer and a speaker coach for TEDxAmoskeagMillyard in Southern New Hampshire; and delivered a talk on storytelling and organizational culture, titled “Once Upon a Time At The Office: How Stories Shape Culture At Work,” at TEDxCapeMay in New Jersey. He's also the head boys' track and field coach at Manchester West High School in Manchester, New Hampshire. Website: https://www.storyfir.st  Linkedin: https://www.linkedin.com/in/ratinoff/  More from us:  Website: www.adppodcast.com  Instagram: http://instagram.com/adppod_

Interview with Nick Smart, Director & CEO of ValOre MetalsOur previous interview: https://www.cruxinvestor.com/posts/valore-metals-tsxvvo-platinum-palladium-project-advances-to-economic-study-9203Recording date: 4th March 2026ValOre Metals is at a defining moment in its evolution from exploration company to project developer. The company's flagship asset, the Pedra Branca PGE project in Ceará state, Brazil, hosts a 2.2 million ounce inferred resource at 1.08 grams per tonne, a resource of genuine scale in a metal category that faces structural supply constraints and growing strategic demand. For the first time, ValOre is now putting the economic framework around that resource through a comprehensive PEA programme targeted for publication by year-end 2025.The project's most distinctive feature is its development approach to the shallow, weathered upper ore body. Rather than applying conventional flotation which performs poorly on oxidised material, ValOre is developing a bioleaching process in partnership with the University of Cape Town's Department of Chemical Engineering. This technique, in which microorganisms are used to extract metals from ore, is industrially proven in copper and increasingly used in refractory gold, but has not previously been applied to a PGE deposit. Phase 1 lab-scale trials have delivered metal recoveries consistently in the high 70s percentage range, and the company has secured exclusive global rights to the jointly developed intellectual property.The implications are significant. The weathered zone accounts for roughly one-third of the total resource ounce count and sits at surface, meaning it can be mined simply and cheaply. A low-cost processing route applied to near-surface material creates the possibility of a viable early-stage operation that generates revenue and validates the process without requiring the capital commitment of a full-scale mine build. Under Brazilian mining law, a trial mining permit enables exactly this kind of phased approach, allowing the company to construct a demonstration plant targeting 10,000 to 15,000 ounces of platinum and palladium per year as a precursor to industrial-scale production of 150,000 to 200,000 ounces annually.The PEA, with a budget of approximately $4 million, is the bridge between the current exploration narrative and an investment-grade development story. It will address mining method, processing economics, capital and operating costs, and route to market for both the weathered and fresh sulphide ore bodies. Engineering consultancy Lycopodium is leading the technical work. Until the PEA is published, investors have lacked a valuation framework for Pedra Branca. Publication changes that and represents a credible re-rating catalyst.Management has taken additional steps to sharpen the investment case. The divestiture of legacy Hatchet uranium properties to Future Fuels removes a non-core distraction and concentrates the company entirely on PGE development. CEO Nick Smart brings direct in-country experience, having spent approximately six years building the Barro Alto nickel mine in Brazil for Anglo American. Brazil itself is actively positioning as a destination for critical minerals investment, with strong government and industry representation at PDAC 2026 underscoring the macro tailwind.The near-term catalysts are clear: bioleaching column test results, PEA publication, and trial mining permit application progress. For investors willing to engage with early-stage development risk, ValOre offers a large resource, proprietary technology, and a credible pathway to production in a jurisdiction that is increasingly attractive to Western capital.View ValOre Metals' company profile: https://www.cruxinvestor.com/companies/valore-metalsSign up for Crux Investor: https://cruxinvestor.com

PlastChicks Lynzie Nebel and Mercedes Landazuri host Geoff Foster, CEO and President of Core Technology. They discuss how he founded his own plastics injection molding company, what's fueling their 300% growth since Covid, critical skills for engineering students, the importance of building diversity and inclusion into all levels of the company, the value of internships, considering potential employees from different industries, and the nonprofit Molding Kids for Success, which strives to educate youth in science, technology, engineering and mathematics by combining classroom experiments with real-world applications on the manufacturing floor. Watch the PlastChicks podcast on the SPE YouTube Channel.PlastChicks is sponsored by SPE-Inspiring Plastics Professionals and the Plastics Industry Association. Look for new episodes on the first Friday of every month.

In this episode, Joe sits down with Jim Hirsch of Air Tractor to explore a career built on engineering and a lifelong passion for aviation. A Texas A&M graduate in Aeronautical Engineering, Jim shares how his technical foundation led him into agricultural aviation and ultimately into a leadership role at one of the industry's most influential aircraft manufacturers.Jim reflects on the legacy of Leland Snow and how Air Tractor's innovative designs shaped modern ag aviation, while also tracing the company's expansion into firefighting and military roles. He discusses the challenges of a cyclical industry, the need for constant innovation, and what has allowed Air Tractor to adapt and grow over time.The conversation also dives into company culture, including employee ownership, the importance of the PT6 engine, and why truly understanding the aircraft matters at every level. Jim also shares personal insights from his own flying, including how owning a Piper Meridian has changed his approach to travel and aviation.M-Class Spring 2026 is approaching, and spots are filling up quickly. Reserve your seat now! https://flycasey.com/m-class/Joe just released his very first book! You can grab your copy of Long Story Short: Stories From a Lifetime in the Cockpit on Amazon: https://a.co/d/4JGtIgq

So how do Kwaku's kids know that it's FAFO Friday? "They're like, 'oh, we know you're doing the podcast 'cause we just hear you cackling through the walls.'"So laugh along with Kwaku and me today as we work our way through a quick victory lap (stuff we said would happen last week happened!), why Sam is like that desperate guy at the bar who refuses to go home alone, quantum computing explained via children's literature, why the Jetsons are not reason enough for us to build humanoid robots, robot choreography (are we human or are we dancers?), wen self-driving cars in NY?, riding a wave of green lights up Manhattan's third avenue at 2 AM, artificial wombs and other moonshot off-shoots, and the real origin of Velcro (AI lied to me about it).Plus... goat ranches, breakfast tacos, and what we're most excited about heading into SXSW. It's a choose your own adventure kind of day.Chapters(01:24) - Victory Lap — We Called It (03:35) - OpenAI's Bar Guy Energy (06:38) - Waymo, Robot Choreography, and Green Light Waves (10:16) - Self-Driving Cars vs. New York Politicians (13:13) - What We're Most Excited About at SXSW (15:41) - Quantum Computing: Choose Your Own Adventure Edition (18:01) - Dire Wolves, Moonshots, and Tech Nobody Sees Coming (24:07) - Why Do Robots Need to Look Like Us? (29:22) - The SXSW Way-Back Machine (36:08) - Increased Regulation: Past, Present, or Future? Support Future Around & Find OutFollow Dan on LinkedInGet the free Future Around & Find Out newsletterBecome a paid subscriber and help future proof the podcast!Sponsor the show? Are you looking to reach an audience of senior technologists and decision-makers? Email me: dan@modernproductminds.com---Music by Jonathan Zalben

For many of us, this coming weekend marks the start of Daylight Saving Time, when we “spring forward” and move our clocks ahead by an hour. While the extra evening daylight can be one of the joys of the summer months, the time change has been known to disrupt our sleep.  Last year we sat down with neurobiologist Jamie Zeitzer, a leading expert on sleep, to talk about practical strategies for getting a better night's rest. As we approach this transition, it's the perfect time to revisit that conversation. We hope you'll add this episode to your podcast queue and give it another listen this weekend. Have a question for Russ? Send it our way in writing or via voice memo, and it might be featured on an upcoming episode. Please introduce yourself, let us know where you're listening from, and share your question. You can send questions to thefutureofeverything@stanford.edu. Episode Reference Links: Stanford Profile: Jamie Zeitzer Connect With Us: Episode Transcripts >>> The Future of Everything Website Connect with Russ >>> Threads / Bluesky / Mastodon Connect with School of Engineering >>> Twitter/X / Instagram / LinkedIn / Facebook Chapters: (00:00:00) Introduction Russ Altman introduces guest Jamie Zeitzer, professor of psychiatry and behavioral sciences at Stanford University. (00:02:01) Understanding Circadian Rhythms How the biological clock regulates sleep and other body functions. (00:03:45) The Mystery of Sleep's Purpose What is still unknown about the fundamental need for sleep. (00:04:49) Light & the Circadian Clock The impact light exposure has on the body's internal sleep timing. (00:07:02) Day & Night Light Contrast The importance of creating a light-dark contrast for healthy rhythms. (00:10:06) Phones, Screens, & the Blue Light Whether blue light from screen use affects sleep quality. (00:12:37) Defining & Diagnosing Sleep Problems How stress and over-focus on sleep quality worsen insomnia. (00:14:50) Sleep Anxiety & Wearables The psychological downsides of sleep data from tracking devices. (00:16:03) CBT-I & Rethinking Insomnia Mentally reframing sleep with cognitive behavioral therapy for insomnia (00:19:50) Desynchronized Sleep Patterns Studying student sleep patterns to separate circadian vs. sleep effects. (00:22:37) Shift Work & Circadian Misalignment The difficulty of re-aligning circadian clocks in rotating shifts. (00:25:14) Effectiveness of Sleep Medications The various drugs used to promote sleep and their pros and cons. (00:28:34) Circadian “Sleep Cliff” & Melatonin The brain's “wake zone” before sleep and the limited effects of melatonin. (00:31:41) Do's & Don'ts for Better Sleep Advice for those who want to improve their sleep quality. (00:33:44) Alcohol and Caffeine Effects How metabolism influences the effects of alcohol and caffeine on sleep. (00:36:13) Conclusion Connect With Us:Episode Transcripts >>> The Future of Everything WebsiteConnect with Russ >>> Threads / Bluesky / MastodonConnect with School of Engineering >>>Twitter/X / Instagram / LinkedIn / Facebook Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Joe Bates, Senior Researcher at the ACEC Research Institute, sits down with WSVA-AM/FM Harrisonburg, VA Radio Station to discuss the engineering shortage that the U.S. faces. In 2022 about 184,000 engineers retired or left while only 166,000 new engineers entered the workforce, creating an 18,000‑person shortfall. The radio interview covers causes (retirements, career changes, and restrictive H‑1B visa caps that block many international graduates from staying), the economic impact on projects and companies, and solutions like boosting recruitment in K–12, updating university programs (including AI skills), and policy changes to retain trained international engineers.

Yo-El Ju is the Barbara Burton and Reuben Morris Professor of Neurology at Washington University, St. Louis. She got her AB from Harvard and MD from Columbia and actively practices sleep medicine and is a prolific researcher, one of the top sleep scientists in the country. Here are some of the topics we discussed and a few related hyperlinked citations:—Importance of Deep Sleep (and her paper on what happens when deep sleep is purposely disrupted, how it is modulated, effect of alcohol —The Orexin Antagonist drugs that promote sleep (and a study that shows they can reduce p-tau217 and other neuroinflammation markers—Link of sleep regularity with less all-cause, cardiovascular, and cancer related mortalityFigure 3.9 from SUPER AGERS (SRI-sleep regularity index) More things we discussed:—A sleep foundation model that predicts 130 diseases—Impact of menopause on sleep—Getting to sleep vs staying asleep—Role of naps—Impact of interruptions of sleep—Sleep apnea and new interventions—Vagal nerve stimulation and sleep—Cerebrospinal fluid wave that occurs during attention lapse after poor sleep—cognitive behavioral therapy for improved sleep —Wearables, sleep scores, and effect on sleep—Any supplements that help sleep?—The rare genetically endowed short sleepersThank you Jeoffry Gordon, MD, MPH, Dr. Sara Wolfson, Lynn L, Vau Geha, Bernie Newman, and more than 600 others for tuning into my live video with Yo-El Ju! Join me for my next live video in the app.**************************************************Thanks to Ground Truths subscribers (> 200,000) from every US state and 210 countries. Your subscription to these free essays and podcasts makes my work in putting them together worthwhile. Please join!If you found this interesting PLEASE share it!Paid subscriptions are voluntary and all proceeds from them go to support Scripps Research. They do allow for posting comments and questions, which I do my best to respond to. Please don't hesitate to post comments and give me feedback. Let me know topics that you would like to see covered.Many thanks to those who have contributed—they have greatly helped fund our summer internship programs for the past two years. It enabled us to accept and support 47 summer interns in 2025! We aim to accept even more of the several thousand who will apply for summer 2026.+++++++++++++++++++++++++++++I also want to thank the National Academies of Science, Medicine and Engineering for their recent recognition. Get full access to Ground Truths at erictopol.substack.com/subscribe

Interstellar city-states may dominate future space travel, governing the laser highways that connect stars and shape galactic civilization.Get Nebula using my link for 50% off an annual subscription: https://go.nebula.tv/isaacarthurWatch my exclusive video Lazarus Protocols: https://nebula.tv/videos/isaacarthur-lazarus-protocols-reviving-civilizations-after-extinction

Interstellar city-states may dominate future space travel, governing the laser highways that connect stars and shape galactic civilization.Get Nebula using my link for 50% off an annual subscription: https://go.nebula.tv/isaacarthurWatch my exclusive video Lazarus Protocols: https://nebula.tv/videos/isaacarthur-lazarus-protocols-reviving-civilizations-after-extinction

In this episode of Startup Hustle, Matt Watson interviews Mark Roberge, a former HubSpot executive and current venture capitalist, about his journey from engineering to sales and the importance of scaling startups. Mark discusses the genesis of HubSpot, the significance of sales in startups, and the concept of product-market fit. He emphasizes the need for customer research, avoiding false positives in feedback, and identifying the ideal customer profile. Mark also shares insights on scaling strategies, key metrics for success, and the science behind scaling businesses effectively.⏱️ Episode Breakdown00:00 The Genesis of HubSpot02:56 Transitioning from Engineering to Sales06:06 The Science of Scaling08:53 The Importance of Selling Early12:12 Understanding Customer Needs14:58 Avoiding False Positives in Feedback15:39 Design Partner Dilemma18:21 Target Audience Insights19:56 Ideal Customer Profile Framework23:00 The Science of Scaling25:05 Understanding Growth Investment30:55 Navigating Growth Challenges35:25 Final Thoughts on Scaling SuccessTAKEAWAYSSales is crucial for startup success.Understanding product-market fit is essential before scaling.Customer research should start at the ideation stage.Avoid false positives by validating customer interest.Identify your ideal customer profile to focus efforts.Scaling should be approached methodically and strategically.Establish leading indicators of customer retention.Sales methodologies must evolve as the company grows.Demand generation must align with growth aspirations.The science of scaling involves data-driven decision making.Links & ResourcesConnect with Mark Roberge on LinkedInWhat Smart CTOs Are Doing Differently With Offshore Teams in 2025Subscribe to the Global Talent SprintFull Scale – Build your dev team quickly and affordablyIf you're trying to get your team out of the basement and into real product ownership, this episode is your playbook. Stop being a ticket factory. Build teams that think, create, and lead.Follow the show, rate it, and send this to someone who's still trying to do “real Scrum.” They need it more than you do.

