Podcasts about engineers

Our final news roundup for 2025 is a holiday sampler of tasty, chewy (and a few yucky) confections. We look at a years-long exploit campaign that used browser extensions to steal credentials, inject malicious content, and track behavior; tracks ongoing exploits using the React2Shell vulnerability; and debates whether a surveillance camera maker’s pledge to follow... Read more »

Our final news roundup for 2025 is a holiday sampler of tasty, chewy (and a few yucky) confections. We look at a years-long exploit campaign that used browser extensions to steal credentials, inject malicious content, and track behavior; tracks ongoing exploits using the React2Shell vulnerability; and debates whether a surveillance camera maker’s pledge to follow... Read more »

Dive into the revolutionary Altium Requirements Portal, a groundbreaking solution transforming how engineers manage complex project documentation. Hear from Marco Witzmann, Head of Requirements Portal at Altium, as he shares insights on simplifying document management, streamlining requirements tracking, and solving the long-standing challenges of engineering documentation.   Learn how this innovative tool helps engineers compile, organize, and verify requirements across complex projects, from aerospace to electronics design. Discover how technology can reduce document chaos and improve collaboration, making engineering workflows more efficient and transparent.  

This week, we're talking: Going no contact, All Her Fault, the Fanning Sisters, ADHD flow states, JVN's new favorite European city, Miss Universe pregnancy rules, Norway's royal family, Matthew Morrison's dance breaks, thirsty little c*nts on Tiktok, "rebranding" domestic terrorism, Bari Weiss, blocking CBS news, Glogg, Tumeric, and success with semaglutides.  Check out the JVN Patreon for exclusive content, bonus episodes, and more! www.patreon.com/jvn  Follow us on Instagram @gettingbetterwithjvn Jonathan on Instagram @jvn and senior producer Chris @amomentlikechris  New video episodes Getting Better on YouTube every Wednesday.  Senior Producer, Chris McClure Producer, Editor & Engineer is Nathanael McClure Production support from Chad Hall Our theme music is also composed by Nathanael McClure. Curious about bringing your brand to life on the show? Email podcastadsales@sonymusic.com. Learn more about your ad choices. Visit podcastchoices.com/adchoices

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Aerospace Engineer: "The Earth Is A Construct" (The Black Sun & Ice Wall)Andre is an Aerospace Engineer (4.0 GPA) who designed components for the Artemis Mission. He quit the industry after discovering the mathematical models of space did not align with physical reality. In this episode, he presents the "Bubble Theory"—evidence that we are living in a closed system generated by a plasma core known as the "Black Sun."About This Episode: From the physics of the "Firmament" that prevents rockets from leaving orbit to the 1944 maps depicting the "Neo Soul" civilization beyond the Antarctic Ice Wall, this conversation deconstructs the engineering of our reality. Andre explains why satellites are actually helium balloons, how the "Reset" cycle works via mud floods, and the specific mechanics of escaping the simulation through sleep paralysis and out-of-body travel.Topics Discussed:The Construct: Why the universe is actually a "Snow Globe" environment.Aerospace Secrets: The "fiber optic" truth behind WiFi and the helium balloon satellite program.The Black Sun: The violet plasma core beneath the Earth that generates our electromagnetic field.Forbidden Geography: The lands beyond the Ice Wall and the "Neo Soul" civilization.Matrix Mechanics: How to hack the simulation using the "Gateway Process" and OBEs.

For decades, countries have invested heavily in engineering education. Despite this, many still face a persistent problem where graduates are theoretically proficient but lack practical readiness. This gap between academic training and industrial application is not unique to any one nation. China, however, is pursuing a distinct approach through its coordinated national strategy, the Outstanding Engineer training reform. This initiative aims to reshape how engineers are educated, with potential consequences for innovation worldwide./ Motivational Monday (18:41)! On the show: Niu Honglin, Steve & Fei Fei

On Purpose with Jay Shetty: Read the notes at at podcastnotes.org. Don't forget to subscribe for free to our newsletter, the top 10 ideas of the week, every Monday --------- What idea have you been sitting on lately? What’s been holding you back from starting? Today, Jay sits down with engineer, innovator, and YouTube creator Mark Rober to explore the unexpected life experiences that shaped one of the internet’s most beloved minds. Mark shares the childhood moments that ignited his passion for building, breaking, and understanding how the world works, moments nurtured by a mother whose love, imagination, and encouragement helped lay the foundation for his life’s mission. He reflects on how her influence continues to ripple outward, inspiring millions of young people who learn, explore, and dream through his work today. Jay and Mark explore the mindset that carried Mark from NASA engineer to innovative educator, unpacking what it really means to “think like an engineer:” experiment boldly, embrace failure, and treat every setback as an opportunity to learn. They follow Mark’s unusual pivots, from designing Mars rover hardware to crafting Halloween costumes, to ultimately shaping a career that blends curiosity, storytelling, science, and play. Together they reveal the deeper lessons behind Mark’s most viral experiments: why creativity thrives when we stay childlike, how passion reveals itself through repetition, and why the most meaningful work grows from genuine excitement rather than algorithms or expectations. In this interview, you'll learn: How to Think Like an Engineer How to Stay Curious as an Adult How to Follow Your Passion Practically How to Build Ideas That Actually Work How to Find Creativity in Everyday Life How to Recognize Your Real Calling How to Inspire Others Through Your Work Keep following the questions that excite you, keep trying the things that scare you, and keep believing that you’re capable of far more than you realize. Your next breakthrough might be just one experiment, or one brave attempt away. With Love and Gratitude, Jay Shetty Join over 750,000 people to receive my most transformative wisdom directly in your inbox every single week with my free newsletter. Subscribe here. Check out our Apple subscription to unlock bonus content of On Purpose! https://lnk.to/JayShettyPodcast What We Discuss: 00:00 Intro 01:16 Were You Always Creative? 04:02 Understanding the Real Impact of Your Life 06:55 What It Really Takes to Work at NASA 09:49 Learning to Think Like an Engineer 11:22 How Rovers Are Tested for Mars 12:20 Searching for Life Beyond Earth 13:24 Follow What You Truly Love Doing 16:11 If You Can Imagine It, You Can Build It 17:22 Practical Wisdom from a Lifelong Tinkerer 20:57 The Pivot from NASA to Apple 23:34 Turning Ideas into Actionable Success 24:45 What is the Engineering Design Process? 28:28 Why Embracing Failure Matters 29:57 Relearning Trust and Finding Love Again 34:56 The Power of Immersion Weekends 36:45 Making Learning Engaging Through Creativity 40:29 Why Mastery Is Worth Pursuing 41:40 Balancing Business with True Creativity 44:51 How Communication Shapes Great Storytelling 47:40 Two Common Mistakes Creators Make 52:30 Staying True to Your Creative Style 54:04 The Importance of Focusing on One Passion 56:44 The Hidden Failures Behind Viral Success 59:35 Giving Kids Room to Be Creative 01:04:30 Curiosity as the Root of Creativity 01:06:07 Inside a Real Creative Process 01:08:45 Where Do You Get Your Big Ideas? 01:11:46 The Mind-Bending Question of Life in the Universe 01:16:02 The Promise and Peril of Rapid AI Growth 01:19:56 Focusing on What You Can Truly Influence 01:24:57 Mark on Final Five Episode Resources: Mark Rober | X Mark Rober | Instagram Mark Rober | Facebook Mark Rober | LinkedIn Mark Rober | TikTok Mark Rober | YouTubeSee omnystudio.com/listener for privacy information.

The demand for aerospace engineers is projected to grow 13% through 2031. Meanwhile, companies are under pressure to keep production, maintenance, and innovation on track while facing an industry-wide skilled workforce shortage. Michael Campbell, President of ACD Consulting, a division of Coltala Aerospace, joins us to discuss how ACD Consulting's Solutions-Based Embedded Engineer program, a model that places engineers directly inside customer teams, is helping ensure faster problem-solving, reduce downtime, and connect operators to ACD's broader network of data-driven alternate solutions, including reverse engineering, component sourcing, and specialized repair options. The episode highlights the expansion of embedded engineering locations across the U.S., underscoring how this collaborative program is transforming aerospace manufacturing and maintenance.Sponsored By:

Episode 83 of The Space Industry podcast by satsearch is a conversation with Adrian Helwig, Analog Field Application Engineer, and Michael Seidl, Systems Engineer from Texas Instruments (TI), about designing space systems with integrated Fault Detection, Isolation, and Recovery (FDIR) strategies.TI is a global electronics manufacturer with a wide portfolio of space-grade components to support space missions across the spectrum.In the episode, Adrian, Michael and satsearch COO Narayan Prasad Nagendra discuss:FDIR as a complex, critical sequence in space system design: Since equipment in space cannot be manually repaired, systems must quickly and reliably detect faults, isolate the damaged unit (e.g., by switching it off), and recover mission operations, often by engaging a redundant unit.Trade-off between reliability, performance, and cost: Engineers face this trade-off particularly when selecting components that must withstand extreme environments (radiation, temperature cycles) and long missions (LEO vs. GEO/Deep Space). Using non-space-grade parts introduces significant risk and defeats the purpose of FDIR.Effective fault containment based on integrated, smart strategies: Strategies that avoid complexity, using methods like galvanic isolation, fast load switches, and highly-integrated space-grade components that incorporate diagnostics and can execute complex decision-making based on multiple sensor inputs (voltage, current, temperature) prevent fault propagation.You can find out more about TI on their satsearch supplier hub. And if you would like to learn more about the space industry and our work at satsearch building the global space supply chain, please take a look at our blog.[Music from Uppbeat (free for Creators!): https://uppbeat.io/t/all-good-folks/when-we-get-there License code: Y4KZEAESHXDHNYRA]

On Purpose with Jay Shetty Key Takeaways  Engineering Thinking FrameworkEmbrace failure as discovery, foster insatiable curiosity, and iterate relentlessly The core principle: break things, test repeatedly, and view each failure as eliminating one wrong approachIf you can dream it, you can build it through iterative experimentation.Naive Optimism + Strategic ExecutionTurn ideas into action by combining an optimistic vision with a practical breakdown: define your end goal, decompose it into simple steps, identify knowledge gaps, and test incrementallyTransform fear into curiosity through hands-on building and reflection on lessons learned, rather than ego protection The Immersion Weekend Method: Dedicate 48 hours of complete immersion to explore new fascinations – consume every book, video, and resource available. This intensive sprint reveals whether something deserves permanent schedule integration and helps you fall in love with the process of incremental masteryDual-Track Success ModelAvoid binary thinking: maintain steady employment while pursuing passion projects during nights and weekends until they gain tractionThe most successful ventures pair a 10x visionary thinker with a logistics master (Jobs + Napoleon model), preventing burnout by keeping founders focused on their core love rather than pure managementContent that resonates triggers five core emotions: Adventure, humor, negativity, inspiration, or surprise More broadly: control only what's in your sphere of influence, commit to “hell yes” decisions exclusively, and recognize that outcomes revert to the mean Things are never as extreme as they appear in the moment.Read the full notes @ podcastnotes.orgWhat idea have you been sitting on lately? What’s been holding you back from starting? Today, Jay sits down with engineer, innovator, and YouTube creator Mark Rober to explore the unexpected life experiences that shaped one of the internet’s most beloved minds. Mark shares the childhood moments that ignited his passion for building, breaking, and understanding how the world works, moments nurtured by a mother whose love, imagination, and encouragement helped lay the foundation for his life’s mission. He reflects on how her influence continues to ripple outward, inspiring millions of young people who learn, explore, and dream through his work today. Jay and Mark explore the mindset that carried Mark from NASA engineer to innovative educator, unpacking what it really means to “think like an engineer:” experiment boldly, embrace failure, and treat every setback as an opportunity to learn. They follow Mark’s unusual pivots, from designing Mars rover hardware to crafting Halloween costumes, to ultimately shaping a career that blends curiosity, storytelling, science, and play. Together they reveal the deeper lessons behind Mark’s most viral experiments: why creativity thrives when we stay childlike, how passion reveals itself through repetition, and why the most meaningful work grows from genuine excitement rather than algorithms or expectations. In this interview, you'll learn: How to Think Like an Engineer How to Stay Curious as an Adult How to Follow Your Passion Practically How to Build Ideas That Actually Work How to Find Creativity in Everyday Life How to Recognize Your Real Calling How to Inspire Others Through Your Work Keep following the questions that excite you, keep trying the things that scare you, and keep believing that you’re capable of far more than you realize. Your next breakthrough might be just one experiment, or one brave attempt away. With Love and Gratitude, Jay Shetty Join over 750,000 people to receive my most transformative wisdom directly in your inbox every single week with my free newsletter. Subscribe here. Check out our Apple subscription to unlock bonus content of On Purpose! https://lnk.to/JayShettyPodcast What We Discuss: 00:00 Intro 01:16 Were You Always Creative? 04:02 Understanding the Real Impact of Your Life 06:55 What It Really Takes to Work at NASA 09:49 Learning to Think Like an Engineer 11:22 How Rovers Are Tested for Mars 12:20 Searching for Life Beyond Earth 13:24 Follow What You Truly Love Doing 16:11 If You Can Imagine It, You Can Build It 17:22 Practical Wisdom from a Lifelong Tinkerer 20:57 The Pivot from NASA to Apple 23:34 Turning Ideas into Actionable Success 24:45 What is the Engineering Design Process? 28:28 Why Embracing Failure Matters 29:57 Relearning Trust and Finding Love Again 34:56 The Power of Immersion Weekends 36:45 Making Learning Engaging Through Creativity 40:29 Why Mastery Is Worth Pursuing 41:40 Balancing Business with True Creativity 44:51 How Communication Shapes Great Storytelling 47:40 Two Common Mistakes Creators Make 52:30 Staying True to Your Creative Style 54:04 The Importance of Focusing on One Passion 56:44 The Hidden Failures Behind Viral Success 59:35 Giving Kids Room to Be Creative 01:04:30 Curiosity as the Root of Creativity 01:06:07 Inside a Real Creative Process 01:08:45 Where Do You Get Your Big Ideas? 01:11:46 The Mind-Bending Question of Life in the Universe 01:16:02 The Promise and Peril of Rapid AI Growth 01:19:56 Focusing on What You Can Truly Influence 01:24:57 Mark on Final Five Episode Resources: Mark Rober | X Mark Rober | Instagram Mark Rober | Facebook Mark Rober | LinkedIn Mark Rober | TikTok Mark Rober | YouTubeSee omnystudio.com/listener for privacy information.

Dr Paul Tracey is a Senior Fellow at the University of Melbourne Law School. Paul teaches at both undergraduate and postgraduate levels in construction law, as well as leading the Construction Law and Practice programme at the University of Salford. In this episode, Dr Tracey explores Cross-cultural collaboration. He breaks down how a power station project in Gaza became the catalyst for his research, compares Australian culture with other cultures, and gives advice on how to better prepare students for collaborating with people from different cultures. Resources and links: University of Melbourne website Connect: The Society of Construction Law Australia website The Society of Construction Law Australia on LinkedIn Disclaimer: The views and opinions expressed in this podcast series are those of the individual contributors and are not necessarily endorsed by the Society of Construction Law Australia (SoCLA). The content is provided for general informational purposes only and does not constitute legal, professional, or other advice. Listeners should consider their own circumstances and seek appropriate advice from qualified professionals before acting on any information contained in this podcast. This show is produced in collaboration with Wavelength Creative. Visit wavelengthcreative.com for more information.

Mark DeLuzio discusses the absence of engineers from the Gemba in both manufacturing and design. He also discusses the sin of engineering, which he calls "Catalogue Engineers."  

Successfully transitioning from university to a professional engineering career is a critical moment for any graduate, and the application process requires strategic preparation beyond just academic competence.Many students struggle to understand what employers truly seek in a new engineer and how to showcase their potential effectively.This episode unlocks the secrets to a standout graduate application, sharing direct insights on core soft skills like communication and teamwork, the role of mentorship, and the career growth trajectory within leading firms.Learn about the value of different-sized companies, from large-scale multi-office execution to a hands-on, personal approach, and the importance of professional development and diversity initiatives. Host Dusty Rhodes is joined by two exceptional industry leaders: Michelle O'Hagan, Group Graduate Recruitment Manager at PM Group, and Bill Bates, Director at DBFL.THINGS WE SPOKE ABOUTWhy graduate programs are essentialBig vs small company advantagesSoft skills employers demand nowSuccessful career progression examplesHow to make your application stand outGUEST DETAILSMichelle O'Hagan is the Group Graduate Recruitment Manager at PM Group, a leading global project management and engineering company known for delivering complex capital projects worldwide. She manages the full graduate recruitment lifecycle across PM Group's international offices, ensuring the company attracts top emerging talent. Michelle's extensive experience, including prior roles at Deloitte UK and Citi Bank, makes her an expert in understanding what drives success in early engineering careers.Bill Bates is a Director at DBFL Consulting Engineers, one of Ireland's leading civil, structural, and transportation consultancies. Bill is responsible for overseeing the Civil Engineering team and has extensive experience in the design and delivery of major infrastructure and development projects across the country. As a Director, Bill is deeply involved in DBFL's Graduate Development Programme and the career progression of their staff, making him a key resource for understanding the pathways to Chartered Engineer status and professional success within the Irish engineering sector.Connect with AMPLIFIEDWebsite: engineersireland.ieSearch podcast player: "AMPLIFIED" or "Engineers Ireland"Apple Podcasts, Spotify, YouTube and wherever you get podcastsMORE INFORMATIONLooking for ways to explore or advance a career in the field of engineering? Visit Engineers Ireland to learn more about the many programs and resources on offer. https://www.engineersireland.ie/   Engineers Journal AMPLIFIED is produced by DustPod.io for Engineers Ireland.QUOTESConfidence, talking about themselves, talking about their other aspects, their engineering career is only at the start, so they have very little to talk about in that. But I want to know what they've done to date. Tell me about themselves. - Bill BatesThe actual programme itself is a two year programme, but it runs in parallel with your job. So you're permanent from day one, you don't have to re-interview for a role on completion of the programme, which a lot of graduate programmes in our industry does. - Michelle O'Hagan Be confident in your own ability, but be able to show humility and be able to listen to all others perspectives. - Bill BatesCommunication going into project management, being a strong and effective communicator is essential. Being clear, concise and well structured  - Ena O'DriscollKEYWORDS#EngineeringGraduates #GraduateProgramme #CareerDevelopment #SoftSkills #StandoutCV

What does it truly take to build a high-performing software team? Is it about hiring the legendary "10x engineer," or is it about crafting the right environment?In this episode of The Engineering Room, Dave Farley is joined by Charity Majors, CTO and Co-founder of Honeycomb and co-author of Observability Engineering, for an unvarnished look at the reality of modern software development.-----------------------------------------------Charity Majors LinkedIn https://www.linkedin.com/in/charity-majors/Charity Majors Website https://charity.wtf/ Equal Experts is a product software development consultancy with a network of over 1,000 experienced technology consultants globally. They increase the pace of innovation by using modern software engineering practices that embrace Continuous Delivery, Security, and Operability from the outset ➡️ https://bit.ly/3ASy8n0Only Patreon Supporters get to see the FULL VIDEO Episodes of The Engineering Room, sign up here: https://www.patreon.com/c/continuousdelivery

In this interview, Dr.SHIVA Ayyadurai, MIT PhD, Inventor of Email, Scientist, Engineer and Candidate for President, Talks about The Middle MUST Rise