We are excited to welcome a friend of the show, Brent Sullivan of The Tax Alpha Insider. We discuss all things Tax Alpha as the investment puzzle is different when it comes to taxable investors. I have been fortunate to have known Brent since the very beginnings of his Tax Alpha Insider Newsletter, a highly successful, focused publication in the wealth management space. I often say that he could become the Michael Kitces of Tax Alpha. Brent is also behind the first Tax Alpha Conference, Basis Northwest, in Seattle on May 28th and 29th, which I will be attending. Brent has an interesting career background, both corporate and entrepreneurial. As mentioned before, he is the Founder of The Tax Alpha Insider, as well as the Basis Northwest Conference. He was also a Software Engineer at Parametric, who is the godfather of direct indexing. Before that, he worked in Investment Banking and Asset Management. Brent holds a Masters of Engineering from Cornell University (Financial Engineering/Statistics), as well as a Bachelor of Science in Mathematics from the University of California, Riverside. In this episode, we discuss all things Tax Alpha, as this is our first interview with Brent. We talk about the reasons he decided to launch this, why Tax Alpha is important now, and how this is one of the best times in history to be a taxable investor with all of the tools available. We discuss everything from householding/asset location, to direct indexing, to tax-aware long-short, buffer ETF's, 351 exchanges, advisor launched ETF's, assets that shouldn't be used for taxable investors, collars/variable prepaid forward contracts, heartbeat trades/ETF share classes, box loans, tax alpha as a volatility buffer, trader funds, etc. We also discuss the impact of AI on advisors and taxable investing, as well as taking the other side, why not just pay the taxes and keep things simple. Today's hosts are Steve Curley, CFA (Co-Managing Principal, 55 North Private Wealth) & co-host Chris Cannon, CFA (CIO/Principal, FirsTrust). Please enjoy the episode. You can follow us on Twitter & LinkedIn or at investorsfirstpodcast.com Learn more: https://www.taxalphainsider.com/ https://www.basisconf.com/

From lifelong hobbies to deep nostalgia, there is no doubt that personal connections with our vehicles are real. But true car lovers know that the future is built on what we've learned from the past.   Listen in as we sit down with SAE History of Ground Vehicle Systems Committee members Terry Mueller, George Nicols, and Jeff Singer to explore what makes cars so special. As historical engineering storytellers, these automotive enthusiasts are creating a library within SAE that includes the evolution of vehicle systems and subsystems, making knowledge accessible for enthusiasts, engineers, and educators alike.   If you're an industry professional, retired engineer, or automotive enthusiast with experience in the automotive or aerospace sectors, learn how you can join and help us preserve history.   We'd love to hear from you. Share your comments, questions and ideas for future topics and guests to podcast@sae.org. Don't forget to take a moment to follow SAE Tomorrow Today—a podcast where we discuss emerging technology and trends in mobility with the leaders, innovators and strategists making it all happen—and give us a review on your preferred podcasting platform.   Follow SAE on LinkedIn, Instagram, Facebook, X, and YouTube. Follow host Grayson Brulte on LinkedIn, X, and Instagram.