BONUS: Swimming in Tech Debt — Practical Techniques to Keep Your Team from Drowning in Its Codebase In this fascinating conversation, veteran software engineer and author Lou Franco shares hard-won lessons from decades at startups, Trello, and Atlassian. We explore his book "Swimming in Tech Debt," diving deep into the 8 Questions framework for evaluating tech debt decisions, personal practices that compound over time, team-level strategies for systematic improvement, and leadership approaches that balance velocity with sustainability. Lou reveals why tech debt is often the result of success, how to navigate the spectrum between ignoring debt and rewriting too much, and practical techniques individuals, teams, and leaders can use starting today. The Exit Interview That Changed Everything "We didn't go slower by paying tech debt. We went actually faster, because we were constantly in that code, and now we didn't have to run into problems." — Lou Franco   Lou's understanding of tech debt crystallized during an exit interview at Atalasoft, a small startup where he'd spent years. An engineer leaving the company confronted him: "You guys don't care about tech debt." Lou had been focused on shipping features, believing that paying tech debt would slow them down. But this engineer told a different story — when they finally fixed their terrible build and installation system, they actually sped up. They were constantly touching that code, and removing the friction made everything easier. This moment revealed a fundamental truth: tech debt isn't just about code quality or engineering pride. It's about velocity, momentum, and the ability to move fast sustainably. Lou carried this lesson through his career at Trello (where he learned the dangers of rewriting too much) and Atlassian (where he saw enterprise-scale tech debt management). These experiences became the foundation for "Swimming in Tech Debt." Tech Debt Is the Result of Success "Tech debt is often the result of success. Unsuccessful projects don't have tech debt." — Lou Franco   This reframes the entire conversation about tech debt. Failed products don't accumulate debt — they disappear before it matters. Tech debt emerges when your code survives long enough to outlive its original assumptions, when your user base grows beyond initial expectations, when your team scales faster than your architecture anticipated. At Atalasoft, they built for 10 users and got 100. At Trello, mobile usage exploded beyond their web-first assumptions. Success creates tech debt by changing the context in which code operates. This means tech debt conversations should happen at different intensities depending on where you are in the product lifecycle. Early startups pursuing product-market fit should minimize tech debt investments — move fast, learn, potentially throw away the code. Growth-stage companies need balanced approaches. Mature products benefit significantly from tech debt investments because operational efficiency compounds over years. Understanding this lifecycle perspective helps teams make appropriate decisions rather than applying one-size-fits-all rules. The 8 Questions Framework for Tech Debt Decisions "Those 8 questions guide you to what you should do. If it's risky, has regressions, and you don't even know if it's gonna work, this is when you're gonna do a project spike." — Lou Franco   Lou introduces a systematic framework for evaluating whether to pay tech debt, inspired by Bob Moesta's push-pull forces from product management. The 8 questions create a complete picture:   Visibility — Will people outside the team understand what we're doing? Alignment — Does this match our engineering values and target architecture? Resistance — How hard is this code to work with right now? Volatility — How often do we touch this code? Regression Risk — What's the chance we'll introduce new problems? Project Size — How big is this to fix? Estimate Risk — How uncertain are we about the effort required? Outcome Uncertainty — How confident are we the fix will actually improve things?   High volatility and high resistance with low regression risk? Pay the debt now. High regression risk with no tests? Write tests first, then reassess. Uncertain outcomes on a big project? Do a spike or proof of concept. The framework prevents both extremes — ignoring costly debt and undertaking risky rewrites without proper preparation. Personal Practices That Compound Daily "When I sit down at my desk, the first thing I do is I pay a little tech debt. I'm looking at code, I'm about to change it, do I even understand it? Am I having some kind of resistance to it? Put in a little helpful comment, maybe a little refactoring." — Lou Franco   Lou shares personal habits that create compounding improvements over time. Start each coding session by paying a small amount of tech debt in the area you're about to work — add a clarifying comment, extract a confusing variable, improve a function name. This warms you up, reduces friction for your actual work, and leaves the code slightly better than you found it. The clean-as-you-go philosophy means tech debt never accumulates faster than you can manage it. But Lou's most powerful practice comes at the end of each session: mutation testing by hand. Before finishing for the day, deliberately break something — change a plus to minus, a less-than to less-than-or-equal. See if tests catch it. Often they don't, revealing gaps in test coverage. The key insight: don't fix it immediately. Leave that failing test as the bridge to tomorrow's coding session. It connects today's momentum to tomorrow's work, ensuring you always start with context and purpose rather than cold-starting each day. Mutation Testing: Breaking Things on Purpose "Before I'm done working on a coding session, I break something on purpose. I'll change a plus to a minus, a less than to a less than equals, and see if tests break. A lot of times tests don't break. Now you've found a problem in your test." — Lou Franco   Manual mutation testing — deliberately breaking code to verify tests catch the break — reveals a critical gap in most test suites. You can have 100% code coverage and still have untested behavior. A line of code that's executed during tests isn't necessarily tested — the test might not actually verify what that line does. By changing operators, flipping booleans, or altering constants, you discover whether your tests protect against actual logic errors or just exercise code paths. Lou recommends doing this manually as part of your daily practice, but automated tools exist for systematic discovery: Stryker (for JavaScript, C#, Scala) and MutMut (for Python) can mutate your entire codebase and report which mutations survive uncaught. This isn't just about test quality — it's about understanding what your code actually does and building confidence that changes won't introduce subtle bugs. Team-Level Practices: Budgets, Backlogs, and Target Architecture "Create a target architecture document — where would we be if we started over today? Every PR is an opportunity to move slightly toward that target." — Lou Franco   At the team level, Lou advocates for three interconnected practices. First, create a target architecture document that describes where you'd be if starting fresh today — not a detailed design, but architectural patterns, technology choices, and structural principles that represent current best practices. This isn't a rewrite plan; it's a North Star. Every pull request becomes an opportunity to move incrementally toward that target when touching relevant code. Second, establish a budget split between PM-led feature work and engineering-led tech debt work — perhaps 80/20 or whatever ratio fits your product lifecycle stage. This creates predictable capacity for tech debt without requiring constant negotiation. Third, hold quarterly tech debt backlog meetings separate from sprint planning. Treat this backlog like PMs treat product discovery — explore options, estimate impacts, prioritize based on the 8 Questions framework. Some items fit in sprints; others require dedicated engineers for a quarter or two. This systematic approach prevents tech debt from being perpetually deprioritized while avoiding the opposite extreme of engineers disappearing into six-month "improvement" projects with no visible progress. The Atlassian Five-Alarm Fire "The Atlassian CTO's 'five-alarm fire' — stopping all feature development to focus on reliability. I reduced sync errors by 75% during that initiative." — Lou Franco   Lou shares a powerful example of leadership-driven tech debt management at scale. The Atlassian CTO called a "five-alarm fire" — halting all feature development across the company to focus exclusively on reliability and tech debt. This wasn't panic; it was strategic recognition that accumulated debt threatened the business. Lou worked on reducing sync errors, achieving a 75% reduction during this focused period. The initiative demonstrated several leadership principles: willingness to make hard calls that stop revenue-generating feature work, clear communication of why reliability matters strategically, trust that teams will use the time wisely, and commitment to see it through despite pressure to resume features. This level of intervention is rare and shouldn't be frequent, but it shows what's possible when leadership truly prioritizes tech debt. More commonly, leaders should express product lifecycle constraints (startup urgency vs. mature product stability), give teams autonomy to find appropriate projects within those constraints, and require accountability through visible metrics and dashboards that show progress. The Rewrite Trap: Why Big Rewrites Usually Fail "A system that took 10 years to write has implicit knowledge that can't be replicated in 6 months. I'm mostly gonna advocate for piecemeal migrations along the way, reducing the size of the problem over time." — Lou Franco   Lou lived through Trello's iOS navigation rewrite — a classic example of throwing away working code to start fresh, only to discover all the edge cases, implicit behaviors, and user expectations baked into the "old" system. A codebase that evolved over several years contains implicit knowledge — user workflows, edge case handling, performance optimizations, and subtle behaviors that users rely on even if they never explicitly requested them. Attempting to rewrite this in six months inevitably misses critical details. Lou strongly advocates for piecemeal migrations instead. The Trello "Decaffeinate Project" exemplifies this approach — migrating from CoffeeScript to TypeScript incrementally, with public dashboards showing the percentage remaining, interoperable technologies allowing gradual transition, and the ability to pause or reverse if needed. Keep both systems running in parallel during migrations. Use runtime observability to verify new code behaves identically to old code. Reduce the problem size steadily over months rather than attempting big-bang replacements. The only exception: sometimes keeping parallel systems requires scaffolding that creates its own complexity, so evaluate whether piecemeal migration is actually simpler or if you're better off living with the current system. Making Tech Debt Visible Through Dashboards "Put up a dashboard, showing it happen. Make invisible internal improvements visible through metrics engineering leadership understands." — Lou Franco   One of tech debt's biggest challenges is invisibility — non-technical stakeholders can't see the improvement from refactoring or test coverage. Lou learned to make tech debt work visible through dashboards and metrics. The Decaffeinate Project tracked percentage of CoffeeScript files remaining, providing a clear progress indicator anyone could understand. When reducing sync errors, Lou created dashboards showing error rates declining over time. These visualizations serve multiple purposes: they demonstrate value to leadership, create accountability for engineering teams, build momentum as progress becomes visible, and help teams celebrate wins that would otherwise go unnoticed. The key is choosing metrics that matter to the business — error rates, page load times, deployment frequency, mean time to recovery — rather than pure code quality metrics like cyclomatic complexity that don't translate outside engineering. Connect tech debt work to customer experience, reliability, or developer productivity in ways leadership can see and value. Onboarding as a Tech Debt Opportunity "Unit testing is a really great way to learn a system. It's like an executable specification that's helping you prove that you understand the system." — Lou Franco   Lou identifies onboarding as an underutilized opportunity for tech debt reduction. When new engineers join, they need to learn the codebase. Rather than just reading code or shadowing, Lou suggests having them write unit tests in areas they're learning. This serves dual purposes: tests are executable specifications that prove understanding of system behavior, and they create safety nets in areas that likely lack coverage (otherwise, why would new engineers be confused by the code?). The new engineer gets hands-on learning, the team gets better test coverage, and everyone wins. This practice also surfaces confusing code — if new engineers struggle to understand what to test, that's a signal the code needs clarifying comments, better naming, or refactoring. Make onboarding a systematic tech debt reduction opportunity rather than passive knowledge transfer. Leadership's Role: Constraints, Autonomy, and Accountability "Leadership needs to express the constraints. Tell the team what you're feeling about tech debt at a high level, and what you think generally is the appropriate amount of time to be spent on it. Then give them autonomy." — Lou Franco   Lou distills leadership's role in tech debt management to three elements. First, express constraints — communicate where you believe the product is in its lifecycle (early startup, rapid growth, mature cash cow) and what that means for tech debt tolerance. Are we pursuing product-market fit where code might be thrown away? Are we scaling a proven product where reliability matters? Are we maintaining a stable system where operational efficiency pays dividends? These constraints help teams make appropriate trade-offs. Second, give autonomy — once constraints are clear, trust teams to identify specific tech debt projects that fit those constraints. Engineers understand the codebase's pain points better than leaders do. Third, require accountability — teams must make their work visible through dashboards, metrics, and regular updates. Autonomy without accountability becomes invisible engineering projects that might not deliver value. Accountability without autonomy becomes micromanagement that wastes engineering judgment. The balance creates space for teams to make smart decisions while keeping leadership informed and confident in the investment. AI and the Future of Tech Debt "I really do AI-assisted software engineering. And by that, I mean I 100% review every single line of that code. I write the tests, and all the code is as I would have written it, it's just a lot faster. Developers are still responsible for it. Read the code." — Lou Franco   Lou has a chapter about AI in his book, addressing the elephant in the room: will AI-generated code create massive tech debt? His answer is nuanced. AI can accelerate development tremendously if used correctly — Lou uses it extensively but reviews every single line, writes all tests himself, and ensures the code matches what he would have written manually. The problem emerges with "vibe coders" — non-developers using AI to generate code they don't understand, creating unmaintainable messes that become someone else's problem. Developers remain responsible for all code, regardless of how it's generated. This means you must read and understand AI-generated code, not blindly accept it. Lou also raises supply chain security concerns — dependencies can contain malicious code, and AI might introduce vulnerabilities developers miss. His recommendation: stay six months behind on dependency updates, let others discover the problems first, and consider separate sandboxed development machines to limit security exposure. AI is a powerful tool, but it doesn't eliminate the need for engineering judgment, testing discipline, or code review practices. The Style Guide Beyond Formatting "Have a style guide that goes beyond formatting to include target architecture. This is the kind of code we want to write going forward." — Lou Franco   Lou advocates for style guides that extend beyond tabs-versus-spaces formatting rules to include architectural guidance. Document patterns you want to move toward: how should components be structured, what state management approaches do we prefer, how should we handle errors, what testing patterns should we follow? This creates a shared understanding of the target architecture without requiring a massive design document. When reviewing pull requests, teams can reference the style guide to explain why certain approaches align with where the codebase is headed versus perpetuating old patterns. This makes tech debt conversations less personal and more objective — it's not about criticizing someone's code, it's about aligning with team standards and strategic direction. The style guide becomes a living document that evolves as the team learns and technology changes, capturing collective wisdom about what good code looks like in your specific context. Recommended Resources Some of the resources mentioned in this episode include:  Steve Blank's Four Steps To Epiphany The podcast episode with Bernie Maloney where we discuss the critical difference between "enterprise" and "startup". And Geoffrey Moore's Crossing the Chasm, and Dealing with Darwin.   About Lou Franco   Lou Franco is a veteran software engineer and author of Swimming in Tech Debt. With decades of experience at startups, as well as Trello, and Atlassian, he's seen both sides of debt—as coder and leader. Today, he advises teams on engineering practices, helping them turn messy codebases into momentum.   You can link with Lou Franco on LinkedIn and learn more at LouFranco.com.

In this newscast: The U.S. Army Corps of Engineers has landed on a solution to put an end to glacial outburst floods that have grown more destructive in Juneau's Mendenhall Valley neighborhoods over the past few summers; Juneau Animal Rescue might soon have a location in the Mendenhall Valley for its proposed new animal shelter; A group of 14 student athletes from Angoon finally returned home from Juneau Friday morning after a cancelled ferry left them stuck in the capital city for four extra days; Gov. Mike Dunleavy released his proposed budget, setting the stage for months of debate in his final legislative session as governor. His proposal leans on drawing more than a billion dollars from savings to fund a budget that includes paying Alaskans a $3,600 Permanent Fund dividend; Both of Alaska's U.S senators crossed the aisle Thursday to support a Democratic bill that would've extended health insurance subsidies for three years. The Alaskans and two others were the only Republicans to back the plan, so it failed to get the 60 votes needed

Douglas MacArthur was in the Corps of Engineers from 1903 to 1917. D. Clayton James, a MacArthur biographer, titled a chapter and a sub-chapter about this period of MacArthur's career: "The Travels and Tribulations of a Young Engineer," and "The Brink of Oblivion."In this latest episode, MacArthur Memorial historians Jim Zobel and Amanda Williams discuss MacArthur's time in the Corps of Engineers and how it may have influenced the rest of his career. This episode also includes a bonus Q&A of listener questions that were recorded after the initial program. Have a comment about this episode? Send us a text message! (Note: we can only read the texts, we can't reply) Follow us on:Twitter: @MacArthur1880; @AEWilliamsClarkFacebook: @MacArthurMemorialwww.macarthurmemorial.org

In this interview, Dr.SHIVA Ayyadurai, MIT PhD, Inventor of Email, Scientist, Engineer and Candidate for President, Talks about Mamdani and Trump Are ONE

In this interview, Dr.SHIVA Ayyadurai, MIT PhD, Inventor of Email, Scientist, Engineer and Candidate for President, Talks about Green Coffee on Obesity: A Whole Systems Approach

Discover how Dustin Miles, the Principal and Managing Partner of Momentum Multifamily, discusses his incredible journey from a Lockheed Martin engineer to a multifamily real estate powerhouse. Dustin has helped raise over $350 million, successfully acquiring and managing more than 3,000 units. He shares his valuable insights on the evolution of multifamily investing, the lessons learned from his first capital raise, and the strategies that have fueled his success. Whether you're new to real estate or a seasoned investor, Dustin's story will inspire you to think bigger and embrace the power of relationship-building and value-driven investments. Tune in for practical advice on how to navigate the ever-changing landscape of multifamily, raise capital, and scale your portfolio!Key Takeaways to learn from this episode:The Power of Systems: Learn how Momentum Multifamily approaches real estate investments like a franchise, using consistent operations and systems for scalability.Raising Capital: Discover the importance of building trust and credibility with investors—Dustin's first capital raise involved a simple but effective approach that earned investor confidence.Navigating Market Challenges: Hear how Momentum Multifamily overcame the challenges of 2021-2023 by getting creative with tax abatements and capital calls.Building Relationships: Dustin emphasizes the importance of in-person networking and staying visible through podcasts, webinars, and meetups to connect with potential investors.Investor-First Focus: Get insights on the importance of focusing on what your investors need, whether it's cash flow, diversification, or tax advantages.About Tim MaiTim Mai is a real estate investor, fund manager, mentor, and founder of HERO Mastermind for REI coaches.He has helped many real estate investors and coaches become millionaires. Tim continues to help busy professionals earn income and build wealth through passive investing.He is also a creative marketer and promoter with incredible knowledge and experience, which he freely shares. He has lifted himself from the aftermath of war, achieving technical expertise in computers, followed by investment success in real estate, management skills, and a lofty position among real estate educators and internet marketers.Tim is an industry leader who has acquired and exited well over $50 million worth of real estate and is currently an investor in over 2700 units of multifamily apartments.Connect with TimWebsite: Capital Raising PartyFacebook: Tim Mai | Capital Raising Nation Instagram: @timmaicomTwitter: @timmaiLinkedIn: Tim MaiYouTube: Tim Mai Communication is a non-negotiable skill for every operator.Don stresses that investors tolerate challenges—but never silence. Transparent communication builds trust, and avoiding tough updates destroys it.