The reception to our recent post on Code Reviews has been strong. Catch up!Amid a maelstrom of discussion on whether or not AI is killing SaaS, one of the top publicly listed SaaS companies in the world has just reported record revenues, clearing well over $1.1B in ARR for the first time with a 28% margin. As we comment on the pod, Aaron Levie is the rare public company CEO equally at home in both worlds of Silicon Valley and Wall Street/Main Street, by day helping 70% of the Fortune 500 with their Enterprise Advanced Suite, and yet by night is often found in the basements of early startups and tweeting viral insights about the future of agents.Now that both Cursor, Cloudflare, Perplexity, Anthropic and more have made Filesystems and Sandboxes and various forms of “Just Give the Agent a Box” cool (not just cool; it is now one of the single hottest areas in AI infrastructure growing 100% MoM), we find it a delightfully appropriate time to do the episode with the OG CEO who has been giving humans and computers Boxes since he was a college dropout pitching VCs at a Michael Arrington house party.Enjoy our special pod, with fan favorite returning guest/guest cohost Jeff Huber!Note: We didn't directly discuss the AI vs SaaS debate - Aaron has done many, many, many other podcasts on that, and you should read his definitive essay on it. Most commentators do not understand SaaS businesses because they have never scaled one themselves, and deeply reflected on what the true value proposition of SaaS is.We also discuss Your Company is a Filesystem:We also shoutout CTO Ben Kus' and the AI team, who talked about the technical architecture and will return for AIE WF 2026.Full Video EpisodeTimestamps* 00:00 Adapting Work for Agents* 01:29 Why Every Agent Needs a Box* 04:38 Agent Governance and Identity* 11:28 Why Coding Agents Took Off First* 21:42 Context Engineering and Search Limits* 31:29 Inside Agent Evals* 33:23 Industries and Datasets* 35:22 Building the Agent Team* 38:50 Read Write Agent Workflows* 41:54 Docs Graphs and Founder Mode* 55:38 Token FOMO Culture* 56:31 Production Function Secrets* 01:01:08 Film Roots to Box* 01:03:38 AI Future of Movies* 01:06:47 Media DevRel and EngineeringTranscriptAdapting Work for AgentsAaron Levie: Like you don't write code, you talk to an agent and it goes and does it for you, and you may be at best review it. That's even probably like, like largely not even what you're doing. What's happening is we are changing our work to make the agents effective. In that model, the agent didn't really adapt to how we work.We basically adapted to how the agent works. All of the economy has to go through that exact same evolution. Right now, it's a huge asset and an advantage for the teams that do it early and that are kinda wired into doing this ‘cause you'll see compounding returns. But that's just gonna take a while for most companies to actually go and get this deployed.swyx: Welcome to the Lane Space Pod. We're back in the chroma studio with uh, chroma, CEO, Jeff Hoover. Welcome returning guest now guest host.Aaron Levie: It's a pleasure. Wow. How'd you get upgraded to, uh, to that?swyx: Because he's like the perfect guy to be guest those for you.Aaron Levie: That makes sense actually, for We love context. We, we both really love context le we really do.We really do.swyx: Uh, and we're here with, uh, Aaron Levy. Welcome.Aaron Levie: Thank you. Good to, uh, good to be [00:01:00] here.swyx: Uh, yeah. So we've all met offline and like chatted a little bit, but like, it's always nice to get these things in person and conversation. Yeah. You just started off with so much energy. You're, you're super excited about agents.I loveAaron Levie: agents.swyx: Yeah. Open claw. Just got by, got bought by OpenAI. No, not bought, but you know, you know what I mean?Aaron Levie: Some, some, you know, acquihire. Executiveswyx: hire.Aaron Levie: Executive hire. Okay. Executive hire. Say,swyx: hey, that's my term. Okay. Um, what are you pounding the table on on agents? You have so many insightful tweets.Why Every Agent Needs a BoxAaron Levie: Well, the thing that, that we get super excited by that I think is probably, you know, should be relatively obvious is we've, we've built a platform to help enterprises manage their files and their, their corporate files and the permissions of who has access to those files and the sharing collaboration of those files.All of those files contain really, really important information for the enterprise. It might have your contracts, it might have your research materials, it might have marketing information, it might have your memos. All that data obviously has, you know, predominantly been used by humans. [00:02:00] But there's been one really interesting problem, which is that, you know, humans only really work with their files during an active engagement with them, and they kind of go away and you don't really see them for a long time.And all of a sudden, uh, with the power of AI and AI agents, all of that data becomes extremely relevant as this ongoing source of, of answers to new questions of data that will transform into, into something else that, that produces value in your organization. It, it contains the answer to the new employee that's onboarding, that needs to ramp up on a project.Um, it contains the answer to the right thing to sell a customer when you're having a conversation to them, with them contains the roadmap information that's gonna produce the next feature. So all that data. That previously we've been just sort of storing and, and you know, occasionally forgetting about, ‘cause we're only working on the new active stuff.All of that information becomes valuable to the enterprise and it's gonna become extremely valuable to end users because now they can have agents go find what they're looking for and produce new, new [00:03:00] value and new data on that information. And it's gonna become incredibly valuable to agents because agents can roam around and do a bunch of work and they're gonna need access to that data as well.And um, and you know, sometimes that will be an agent that is sort of working on behalf of, of, of you and, and effectively as you as and, and they are kind of accessing all of the same information that you have access to and, and operating as you in the system. And then sometimes there's gonna be agents that are just.Effectively autonomous and kind of run on their own and, and you're gonna collaborate and work with them kind of like you did another person. Open Claw being the most recent and maybe first real sort of, you know, kind of, you know, up updating everybody's, you know, views of this landscape version of, of what that could look like, which is, okay, I have an agent.It's on its own system, it's on its own computer, it has access to its own tools. I probably don't give it access to my entire life. I probably communicate with it like I would an assistant or a colleague and then it, it sort of has this sandbox environment. So all of that has massive implications for a platform that manage that [00:04:00] enterprise data.We think it's gonna just transform how we work with all of the enterprise content that we work with, and we just have to make sure we're building the right platform to support that.swyx: The sort of shorthand I put it is as people build agents, everybody's just realizing that every agent needs a box. Yes.And it's nice to be called box and just give everyone a box.Aaron Levie: Hey, I if I, you know, if we can make that go viral, uh, like I, I think that that terminology, I, that's theswyx: tagline. Every agentAaron Levie: needs a box. Every agent needs a box. If we can make that the headline of this, I'm fine with this. And that's the billboard I wanna like Yeah, exactly.Every agent needs a box. Um, I like it. Can we ship this? Like,swyx: okay, let's do it. Yeah.Aaron Levie: Uh, my work here is done and I got the value I needed outta this podcast Drinks.swyx: Yeah.Agent Governance and IdentityAaron Levie: But, but, um, but, but, you know, so the thing that we, we kind of think about is, um, is, you know, whether you think the number 10 x or a hundred x or whatever the number is, we're gonna have some order of magnitude more agents than people.That's inevitable. It has to happen. So then the question is, what is the infrastructure that's needed to make all those agents effective in the enterprise? Make sure that they are well governed. Make sure they're only doing [00:05:00] safe things on your information. Make sure that they're not getting exposed. The data that they shouldn't have access to.There's gonna be just incredibly spectacularly crazy security incidents that will happen with agents because you'll prompt, inject an agent and sort of find your way through the CRM system and pull out data that you shouldn't have access to. Oh, weJeff Huber: have God,Aaron Levie: right? I mean, that's just gonna happen all over the place, right?So, so then the thing is, is how do you make sure you have the right security, the permissions, the access controls, the data governance. Um, we actually don't yet exactly know in many cases how we're gonna regulate some of these agents, right? If you think about an agent in financial services, does it have the exact same financial sort of, uh, requirements that a human did?Or is it, is the risk fully on the human that was interacting or created the agent? All open questions, but no matter what, there's gonna need to be a layer that manages the, the data they have access to, the workflows that they're involved in, pulling up data from multiple systems. This is the new infrastructure opportunity in the era of agents.swyx: You have a piece on agent identities, [00:06:00] which I think was today, um, which I think a lot of breaking news, the security, security people are talking about, right? Like you basically, I, I always think of this as like, well you need the human you and then there you need the agent. YouAaron Levie: Yes.swyx: And uh, well, I don't know if it's that simple, but is box going to have an opinion on that or you're just gonna be like, well we're just the sort of the, the source layer.Yeah. Let's Okta of zero handle that.Aaron Levie: I think we're gonna have an opinion and we will work with generally wherever the contours of the market end up. Um, and the reason that we're gonna have an opinion more than other topics probably is because one of the biggest use cases for why your agent might need it, an identity is for file system access.So thus we have to kind of think about this pretty deeply. And I think, uh, unless you're like in our world thinking about this particular problem all day long, it might be, you know, like, why is this such a big deal? And the reason why it's a really big deal is because sometimes sort of say, well just give the agent an, an account on the system and it just treats, treat it like every other type of user on the system.The [00:07:00] problem is, is that I as Aaron don't really have any responsibility over anybody else's box account in our organization. I can't see the box account of any other employee that I work with. I am not liable for anything that they do. And they have, I have, I have, you know, strict privacy requirements on everything that they're able to, you know, that, that, that they work on.Agents don't have that, you know, don't have those properties. The person who creates the agent probably is gonna, for the foreseeable future, take on a lot of the liability of what that agent does. That agent doesn't deserve any privacy because, because it's, you know, it can't fully be autonomously operated and it doesn't have any legal, you know, kind of, you know, responsibility.So thus you can't just be like, oh, well I'll just create a bunch of accounts and then I'll, I'll kind of work with that agent and I'll talk to it occasionally. Like you need oversight of that. And so then the question is, how do you have a world where the agent, sometimes you have oversight of, but what if that agent goes and works with other people?That person over there is collaborating with the agent on something you shouldn't have [00:08:00] access to what they're doing. So we have all of these new boundaries that we're gonna have to figure out of, of, you know, it's really, really easy. So far we've been in, in easy mode. We've hit the easy button with ai, which is the agent just is you.And when you're in quad code and you're in cursor, and you're in Codex, you're just, the agent is you. You're offing into your services. It can do everything you can do. That's the easy mode. The hard mode is agents are kind of running on their own. People check in with them occasionally, they're doing things autonomously.How do you give them access to resources in the enterprise and not dramatically increased the security risk and the risk that you might expose the wrong thing to somebody. These are all the new problems that we have to get solved. I like the identity layer and, and identity vendors as being a solution to that, but we'll, we'll need some opinions as well because so many of the use cases are these collaborative file system use cases, which is how do I give it an agent, a subset of my data?Give it its own workspace as well. ‘cause it's gonna need to store off its own information that would be relevant for it. And how do I have the right oversight into that? [00:09:00]Jeff Huber: One thing, which, um, I think is kind interesting, think about is that you know, how humans work, right? Like I may not also just like give you access to the whole file.I might like sit next to you and like scroll to this like one part of the file and just show you that like one part and like, you know,swyx: partial file access.Jeff Huber: I'm just saying I think like our, like RA does seem to be dead, right? Like you wanna say something is dead uhhuh probably RA is dead. And uh, like the auth story to me seems like incredibly unsolved and unaddressed by like the existing state of like AI vendors.ButAaron Levie: yeah, I think, um, we're, I mean you're taking obviously really to level limit that we probably need to solve for. Yeah. And we built an access control system that was, was kind of like, you know, its own little world for, for a long time. And um, and the idea was this, it's a many to many collaboration system where I can give you any part of the file system.And it's a waterfall model. So if I give you higher up in the, in the, in the system, you get everything below. And that, that kind of created immense flexibility because I can kind of point you to any layer in the, in the tree, but then you're gonna get access to everything kind of below it. And that [00:10:00] mostly is, is working in this, in this world.But you do have to manage this issue, which is how do I create an agent that has access to some of my stuff and somebody else's stuff as well. Mm-hmm. And which parts do I get to look at as the creator of the agent? And, and these are just brand new problems? Yeah. Crazy. And humans, when there was a human there that was really easy to do.Like, like if the three of us were all sharing, there'd be a Venn diagram where we'd have an overlapping set of things we've shared, but then we'd have our own ways that we shared with each other. In an agent world, somebody needs to take responsibility for what that agent has access to and what they're working on.These are like the, some of the most probably, you know, boring problems for 98% of people on, on the internet, but they will be the problems that are the difference between can you actually have autonomous agents in an enterprise contextswyx: Yeah.Aaron Levie: That are not leaking your data constantly.swyx: No. Like, I mean, you know, I run a very, very small company for my conference and like we already have data sensitivity issues.Yes. And some of my team members cannot see Yes. Uh, the others and like, I can't imagine what it's like to run a Fortune 500 and like, you have to [00:11:00] worry about this. I'm just kinda curious, like you, you talked to a lot like, like 70, 80% of your cus uh, of the Fortune 500, your customers.Aaron Levie: Yep. 67%. Just so we're being verySEswyx: precise.So Yeah. I'm notAaron Levie: Okay. Okay.swyx: Something I'm rounding up. Yes. Round up. I'm projecting to, forAaron Levie: the government.swyx: I'm projecting to the end of the year.Aaron Levie: Okay.swyx: There you go.Aaron Levie: You do make it sound like, like we, we, well we've gotta be on this. Like we're, we're taking way too long to get to 80%. Well,swyx: no, I mean, so like. How are they approaching it?Right? Because you're, you don't have a, you don't have a final answer yet.Why Coding Agents Took Off FirstAaron Levie: Well, okay, so, so this is actually, this is the stark reality that like, unfortunately is the kinda like pouring the water on the party a little bit.swyx: Yes.Aaron Levie: We all in Silicon Valley are like, have the absolute best conditions possible for AI ever.And I think we all saw the dke, you know, kind of Dario podcast and this idea of AI coding. Why is that taken off? And, and we're not yet fully seeing it everywhere else. Well, look, if you just like enumerated the list of properties that AI coding has and then compared it to other [00:12:00] knowledge work, let's just, let's just go through a few of them.Generally speaking, you bring on a new engineer, they have access to a large swath of the code base. Like, there's like very, like you, just, like new engineer comes on, they can just go and find the, the, the stuff that they, they need to work with. It's a fully text in text out. Medium. It's only, it's just gonna be text at the end of the day.So it's like really great from a, from just a, uh, you know, kinda what the agent can work with. Obviously the models are super trained on that dataset. The labs themselves have a really strong, kind of self-reinforcing positive flywheel of why they need to do, you know, agent coding deeply. So then you get just better tooling, better services.The actual developers of the AI are daily users of the, of the thing that they're we're working on versus like the, you know, probably there's only like seven Claude Cowork legal plugin users at Anthropic any given day, but there's like a couple thousand Claude code and you know, users every single day.So just like, think about which one are they getting more feedback on. All day long. So you just go through this list. You have a, you know, everybody who's a [00:13:00] developer by definition is technical so they can go install the latest thing. We're all generally online, or at least, you know, kinda the weird ones are, and we're all talking to each other, sharing best practices, like that's like already eight differences.Versus the rest of the economy. Every other part of the economy has like, like six to seven headwinds relative to that list. You go into a company, you're a banker in financial services, you have access to like a, a tiny little subset of the total data that's gonna be relevant to do your job. And you're have to start to go and talk to a bunch of people to get the right data to do your job because Sally didn't add you to that deal room, you know, folder.And that that, you know, the information is actually in a completely different organization that you now have to go in and, and sort of run into. And it's like you have this endless list of access controls and security. As, as you talked about, you have a medium, which is not, it's not just text, right? You have, you have a zoom call that, that you're getting all of the requirements from the customer.You have a lot of in-person conversations and you're doing in-person sales and like how do you ever [00:14:00] digitize all of that information? Um, you know, I think a lot of people got upset with this idea that the code base has all the context, um, that I don't know if you follow, you know, did you follow some of that conversation that that went viral?Is like, you know, it's not that simple that, that the code base doesn't have all the knowledge, but like it's a lot, you're a lot better off than you are with other areas of knowledge work. Like you, we like, we like have documentation practices, you write specifications. Those things don't exist for like 80% of work that happens in the enterprise.That's the divide that we have, which is, which is AI coding has, has just fully, you know, where we've reached escape velocity of how powerful this stuff is, and then we're gonna have to find a way to bring that same energy and momentum, but to all these other areas of knowledge work. Where the tools aren't there, the data's not set up to be there.The access controls don't make it that easy. The context engineering is an incredibly hard problem because again, you have access control challenges, you have different data formats. You have end users that are gonna need to kind of be kind of trained through this as opposed to their adopting [00:15:00] these tools in their free time.That's where the Fortune 500 is. And so we, I think, you know, have to be prepared as an industry where we are gonna be on a multi-year march to, to be able to bring agents to the enterprise for these workflows. And I think probably the, the thing that we've learned most in coding that, that the rest of the world is not yet, I think ready for, I mean, we're, they'll, they'll have to be ready for it because it's just gonna inevitably happen is I think in coding.What, what's interesting is if you think about the practice of coding today versus two years ago. It's probably the most changed workflow in maybe the history of time from the amount of time it's changed, right? Yeah. Like, like has any, has any workflow in the entire economy changed that quickly in terms of the amount of change?I just, you know, at least in any knowledge worker workflow, there's like very rarely been an event where one piece of technology and work practice has so fundamentally, you know, changed, changed what you do. Like you don't write code, you talk to an agent and it goes and [00:16:00] does it for you, and you may be at best review it.And even that's even probably like, like largely not even what you're doing. What's happening is we are changing our work to make the agents effective. In that model, the agent didn't really adapt to how we work. We basically adapted to how the agent works. Mm-hmm. All of the economy has to go through that exact same evolution.The rest of the economy is gonna have to update its workflows to make agents effective. And to give agents the context that they need and to actually figure out what kind of prompting works and to figure out how do you ensure that the agent has the right access to information to be able to execute on its work.I, you know, this is not the panacea that people were hoping for, of the agent drops in, just automates your life. Like you have to basically re-engineer your workflow to get the most out of agents and, uh, and that, that's just gonna take, you know, multiple years across the economy. Right now it's a huge asset and an advantage for the teams that do it early and that are kinda wired into doing this.‘cause [00:17:00] you'll see compounding returns, but that's just gonna take a while for most companies to actually go and get this deployed.swyx: I love, I love pushing back. I think that. That is what a lot of technology consultants love to hear this sort of thing, right? Yeah, yeah, yeah. First to, to embrace the ai. Yes. To get to the promised land, you must pay me so much money to a hundred percent to adopt the prescribed way of, uh, conforming to the agents.Yes. And I worry that you will be eclipsed by someone else who says, no, come as you are.Aaron Levie: Yeah.swyx: And we'll meet you where you are.Aaron Levie: And, and, and and what was the thing that went viral a week ago? OpenAI probably, uh, is hiring F Dees. Yeah. Uh, to go into the enterprise. Yeah. Yeah. And then philanthropic is embedded at Goldman Sachs.Yeah. So if the labs are having to do this, if, if the labs have decided that they need to hire FDE and professional services, then I think that's a pretty clear indication that this, there's no easy mode of workflow transformation. Yeah. Yeah. So, so to your point, I think actually this is a market opportunity for, you know, new professional services and consulting [00:18:00] firms that are like Agent Build and they, and they kind of, you know, go into organizations and they figure out how to re-engineer your workflows to make them more agent ready and get your data into the right format and, you know, reconstruct your business process.So you're, you're not doing most of the work. You're telling agents how to do the work and then you're reviewing it. But I haven't seen the thing that can just drop in and, and kinda let you not go through those changes.swyx: I don't know how that kind of sales pitch goes over. Yeah. You know, you're, you're saying things like, well, in my sort of nice beautiful walled garden, here's, there's, uh, because here's this, here's this beautiful box account that has everything.Yes. And I'm like, well, most, most real life is extremely messy. Sure. And like, poorly named and there duplicate this outdated s**tAaron Levie: a hundred percent. And so No, no, a hundred percent. And so this is actually No. So, so this is, I mean, we agree that, that getting to the beautiful garden is gonna be tough.swyx: Yeah.Aaron Levie: There's also the other end of the spectrum where I, I just like, it's a technical impossibility to solve. The agent is, is truly cannot get enough context to make the right decision in, in the, in the incredibly messy land. Like there's [00:19:00] no a GI that will solve that. So, so we're gonna have to kind of land in somewhere in between, which is like we all collectively get better at.Documentation practices and, and having authoritative relatively up-to-date information and putting it in the right place like agents will, will certainly cause us to be much better organized around how we work with our information, simply because the severity of the agent pulling the wrong data will be too high and the productivity gain of that you'll miss out on by not doing this will be too high as well, that you, that your competition will just do it and they'll just have higher velocity.So, uh, and, and we, we see this a lot firsthand. So we, we build a series of agents internally that they can kind of have access to your full box account and go off and you give it a task and it can go find whatever information you're looking for and work with. And, you know, thank God for the model progress, but like, if, if you gave that task to an agent.Nine months ago, you're just gonna get lots of bogus answers because it's gonna, it's gonna say, Hey, here's, here are fi [00:20:00] five, you know, documents that all kind of smell like the right thing. And I'm gonna, but I, but you're, you're putting me on the clock. ‘cause my assistant prompt says like, you know, be pretty smart, but also try and respond to the user and it's gonna respond.And it's like, ah, it got the wrong document. And then you do that once or twice as a knowledge worker and you're just neverswyx: again,Aaron Levie: never again. You're just like done with the system.swyx: Yeah. It doesn't work.Aaron Levie: It doesn't work. And so, you know, Opus four six and Gemini three one Pro and you know, whatever the latest five 3G BT will be, like, those things are getting better and better and it's using better judgment.And this sort of like the, all of these updates to the agentic tool and search systems are, are, we're seeing, we're seeing very real progress where the agent. Kind of can, can almost smell some things a little bit fishy when it's getting, you know, we, we have this process where we, we have it go fan out, do a bunch of searches, pull up a bunch of data, and then it has to sort of do its own ranking of, you know, what are the right documents that, that it should be working with.And again, like, you know, the intelligence level of a model six months ago, [00:21:00] it'd be just throwing a dart at like, I'm just, I'm gonna grab these seven files and I, I pray, I hope that that's the right answer. And something like an opus first four five, and now four six is like, oh, it's like, no, that one doesn't seem right relative to this question because I'm seeing some signal that is making that, you know, that's contradicting the document where it would normally be in the tree and who should have access.Like it's doing all of that kind of work for you. But like, it still doesn't work if you just have a total wasteland of data. Like, it's just not, it's just not possible. Partly ‘cause a human wouldn't even be able to do it. So basically if a, if a really, really smart human. Could not do that task in five or 10 minutes for a search retrieval type task.Look, you know, your agent's not gonna be able to do it any better. You see this all day long. SoContext Engineering and Search Limitsswyx: this touches on a thing that just passionate about it was just context engineering. I, I'm just gonna let you ramble or riff on, on context engineering. If, if, if there's anything like he, he did really good work on context fraud, which has really taken over as like the term that people use and the referenceAaron Levie: a hundred percent.We, we all we think about is, is the context rob problem. [00:22:00]Jeff Huber: Yeah, there's certainly a lot of like ranking considerations. Gentech surgery think is incredibly promising. Um, yeah, I was trying to generate a question though. I think I have a question right now. Swyx.Aaron Levie: Yeah, no, but like, like I think there was this moment, um, you know, like, I don't know, two years ago before, before we knew like where the, the gotchas were gonna be in ai and I think someone was like, was like, well, infinite context windows will just solve all of these problems and ‘cause you'll just, you'll just give the context window like all the data and.It's just like, okay, I mean, maybe in 2035, like this is a viable solution. First of all, it, it would just, it would just simply cost too much. Like we just can't give the model like the 5,000 documents that might be relevant and it's gonna read them all. And I've seen enough to, to start believing in crazy stuff.So like, I'm willing to just say, sure. Like in, in 10 years from now,swyx: never say, never, never.Aaron Levie: In, in 10 years from now, we'll have infinite context windows at, at a thousandth of the price of today. Like, let's just like believe that that's possible, but Right. We're in reality today. So today we have a context engineering [00:23:00] problem, which is, I got, I got, you know, 200,000 tokens that I can work with, or prob, I don't even know what the latest graph is before, like massive degradation.16. Okay. I have 60,000 tokens that I get to work with where I'm gonna get accurate information. That's not a lot of tokens for a corpus of 10 million documents that a knowledge worker might have across all of the teams and all the projects and all the people they work with. I have, I have 10 million documents.Which, you know, maybe is times five pages per document or something like that. I'm at 50 million pages of information and I have 60,000 tokens. Like, holy s**t. Yeah. This is like, how do I bridge the 50 million pages of information with, you know, the couple hundred that I get to work with in that, in that token window.Yeah. This is like, this is like such an interesting problem and that's why actually so much work is actually like, just like search systems and the databases and that layer has to just get so locked in, but models getting better and importantly [00:24:00] knowing when they've done a search, they found the wrong thing, they go back, they check their work, they, they find a way to balance sort of appeasing the user versus double checking.We have this one, we have this one test case where we ask the agent to go find. 10 pieces of information.swyx: Is this the complex work eval?Aaron Levie: Uh, this is actually not in the eval. This is, this is sort of just like we have a bunch of different, we have a bunch of internal benchmark kind of scenarios. Every time we, we update our agent, we have one, which is, I ask it to find all of our office addresses, and I give it the list of 10 offices that we have.And there's not one document that has this, maybe there should be, that would be a great example of the kind of thing that like maybe over time companies start to, you know, have