After years of discussions, Taos, N.M. decided to remove Kit Carson's name from a widely used park in the center of town. Carson's renown as a Western frontiersman grew from greatly exaggerated tales in pulp novels and newspaper articles. Only later did his violent exploits against Navajos and other tribes emerge. He was among the main figures in the Long Walk, the forced march of 10,000 captive Navajos. More than a third of them died. In Michigan, the U.S. Army Corps of Engineers removed a Washington Monument-style obelisk commemorating the construction of shipping locks on Lake Michigan. The obelisk sat atop the remainder of a burial ground. Lock construction destroyed the main part of the sacred area but the Bay Mills Indian Community and Sault Ste. Marie Tribe of Chippewa Indians continue to hold ceremonies there. We'll talk with tribal advocates about their years-long work to change how their histories are viewed by the public. GUESTS Jeremy Lujan (Taos Pueblo), Taos Pueblo tribal secretary Jesse Winters (Taos Pueblo), Taos Pueblo second sheriff Dr. Gregorio Gonzales (Comanche and Genizaro), tribal historic preservation officer for the Pueblo of Cochiti Paula Carrick (Bay Mills Indian Community), tribal historic preservation officer for Bay Mills Indian Community Break 1 Music: Take Your Troubles to the River (song) Vincent Craig (artist) Self-titled Release (album) Break 2 Music: She Raised Us (song) Joanne Shenandoah (artist) LifeGivers (album)

Check out these highlights from Day 1 of this year's awesome event!!! 04:00 - Heather Markley, Vice President @ Future Surveyors Foundation and Sr Vice President @ LJA Surveying, Inc. 16:00 - Natalie Martinez-Vega, Land Surveyor @ US Army Corp of Engineers & Jade Castillo, Topography Technician @ V. Seda & Associates PSC 37:00 - Trisha Lund, Owner of WLG Surveying Solutions 51:00 - Jeanette Harley, Owner of Harley Surveying & DeeDee Frasure, Surveyor @ Timmons Group 1:02:15 - Schuyler Sears, Survey Field Technician @ IMEG Corp 1:17:00 - Marissa Almiron, Phase Manager @ SAM & Ruth Trujillo Rodriguez, President & CEO @ Ruth L. Trujillo Rodriguez Professional Land Surveyors, PSC 1:33:00 - Alicia Tabachnick, Land Surveyor @ Timmons Group & Tiana Marbuery, Project Surveyor @ McKim & Creed, Inc.  

Mike Matthews investigates the fascinating news from the end of the week and Mike answers what is happening in the odd world of drinking cups. Join Mike as he podcasts live from Café Anyway in podCastro Valley with Chely Shoehart, Floyd the Floorman, and John Deer the Engineer. Next show Mike Talks to Benita, the Disgruntled Fiddle Player, and the Brewmaster.

Are you a talented woman in a STEM field feeling limited by the technical track? Do you sense there's more to your career—and your life—than your current job title suggests?Join host Shikirah as she sits down with Sairan, an experienced coach who successfully transitioned from engineering to empowering other women. This podcast is your essential guide to unlocking your full potential by strategically blending your Technical IQ with crucial Emotional EQ.The IQ/EQ Power Blend: Learn why combining your engineering mindset with emotional intelligence is the ultimate formula for leadership and career satisfaction in technical fields.The Gem Thrive Academy: Get an insider look at Sairan's signature 90-day coaching program designed to help you discover and develop your hidden talents and suppressed passions.Clarity, Action, Consistency: Master the three pillars Sairan uses to help women build confidence, competence, and achieve their biggest goals, emphasizing the importance of taking terrifying first actions.Monetizing Your Non-Technical Talents: Stop suppressing your non-STEM interests! Hear how you can explore, develop, and potentially monetize those unique skills to create a more fulfilling and lucrative life.Whether you're looking for a complete career pivot or just want to bring more of your authentic self into your current role, this podcast provides the tools, inspiration, and accountability you need to thrive, not just survive.Subscribe now to start turning your potential into power!What You'll Discover:

Mike Matthews investigates the fascinating news from the end of the week and Mike answers what is happening in the odd world of drinking cups. Join Mike as he podcasts live from Café Anyway in podCastro Valley with Chely Shoehart, Floyd the Floorman, and John Deer the Engineer. Next show Mike Talks to Benita, the Disgruntled Fiddle Player, and the Brewmaster.Become a supporter of this podcast: https://www.spreaker.com/podcast/mike-s-daily-podcast--609595/support.

Mike Matthews investigates the fascinating news from the end of the week and Mike answers what is happening in the odd world of drinking cups. Join Mike as he podcasts live from Café Anyway in podCastro Valley with Chely Shoehart, Floyd the Floorman, and John Deer the Engineer. Next show Mike Talks to Benita, the Disgruntled Fiddle Player, and the Brewmaster.

Watch the YouTube version of this episode HEREAre you a law firm owner looking for ways to make your firm more efficient? At the Maximum Law Conference, Rachel McGarry shares practical strategies for law firms to move from constant chaos to efficient, proactive operations. Drawing on her experience in estate planning and legal tech, Rachel emphasizes identifying root problems before adopting new technology. As a law firm, it is important to understand the recurring problems that occur before you implement solutions. Law firms are busy and chaotic places, with fires starting up everywhere. It is the nature of the field. As an owner, you need to shift your mindset to that of an engineer. You need to create sustainable solutions that will provide predictable success and growth without all the overwhelm. Doing this involves a few things. First, you need to create a blueprint to figure out what your firm needs. This will allow you to create a framework that will help form your vision. From there, you will find out what your frictions are that are causing fires for your firm which will lead to designing your solution.Rachel provides listeners with steps to take to see immediate results. One thing is to track the fires happening in your firm for 2 weeks. Get the whole team involved where everyone tracks the fires they are dealing with. You will be able to determine the patterns that are happening and can set one, measurable goal to overcome them.. Another step to take is auditing your clients at least once a month. This is a way to ensure there is good client communication frequently to update them on their case.Take a listen to learn more!00:44 Understanding recurring problems before implementing solutions2:41 Outlining a step-by-step framework for designing workflows7:33 Choosing tech tools only after systems are designed13:51 Steps for immediate law firm improvementTune in to today's episode and checkout the full show notes here. Connect with Rachel:Website 

A shorter episode this week but that makes it the perfect length to listen to on your way to Holiday Shopping.  This week we go uplifting as we dig into the life of Beatrice 'Tillie' Shilling.  The child of a master butcher and one of thre girls born and raised in the South of England, she spent her pocket money on tools and penknives, deconstructed devices to see how they fit together and worked and played with Meccano sets, early construction toys allowing children to build working models of cars and cranes.  She would even win a competition for building from these kits.  By the age of 14, she bought her first motorcycle originally to beat her sisters in bike races.  But she tuned, tinkered and replaced every single part remaking the machine and soon was speeding around on it everywhere.  She began to study practical electronics and work in the field as young as 15, even going on to become an Engineer (in the 1930's when women just didn't do such things).  We cover the life of this amazing woman and how she saved both the Spitfire and the Hurricane, earned an OBE and hit the ton at Brooklands as a motorcycle racer in this uplifting, girl powerm yes it's in Surrey but there's no fringe on top episode of the Family Plot Podcast!Become a supporter of this podcast: https://www.spreaker.com/podcast/family-plot--4670465/support.

Ken Ringdahl, CTO at Emburse, joins The Tech Trek to share what it really looks like to grow from engineer to CTO without losing your love for building. He talks about staying close to the code while leading a three hundred person org, how he learned the business side on the job instead of through an MBA, and why curiosity is still his strongest tool. If you are an engineer who cares about leadership, AI, and long term impact, this one will hit close to home. the-tech-trek_copy-of-ken-ringd…Key takeawaysThe best engineering leaders stay technical for as long as they can, then pick their spots to lean in where the business needs them most.You can learn the business side on the job by raising your hand for cross functional work and building real relationships with sales, finance, and product leaders.Curiosity is a career advantage, both in technology and in leadership, because the quality of your questions shapes the quality of your decisions.A practical AI strategy comes from listening to customers, partners, and internal experts, then translating that into focused product bets instead of chasing shiny tools.Do not rush into management just for the title, a deep foundation as an engineer will make every future leadership decision stronger.Timestamped highlights00:38 Ken explains what Emburse does and how modern spend management lives at the intersection of software, data, and finance. the-tech-trek_copy-of-ken-ringd…01:30 How he balances being an engineer at heart with the reality of leading many teams and products as CTO.03:41 Ken reflects on missing his coding days, what he still tinkers with, and why he chose the bridge role between tech and business.08:32 Learning leadership without an MBA, creating your own opportunities, and attaching yourself to people you can learn from across the company.14:58 How he stays smart on AI through office hours, internal experts, cloud partners, customers, and investor networks.21:22 His biggest advice for engineers who want to move into leadership and why he actually went back to a more hands on role before moving up again.One line that stayed with me“Even if you want to be a leader, do not rush it. Do not go so fast that you do not get that foundation.” the-tech-trek_copy-of-ken-ringd…Practical moves for your own careerStay technical as long as you can, then choose a few focus areas such as architecture, AI strategy, or cloud patterns where you can still go deep.Use curiosity as your main tool, ask simple but sharp questions of finance, sales, and customers so you see how technology really creates value.Look for chances to run cross functional projects early in your career so that by the time you step into leadership, you already understand how the wider business works.Treat partners, customers, and internal experts as an extended brain trust, especially when you are trying to shape an AI and platform strategy.Listen and stay connectedIf this episode helped you think differently about your own path from engineer to leader, follow The Tech Trek, leave a rating on your favorite podcast app, and share it with one person on your team. To keep the conversation going, connect with Ken on LinkedIn and find me there as well for more stories from leaders who are building real impact with technology.

A simple spreadsheet for his dad sparked a complete career pivot. In this episode, Andy Cole breaks down his move from civil engineering to fee-only financial planning—and how he built a lean, resilient practice while working full time and raising a family. What began as a deep dive into risk-adjusted returns evolved into a planning-first firm serving engineers with a flexible, transparent fee model.Andy shares the early challenges of running a solo RIA—compliance, invoicing, endless paperwork—and the turning point when he found a corporate RIA structure that gave him real leverage. By outsourcing back-office work while keeping full autonomy, he accelerated growth and regained the joy of advising. We also get into the numbers, including payout grids and the math that helped him reach roughly $200k in revenue with low personal overhead.We talk niche and pricing strategy, too. Engineers often want DIY portfolio control, so Andy pairs flat-fee planning with optional low AUM. He also offers practical marketing advice: increase your at-bats, stay consistent on LinkedIn, and build offers for a specific audience—not everyone.If career change, fee-only planning, or intentional business design resonates with you, hit follow, share with a colleague, and leave a quick review so others can find the show.Andy's Linkedin:https://www.linkedin.com/in/andy-cole-pe/Music in this episode was obtained from Bensound.