these sort of like, what are the canonical, you know, kind of key areas of knowledge that we need to have. We don't seem to have this one document that says, here are all of our offices.We have a bunch of documents that have like, here's the New York office and whatever. So you task this agent and you, you get, you say, I need the addresses for these 10 offices. Okay. And by the way, if you do this on any, you know, [00:25:00] public chat model, the same outcome is gonna happen. But for a different kind of query, you give it, you say, I need these 10 addresses.How many times should the agent go and do its search before it decides whether or not, there's just no answer to this question. Often, and especially the, the, let's say lower tier models, it'll come back and it'll give you six of the 10 addresses. And it'll, and I'll just say I couldn't find the otherswyx: four.It, it doesn't know what It doesn't know. ItAaron Levie: doesn't know what It doesn't know. Yeah. So the model is just like, like when should it stop? When should it stop doing? Like should it, should it do that task for literally an hour and just keep cranking through? Maybe I actually made up an office location and it doesn't know that I made it up and I didn't even know that I made it up.Like, should it just keep, re should it read every single file in your entire box account until it, until it should exhaust every single piece of information.swyx: Expensive.Aaron Levie: These are the new problems that we have. So, you know, something like, let's say a new opus model is sort of like, okay, I'm gonna try these types of queries.I didn't get exactly what I wanted. I'm gonna try again. I'm gonna, at [00:26:00] some point I'm gonna stop searching. ‘cause I've determined that that no amount of searching is gonna solve this problem. I'm just not able to do it. And that judgment is like a really new thing that the model needs to be able to have.It's like, when should it give up on a task? ‘cause, ‘cause you just don't, it's a can't find the thing. That's the real world of knowledge, work problems. And this is the stuff that the coding agents don't have to deal with. Because they, it just doesn't like, like you're not usually asking it about, you're, you're always creating net new information coming right outta the model for the most part.Obviously it has to know about your code base and your specs and your documentation, but, but when you deploy an agent on all of your data that now you have all of these new problems that you're dealing withJeff Huber: our, uh, follow follow-up research to context ride is actually on a genetic search. Ah. Um, and we've like right, sort of stress tested like frontier models and their ability to search.Um, and they're not actually that good at searching. Right. Uh, so you're sort of highlighting this like explore, exploit.swyx: You're just say, Debbie, Donna say everything doesn't work. Like,Aaron Levie: well,Jeff Huber: somebody has to be,Aaron Levie: um, can I just throw out one more thing? Yeah. That is different from coding and, and the rest [00:27:00] of the knowledge work that I, I failed to mention.So one other kind of key point is, is that, you know, at the end of the day. Whether you believe we're in a slop apocalypse or, or whatever. At the end of the day, if you, if you build a working product at the end of, if you, if you've built a working solution that is ultimately what the customer is paying for, like whether I have a lot of slop, a little slop or whatever, I'm sure there's lots of code bases we could go into in enterprise software companies where it's like just crazy slop that humans did over a 20 year period, but the end customer just gets this little interface.They can, they can type into it, it does its thing. Knowledge work, uh, doesn't have that property. If I have an AI model, go generate a contract and I generate a contract 20 times and, you know, all 20 times it's just 3% different and like that I, that, that kind of lop introduces all new kinds of risk for my organization that the code version of that LOP didn't, didn't introduce.These are, and so like, so how do you constrain these models to just the part that you want [00:28:00] them to work on and just do the thing that you want them to do? And, and, you know, in engineering, we don't, you can't be disbarred as an engineer, but you could be disbarred as a lawyer. Like you can do the wrong medical thing In healthcare, you, there's no, there's no equivalent to that of engineering.Like, doswyx: you want there to be, because I've considered softwareJeff Huber: engineer. What's that? Civil engineering there is, right? NotAaron Levie: software civil engineer. Sure. Oh yeah, for sure. But like in any of our companies, you like, you know, you'll be forgiven if you took down the site and, and we, we will do a rollback and you'll, you'll be in a meeting, but you have not been disbarred as an engineer.We don't, we don't change your, you know, your computer science, uh, blameJeff Huber: degree, this postmortem.Aaron Levie: Yeah, exactly. Exactly. So, so, uh, now maybe we collectively as an industry need to figure out like, what are you liable for? Not legally, but like in a, in a management sense, uh, of these agents. All sorts of interesting problems that, that, that, uh, that have to come out.But in knowledge work, that's the real hostile environments that we're operating in. Hmm.swyx: I do think like, uh, a lot of the last year's, 2025 story was the rise of coding agents and I think [00:29:00] 2026 story is definitely knowledge work agents. Yes. A hundredAaron Levie: percent.swyx: Right. Like that would, and I think open claw core work are just the beginning.Yes. Like it's, the next one's gonna just gonna be absolute craziness.Aaron Levie: It it is. And, and, uh, and it's gonna be, I mean, again, like this is gonna be this, this wave where we, we are gonna try and bring as many of the practices from coding because that, that will clearly be the forefront, which is tell an agent to go do something and has an access to a set of resources.You need to be responsible for reviewing it at the end of the process. That to me is the, is the kind of template that I just think goes across knowledge, work and odd. Cowork is a great example. Open Closet's a great example. You can kind of, sort of see what Codex could become over time. These are some, some really interesting kind of platforms that are emerging.swyx: Okay. Um, I wanted to, we touched on evals a little bit. You had, you had the report that you're gonna go bring up and then I was gonna go into like, uh, boxes, evals, but uh, go ahead. Talk about your genetic search thing.Jeff Huber: Yeah. Mostly I think kinda a few of the insights. It's like number one frontier model is not good at search.Humans have this [00:30:00] natural explore, exploit trade off where we kinda understand like when to stop doing something. Also, humans are pretty good at like forgetting actually, and like pruning their own context, whereas agents are not, and actually an agent in their kind of context history, if they knew something was bad and they even, you could see in the trace the reason you trace, Hey, that probably wasn't a good idea.If it's still in the trace, still in the context, they'll still do it again. Uhhuh. Uh, and so like, I think pruning is also gonna be like, really, it's already becoming a thing, right? But like, letting self prune the con windowsswyx: be a big deal. Yeah. So, so don't leave the mistake. Don't leave the mistake in there.Cut out the mistake but tell it that you made a mistake in the past and so it doesn't repeat it.Jeff Huber: Yeah. But like cut it out so it doesn't get like distracted by it again. ‘cause really, you know, what is so, so it will repeat its mistake just because it's been, it's inswyx: theJeff Huber: context. It'sAaron Levie: in the context so much.That's a few shot example. Even if it, yeah.Jeff Huber: It's like oh thisAaron Levie: is a great thing to go try even ifJeff Huber: it didn't work.Aaron Levie: Yeah,Jeff Huber: exactly.Aaron Levie: SoJeff Huber: there's like a bunch of stuff there. JustAaron Levie: Groundhogs Day inside these models. Yeah. I'm gonna go keep doing the same wrongJeff Huber: thing. Covering sense. I feel like, you know, some creator analogy you're trying like fit a manifold in latent space, which kind is doing break program synthesis, which is kinda one we think about we're doing right.Like, you know, certain [00:31:00] facts might be like sort of overly pitting it. There are certain, you know, sec sectors of latent space and so like plug clean space. Yeah. And, uh, andswyx: so we have a bell, our editor as a bell every time you say that. SoJeff Huber: you have, you have to like remove those, likeswyx: you shoulda a gong like TPN or something.IfJeff Huber: we gong, you either remove those links to like kinda give it the freedom, kind of do what you need to do. So, but yeah. We'll, we'll release more soon. That'sAaron Levie: awesome.Jeff Huber: That'll, that'll be cool.swyx: We're a cerebral podcast that people listen to us and, and sort of think really deep. So yeah, we try to keep it subtle.Okay. We try to keep it.Aaron Levie: Okay, fine.Inside Agent Evalsswyx: Um, you, you guys do, you guys do have EVs, you talked about your, your office thing, but, uh, you've been also promoting APEX agents and complex work. Uh, yeah, whatever you, wherever you wanna take this just Yeah. How youAaron Levie: Apex is, is obviously me, core's, uh, uh, kind of, um, agent eval.We, we supported that by sort of. Opening up some data for them around how we kind of see these, um, data workspaces in, in the, you know, kind of regular economy. So how do lawyers have a workspace? How do investment bankers have a workspace? What kind of data goes into those? And so we, [00:32:00] we partner with them on their, their apex eval.Our own, um, eval is, it's actually relatively straightforward. We have a, a set of, of documents in a, in a range of industries. We give the agent previously did this as a one shot test of just purely the model. And then we just realized we, we need to, based on where everything's going, it's just gotta be more agentic.So now it's a bit more of a test of both our harness and the model. And we have a rubric of a set of things that has to get right and we score it. Um, and you're just seeing, you know, these incredible jumps in almost every single model in its own family of, you know, opus four, um, you know, sonnet four six versus sonnet four five.swyx: Yeah. We have this up on screen.Aaron Levie: Okay, cool. So some, you're seeing it somewhere like. I, I forget the to, it was like 15 point jump, I think on the main, on the overall,swyx: yes.Aaron Levie: And it's just like, you know, these incredible leaps that, that are starting to happen. Um,swyx: and OP doesn't know any, like any, it's completely held out from op.Aaron Levie: This is not in any, there's no public data which has, you know, Ben benefits and this is just a private eval that we [00:33:00] do, and then we just happen to show it to, to the world. Hmm. So you can't, you can't train against it. And I think it's just as representative of. It's obviously reasoning capabilities, what it's doing at, at, you know, kind of test time, compute capabilities, thinking levels, all like the context rot issues.So many interesting, you know, kind of, uh, uh, capabilities that are, that are now improvingswyx: one sector that you have. That's interesting.Industries and Datasetsswyx: Uh, people are roughly familiar with healthcare and legal, but you have public sector in there.Aaron Levie: Yeah.swyx: Uh, what's that? Like, what, what, what is that?Aaron Levie: Yeah, and, and we actually test against, I dunno, maybe 10 industries.We, we end up usually just cutting a few that we think have interesting gains. All extras, won a lot of like government type documents. Um,swyx: what is that? What is it? Government type documents?Aaron Levie: Government filings. Like a taxswyx: return, likeAaron Levie: a probably not tax returns. It would be more of what would go the government be using, uh, as data.So, okay. Um, so think about research that, that type of, of, of data sets. And then we have financial services for things like data rooms and what would be in an investment prospectus. Uhhuh,swyx: that one you can dog food.Aaron Levie: Yeah, exactly. Exactly. Yes. Yes. [00:34:00] So, uh, so we, we run the models, um, in now, you know, more of an agent mode, but, but still with, with kinda limited capacity and just try and see like on a, like, for like basis, what are the improvements?And, and again, we just continue to be blown away by. How, how good these models are getting.swyx: Yeah, I mean, I think every serious AI company needs something like that where like, well, this is the work we do. Here's our company eval. Yeah. And if you don't have it, well, you're not a serious AI company.Aaron Levie: There's two dimensions, right?So there's, there's like, how are the models improving? And so which models should you either recommend a customer use, which one should you adopt? But then every single day, we're making changes to our agents. And you need to knowswyx: if you regressed,Aaron Levie: if you know. Yeah. You know, I've been fully convinced that the whole agent observability and eval space is gonna be a massive space.Um, super excited for what Braintrust is doing, excited for, you know, Lang Smith, all the things. And I think what you're going to, I mean, this is like every enter like literally every enterprise right now. It's like the AI companies are the customers of these tools. Every enterprise will have this. Yeah, you'll just [00:35:00] have to have an eval.Of all of your work and like, we'll, you'll have an eval of your RFP generation, you'll have an eval of your sales material creation. You'll have an eval of your, uh, invoice processing. And, and as you, you know, buy or use new agentic systems, you are gonna need to know like, what's the quality of your, of your pipeline.swyx: Yeah.Aaron Levie: Um, so huge, huge market with agent evals.swyx: Yeah.Building the Agent Teamswyx: And, and you know, I'm gonna shout out your, your team a bit, uh, your CTO, Ben, uh, did a great talk with us last year. Awesome. And he's gonna come back again. Oh, cool. For World's Fair.Aaron Levie: Yep.swyx: Just talk about your team, like brag a little bit. I think I, I think people take these eval numbers in pretty charts for granted, but No, there, I mean, there's, there's lots of really smart people at work during all this.Aaron Levie: Biggest shout out, uh, is we have a, we have a couple folks at Dya, uh, Sidarth, uh, that, that kind of run this. They're like a, you know, kind of tag tag team duo on our evals, Ben, our CTO, heavily involved Yasha, head of ai, uh, you know, a bunch of folks. And, um, evals is one part of the story. And then just like the full, you know, kind of AI.An agent team [00:36:00] is, uh, is a, is a pretty, you know, is core to this whole effort. So there's probably, I don't know, like maybe a few dozen people that are like the epicenter. And then you just have like layers and layers of, of kind of concentric circles of okay, then there's a search team that supports them and an infrastructure team that supports them.And it's starting to ripple through the entire company. But there's that kind of core agent team, um, that's a pretty, pretty close, uh, close knit group.swyx: The search team is separate from the infra team.Aaron Levie: I mean, we have like every, every layer of the stack we have to kind of do, except for just pure public cloud.Um, but um, you know, we, we store, I don't even know what our public numbers are in, you know, but like, you can just think about it as like a lot of data is, is stored in box. And so we have, and you have every layer of the, of the stack of, you know, how do you manage the data, the file system, the metadata system, the search system, just all of those components.And then they all are having to understand that now you've got this new customer. Which is the agent, and they've been building for two types of customers in the past. They've been building for users and they've been building for like applications. [00:37:00] And now you've got this new agent user, and it comes in with a difference of it, of property sometimes, like, hey, maybe sometimes we should do embeddings, an embedding based, you know, kind of search versus, you know, your, your typical semantic search.Like, it's just like you have to build the, the capabilities to support all of this. And we're testing stuff, throwing things away, something doesn't work and, and not relevant. It's like just, you know, total chaos. But all of those teams are supporting the agent team that is kind of coming up with its requirements of what, what do we need?swyx: Yeah. No, uh, we just came from, uh, fireside chat where you did, and you, you talked about how you're doing this. It's, it's kind of like an internal startup. Yeah. Within the broader company. The broader company's like 3000 people. Yeah. But you know, there's, there's a, this is a core team of like, well, here's the innovation center.Aaron Levie: Yeah.swyx: And like that every company kind of is run this way.Aaron Levie: Yeah. I wanna be sensitive. I don't call it the innovation center. Yeah. Only because I think everybody has to do innovation. Um, there, there's a part of the, the, the company that is, is sort of do or die for the agent wave.swyx: Yeah.Aaron Levie: And it only happens to be more of my focus simply because it's existential that [00:38:00] we get it right.swyx: Yeah.Aaron Levie: All of the supporting systems are necessary. All of the surrounding adjacent capabilities are necessary. Like the only reason we get to be a platform where you'd run an agent is because we have a security feature or a compliance feature, or a governance feature that, that some team is working on.But that's not gonna be the make or break of, of whether we get agents right. Like that already exists and we need to keep innovating there. I don't know what the right, exact precise number is, but it's not a thousand people and it's not 10 people. There's a number of people that are like the, the kind of like, you know, startup within the company that are the make or break on everything related to AI agents, you know, leveraging our platform and letting you work with your data.And that's where I spend a lot of my time, and Ben and Yosh and Diego and Teri, you know, these are just, you know, people that, that, you know, kind of across the team. Are working.swyx: Yeah. Amazing.Read Write Agent WorkflowsJeff Huber: How do you, how do you think about, I mean, you talked a lot about like kinda read workflows over your box data. Yep.Right. You know, gen search questions, queries, et cetera. But like, what about like, write or like authoring workflows?Aaron Levie: Yes. I've [00:39:00] already probably revealed too much actually now that I think about it. So, um, I've talked about whatever,Jeff Huber: whatever you can.Aaron Levie: Okay. It's just us. It's just us. Yeah. Okay. Of course, of course.So I, I guess I would just, uh, I'll make it a little bit conceptual, uh, because again, I've already, I've already said things that are not even ga but, but we've, we've kinda like danced around it publicly, so I, yeah, yeah. Okay. Just like, hopefully nobody watches this, um, episode. No.swyx: It's tidbits for the Heidi engaged to go figure out like what exactly, um, you know, is, is your sort of line of thinking.Sure. They can connect the dots.Aaron Levie: Yeah. So, so I would say that, that, uh, we, you know, as a, as a place where you have your enterprise content, there's a use case where I want to, you know, have an agent read that data and answer questions for me. And then there's a use case where I want the agent to create something.And use the file system to create something or store off data that it's working on, or be able to have, you know, various files that it's writing to about the work it's doing. So we do see it as a total read write. The harder problem has so far been the read only because, because again, you have that kind of like 10 [00:40:00] million to one ratio problem, whereas rights are a lot of, that's just gonna come from the model and, and we just like, we'll just put it in the file system and kinda use it.So it's a little bit of a technically easier problem, but the only part that's like, not necessarily technically hard, it is just like it's not yet perfected in the state of the ecosystem is, you know, building a beautiful PowerPoint presentation. It's still a hard problem for these models. Like, like we still, you know, like, like these formats are just, we're not built for.They'reswyx: working on it.Aaron Levie: They're, they're working on it. Everybody's working on it.swyx: Every launch is like, well, we do PowerPoint now.Aaron Levie: We're getting, yeah, getting a lot, getting a lot of better each time. But then you'll do this thing where you'll ask the update one slide and all of a sudden, like the fonts will be just like a little bit different, you know, on two of the slides, or it moved, you know, some shape over to the left a little bit.And again, these are the kind of things that, like in code, obviously you could really care about if you really care about, you know, how beautiful is the code, but at the end, user doesn't notice all those problems and file creation, the end user instantly sees it. You're [00:41:00] like, ah, like paragraph three, like, you literally just changed the font on me.Like it's a totally different font and like midway through the document. Mm-hmm. Those are the kind of things that you run into a lot of in the, in the content creation side. So, mm-hmm. We are gonna have native agents. That do all of those things, they'll be powered by the leading kind of models and labs.But the thing that I think is, is probably gonna be a much bigger idea over time is any agent on any system, again, using Box as a file system for its work, and in that kind of scenario, we don't necessarily care what it's putting in the file system. It could put its memory files, it could put its, you know, specification, you know, documents.It could put, you know, whatever its markdown files are, or it could, you know, generate PDFs. It's just like, it's a workspace that is, is sort of sandboxed off for its work. People can collaborate into it, it can share with other people. And, and so we, we were thinking a lot about what's the right, you know, kind of way to, to deliver that at scale.Docs Graphs and Founder Modeswyx: I wanted to come into sort of the sort of AI transformation or AI sort of, uh, operations things. [00:42:00] Um, one of the tweets that you, that you wanted to talk about, this is just me going through your tweets, by the way. Oh, okay. I mean, like, this is, you readAaron Levie: one by one,swyx: you're the, you're the easiest guest to prep for because you, you already have like, this is the, this is what I'm interested in.I'm like, okay, well, areAaron Levie: we gonna get to like, like February, January or something? Where are we in the, in the timelines? How far back are we going?swyx: Can you, can you describe boxes? A set of skills? Right? Like that, that's like, that's like one of the extremes of like, well if you, you just turn everything into a markdown file.Yeah. Then your agent can run your company. Uh, like you just have to write, find the right sequence of words toAaron Levie: Yes.swyx: To do it.Aaron Levie: Sorry, isthatswyx: the question? So I think the question is like, what if we documented everything? Yes. The way that you exactly said like,Aaron Levie: yes.swyx: Um, let's get all the Fortune five hundreds, uh, prepared for agents.Yes. And like, you know, everything's in golden and, and nicely filed away and everything. Yes. What's missing? Like, what's left, right? LikeAaron Levie: Yeah.swyx: You've, you've run your company for a decade. LikeAaron Levie: Yeah. I think the challenge is that, that that information changes a week later. And because something happened in the market for that [00:43:00] customer, or us as a company that now has to go get updated, and so these systems are living and breathing and they have to experience reality and updates to reality, which right now is probably gonna be humans, you know, kinda giving those, giving them the updates.And, you know, there is this piece about context graphs as as, uh, that kinda went very viral. Yeah. And I, I, I was like a, i, I, I thought it was super provocative. I agreed with many parts of it. I disagree with a few parts around. You know, it's not gonna be as easy as as just if we just had the agent traces, then we can finally do that work because there's just like, there's so much more other stuff that that's happening that, that we haven't been able to capture and digitize.And I think they actually represented that in the piece to be clear. But like there's just a lot of work, you know, that that has to, you just can't have only skills files, you know, for your company because it's just gonna be like, there's gonna be a lot of other stuff that happens. Yeah. Change over time.Yeah. Most companies are practically apprenticeships.swyx: Most companies are practically apprenticeships. LikeJeff Huber: every new employee who joins the team, [00:44:00] like you span one to three months. Like ramping them up.Aaron Levie: Yes. AllJeff Huber: that tat knowledgeAaron Levie: isJeff Huber: not written down.Aaron Levie: Yes.Jeff Huber: But like, it would have to be if you wanted to like give it to an Asian.Right. And so like that seems to me like to beAaron Levie: one is I think you're gonna see again a premium on companies that can document this. Mm-hmm. Much. There'll be a huge premium on that because, because you know, can you shorten that three month ramp cycle to a two week ramp cycle? That's an instant productivity gain.Can you re dramatically reduce rework in the organization because you've documented where all the stuff is and where the answers are. Can you make your average employee as good as your 90th percentile employee because you've captured the knowledge that's sort of in the heads of, of those top employees and make that available.So like you can see some very clear productivity benefits. Mm-hmm. If you had a company culture of making sure you know your information was captured, digitized, put in a format that was agent ready and then made available to agents to work with, and then you just, again, have this reality of like add a 10,000 person [00:45:00] company.Mapping that to the, you know, access structure of the company is just a hard problem. Is like, is like, yeah, well, you just, not every piece of information that's digitized can be shared to everybody. And so now you have to organize that in a way that actually works. There was a pretty good piece, um, this, this, uh, this piece called your company as a file is a file system.I, did you see that one?swyx: Nope.Aaron Levie: Uh, yes. You saw it. Yeah. And, and, uh, I actually be curious your thoughts on it. Um, like, like an interesting kind of like, we, we agree with it because, because that's how we see the world and, uh,swyx: okay. We, we have it up on screen. Oh,Aaron Levie: okay. Yeah. But, but it's all about basically like, you know, we've already, we, we, we already organized in this kind of like, you know, permission structure way.Uh, and, and these are the kind of, you know, natural ways that, that agents can now work with data. So it's kind of like this, this, you know, kind of interesting metaphor, but I do think companies will have to start to think about how they start to digitize more, more of that data. What was your take?Jeff Huber: Yeah, I mean, like the company's probably like an acid compliant file system.Aaron Levie: Uh,Jeff Huber: yeah. Which I'm guessing boxes, right? So, yeah. Yes.swyx: Yeah. [00:46:00]Jeff Huber: Which you have a great piece on, but,swyx: uh, yeah. Well, uh, I, I, my, my, my direction is a little bit like, I wanna rewind a little bit to the graph word you said that there, that's a magic trigger word for us. I always ask what's your take on knowledge graphs?Yeah. Uh, ‘cause every, especially at every data database person, I just wanna see what they think. There's been knowledge graphs, hype cycles, and you've seen it all. So.Aaron Levie: Hmm. I actually am not the expert in knowledge graphs, so, so that you might need toswyx: research, you don't need to be an expert. Yeah. I think it's just like, well, how, how seriously do people take it?Yeah. Like, is is, is there a lot of potential in the, in the HOVI?Aaron Levie: Uh, well, can I, can I, uh, understand first if it's, um, is this a loaded question in the sense of are you super pro, super con, super anti medium? Iswyx: see pro, I see pros and cons. Okay. Uh, but I, I think your opinion should be independent of mine.Aaron Levie: Yeah. No, no, totally. Yeah. I just want to see what I'm stepping into.swyx: No, I know. It's a, and it's a huge trigger word for a lot of people out Yeah. In our audience. And they're, they're trying to figure out why is that? Because whyAaron Levie: is this such aswyx: hot item for them? Because a lot of people get graph religion.And they're like, everything's a graph. Of course you have to represent it as a graph. Well, [00:47:00] how do you solve your knowledge? Um, changing over time? Well, it's a graph.Aaron Levie: Yeah.swyx: And, and I think there, there's that line of work and then there's, there's a lot of people who are like, well, you don't need it. And both are right.Aaron Levie: Yeah. And what do the people who say you don't need it, what are theyswyx: arguing for Mark down files. Oh, sure, sure. Simplicity.Aaron Levie: Yeah.swyx: Versus it's, it's structure versus less structure. Right. That's, that's all what it is. I do.Aaron Levie: I think the tricky thing is, um, is, is again, when this gets met with real humans, they're just going to their computer.They're just working with some people on Slack or teams. They're just sharing some data through a collaborative file system and Google Docs or Box or whatever. I certainly like the vision of most, most knowledge graph, you know, kind of futuristic kind of ways of thinking about it. Uh, it's just like, you know, it's 2026.We haven't seen it yet. Kind of play out as as, I mean, I remember. Do you remember the, um, in like, actually I don't, I don't even know how old you guys are, but I'll for, for to show my age. I remember 17 years ago, everybody thought enterprises would just run on [00:48:00] Wikis. Yeah. And, uh, confluence and, and not even, I mean, confluence actually took off for engineering for sure.Like unquestionably. But like, this was like everything would be in the w. And I think based on our, uh, our, uh, general style of, of, of what we were building, like we were just like, I don't know, people just like wanna workspace. They're gonna collaborate with other people.swyx: Exactly. Yeah. So you were, you were anti-knowledge graph.Aaron Levie: Not anti, not anti. Soswyx: not nonAaron Levie: I'm not, I'm not anti. ‘cause I think, I think your search system, I just think these are two systems that probably, but like, I'm, I'm not in any religious war. I don't want to be in anybody's YouTube comments on this. There's not a fight for me.swyx: We, we love YouTube comments. We're, we're, we're get into comments.Aaron Levie: Okay. Uh, but like, but I, I, it's mostly just a virtue of what we built. Yeah. And we just continued down that path. Yeah.swyx: Yeah.Aaron Levie: And, um, and that, that was what we pursued. But I'm not, this is not a, you know, kind of, this is not a, uh, it'sswyx: not existential for you. Great.Aaron Levie: We're happy to plug into somebody else's graph.We're happy to feed data into it. We're happy for [00:49:00] agents to, to talk to multiple systems. Not, not our fight.swyx: Yeah.Aaron Levie: But I need your answer. Yeah. Graphs or nerd Snipes is very effective nerd.swyx: See this is, this is one, one opinion and then I've,Jeff Huber: and I think that the actual graph structure is emergent in the mind of the agent.Ah, in the same way it is in the mind of the human. And that's a more powerful graph ‘cause it actually involved over time.swyx: So don't tell me how to graph. I'll, I'll figure it out myself. Exactly. Okay. All right. AndJeff Huber: what's yours?swyx: I like the, the Wiki approach. Uh, my, I'm actually

Dr. Marcin Kortylewski (Oligonucleotide therapies and applications Section Editor of Molecular Therapy Nucleic Acids) sits down with Dr. Norman Michael Drzeniek and Niklas Kotzian from the Berlin Institute of Health at Charité. Join them as they discuss their new article, mRNA-based CAR T cell engineering: Unmodified mRNA enables high CAR expression without innate immune activation in T cells. Music: 'Electric Dreams' by Scott Buckley - released under CC-BY 4.0. www.scottbuckley.com.auShow your support for ASGCT!: https://asgct.org/membership/donateSee omnystudio.com/listener for privacy information.

On this episode of The Association Podcast, we welcome Ravi Rooprai, Director of IT and PMO at the Million Dollar Round Table (MDRT). Ravi shares his unique journey from molecular microbiology and pharmaceutical consulting into association technology leadership, bringing a scientific mindset to digital transformation and innovation.The conversation explores how MDRT is modernizing association technology by decoupling legacy systems, building scalable data ecosystems, and experimenting with AI-driven personalization. Ravi explains how his team approaches technology through experimentation, feasibility studies, and agile thinking to improve member experiences and operational efficiency.We also dive into MDRT's cutting-edge meeting technology, including large-scale multilingual interpretation powered by AI and the infrastructure required to support thousands of attendees simultaneously streaming translated sessions. Ravi discusses how associations can better leverage data, personalization, and experimentation to drive engagement, retention, and measurable member value.From building a culture of innovation to applying e-commerce thinking to membership value, this episode offers practical insights for association leaders navigating digital transformation.00:01:00 Introduction to Ravi Rooprai and MDRT00:01:30 Rapid Fire Questions00:02:40 Ravi's Career Journey from Science to Association Technology00:04:30 Lessons from Industry Applied to Associations00:05:30 Using ROI and Value Metrics in Association Technology Decisions00:07:00 Measuring Member Lifetime Value00:08:30 The Value of MDRT Membership for Financial Professionals00:10:30 Reworking Legacy AMS Systems Through Decoupled Data Architecture00:12:00 Building a Modern Data Ecosystem Around Legacy Platforms00:13:30 Scaling Membership Systems to Handle Peak Demand00:14:45 Managing 60–70K Membership Applications During Renewal Season00:16:00 Leveraging AI and Technology at Large Global Conferences00:17:00 Simultaneous Translation and Multilingual Meeting Experiences00:18:30 Solving Conference Connectivity and Infrastructure Challenges00:20:00 Improving the Member Experience Through Technology00:21:00 Favorite Tools: AI, Copilot, and Power Apps00:23:30 Empowering Staff to Experiment with Technology00:24:30 Personalization and Data-Driven Engagement00:26:00 Using Engagement Data to Shape Event Programming00:28:00 The Future of Digital Transformation in Associations00:29:00 Applying a Scientific Mindset to Technology Innovation00:31:00 Building a Culture of Experimentation and Safe Failure00:33:00 Feasibility Studies and Agile Technology Testing00:35:00 Applying E-commerce Thinking to Membership Value00:37:00 The Future of AI and Meeting Technology at MDRT00:39:00 Rethinking the Conference Experience00:40:00 Closing Thoughts 