Mike Matthews investigates the fascinating news from the middle of the week and Mike answers what is happening in the odd world of famous athletes. Join Mike as he podcasts live from Café Anyway in podCastro Valley with Madame Rootabega, Valentino, and Bison Bentley. Next show Mike Talks to Chely Shoehart, Floyd the Floorman, and John Deer the Engineer.

Fake ass engineer lol

Your worth is not tied to your results.  This week, JVN is joined by Olympic Bronze Medalist - figure skater, author, and all-around icon Adam Rippon to talk about career pivots, personal reinvention, and why stepping into a new chapter can be one of the most powerful moves you make. They're talking all about growing up in the golden age of 90s and 2000s figure skating, deep dives on Oksana Baiul's online persona, and straight men with a little flourish— plus Adam's early predictions for the 2026 Winter Olympics. They also dig into what it means to prepare for a new phase of your career or life, navigating long-distance relationships, a cosmetic procedure kiki, and Adam's new med-spa venture. And of course: how to know when it's truly time to make the pivot — and what it looks like to do it with confidence.  Catch Adam's podcasts Intrusive Thoughts and The Run Through (which he co-hosts with Ashley Wagner and Sarah Hughs) anywhere you get your pods. Full Getting Better Video Episodes now available on YouTube.  Follow Adam Rippon on Instagram @adaripp  Follow Getting Better on Instagram @gettingbetterwithjvn  Follow Jonathan on Instagram @jvn Check out the JVN Patreon for exclusive BTS content, extra interviews, and much much more - check it out here: www.patreon.com/jvn  Senior Producer, Chris McClure Producer, Editor & Engineer is Nathanael McClure Production support: Chad Hall Our theme music is also composed by Nathanael McClure. Curious about bringing your brand to life on the show? Email podcastadsales@sonymusic.com. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Let’s hear from the next generation of network engineers. Eric Chou sits down with Sem Eyob and Damon Hoody, two early-career network engineers, to talk about how they got into the profession and where they hope to go. They share their views on AI and its effect on their generation, their struggles finding entry level... Read more »

Let’s hear from the next generation of network engineers. Eric Chou sits down with Sem Eyob and Damon Hoody, two early-career network engineers, to talk about how they got into the profession and where they hope to go. They share their views on AI and its effect on their generation, their struggles finding entry level... Read more »

Chris and Daniel talk with returning guest, Ramin Mohammadi, about how those seeking to get into AI Engineer/ Data Science jobs are expected to come in a mid level engineers (not entry level). They explore this growing gap along with what should (or could) be done in academia to focus on real world skills vs. theoretical knowledge. Featuring:Ramin Mohammadi – LinkedInChris Benson – Website, LinkedIn, Bluesky, GitHub, XDaniel Whitenack – Website, GitHub, XSponsors:Shopify – The commerce platform trusted by millions. From idea to checkout, Shopify gives you everything you need to launch and scale your business—no matter your level of experience. Build beautiful storefronts, market with built-in AI tools, and tap into the platform powering 10% of all U.S. eCommerce. Start your one-dollar trial at shopify.com/practicalaiUpcoming Events: Register for upcoming webinars here!

Dr. Devin Roach is an Assistant Professor at Oregon State University and the Director of the VAMOS Lab (Versatile Advanced Manufacturing lab at Oregon State). His team developed a concrete substitute.

Cloud-based workspaces such as Google Workspace are often the backbone of an organization. But they also face threats from spam and phishing, account takeovers, and illicit access to sensitive documents and files. On today's Packet Protector we talk with sponsor Material Security about how it brings additional layers of protection to Google Workspace, including email... Read more »

Ari Roisman is an  entrepreneur, CEO, and executive coach who helps ambitious founders push through barriers and build meaningful lives beyond success. Over the past decade, he's founded and led companies that have defined new categories from instant video messaging with Glide to wearable tech with Wristcam, which partnered with Apple and landed on Time's 100 best inventions list. He's been recognized by MIT Technology Review as one of "35 Innovators Under 35", and now channels his experience into coaching founders, serving as Forum Officer for the YPO Entrepreneurship Network and advising companies at the intersection of technology and human growth. See omnystudio.com/listener for privacy information.

Cloud-based workspaces such as Google Workspace are often the backbone of an organization. But they also face threats from spam and phishing, account takeovers, and illicit access to sensitive documents and files. On today's Packet Protector we talk with sponsor Material Security about how it brings additional layers of protection to Google Workspace, including email... Read more »

You've built your anchor hubs, clarified your experts, and added external proof. Now Gini Dietrich shows you how to put your credibility into circulation—not by posting more, but by boosting only what your audience proves they value. This is the week visibility engineering shifts from theory to traction. Tune in and learn how to let your audience show you exactly what to amplify.

You asked for it! This is the first episode of a new series where we unpack just what it takes to get a job in pro racing.Charlie Ping is a pro engineer. Over the last 20 years, his career has spanned IndyCar, sports cars, and the Australian Supercars Championship. He helped develop Acura's LMP1 and LMP2 prototypes, and he developed and led the manufacturer track-testing program for Chevrolet's IndyCar aero kits.These days, Charlie works alongside INTC co-host Jeff Braun at Toronto's 13 Motorsports, where he helps run a Corvette Z06 GT3.R in IMSA's GTD class. We brought Charlie on the show to pull apart his career—and to share the lessons he's gathered along the way. The ones that might help someone—maybe you!—chase the dream of working full-time in professional motorsport.This show changes format weekly, because squirrel. This week's format is called “HOW I GOT HERE.”This episode was produced by Sam Smith.**Who We Are + Spicy Merch:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.ItsNotTheCar.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠**Support It's Not the Car:Contribute on Patreon ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.patreon.com/notthecar⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠**Topic suggestions, feedback, questions? Let us know what you think!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠INTCPod@gmail.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠**Check out Sam's book!⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Smithology: Thoughts, Travels, and Semi-Plausible Car Writing, 2003–2023⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠**Where to find us:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/intcpod⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/thatsamsmith/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/j.v.braun/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/rossbentley/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://rossbentley.substack.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://speedsecrets.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠**ABOUT THE SHOW:It's Not the Car is a podcast about people and speed. We tell racing stories and leave out the boring parts.Ross Bentley is a former IndyCar driver, a bestselling author, and a world-renowned performance coach. Jeff Braun is a champion race engineer. Sam Smith is an award-winning writer and a former executive editor of Road & Track magazine.We don't love racing for the nuts and bolts—we love it for what it asks of the meatbag at the wheel.New episodes every Tuesday.

This week, we're talking: JVN's Euro Hot & Healed Tour, English Breakfasts, Whole Foods hot bars, Simone Biles' first figure skating lesson, Instagram Close Friends Stories, NSFW shaped lipstick, home renovation revelations, Christina Aguilera at the Eiffel Tower, honey on toes, Trump v. Slaughter, Spotify Wrapped, and Pantone's Color of the year - “cloud dancer” aka white.  Check out the JVN Patreon for exclusive content, bonus episodes, and more! www.patreon.com/jvn  Follow us on Instagram @gettingbetterwithjvn Jonathan on Instagram @jvn and senior producer Chris @amomentlikechris  New video episodes Getting Better on YouTube every Wednesday.  Senior Producer, Chris McClure Producer, Editor & Engineer is Nathanael McClure Production support from Chad Hall Our theme music is also composed by Nathanael McClure. Curious about bringing your brand to life on the show? Email podcastadsales@sonymusic.com. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Graham Christie and the Specter of Militarism: Colleague Charles Spicer profiles Graham Christie, a decorated WWI aviator and engineer whose background allowed him to befriend Hermann Göring, operating as an agent for Robert Vansittart, the anti-appeasement head of the Foreign Office, forming a "private detective agency" to gather intelligence; while the British protagonists continued to engage with the Nazis after the 1935 Nuremberg Rally and the shock of the Nuremberg Laws, they were privately appalled by the regime's antisemitism yet felt compelled to maintain contact to monitor German rearmament. 1933