In this episode, host Sandy Vance chats with Frank Toscano, the new Senior Vice President of Product and Engineering at Amplify. They talk about the continued relevance of fax technology in healthcare, the challenges of interoperability, and how Amplify aims to streamline workflows to improve patient care. Frank highlights the importance of integrating fax technology with modern systems to enhance efficiency and reduce friction. In this episode, they talk about: Fax remains an important part of healthcare communication Many interoperability challenges come down to integration and mapping Prior authorizations often still depend on fax How Amplify supports healthcare organizations of all sizes Streamlined patient referrals can improve care delivery Healthcare is an interconnected ecosystem that affects outcomes Maximizing existing technology boosts operational efficiency AI helps connect data for better decision-making Effective solutions start with understanding real workflows Eliminating legacy technology isn't always the best option The future blends proven methods with modern technology A Little About Frank: Frank Toscano is a nationally recognized product and technology leader with more than 20 years of experience modernizing how healthcare organizations exchange documents, automate workflows, and connect systems through AI-driven interoperability. As Senior Vice President of Product & Engineering at Amplify, he serves as the company's public-facing technology voice and strategic advisor, guiding product innovation, engineering excellence, and enterprise integrations. Previously, as Vice President of Product Management at Consensus Cloud Solutions (eFax Corporate), Frank led the transformation of legacy fax into cloud-native, HIPAA-compliant interoperability services, delivering FHIR integration, TEFCA-aligned exchange, AI-powered document processing, and large-scale workflow automation used by thousands of healthcare organizations. A named inventor with multiple U.S. patents in secure communication and intelligent document workflows, Frank has also held senior leadership roles at Cellebrite, Cleo, and Retarus, consistently bridging deep technical architecture with real-world clinical and operational needs to reduce manual burden and improve care coordination.

In this episode, host Sandy Vance chats with Frank Toscano, the new Senior Vice President of Product and Engineering at Amplify. They talk about the continued relevance of fax technology in healthcare, the challenges of interoperability, and how Amplify aims to streamline workflows to improve patient care. Frank highlights the importance of integrating fax technology with modern systems to enhance efficiency and reduce friction. In this episode, they talk about: Fax remains an important part of healthcare communication Many interoperability challenges come down to integration and mapping Prior authorizations often still depend on fax How Amplify supports healthcare organizations of all sizes Streamlined patient referrals can improve care delivery Healthcare is an interconnected ecosystem that affects outcomes Maximizing existing technology boosts operational efficiency AI helps connect data for better decision-making Effective solutions start with understanding real workflows Eliminating legacy technology isn't always the best option The future blends proven methods with modern technology A Little About Frank: Frank Toscano is a nationally recognized product and technology leader with more than 20 years of experience modernizing how healthcare organizations exchange documents, automate workflows, and connect systems through AI-driven interoperability. As Senior Vice President of Product & Engineering at Amplify, he serves as the company's public-facing technology voice and strategic advisor, guiding product innovation, engineering excellence, and enterprise integrations. Previously, as Vice President of Product Management at Consensus Cloud Solutions (eFax Corporate), Frank led the transformation of legacy fax into cloud-native, HIPAA-compliant interoperability services, delivering FHIR integration, TEFCA-aligned exchange, AI-powered document processing, and large-scale workflow automation used by thousands of healthcare organizations. A named inventor with multiple U.S. patents in secure communication and intelligent document workflows, Frank has also held senior leadership roles at Cellebrite, Cleo, and Retarus, consistently bridging deep technical architecture with real-world clinical and operational needs to reduce manual burden and improve care coordination.