Last time we spoke about the beginning of the battle of lake Khasan. On a frost-bitten dawn by the Chaun and Tumen, two empires, Soviet and Japanese, stared at Changkufeng, each certain the ridge would decide their fate. Diplomats urged restraint, but Tokyo's generals plotted a bold gamble: seize the hill with a surprise strike and bargain afterward. In the Japanese camp, a flurry of trains, orders, and plans moved in the night. Officers like Sato and Suetaka debated danger and responsibility, balancing "dokudan senko", independent action with disciplined restraint. As rain hammered the earth, they contemplated a night assault: cross the Tumen, occupy Hill 52, and strike Changkufeng with coordinated dawn and night attacks. Engineers, artillery, and infantry rehearsed their movements in near-poetic precision, while the 19th Engineers stitched crossings and bridges into a fragile path forward. Across the river, Soviet scouts and border guards held their nerve, counting enemy shadows and watching for a break in the line. The clash at Shachaofeng became a lightning rod: a small force crossed into Manchurian soil in the restless dark, provoking a broader crisis just as diplomacy teetered.   #179 From Darkness to Crest: The Changkufeng Battle Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. As remarked in the 19th division's war journal "With sunset on the 30th, the numbers of enemy soldiers increased steadily. Many motor vehicles, and even tanks, appear to have moved up. The whole front has become tense. Hostile patrols came across the border frequently, even in front of Chiangchunfeng. Tank-supported infantry units were apparently performing offensive deployment on the high ground south of Shachaofeng." Situation maps from the evening indicated Soviet patrol activity approaching the staging area of Nakano's unit near the Tumen, moving toward Noguchi's company to the left of Chiangchunfeng, and advancing toward Matsunobe's unit southwest of Shachaofeng. Russian vessels were depicted ferrying across Khasan, directly behind Changkufeng, while tanks moved south from Shachaofeng along the western shores of the lake. The 19th division's war journal states "Then it was ascertained that these attack forces had gone into action. All of our own units quietly commenced counteraction from late that night, as scheduled, after having systematically completed preparations since nightfall." Meanwhile, to the north, the Hunchun garrison reinforced the border with a battalion and tightened security. All evidence supported the view that Suetaka "in concept" and Sato"(in tactics" played the main part in the night-attack planning and decisions. Sato was the only infantry regimental commander at the front on 30 July. One division staff officer went so far as to say that Suetaka alone exerted the major influence, that Sato merely worked out details, including the type of attack and the timing. Intertwined with the decision to attack Changkufeng was the choice of an infantry regiment. The 76th Regiment was responsible for the defense of the sector through its Border Garrison Unit; but the latter had no more than two companies to guard a 40-mile border extending almost to Hunchun, and Okido's regimental headquarters was 75 miles to the rear at Nanam. T. Sato's 73rd Regiment was also at Nanam, while Cho's 74th Regiment was stationed another 175 miles southwest at Hamhung. Thus, the regiment nearest to Changkufeng was K. Sato's 75th, 50 miles away at Hoeryong. Although Suetaka had had time to shuffle units if he desired, Sasai suggested that troop movements from Nanam could not be concealed; from Hoeryong they might be termed maneuvers. Suetaka undoubtedly had favorites in terms of units as well as chiefs. K. Sato had served longest as regimental commander, since October 1937; Okido's date of rank preceded K. Sato's, but Okido had not taken command until 1938. He and Cho were able enough, but they were unknown quantities; T. Sato and Cho were brand-new colonels.  Thus, K. Sato was best known to Suetaka and was familiar with the terrain. While he did not regard his regiment as the equal of units in the Kwantung Army or in the homeland, K. Sato's training program was progressing well and his men were rugged natives of Nagano and Tochigi prefectures. From the combat soldier's standpoint, the Changkufeng Incident was waged between picked regulars on both sides. The matter of quantitative regimental strength could have played no part in Suetaka's choice. The 74th, 75th, and 76th regiments each possessed 1,500 men; the 73rd, 1,200. Even in ordinary times, every unit conducted night-attack training, attended by Suetaka, but there was nothing special in July, even after the general inspected the 75th Regiment on the 11th. It had been said that the most efficient battalions were selected for the action. Although, of course, Sato claimed that all of his battalions were good, from the outset he bore the 1st Battalion in mind for the night attack and had it reconnoiter the Changkufeng area. Some discerned no special reasons; it was probably a matter of numerical sequence, 1st-2nd-3rd Battalions. Others called the choice a happy coincidence because of the 1st Battalion's 'splendid unity' and the aggressive training conducted by Major Ichimoto, who had reluctantly departed recently for regimental headquarters. Coming from the 75th Regiment headquarters to take over the 1st Battalion was the 40-year-old aide Major Nakano. By all accounts, he was quiet, serious, and hard-working, a man of noble character, gentle and sincere. More the administrative than commander type, Nakano lacked experience in commanding battalions and never had sufficient time to get to know his new unit (or they, him) before the night assault. He could hardly be expected to have stressed anything particular in training. Since there was no battalion-level training, the most valid unit of comparison in the regiment was the company, the smallest infantry component trained and equipped to conduct combat missions independently. Sato valued combat experience among subordinates; Nakano's 1st Battalion was considered a veteran force by virtue of its old-timer company commanders. All but one had come up through the ranks; the exception, young Lieutenant Nakajima, the darling of Sato, was a military academy graduate. For assault actions synchronized with those of the 1st Battalion, Sato selected Ito, the one line captain commanding the 6th Company of the 2nd Battalion, and Takeshita, 10th Company commander, one of the two line captains of the 3rd Battalion. In short, Sato had designated five veteran captains and a promising lieutenant to conduct the night-attack operations of 30-31 July, the first Japanese experience of battle against the modern Red Army. During the last two weeks of July, numerous spurious farmers had gambled along the lower reaches of the Tumen, reconnoitered the terrain, and prepared for a crossing and assault. Scouts had operated on both the Manchurian and Korean sides of the river. Major Nakano had conducted frequent personal reconnaissance and had dispatched platoon and patrol leaders, all heavy-weapons observation teams, and even the battalion doctor to Sozan Hill, to Chiangchunfeng, and close to enemy positions. In Korean garb and often leading oxen, the scouts had threaded their way through the Changkufeng sector, sometimes holing up for the night to observe Soviet movements, soil and topography, and levels of illumination. From this data, Nakano had prepared reference materials necessary for an assault. Hirahara, then located at Kucheng BGU Headquarters, had established three observation posts on high ground to the rear. After Chiangchunfeng had been occupied, Hirahara had set up security positions and routes there. Regarding Changkufeng, he had sought to ensure that even the lowest private studied the layout. Formation commanders such as Takeshita had volunteered frequently. Sato had also utilized engineers. Since the order to leave his station on 17 July, Lieutenant Colonel Kobayashi had had his regiment engage in scouting routes, bridges, and potential fords. Sato's 1st Company commander had prepared a sketch during 3% hours of reconnaissance across from Hill 52 during the afternoon of 18 July. Captain Yamada's intelligence had contributed to the tactical decisions and to knowledge of Russian strength and preparations. The most important information had been his evaluation of attack approaches, suggesting an offensive from the western side, preferably against the right flank or frontally. This concept had been the one applied by the regiment in its night assault two weeks later; Yamada had died on the green slopes he had scanned. Cloudy Saturday, 30 July, had drawn to a close. The moment had been at hand for the 75th Regiment to storm the Russians atop Changkufeng. Setting out from Fangchuanting at 22:30, Nakano's battalion, about 350 strong, had assembled at a fork one kilometer southwest of Changkufeng. The roads had been knee-deep in mud due to intermittent rain and downpours on 29–30 July. Now the rain had subsided, but clouds had blotted out the sky after the waning moon had set at 22:30. Led by Sakata's 1st Platoon leader, the men had marched silently toward the southern foot of Changkufeng; the murk had deepened and the soldiers could see no more than ten meters ahead. It had taken Sakata's men less than an hour to push forward the last 1,000 meters to the jump-off point, where they had waited another two hours before X-hour arrived. Scouts had advanced toward the first row of wire, 200–300 meters away. Platoon Leader Amagasa had infiltrated the positions alone and had reconnoitered the southeastern side of the heights. Sakata had heard from the patrols about the entanglements and their distance and makeup. While awaiting paths to be cut by engineer teams, the infantry had moved up as far as possible, 150 meters from the enemy, by 23:30. Although records described Changkufeng as quite steep, it had not been hard to climb until the main Russian positions were reached, even though there were cliffs. But as the craggy peak had been neared, the enemy defenses, which had taken advantage of rocks and dips, could not have been rushed in a bound. It had been 500 meters to the crest from the gently sloping base. The incline near the top had been steep at about 40 degrees and studded with boulders. Farther down were more soil and gravel. Grass had carpeted the foot. Japanese Army radio communications had been in their infancy; wire as well as runners had served as the main means of linking regimental headquarters with the front-line infantry, crossing-point engineers, and supporting guns across the Tumen in Korea. From Chiangchunfeng to the 1st Battalion, lines had been installed from the morning of 29 July. Combat communications had been operated by the small regimental signal unit, 27 officers and men. In general, signal traffic had been smooth and reception was good. Engineer support had been rendered by one platoon, primarily to assist with wire-cutting operations. Nakano had ordered his 1st Company to complete clearing the wire by 02:00. At 23:30 the cutters had begun their work on the right with three teams under 1st Lieutenant Inagaki. Since the proposed breach had been far from the enemy positions and there were no outposts nearby, Inagaki had pressed the work of forced clearing. The first entanglements had been breached fairly quickly, then the second. At about midnight, a dim light had etched the darkness, signaling success. There had been two gaps on the right. On the left side, Sakata's company had hoped to pierce the barbed wire in secrecy rather than by forced clearing. Only one broad belt of entanglements, actually the first and third lines, had been reconnoitered along the south and southeastern slopes. Sakata had assigned one team of infantry, with a covering squad led by Master Sergeant Amagasa, to the engineer unit under 2nd Lieutenant Nagayama. Covert clearing of a pair of gaps had begun. The Russian stakes had been a meter apart and the teams cut at the center of each section, making breaches wide enough for a soldier to wriggle through. To the rear, the infantry had crouched expectantly, while from the direction of Khasan the rumble of Soviet armor could be heard. At 00:10, when the first line of wire had been penetrated and the cutters were moving forward, the silence had been broken by the furious barking of Russian sentry dogs, and pale blue flares had burst over the slopes. As recalled by an engineer "It had been as bright as day. If only fog would cover us or it would start to rain!" At the unanticipated second line, the advancing clearing elements had drawn gunfire and grenades. But the Russians had been taken by surprise, Sakata said, and their machine guns had been firing high. Two engineers had been wounded; the security patrol on the left flank may have drawn the fire. Sakata had crawled up to Lieutenant Nagayama's cutting teams. One party had been hiding behind a rock, with a man sticking out his hand, grasping for the stake and feeling for electrified wire. Another soldier lay nearby, ready to snip the wire. The enemy had seemed to have discerned the Japanese, for the lieutenant could hear low voices. Although the cutters had been told to continue clearing in secrecy, they had by now encountered a line of low barbed wire and the work had not progressed as expected. Forced clearing had begun, which meant that the men had to stand or kneel, ignoring hostile fire and devoting primary consideration to speed. The infantrymen, unable to delay, had crawled through the wire as soon as the cutters tore a gap. Ten meters behind the small breaches, as well as in front of the Soviet positions, the Japanese had been troubled by fine low strands. They had resembled piano-wire traps, a foot or so off the ground. The wires had been invisible in the grass at night. As one soldier recalled "You couldn't disengage easily. When you tried to get out, you'd be sniped at. The wires themselves could cut a bit, too." Sakata had kept up with the clearing teams and urged them on. On his own initiative, Amagasa had his men break the first and third lines of wire by 01:50. Meanwhile, at 01:20, Nakano had phoned Sato, reporting that his forces had broken through the lines with little resistance, and had recommended that the attack be launched earlier than 2:00. Perhaps the premature alerting of the Russians had entered into Nakano's considerations. Sato had explained matters carefully, that is, rejected the suggestion, saying Changkufeng must not be taken too early, lest the enemy at Shachaofeng be alerted. The entire battalion, redeployed, had been massed for the charge up the slope. In an interval of good visibility, the troops could see as far as 40 meters ahead. A little before 02:00, Nakano had sent runners to deliver the order to advance. When the final obstructions had been cut, Nagayama had flashed a light. Then a white flag had moved in the darkness and the infantry had moved forward. Sakata's company, heading directly for Changkufeng crest, had less ground to traverse than Yamada's, and the point through which they penetrated the wire had been at the fork, where there appeared to have been only two lines to cut. The soldiers had crawled on their knees and one hand and had taken cover as soon as they got through. It had been 02:15 when the battalion traversed the barbed wire and began the offensive. The Japanese Army manual had stated that unaimed fire was seldom effective at night and that it had been imperative to avoid confusion resulting from wild shooting. At Changkufeng, the use of firearms had been forbidden by regimental order. Until the troops had penetrated the wire, bayonets had not been fixed because of the danger to friendly forces. Once through the entanglements, the men had attached bayonets, but, although their rifles had been loaded, they still had not been allowed to fire. The men had been traveling light. Instead of the 65 pounds the individual rifleman might ordinarily carry, knapsack, weapons and ammunition, tools, supplies, and clothing, each helmeted soldier had only 60 cartridges, none on his back, a haversack containing two grenades, a canteen, and a gas mask. To prevent noise, the regulations had prescribed wrapping metal parts of bayonets, canteens, sabers, mess kits, shovels, picks, and hobnails with cloth or straw. The wooden and metal parts of the shovel had been separated, the canteen filled, ammunition pouches stuffed with paper, and the bayonet sheath wrapped with cloth. Instead of boots, the men had worn web-toed, rubbersoled ground socks to muffle sound. Although their footgear had been bound with straw ropes, the soldiers occasionally had slipped in the wet grass. Considerations of security had forbidden relief of tension by talking, coughing, or smoking. Company commanders and platoon leaders had carried small white flags for hand signaling. In Sakata's company, the platoons had been distinguished by white patches of cloth hung over the gas masks on the men's backs, triangular pieces for the 1st Platoon, square for the second. Squad leaders had worn white headbands under their helmets. The company commanders had strapped on a white cross-belt; the platoon leaders, a single band. Officer casualties had proven particularly severe because the identification belts had been too conspicuous; even when the officers had lay flat, Soviet illuminating shells had made their bodies visible. On the left, the 2nd Company, 70–80 strong, had moved up with platoons abreast and scouts ahead. About 10 meters had separated the individual platoons advancing in four files; in the center were Sakata and his command team. The same setup had been used for Yamada's company and his two infantry platoons on the right. To the center and rear of the lead companies were battalion headquarters, a platoon of Nakajima's 3rd Company, and the Kitahara Machine-Gun Company, 20 meters from Nakano. The machine-gun company had differed from the infantry companies in that it had three platoons of two squads each. The machine-gun platoons had gone through the center breach in the entanglements with the battalion commander. Thereafter, they had bunched up, shoulder to shoulder and with the machine guns close to each other. Kitahara had led, two platoons forward, one back. The night had been so dark that the individual soldiers had hardly been able to tell who had been leading and who had been on the flanks. The 2nd Company had consolidated after getting through the last entanglements and had walked straight for Changkufeng crest. From positions above the Japanese, Soviet machine guns covering the wire had blazed away at a range of 50 meters. Tracers had ripped the night, but the Russians' aim had seemed high. Soviet illuminating shells, by revealing the location of dead angles among the rocks, had facilitated the Japanese approach. Fifty meters past the barbed wire, Sakata had run into the second Soviet position. From behind a big rock, four or five soldiers had been throwing masher grenades. Sakata and his command team had dashed to the rear and cut down the Russians. The captain had sabered one soldier who had been about to throw a grenade. Then Master Sergeant Onuki and the others had rushed up and overran the Russian defenses. The Japanese had not yet fired or sustained casualties. There had been no machine guns in the first position Sakata had jumped into; the trenches had been two feet deep and masked by rocks. To the right, a tent could be seen. Blind enemy firing had reached a crescendo around 02:30. The Russians had resisted with rifles, light and heavy machine guns, hand grenades, rifle grenades, flares, rapid-fire guns, and a tank cannon. "The hill had shaken, but our assault unit had advanced, disregarding the heavy resistance and relying only on the bayonet." The battalion commander, Major Nakano, had been the first officer to be hit. Moving to the left of Sakata's right-hand platoon, he had rushed up, brandishing his sword, amid ear-splitting fire and day-like flashes. He had felled an enemy soldier and then another who had been about to get him from behind. But a grenade had exploded and he had dropped, with his right arm hanging grotesquely and many fragments embedded in his chest and left arm. After regaining consciousness, Nakano had yelled at soldiers rushing to help him: "You fools! Charge on! Never mind me." Staggering to his feet, he had leaned on his sword with his left hand and pushed up the slope after the assault waves, while "everybody had been dashing around like mad." Sakata had encountered progressive defenses and more severe fire. The main body of the company had lost contact with other elements after getting through the entanglements. Sakata had thought that he had already occupied an edge of Changkufeng, but about 30 meters ahead stood a sharp-faced boulder, two or three meters high, from which enormous numbers of grenades had been lobbed. The Japanese, still walking, had come across another Soviet position, manned by four or five grenadiers. Sword in hand, Sakata had led Sergeant Onuki and his command team in a rush : "The enemy was about to take off as we jumped them. One Russian jabbed the muzzle of his rifle into my stomach at the moment I had my sword raised overhead. He pulled the trigger but the rifle did not go off. I cut him down before he could get me. The others ran away, but behind them they left grenades with pins pulled. Many of my men fell here and I was hit in the thighs".  Onuki had felled two or three Russians behind Sakata, then disposed of an enemy who had been aiming at Sakata from the side. It had been around 03:00. On the right, the 1st Company had made relatively faster progress along the western slopes after having breached two widely separated belts of barbed wire. Once through the second wire, the troops had found a third line, 150 meters behind, and enemy machine guns had opened fire. Thereupon, a left-platoon private first class had taken a "do or die" forced clearing team, rushed 15 meters ahead of the infantry, and tore a path for the unit. At 03:00, Yamada had taken his men in a dash far up the right foot of the hill, overran the unexpected position, and captured two rapid-fire guns. The company's casualties had been mounting. Yamada had been hit in the chest but had continued to cheer his troops on. At 03:30, he had led a rush against the main objective, tents up the hill, behind the antitank guns. Yamada had cut down several bewildered soldiers in the tents, but had been shot again in the chest, gasping "Tenno Heika Banzai!" "Long Live the Emperor!", and had fallen dead. His citation had noted that he had "disrupted the enemy's rear after capturing the forwardmost positions and thus furnished the key to the ultimate rout of the whole enemy line." Sergeant Shioda, though wounded badly, and several of the men had picked up their commander's body and moved over to join Lieutenant Inagaki. On the left, Kadowaki had charged into the tents with his platoon and had played his part in interfering with the Russian rear. After this rush, the unit had been pinned down by fire from machine-gun emplacements, and Kadowaki had been wounded seriously. His platoon had veered left while watching for an opportunity to charge. Eventual contact had been made with Sakata's company.   The assault on the right flank had been failing. With the death of Yamada, command of the company had been assumed temporarily by Inagaki. He and his right-flank platoon had managed to smash their way through the entanglements; Inagaki had sought to rush forward, sword in hand. Furious firing by Soviet machine guns, coupled with hand grenades, had checked the charge. Losses had mounted. Still another effort had bogged down in the face of enemy reinforcements, supported not only by covered but by tank-mounted machine guns. Russian tanks and trucks had appeared to be operating behind Changkufeng. Sergeant Shioda had been trying to keep the attack moving. Again and again, he had pushed toward the Soviet position with five of his surviving men, to no avail. The left-flank platoon had sought to evade the fierce fire by taking advantage of rock cover and hurling grenades. Finally, a private first class had lobbed in a grenade, rushed the machine gun, and silenced the weapon. By now, precious time and lives had been lost. Either instinctively or by order, the 1st Company had been shifting to the left, away from the core of the enemy fire-net. Inagaki had decided to veer left in a wide arc to outflank Changkufeng from the same side where the 2nd Company and most of the battalion were at-tacking. There would be no further attempts to plunge between the lake and the heights or to head for the crest from the rear. Military maps had indicated tersely that remnants of the 1st Company had displaced to the 2nd Company area at 04:00, sometime after the last charge on the right by Yamada. On the left front, in the sector facing the main defenses on Changkufeng crest, Sakata had fallen after being hit by a grenade. A machine gunner had improvised a sling. "I had lost a lot of blood," Sakata had said, "and there were no medics. Onuki, my command team chief who had been acting platoon leader, had been killed around here. I had ordered Warrant Officer Kuriyama to take the company and push on until I could catch up." As Sakata lay on the ground, he had seen the battalion commander and the Nakajima company move past him in the darkness. Nakano had said not a word; Sakata had not known the major had been maimed. "I still hadn't felt intense pain," Sakata had recalled. "I had rested after the first bad feelings. In about 15 minutes I had felt well enough to move up the hill and resume command of my company." With both Nakano and Sakata wounded, individual officers or noncoms had kept the assault moving. The 1st Platoon leader, Kuriyama, had been securing the first position after overrunning it but had become worried about the main force. On his own initiative, he had brought his men up the hill to join the rest of the company, while the battalion aide, 2nd Lieutenant Nishimura, had made arrangements to deploy the heavy machine guns and reserve infantry in support. Before 4 A.M., these troops under Kitahara and Nakajima had caught up with the remnants of the 2nd Company, which had pressed beyond the third position to points near the Soviet Crestline.   By the time Sakata had regained his feet and moved toward the peak, somewhere between 03:30 and 04:00, the Japanese had been pinned down. Most of the losses had been incurred at this point. "Iron fragments, rock, sand, blood, and flesh had been flying around," Akaishizawa had written. Grenades had caused the preponderance of wounds after the men had penetrated the barbed wire. Deaths had been inflicted mainly by the Soviet "hurricane" of small arms and machine-gun fire and by ricochets ripping from man to man. Six Russian heavy weapons had kept up a relentless fire from three emplacements, and milk-bottle-shaped grenades had continued to thud down on the Japanese. The grenades had hindered the advance greatly. Mainly at the crest, but at every firing position as well, the Russians had used rifle grenades, primarily to eliminate dead angles in front of positions. There had been low piano wire between firing points, and yellow explosive had been planted amidst rock outcroppings and in front of the emplacements. "The Russians had relied exclusively on fire power; there had been no instance of a brave enemy charge employing cold steel." Only 20 meters from the entrenchments atop Changkufeng, Kitahara had been striving to regain the initiative and to hearten the scattered, reeling troops. One Japanese Army motto had concerned the mental attitude of commanders: "When surprised by the enemy, pause for a smoke." Kitahara had stood behind a rock, without a helmet, puffing calmly on a cigarette—a sight which had cheered the men. Sakata could not forget the scene. "It really happened," he had said, respectfully. As soon as Sakata had reached the forward lines, he had joined Kitahara (the senior officer and de facto battalion commander till then) and three enlisted men. All had been pinned behind the large boulder, the only possible cover, which had jutted in front of the Soviet crestline positions. Fire and flame had drenched the slopes, grenades from the peak, machine guns from the flank. The eastern skies had been brightening and faces could be discerned. Troubled by the stalemate yet not feeling failure, Sakata had said nothing about his own wounds but had told Kitahara he would lead his 2nd Company in a last charge up the left side of Changkufeng if only the machine gun company could do something about the enemy fire, especially some Soviet tanks which had been shooting from the right. "The enemy must have learned by now," the regimental records had observed, "that our forces were scanty, for the Soviets exposed the upper portions of their bodies over the breastworks, sniped incessantly, and lobbed illuminating shells at us." Agreeing with Sakata that the "blind" Japanese would have to take some kind of countermeasure to allow his two available heavy machine guns to go into concerted action, Kitahara had ordered illuminating rounds fired by the grenade dischargers. He had clambered atop the boulder and squatted there amidst the furious crossfire to spot for his guns, still only 20 meters from the Russian lines. Perhaps it had been the golden spark of Kitahara's cigarette, perhaps it had been the luminescence of his cross-bands, but hardly a moment later, at 04:03 am, a sniper's bullet had caught the captain between the eyes and he had toppled to his death. Nakajima had wanted to support Sakata's stricken company as well. The lieutenant had seen the advantage of outflanking the emplacements from the far left of Changkufeng where the fire of two Soviet heavy machine guns had been particularly devastating. Nakajima had swung his reserve unit around the crest to the southwest side, pressed forward through deadly grenade attacks, and had managed to reach a point ten meters from the Russian positions. Perched on the cliff's edge, he had prepared to continue: "Nakajima, who had been calming his men and looking for a chance to advance, leaped up and shouted, "Right now! Charge!" Sword in hand, he led his forces to the front on the left and edged up against the crest emplacements. But the enemy did not recoil; grenades and machine gun fusillades burst from above on all sides. Men fell, one after another. [During this final phase, a platoon leader and most of the key noncoms were killed.] A runner standing near Nakajima was hit in the head by a grenade and collapsed. Nakajima picked up the soldier's rifle, took cover behind a boulder, and tried to draw a bead on a Russian sniper whom he could see dimly 20 meters away through the lifting mist. But a bullet hit him in the left temple and he pitched forward, weakly calling, "Long Live the Emperor!" A PFC held the lieutenant up and pleaded with him to hang on, but the company commander's breath grew fainter and his end was at hand. The time was 4:10 am". Nakajima's orderly said of the event "Lieutenant Nakajima charged against the highest key point on Changkufeng, leading the reserve unit, and ensured the seizure of the hill. The lieutenant was wearing the boots which I had always kept polished but which he had never worn till this day." Akaishizawa added that Nakajima had purified himself in the waters of the Tumen before entering combat, in traditional fashion. Lieutenant Yanagihara had penned a tribute to his young fellow officer, the resolute samurai "Lt. Nakajima must have been expecting a day like today. He was wearing brand-new white underclothes and had wrapped his body with white cloth and the thousand-stitch stomach band which his mother had made for him. .. . Was not the lieutenant's end the same as we find in an old tanka verse? "Should you ask what is the Yamato spirit, the soul of Japan: It is wild cherry blossoms glowing in the rising sun."  On this main attack front, Soviet heavy machine guns and tanks had continued to deliver withering fire against the Japanese remnants, while Russian snipers and grenadiers had taken an increasing toll. Shortly after 04:00, enemy reinforcements had appeared at the northeast edge. Of the company commanders, only Sakata had still been alive; the other three officers had died between 03:30 and 04:30. A machine gunner who had been pinned down near the crest had commented: "It must have been worse than Hill 203" (of bloody Russo-Japanese War fame). Between a half and two-thirds of each company had been dead or wounded by then. Sakata had still been thinking of ways to rush the main positions. After Kitahara had been shot down, he had moved around to investigate. A colleague had added: "The agony of the captain's wounds had been increasing. He rested several times to appease the pain while watching intently for some chance to charge once more." Now, Sakata had been wounded again by grenade fragments tearing into the right side of his face. "It hadn't been serious," Sakata had insisted. As he had limped about, he could see his platoon leader, Kuriyama, sniping at a Russian grenadier.   Much would depend on the effectiveness of supporting firepower. With the death of Kitahara, control of the machine-gun company had been assumed by Master Sergeant Harayama. There had been almost no time to coordinate matters before Kitahara had fallen, but Harayama as well as Sakata had known that the infantry could not break loose until the Soviet heavy weapons had been suppressed. Working with another sergeant, Harayama had ordered his gunners to displace forward and rush the positions 20 meters away. The one heavy machine gun set up for action had been the first to fire for the Japanese side at Changkufeng, after its crew had manhandled it the last few meters to the first Soviet trench below the crest. The trench had been empty. Thereupon, the gunner had opened up against tents which could be seen 20 meters to the rear. Other friendly machine guns had begun to chatter. Kuriyama had dashed up and secured the southeast edge of the heights. Enemy resistance had begun to slacken. What appeared to be two small Soviet tanks, actually a tank and a tractor had been laying down fire near the tents in an apparent effort to cover a pullback. The two vehicles had advanced toward the Japanese and sought to neutralize the heavy machine guns. A squad leader had engaged the tractor, set it afire, and shot down the crewmen when they had tried to flee. Next, the tank had been stopped. The Japanese lead gun had consumed all of its armor-piercing (AP) ammunition—three clips, or 90 rounds—in 10 or 15 seconds. No more AP ammunition had been available; one box had been with the last of the six squads struggling up the heights. "More AP!" had yelled the 1st Squad leader, signaling with his hand—which had at that moment been hit by a Russian slug. A tank machine-gun bullet had also torn through the thumb and into the shoulder of the squad's machine gunner, whereupon the 21-year-old loader had taken over the piece. Similar replacements had occurred under fire in all squads, sometimes more than once in the same unit. "It had been a fantastic scene," Sakata had commented. "Just like grasshoppers! But they had finally neutralized the heavy weapons." The knocked-out Russian vehicles had begun to blaze while the eastern skies had lightened. New enemy tanks (some said many, others merely three) had lumbered up the slopes, but the Japanese heavy machine guns had continued to fire on them, and the tanks had stopped. If the machine guns had gone into action minutes later, the Russian armor might have continued to the top, from which they could have ripped up the surviving Japanese infantrymen: "So we gunners fired and fired. I could see my tracers bouncing off the armor, for there was still no AP. We also shot at machine guns and infantry. Since we carried little ammo for the night attack, my gun ran out, but by then the enemy had been ousted. We had originally expected that we might have to fire in support of the infantry after they took the crest. We lost none of our own heavy machine guns that night, overran four Maxims and captured mountains of hand grenades. By dawn, however, our machine gun company had lost more than half of its personnel—about 40 men".  The light-machine-gun squad leader had been wounded in the hand by a grenade near the site where Sakata had been hit. Nevertheless, the superior private had clambered up the slope with his men. After 04:00, when he and his squad had been pinned down with the infantry below the crest, he had heard Japanese heavy machine guns firing toward the foe on the right: "Our units were in confusion, bunched up under terrific fire in a small area. Getting orders was impossible, so I had my light machine gun open up in the same direction at which the heavies were firing. We could identify no targets but tried to neutralize the enemy located somewhere on the crest. Although Soviet flares were going off, we never could glimpse the enemy clearly. But we heard the Russians yelling "Hurrah!" That ought to have been the signal for a charge; here it meant a retreat".  But, of the ten men in this Japanese machine-gun squad, only four had been in action when dawn had come. The turning point had arrived when the machine-guns belonging to Sakata, and the reserves of the late Nakajima, had torn into the Russian emplacements, tanks, and tents behind. Others had said the key had been the fire of grenade dischargers belonging to the same units. A high-angle weapon, the grenade discharger, had been light, effective, and ideal for getting at dead space. In terms of ammunition, it had been especially useful, for it could fire hand grenades available to the foot soldier. Undoubtedly, the combined action of the grenade dischargers and machine guns (heavy and light) had paved the way for a last charge by the infantry. The four light machine guns of the 2nd and 4th companies had played their part by pouring flank fire against the Russians, who had clung to the position although Kuriyama's platoon had made an initial penetration. At about 04:30, Japanese assault forces could be seen dimly, in the light of dawn, exchanging fire with the Russians only a few meters away on the southern edge of Changkufeng Hill. At the same time, on the northern slopes, enemy reinforcements numbering 50 men with trucks and tanks had been scaling the hill. Around 04:45, Japanese grenades began to burst over the heads of the last enemy atop Changkufeng; the Russians had wavered. After the heavy weapons had finally begun to soften up the Soviet positions, Sakata had judged that there were not many Russians left. He had jumped into the first trench, ahead of his only surviving platoon leader, Kuriyama, and several soldiers. Two or three Russians had been disposed of; the rest had fled. By then the 2nd Company had been chopped down to a platoon; about 40 men still lived. There had been no cheer of banzai, as journalists had written; it would have drawn fire to stand up and raise one's arms. But Sakata had remained proud of the assertion by Sato that, from Chiangchunfeng, he had observed the last rush and knew the "real story," that "Sakata was the first to charge the peak." The regimental eulogist had written that Sakata's earnestness "cut through iron, penetrated mountains, and conquered bodily pain." As for Inagaki, about 15 or 20 minutes after the badly wounded Sakata had managed to reach the point where Kitahara and Nakajima had been pinned down near the Crestline, the lieutenant had arrived with the remnants of Yamada's company, probably by 04:20. The records would have us believe that Sakata had been able to coordinate the next actions with Inagaki despite the storm of fire: "The acting battalion commander [Sakata] resumed the charge with a brand-new deployment—his 2nd Company on the right wing and the 1st Company on the left." Actually, all Sakata could think of had been to charge; it had been too confused a time to issue anything like normal orders as acting battalion commander: "About all I remember asking Inagaki was: "What are you doing over here? What happened to your company commander?" I think he told me that Yamada had been killed and resistance on the right flank had been severe. Undoubtedly, he acted on his own initiative in redeploying. Nor was there any particular liaison between my company and Inagaki's force." To the left of Sakata's survivors were the vestiges of Nakajima's platoon, and further to the left, the outflanking troops brought up by Inagaki. These forces gradually edged up to the rear of the foe, in almost mass formation, on the western slope just below the top. "The enemy soldiers who had been climbing up the northern incline suddenly began to retreat, and Inagaki led a charge, fighting dauntlessly hand-to-hand." As a result of the more or less concerted Japanese assaults, "the desperately resisting enemy was finally crushed and Changkufeng peak was retaken completely by 05:15," three hours after the night attackers had jumped off. Akaishizawa had said that the troops "pushed across the peak through a river of blood and a mountain of corpses. Who could withstand our demons?" Sato's regimental attack order had called for the firing of a green star shell to signal success. At 05:15, according to the records, "the signal flared high above Changkufeng, showering green light upon the hill; the deeply stirring Japanese national flag floated on the top." Sakata thought that this must have been 10 or 20 minutes after the hill was taken, but he remembered no flare. "After the last charge I had no time to watch the sky!" The flare had probably been fired from a grenade launcher by the battalion aide or a headquarters soldier. After the final close-quarter fighting, Sakata had pressed forward while the survivors came up. The captain had deployed his men against possible counterattack. Later he had heard that Soviet tanks had lumbered up to reinforce the peak or to counterattack but that, when they observed the Japanese in possession of the crest, they had turned back. Only after his men had secured the peak had Sakata talked to Inagaki about sharing defensive responsibility. The records described Sakata's deployments at 05:20, but there had been painfully few men to match the tidy after-action maps. Did Sakata and his men push across the peak? "Not downhill a bit," he had answered. "We advanced only to the highest spot, the second, or right-hand peak, where we could command a view of the hostile slope." He had merely reconnoitered to deploy his troops. The senior surviving Japanese officer atop Changkufeng heights had been Sakata. What had happened to Major Nakano, who had been wounded shortly after jump-off? Although his right arm had been shattered, he had dragged himself to his feet, once he had regained consciousness, and kept climbing to catch up. His men had pleaded with him to look after his terrible wounds, but he had insisted on advancing, leaning on his sword and relying on spiritual strength. "Left! Move left!" he had been heard to shout, for the faltering Japanese had apparently been of the opinion that they were at the enemy's rear. Instead, they had pressed against the Russians' western wing, directly in front of the enemy works, from which murderous fire had been directed, especially from machine-gun nests ripping at their flanks. With sword brandished in his uninjured hand, high above his head, Nakano had stood at the corner of the positions. The explosion of an enemy grenade had illuminated him "like the god of fire," and he had been seen to crumple. He had died a little before 0500, to the left of where young Nakajima had fallen at 0430. His citation had said: "The battalion commander captured Changkufeng, thanks to his proper combat guidance and deployments. He provided the incentive to victory in the Changkufeng Incident." A eulogist had called Nakano a "human-bullet demon-unit commander": "All who observed this scene were amazed, for it was beyond mortal strength. One could see how high blazed the flame of his faith in certain victory and what a powerful sense of responsibility he had as unit commander. Major Nakano was a model soldier." When Nakano had pitched forward, badly wounded PFC Imamura had tried to protect the commander's corpse. Imamura had killed a soldier who appeared from behind a boulder, had lunged at another two or three, but had toppled off the cliff. Two other Japanese privates—a battalion runner and PFC Iwata—had been lying nearby, hurt seriously; but when they saw Imamura fall to his death, leaving the major's body undefended, they had dragged themselves to the corpse, four meters from the foe. Iwata, crippled and mute, had hugged Nakano's corpse until other soldiers managed to retrieve it. While death had come to Nakano, Sakata had been fighting with no knowledge of what was going on to his left. Pinned behind a boulder, he had had no way of checking on the battalion commander. Only after Sakata had charged onto the crest and asked for the major had he been told by somebody that Nakano had been killed. He had not even been sure where the commander had fallen. Such had been the time of blood and fury when battalion chief, company commanders, and platoon leaders had fought and died like common soldiers, pressing on with saber or pistol or sniping rifle under relentless cross-fire. Pretty patterns of textbook control had meant nothing. Life—and victory—depended on training, initiative, raw courage, and the will to win. The result of this combination of wills could not be ascertained, on 31 July 1938, until dawn brightened the bleeding earth on Changkufeng Hill. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Tokyo gambled on a night strike to seize Changkufeng, while diplomacy urged restraint. Amid mud, smoke, and moonless skies, Nakano led the 1st Battalion, supported by Nakajima, Sakata, Yamada, and others. One by one, officers fell, wounds multiplying, but resolve held. By 05:15, shattered units regrouped atop the peak, the flag rising as dawn bled into a costly, hard-won victory.