Peter Giddings of the Offshore Wind Growth Partnership joins to discuss the UK’s industrial growth plan for offshore wind, the five priority supply chain areas being targeted, and how OWGP helps businesses scale from small suppliers into globally competitive manufacturers. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering Tomorrow. Allen Hall: Peter, welcome to the program.  Peter Giddings: Thanks for having me out.  Allen Hall: The UK right now is just a global leader in offshore wind, which I think a, a lot of us in the United States don’t even realize that, but the UK is a. Giant leader in offshore wind. Uh, but we keep hearing about the supply chain constraints that are threatening some of the timelines here. What are some of the fundamental problems that the UK offshore wind supply chain has today?  Peter Giddings: We are in a great situation for supply chain, but the 2000 companies, some of them with 25 years experience. At the scale where we can deliver the four gigawatts a year for the next five years that we need to hit our 2030 deployment targets and to keep that deployment rolling. So we are [00:01:00] brilliant at the UK of planning, developing and deploying wind farms. We have a really strong maintenance base. We do some great supply chain work, and IWGP Offshore Wind Growth Partnership has helped those businesses grow, but we don’t have as much capacity as we would like. For the major items. So we have a great set of facilities making blades. We have good facilities, uh, great facilities in JDR making cables, but we don’t capture as much of the manufacturing value of our deployment as we would like. That means we create fewer jobs, we create less economic benefit, and those developers are exposed to more supply chain risk. Specifically, we want to build globally competitive supply chain capacity. We, we we’re, we’re not a charity. We are building businesses that can win contracts. They are attractive to the procurement teams and they’re sustainable, they grow, right? Competitive capacity is what we’re after. Um, and that’s, that’s really what [00:02:00] we’re after. Allen Hall: And if the UK doesn’t really address these problems now, what does that look like for the supply chain? Because you’re talking about moving from roughly 16. Gigawatts in the water to approximately 50 gigawatts, 45, 50 gigawatts by 2030 and beyond. So that’s, you know, it’s roughly a tripling of the amount of capacity in the water supply chain becomes then really critical to that and in order to feed that. But what happens here, if the supply chain has not grown locally,  Peter Giddings: it’s a missed opportunity. I mean, the businesses that are here today would be an incremental growth. And that’s not bad. That’s an okay outcome. But if your deployment is a huge opportunity and you get an okay outcome, that’s not acceptable. That’s not a way to run an industry, right? We have this massive opportunity in front of us. There’s a huge amount that we could do that the UK is great at that the opportunity is to stretch [00:03:00] and help communities all around the coast have. Hundreds, thousands of jobs that are there. They’re stable, they’re good quality, and they are prosperous. It’s a real community initiative. Those towns, which are probably seeing a decline in oil and gas revenue or are strapped to tourism or kind of don’t have an industry, those towns, those people as humans are gonna have a much better future. There’s a, actually a really nice exemplar, um, it’s not. The biggest component, but Cable protection Systems is something that the UK is already globally renowned for. If you open up a tender pack, if you’re allowed to in other markets kind of anywhere, and you look to the CPS package, you would more than likely see a couple of, if not all four of CRP techmark, sub C and Balmoral, right? They, they serve the UK market real well, but they are globally renowned. [00:04:00]That’s, that’s one example. We are looking to do that for the priority sections of the industrial growth plan. You know, we’re going to pick and are picking the areas of the supply chain where we think the UK can be genuinely competitive and we have something to offer. A developer is not gonna choose a substandard product that’s a bit more expensive, but we can build up supply chains that offer fantastic products. Cable protection systems, and we can capture big market share there. Develop a product that can be exported, or if it’s a bit too far to ship, develop a business which can open up a new base. You know, so we, we get that, um, combination of local demand being served. And when I say local, I mean like the North Sea in Baltic and that global opportunity. So it’s, but it’s not gonna be everything. You know, people might. I might get a little bit heat for this, but [00:05:00] if you spread the jam too thin, it doesn’t taste very good. You haven’t committed to win a few things rather than come second and third everywhere. We have to choose what we win at.  Allen Hall: Let’s get into the industrial growth plan, ’cause I wanna understand that a little bit better and how OWGP. Fits in that as the delivery body. Right? So you have this industrial growth plan, OWGP is, is sort of administering it and, and taking action on it. How does this system work and, and why is it different than other attempts at supply chain development?  Peter Giddings: Uh, a couple of years ago, 2023, um, most of the major institutional stakeholders came together and said, oh, that we see this big opportunity coming. We want to make sure that the UK benefits from having all that deployment. So if you’ve got a bunch of demand and you [00:06:00] don’t have much supply, you don’t have as much supply as you want, that’s an obvious gap to fill. And the Crown of State, the Crown of State Scotland, the departments from government, the Offshore Wind Industry Council, a consortium of developers in the uk, uh, came together. Um. And funded a piece of work that allowed, um, a team to bring in lots of industry input. Look at what the big opportunities were in the market. So where is there substantial value? Where is there substantial demand? And match that up to where does the UK have capability and where could we grow a competitive advantage? So. What prizes are worth winning? What prizes can we win? And we’ve matched those up and there’s kind of five priority areas that we’ve selected. Um, it’s kind of the first things we’re gonna go after. Um, [00:07:00] they’re, they’re quite broad, those five. It’s advanced turbine technologies, deep water foundations, cable and electrical systems, uh, smart environmental services, and, uh, smart operations and maintenance. If you kind of open those boxes up, there are some very specific supply chains that are prioritized. So I’ll take the one that, uh, is the first one that we’re looking at. Advanced turbine technology. Uh, we talked just before we started recording, um, that the UK has real strength in blades. Blades is a big opportunity. We have a really well established composite industry. We have a great facility up in Hull. We have an r and d base and an onshore, um, factory on the isle of White with Vestas. And I think the thing we don’t really say is we have chief engineer for blades of Vestas in the UK structures lead. The r and d team is 140 strong down on the island [00:08:00] and we have a really productive facility in Hull. Um. That is putting product out, has been making, um, recyclable blades, is making the one 15. We have depth, so it’s a good opportunity. We have strength, we have a massive innovation ecosystem, so that’s a really obvious win. And we’ve been through the rest of the supply chain taking cables, good capacity, excellent experience from oil and gas, and so that’s a priority area. Okay. Going through those supply chains, finding big opportunities that the UK has, the ability to win contracts in, and then mapping out what do you need to do to make that capacity happen? How much capacity, at what cost, with what performance? And that’s, that’s kind of the OWGP role is owning that plan, bringing input from industry, [00:09:00] bringing input from experts. Turning the ambition of we want to have the ability to supply 50% of UK demand and export into a tangible plan of, cool, these businesses need this investment by this time to stand up a facility so they’re ready. It’s not just a blade factory. Right. That’s, um, that’s important. It’s the 20 businesses that sell product, that sell services into that. We talk about pyramids, right? You’ve got one facility at the top and a big wide base with lots of people who are employed in that big wide base. And I think, you know, it’s natural. Everybody looks to the top of the mountain. We’re looking to build the whole thing, and that’s a really powerful reason for industries to stay for the long term. So I think tracking back to your [00:10:00] question. What’s our role? We own that plan. We bring together the expertise and convert it into a set of measurable steps really. And that kind of second part is coordinate. Everybody needs to be playing the same game, aiming at the same targets. And that’s a really important part. Allen Hall: Well, I think for a lot of people outside the UK, it’s hard to envision the amount of industry that exists. In the UK you’re about 70 million people, so you’re roughly maybe a quarter of the population size of the United States roughly. But you’re, you, you have internal industries there and other areas that have that supply chain growth. So you’ve watched it in aerospace, which is one I’m familiar with, but in other industries, you, automobiles and a number of other areas, uh, you have that supply chain. So you know how to, the UK knows how to do that, but, but that hasn’t really necessarily happened in offshore wind, which I think is where the [00:11:00] opportunity is because I think watching. Being around this industry for as long as I have. One of the key elements is that, uh, the, the smaller businesses are sort of tier twos or tier threes that make the tier ones possible are kind of forgotten about. But the UK historically has looked at tier two and tier three as being the fundamentals to a successful product delivery and, and a, a global marketplace. Is, is that where the initial focus is? Because just listening to. And going to your website, uh, which I encourage everybody to do, you see where there’s smart decisions being made to create that base and what does that look like? And when you’re trying to attack that base on offshore wind, obviously cables and turbine technology, anything to do basically with being in the water, which the UK is great at. Do you see that being a relatively quick exercise because the UK has done it before in other industries? Or [00:12:00] is this problem just a little bit different because of the scale of it?  Peter Giddings: It’s really similar to, uh, the way supply chain’s been supported in aerospace, for example. Um, the Airbus has a deep supply chain in the UK and has a very strong voice into government. Their supply chain is supported. They’ve built that base. Um, and so from the outcome, that’s gonna be pretty similar? I think so. We, we have a template. I’ve worked in aerospace, many colleagues, um, that we’re, we’re calling on have, um, I guess the difference is, uh, maturity of industry. So the developers are very mature businesses. They’re global. They have been big for time. They know how to do supply chain development from oil and gas, where you build enormous unicorns. Exactly. Once, [00:13:00] then move on. You know, an oil and gas project is, is a one time deal. It’s tremendous, but you don’t have to make a hundred of them and it’s slightly different. So you end up with a, a single point, and if you are. Experience and your, um, relationship with government sits with developers that can create some really, um, it, it takes time to build up your supply chain so that they have the same experience of running, um, large development programs. They have the stability as businesses to kind of build through. It’s really important to remember that turbine OEMs and the tier ones haven’t had 30 years of stable business modeling wind. Because 30 years ago, wind wasn’t really a big industry, right? They have had plenty of success scaling their business, and we’re just entering the phase now where you can, um, pretty credibly say that wind is [00:14:00] a global business with a long-term future. And it needs to find the right way for those OEMs, those big tier one manufacturing businesses to support their business in the long term. That is, I would say quite new. Um, hopefully I don’t get pilled for saying that, but Airbus, spin Airbus for 2, 3, 4 generations. Right. So they know their game. Same with roles, same with, you know, Nissan and Toyota. It’s, it’s gonna take a little minute for the manufacturing part of the wind industry to settle and learn what works. We think OWGP and our partners, GB Energy, crown State, we think. We have a good starter for 10. You know, it’s modeled off what we’ve done in other industries. It provides stability, provides capital and a plan. I think that’s a really good mix. Um, [00:15:00] and I think it’ll just take a bit of time to mature those relationships and get everybody comfortable. Um, the developers have been really supportive. The OWGP money comes from. A developer contribution. So they are playing their part. Absolutely they are. We need to find the right way for manufacturing businesses to scale and then start pumping in innovations into that capacity so it stays competitive. You know, it’s a build capacity that’s competitive today. Feed it with innovation so it stays competitive and gets better and better and better.  Allen Hall: How far off the technology chain do you want them to be before you consider them to be part of the supply chain  Peter Giddings: today? Uh, 21st of January, 2026. There is good money for people that are within about a year of getting their technology to market. So that’s the, the approximate. Um, you’ll notice I dodge TRLI don’t think it’s super helpful. Um, time to market is, uh, is, is [00:16:00] really a good indicator. Yeah. Alan’s, give me the thumbs up of someone that’s done a TRL assessment or two. Um, we, we are looking for businesses that are commercially. Viable. They have relationships with customers. Um, they’re trading the earliest currently, and it’s currently, um, is like a year, maybe two years to market at the outside and up, um, we’re working with. And so that’s not just OWGP, that’s across the funding streams that are available. Um, and there are many we are working with and hopeful in the next week or two to have, um. A positive result from the UK government on earlier stage innovation funding so that we can align the early stage innovation at the problems that really count for making businesses competitive. You know, to be super clear, that’s not gonna be OWGP Cash. Our hope is that it’s OWGP derived questions [00:17:00] delivered by the innovation institute’s offshore renewable energy catapult, the high value manufacturing catapults. Academia, innovative businesses. Those guys do the innovation and we work together with them and with industry to really find the questions that count and we can focus our attention on commercializing that and scaling up the things that are commercial.  Allen Hall: Peter, walk us through how a UK supply chain company actually engages with OWGP. Uh, what does that. Uh, look like. And what are the, sort of the different options to, to engage with OWGP?  Peter Giddings: So I, I think the first thing to say is you, you don’t have to be UK today. We would love to attract businesses from overseas. Um, you can start a UK entity quite quickly. The first people, first place people tend to engage is in our, um, business, uh, support services. So we help, uh, businesses orientate themselves commercially. Understand how the contracting works, understand who [00:18:00] their, their pot potential customers are. Um, and that’s, yeah, it’s on our website. It’s Business Transformation Services, the West Program, wind Expert Services. There’s a t in there, there’s something else. Um, but that’s really the entry point for businesses that need to orientate themselves in the UK market. And we, and that. Intensity and the, the depth of the commercial support kind of ramps up through base and up to sig sharing in growth. Um, and you’ll also see us in the next year or two, um, take a, a more proactive approach to supporting businesses commercially. Um, I’m actually down with a, a fantastic business in the blade supply chain, um, composite integration in Saltash, helping them build a strategic, um, business plan. So a little more than just going, oh, this is where you get your contract. Actually helping them model what a future bigger business would look like and what they will need to do to, to reach it. You know, commercial support is growing for us. I think it could be really important, right? It’s [00:19:00] new for us, so, you know, we’ll learn. But the first point of call, go to the website, get in touch with the team, um, and often people choose that commercial support, the business transformation. We also run grant funding. Um, we have innovation calls. Um, we have a whole range of different calls going from innovation up to development into Dev X. So manufacturing, um, facility support program, they’re all grant. You can choose to pay them back. You do need to be UK entity, but you need to be quite close to market that one to two year zone with commercial traction. Um, and again, information is available. There is a team of people. Who are really great at taking those triaging, figuring out what’s right for you, what’s not, and if it’s not something from us, we do and we are delighted to pass you on to other people. You know, if you talk to us, we will make sure you find a home.[00:20:00] I think that’s really important to say.  Allen Hall: I think that’s very critical and one of the more difficult. Periods for, uh, it’s a smaller company to become bigger and be part of this massive supply chain, is that sort of 1 million pound, the 5 million pound kind of business, which has a technology which has proven itself and is delivering something or very close to delivering something. That transition is incredibly hard and getting some help there and some advice even would make the transition so much shorter and more efficient than what it typically is. That’s what OWGP does. So it’s not just the money. Obviously money helps everything generally. It’s the context, it’s the advice, it’s the knowledge that, uh, OWGP brings to the table that helps you grow your technology, your small business, into that mid-tier business and takes that mid-tier business into that gigantic world leader business. Those are the things that are, [00:21:00] are so hard to quantify, to put some, uh, some people in place. Boy, OWGP can really ramp up and has, the UK in general has done this many, many times. So I, I, I just encourage everybody who’s listening to this podcast to think about OWGP as a contact point and reach out. And Peter, how can they do that? What are the first steps to contact OWGP?  Peter Giddings: It’s always best to come in through our website. So my contact details will be in the, um, in the show notes, but you, you can look at the different programs there are contact US buttons all over it. Um, it also gives you sight of the industrial growth plan, um, and the priority areas. We are trying where we can to focus our efforts on those priority areas, and we would absolutely be delighted to hear from businesses active in the IGB priorities. Um, if you are, if you are not in one of those, you’re not excluded, come talk to us and we, we are supporting ambitious [00:22:00] businesses. We’re just focusing most of our efforts on the ones that are aligned to priority. We’re, we’re on your team. We would like to hear from you. Um, yeah, do, do start with the website. Hit one of the contact buttons you’ll come into to one of the team and we will connect you in. Um, I think that’s probably the, the best way  Allen Hall: and the website is ow gp.org.uk. Very easy to get to. You can just Google it and it’ll come right up. There’s a ton of information on that website. Peter, thank you so much for being on the podcast. I really appreciate this. Learned a lot and very excited for what the UK is about to do.  Peter Giddings: I’m looking forward to talking to you again.

NASA has announced a major restructuring of the Artemis program, reshaping the roadmap for returning humans to the Moon. At a February 27 press conference, agency leadership addressed the rollback of Artemis II following post–wet–dress–rehearsal testing and unveiled significant changes to upcoming missions, including shifting Artemis III from a planned lunar landing to a low-Earth-orbit rendezvous and integrated systems test. In this episode, you’ll hear remarks from NASA Administrator Jared Isaacman and Lori Glaze, Moon to Mars program manager and acting associate administrator for NASA’s Exploration Systems Development Mission Directorate. They explain what happened with Artemis II and why NASA is changing course. Then, host Sarah Al-Ahmed is joined by Jack Kiraly, director of government relations at The Planetary Society, and Ari Koeppel, AAAS science and technology policy fellow, to unpack the political and strategic forces behind this shift and what it means for the future of lunar exploration. In What’s Up, Bruce Betts, our chief scientist, looks back at Apollo 9, the Earth-orbiting mission that proved the Lunar Module could operate independently before NASA attempted a lunar landing. Discover more at: https://www.planetary.org/planetary-radio/2026-artemis-updateSee omnystudio.com/listener for privacy information.

Plus: Kraken becomes the first crypto firm to win access to the Federal Reserve's core payments system. And OpenAI CEO Sam Altman defended his Pentagon deal during an all-hands meeting. Danny Lewis hosts. Learn more about your ad choices. Visit megaphone.fm/adchoices

Ken Little: Bridging Engineering and BusinessToday, we're tackling one of the most expensive and underestimated problems in modern organizations: the communication gap between technical professionals and nontechnical leaders. I'm joined by Ken Little, SVP of Engineering, to explore where engineers most often struggle with nontechnical audiences, how to make complex ideas understandable to business-minded leaders so they can make better decisions, and what happens when that translation breaks down. We also dig into how organizations can build stronger communication muscles, and how engineers can move from explaining problems to making recommendations.To learn more about Ken, visit https://www.linkedin.com/in/kennethllittle/__TEACH THE GEEK (http://teachthegeek.com) Prefer video? Visit http://youtube.teachthegeek.comGet Public Speaking Tips for STEM Professionals at http://teachthegeek.com/tips

Business development (BD) can feel like a job reserved for firm leaders or dedicated rainmakers, but in reality, it touches everyone in the AEC industry. In this conversation, Wendy Simmons sits down with Middle of Six Senior Marketing Strategist, Katy Byers, to break down how BD intersects with everyone's role.Katy, a natural-born networker and connector, unpacks common barriers—lack of permission, time, or confidence—and shares practical ways to make BD more accessible and less intimidating. With the right mindset and tools like a CRM, marketers can stop reacting to RFP "opportunities" and start pre-positioning for the next win. The big takeaway? BD isn't about selling. It's about consistency, curiosity, practice (because "practice makes progress"), and making space to develop genuine relationships with your firm's clients and project partners. CPSM CEU Credits: 0.5 | Domain: 3

Did you know that millions of Americans drive each day in cars with open safety recalls that, if ignored, could have fatal consequences? This podcast hour we discussed how you can check if your vehicle has an open recall.8:05PM: Each year in the U.S., more than 500,000 people are treated and about 300 die from ladder-related injuries, according to CDC/NIOSH. In almost every case, these incidents are preventable. March is National Ladder Safety Month & the American Ladder Institute is offering free online Ladder Safety Training.Guest: Mike Van Bree - Director of Product Safety & Engineering with the American Ladder Institute 8:15PM: Can we still have private conversations if we live our lives online? A look at what our right is to digital privacy in today’s world.Guest: Cindy Cohn – Executive Director of the Electronic Frontier Foundation & Author of the book: Privacy's Defender: My Thirty-Year Fight Against Digital Surveillance8:30PM: March 2 – 8 is Vehicle Safety Recalls Week. From defective airbags to overheating batteries, millions of Americans drive each day in cars with open safety recalls that, if ignored, could have fatal consequences. How you can check if your vehicle has an open recall…Guest: Mark Schieldrop - Senior Spokesperson for AAA Northeast8:45PM: The best education for future success might surprise you…Career-focused programs mistakenly assume that what seems useful today will be useful tomorrow.Guest: Greg Weiner - professor of political science & president of Assumption University in Worcester, MassachusettsSee omnystudio.com/listener for privacy information.