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What if the fastest way to grow your career isn't a straight climb but a series of smart, sideways moves that sharpen your empathy and judgment?  In this episode, I had the pleasure of sitting down with Catherine Wong, COO and CPO at Entrata, to unpack how she scales products and people by shaping cultures where every voice is invited, and the best ideas surface early. From engineering during the dot-com downturn to leading global teams through acquisitions and hypergrowth, Catherine shares the habits that turn uncertainty into momentum: practice your voice, ask for real feedback, and reward behaviors that build trust.We go deep on how product and operations intersect when you're building an operating system for real estate. Catherine explains why diverse perspectives improve outcomes and how leaders can intentionally signal what matters by recognizing thoughtful execution, not just loud opinions. Her take on the future of work is refreshingly actionable: AI changes the “how,” not the “why.” Whether you specialize or stay broad, treat curiosity like a muscle. Run small experiments, unlearn out-of-date tactics, and stay anchored to clear business outcomes.You'll hear practical frameworks for deciding under ambiguity. widen inputs, seek data, welcome dissent, and iterate with agility. Catherine also breaks down visibility tactics for women who are competent but overlooked: volunteer for updates, lead slices of complex projects, and request precise post-meeting feedback. Her story of integrating a UK acquisition while battling imposter syndrome reveals a simple truth: courage plus clarity compounds into trust, scope, and impact.If you care about culture design, product leadership, AI fluency, and building a resilient career in tech, this conversation is a blueprint you can use today. Follow along, share it with a friend who needs a nudge, and subscribe to get more candid, practical conversations. Loved this one? Leave a review and tell us the bold step you're taking next.Resources:Catherine Wong on LinkedInEntrata