In this episode of Construction Corner, host Dillon breaks down the right and wrong ways to use AI in business. While AI tools are everywhere, most people are using them for the wrong tasks—like writing generic emails or generating soulless responses that scream "bot." Instead, Dillon argues that AI's real power lies in strategic work: condensing weeks of market research into minutes, creating total addressable market analyses, plotting historical data trends, and automating time-consuming tasks like transcription and content scheduling. He emphasizes the 95/5 rule: let AI take you 95% of the way, then add your own voice, edits, and human touch for the final 5%. Drawing examples from yacht influencer Kevin's Instagram page and his own content workflow, Dillon makes it clear that AI should multiply your leverage and productivity—not replace your authenticity. Use it for the big strategic moves, not the bullshit busy work.Comment your thoughts below and don't forget to like, SHARE, and subscribe!Want an Engineering firm BUILT for Electrical Contractors? Let's see how we can help speed up your Design/Build projects. Visit https://verticaldesignservices.com/ Connect with Dillon MitchellLinkedIn - https://www.linkedin.com/in/dillon-mitchell-pe/Vertical Design Serviceshttps://www.instagram.com/vertical_designservices/#Revit #BIM #Automation #VerticalDesignServices #VDS #MEP #Contractors #Engineering #ElectricalContractor

On February 28, the United States and Israel launched a campaign against Iran targeting military infrastructure and the regime's core leadership. Supreme Leader Ayatollah Ali Khamenei and several senior officials died in the attacks, which triggered a leadership crisis and inflamed tensions throughout the Middle East.   In the immediate aftermath, Iran launched extensive barrages of drones and ballistic missiles aimed at Israel, US military bases, ​and other targets in neighboring Gulf states. Energy prices rose sharply. This regional shift carries immediate and enduring consequences for global geopolitics and the stability of international energy flows. ​The outcome of the conflict—and the ultimate fate of the Iranian regime—remains deeply uncertain. Even with these open questions, the trajectory of this escalation will likely redefine the future of Middle Eastern security, global power dynamics, and the world's energy markets. How is the conflict evolving, and how might it end? What are the impacts on Gulf states and what are some of the possible paths forward? And how is this all impacting oil and gas markets across the globe? Today on the show, Jason Bordoff speaks with four experts from the Center on Global Energy Policy—Anne-Sophie Corbeau, Richard Nephew, Daniel Sternoff, and Karen Young—to discuss the escalating conflict and its impact on energy and geopolitics. Anne-Sophie is a global research scholar at CGEP, where she focuses on hydrogen and natural gas. She previously worked as a senior analyst at BP and the International Energy Agency. Richard is a senior research scholar at CGEP and formerly served as the US deputy special envoy for Iran under the Biden administration, where he played a key role in negotiations over the Iran nuclear deal.  Daniel is a senior fellow at CGEP and heads its corporate partnership strategy.  Karen is a senior research scholar at CGEP with expertise in the Middle East focusing on geopolitics, the political economy of Gulf states, and energy policy. The Center on Global Energy Policy at Columbia University SIPA is closely following the escalating conflict in Iran and its implications for US national security, Middle East geopolitics, and global energy markets. See all of our coverage here. Credits: Hosted by Jason Bordoff and Bill Loveless. Produced by Mary Catherine O'Connor, Caroline Pitman, and Kyu Lee. Engineering by Gregory Vilfranc.  

Consumers aren't lacking for choice. Instead, they're usually drowning in a sea of options, and it's up to brands to find ways to go beyond simply removing friction and bring back the joy in shopping. Adding AI, and agentic AI into the mix can unlock new opportunities, but also brings with it new challenges. We're going to talk a little about all of it.We are recording here at eTail Palm Springs, and hearing from leading brands and the platforms and companies they rely on to innovate in retail. To help me discuss these topics, I'd like to welcome back to the show Noah Zamansky, VP Product, Tech, & Design, Client Experience at Stitch Fix About Noah Zamansky Noah Zamansky serves as the Vice President of Product and Client Experience at Stitch Fix, where he leads cross-functional teams spanning Product, Design, Engineering, Algorithms, and Platform Development. A seasoned leader, Noah has a proven track record of shaping product vision and strategy, designing exceptional user experiences, and spearheading the launch of new business ventures. Before joining Stitch Fix, Noah held the role of Senior Director of Product Management at eBay, overseeing Fashion and Vertical Experiences. Noah Zamansky on LinkedIn: https://www.linkedin.com/in/nzamansky/ Resources Stitch Fix: https://www.stitchfix.com The Agile Brand podcast is brought to you by TEKsystems. Learn more here: https://aglbrnd.co/r/2868abd8085a9703 Drive your customers to new horizons at the premier retail event of the year for Retail and Brand marketers. Learn more at CRMC 2026, June 1-3. https://aglbrnd.co/r/d15ec37a537c0d74 Enjoyed the show? Tell us more at and give us a rating so others can find the show at: https://aglbrnd.co/r/faaed112fc9887f3 Connect with Greg on LinkedIn: https://www.linkedin.com/in/gregkihlstromDon't miss a thing: get the latest episodes, sign up for our newsletter and more: https://aglbrnd.co/r/35ded3ccfb6716ba Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology: https://www.agilebrandguide.com The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. https://www.missinglink.company

Gaius recounts meeting Prime Minister Mossadegh as a child, framing the current crisis within a century of failed American "engineering" in Persian affairs. They reflect on the unsustainable, "European-import" nature of the Shah's regime and conclude that foreign intervention historically backfires, leading to revolutionary outcomes inimical to American interests.1979 TEHRAN

email chris@drchrisloomdphd.com with "Podcast freebie" to book a coveted FREE guest spot on the show. To book a PREMIUM spot on the Podcast: ⁠⁠⁠⁠⁠⁠⁠⁠https://www.drchrisloomdphd.com/_paylink/AZpgR_7f⁠⁠⁠⁠⁠⁠⁠⁠Book a 1-on-1 coaching call: ⁠⁠⁠⁠⁠⁠⁠⁠https://www.drchrisloomdphd.com/booking-calendar/introductory-session⁠⁠⁠⁠⁠⁠⁠⁠ Subscribe to our email list: ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://financial-freedom-podcast-with-dr-loo.kit.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠

Most guys say they are referral-based, but they are still letting random leads waste their week. This one is all about what an ideal referral actually looks like and how to shape expectations, messaging, and follow-up so you get more of the right clients. Show Notes: 0:00 Expectations First 8:43 Orlando Recap 10:37 Tyler's Build Stuff 12:47 "Slip the Truck" 15:22 What Makes a Good Referral 19:41 Reviews & Testimonials 24:41 Pre-Con Protects You 32:49 Qualify Faster 36:53 Control the Narrative 1:00:17 Trade Partner Referrals 1:04:01 Stay Top of Mind 1:05:26 Wrap & Newsletter Video Version:https://youtu.be/cBxWsw7g7qA   Partners:  Andersen Windows Harnish Workwear  Use code H1025 and get 10% off their H-label gear   The Modern Craftsman: linktr.ee/moderncraftsmanpodcast Find Our Hosts:  Nick Schiffer  Tyler Grace  Podcast Produced By: Motif Media

Could life on Earth have arrived from space? Explore panspermia, alien comets, and how life might spread across the galaxy.Get Nebula using my link for 50% off an annual subscription: https://go.nebula.tv/isaacarthurWatch my exclusive video Lazarus Protocols: https://nebula.tv/videos/isaacarthur-lazarus-protocols-reviving-civilizations-after-extinctionCheck out Day Pass: https://nebula.tv/daypass?ref=isaacarthur

Could life on Earth have arrived from space? Explore panspermia, alien comets, and how life might spread across the galaxy.Get Nebula using my link for 50% off an annual subscription: https://go.nebula.tv/isaacarthurWatch my exclusive video Lazarus Protocols: https://nebula.tv/videos/isaacarthur-lazarus-protocols-reviving-civilizations-after-extinctionCheck out Day Pass: https://nebula.tv/daypass?ref=isaacarthur

Starting off in FOLLOW UP, we've got a tax economist who actually made money betting against the "efficiency" of Elon's budget-slashing fever dreams, while Tesla is busy trying to dodge a $243 million jury verdict for an Autopilot-assisted fatality. Not content with being legally liable, Tesla is also suing the California DMV because they're offended someone called their "Autopilot" and "Full Self-Driving" marketing deceptive—ironic, since Jack Dorsey just "proactively" halved the staff at Block to make room for more AI slop. Speaking of which, Goldman Sachs is here to remind us that all this AI spending added a grand total of zero to the US GDP last year, mostly because we're just exporting all that cash to overseas chip makers while 80% of execs admit the tech hasn't actually done anything for productivity yet.Moving into IN THE NEWS, Sam Altman had the audacity to compare ChatGPT's energy-sucking habits to the 20-year evolution of a human, though the internet wasn't exactly buying the "my bot is just like a baby" defense. Anthropic actually stood its ground against the Pentagon's demand for killer robots and mass surveillance, so naturally, the military just signed a deal to put Elon's Grok in their classified systems instead—because what could go wrong with an "edgy" LLM in the war room? Meanwhile, cities are dumping AI surveillance contracts as citizens start a literal "smash-the-snitch-box" campaign against Flock's license plate readers, Google's AI is busy inserting racial slurs into news alerts, and the White House is apparently harboring a staffer moonlighting as a racist "masterpiece" creator on X. We've also got Reddit being slapped with a $20 million fine in the UK for being lazy with age checks, while Discord and Apple scramble to build verification tools that hopefully won't leak your entire identity to a hacker in Belarus.In MEDIA CANDY, the Paramount-Skydance merger is leaving the industry in a cold sweat of "synergy" layoffs, but at least we're getting more Game of Thrones spinoffs and Star Trek reboots to rot our brains. Face/Off 2 lost its director, Ryan Coogler is taking on The X-Files, and Google wants to use AI to turn music into generic "lo-fi" background noise for the masses.Over in APPS & DOODADS, OpenAI is planning a 2027 smart speaker that literally watches you through a camera—because you definitely wanted a $300 Sam Altman-shaped eye in your kitchen—while the Dark Sky creators are back with "Acme Weather" for the low price of $25 a year.We wrap up THE DARK SIDE WITH DAVE with a deep dive into "Under Pressure" and Coruscant's urban sprawl, leaving us to reminisce about the days when KPT Bryce was the pinnacle of tech—back when "generative art" was just a fractal that took six hours to render.Sponsors:DeleteMe - Get 20% off your DeleteMe plan when you go to JoinDeleteMe.com/GOG and use promo code GOG at checkout.SquareSpace - go to squarespace.com/GRUMPY for a free trial. And when you're ready to launch, use code GRUMPY to save 10% off your first purchase of a website or domain.Private Internet Access - Go to GOG.Show/vpn and sign up today. For a limited time only, you can get OUR favorite VPN for as little as $2.03 a month.SetApp - With a single monthly subscription you get 240+ apps for your Mac. Go to SetApp and get started today!!!1Password - Get a great deal on the only password manager recommended by Grumpy Old Geeks! gog.show/1passwordShow notes at https://gog.show/735Watch on YouTube: https://youtu.be/jdz--v3eeU4FOLLOW UPGuy Bets Entire Life Savings Against Elon Musk, WinsTesla sues California DMV after it banned the term 'Autopilot'Jack Dorsey just halved the size of Block's employee base — and he says your company is nextIN THE NEWSSam Altman: Know What Else Used a Lot of Energy? Human CivilizationStatement from Dario Amodei on our discussions with the Department of WarAnthropic Tells Pete Hegseth to Take a HikeCities Are Shredding Their AI Surveillance Contracts en MasseKalshi Suspended a California Politician and a YouTuber for Insider TradingDiscord delays age verification to address user concernsApple introduces age verification for apps in Utah, Louisiana and AustraliaMEDIA CANDYAs Paramount Skydance wins the battle for Warner Bros. as Netflix ends its bid, here's the mood inside all three companies.A Knight of the Seven KingdomsStar Trek: Starfleet AcademyThe Night Agent Season 3'Face/Off 2' Director Adam Wingard is Now/GoneRyan Coogler's X-Files reboot gets the green light at HuluMortal Kombat II | Official Trailer IIGoogle's AI Slop Machine Is Coming for Your MusicDropping Names... and other things with Jonathan Frakes and Brent SpinerOnce We Were SpacemenAPPS & DOODADSOpenAI will reportedly release an AI-powered smart speaker in 2027Instagram Will Notify Parents When Teens Use Search Terms Related to SuicideThe creators of Dark Sky have a new weather appThis App Warns You if Someone Is Wearing Smart Glasses NearbyTHE DARK SIDE WITH DAVEDave BittnerThe CyberWireHacking HumansCaveatControl LoopOnly Malware in the BuildingStrong Songs - S08E02 - "Under Pressure" by Queen and David BowieThe Problem with Coruscant (Planet Cities Explained)Reminds me of KPT Fractal ExplorerKPT Bryce 1.0 with John Dvorak and Kai KrauseSingle-Biome PlanetKPT Shapes by Dave BittnerBald Mr Clean mascot "retired"My childhood disappointment with scrubbing bubbles.CLOSING SHOUT-OUTSActor Robert Carradine Dies At Age 71See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.