Podcasts about Ericsson

What does it take for an immigrant inventor to change the course of history? In this episode, we explore the remarkable life of John Ericsson, the Swedish engineer who arrived in America virtually unknown and became one of the nation's most celebrated innovators. Best remembered as the designer of the revolutionary ironclad USS Monitor, Ericsson helped transform naval warfare during the American Civil War and played a pivotal role in one of history's most famous naval battles. But Ericsson's story extends far beyond the Monitor. From surveying Sweden's Göta Canal as a teenager to building locomotives in England, pioneering the screw propeller, surviving professional setbacks, and battling skeptics throughout his career, Ericsson was a brilliant, stubborn, and relentless inventor whose ideas were often years ahead of their time. Combining personal travel experiences, historical research, and interviews with experts at the Hampton Roads Naval Museum, and walking the deck of a full-scale replica of the USS Monitor, this episode uncovers the fascinating life, achievements, and enduring legacy of the man whose inventions changed the world. See also Extras for John Ericsson, the USS Monitor and Me episode.

In 2026, 40 new submarine cables go live. Most won't land in Europe. Europe is losing the sea cable race, and most people haven't noticed yet.In this second part of our sea cables conversation, host Peter Ernst sits down with Ernst Noorman, the Netherlands' Cyber Ambassador-at-Large and a member of the ITU Advisory Body on Submarine Cable Resilience, to move from the “how” of sea cables to the “why it matters.”We compare two places that were once called the two hardest spots in the world to build digital infrastructure, Amsterdam and Singapore, and unpack how Singapore solved its crunch with 32 cable landings, five years of zero cable faults, and a green-energy-first tender process, while the Netherlands risks resting on a 30-year-old head start.Along the way: the difference between sovereignty and autonomy, why “always the cheapest option” no longer works, the EU Cyber Resilience Act and security by design, what NIS2 means for boards and CEOs personally, and why Europe needs to stop being modest about Airbus-sized wins.Chapters00:00 — 40 new cables, most skip Europe00:30 — Meet Ernst Noorman & the ITU advisory body02:00 — The sea cable map is being redrawn04:08 — Why the Netherlands risks losing its head start06:26 — How Singapore solved it: 32 landings, zero faults08:09 — Tax cuts for digital, would Europe ever?08:59 — Sovereignty vs autonomy: it's about choice15:02 — You can't own the whole stack (ASML, Nokia, Ericsson)15:53 — Why “always the cheapest” stops working17:47 — The Cyber Resilience Act & security by design18:51 — The water-from-the-tap analogy19:51 — What boards and CEOs must actually ask25:30 — Back to Singapore: government-led, by design29:39 — The good news: Europe's real strengths36:15 — What needs to happen in the next 3–5 yearsThreat Talks is a podcast by ON2IT and AMS-IX. Subscribe for more on Zero Trust, cyber resilience, and the infrastructure behind the internet.

When we talk about wireless connectivity, often what we're thinking about is WiFi, however mobile connectivity such as 5G is still important for many sectors.What happens to a business when mobile connectivity is inadequate or fails completely?On this episode of the ITPro Podcast Jane and Bobby are joined by Paul McHugh, VP of EMEA sales at Ericsson, to discuss how wireless connectivity issues can affect businesses.Sign up to the ITPro Newsletter for more content like this direct to your inbox every day.Three and Ericsson just launched a first-of-its-kind managed 5G service for businesses | IT ProePrivate 5G and partner ecosystems: The blueprint for intelligent infrastructure | ChannelPro

This week on Catalyst, Tammy is joined by Abhijit Sunil, Senior Analyst at Forrester Research, where he leads flagship research programs on IT sustainability, sustainability management, and climate risk. Abhijit traces his remarkable journey from designing robotics labs at IIT Bombay to consulting at Ericsson and McKinsey, before landing at Forrester where a flood of client questions about data center efficiency set him on the path to sustainability research. He shares how volunteering as a teacher in Mumbai's slums profoundly shaped his worldview—giving him a lens for seeing optimization and sustainability as deeply human issues, not just technical ones. Tammy and Abhijit also dig into the double-edged nature of AI, from its staggering energy demands to its extraordinary potential to democratize access, and why the answer to almost every big question in sustainability lives somewhere in the Goldilocks zone between extremes.Please note that the views expressed may not necessarily be those of NTT DATA.Links: Abhijit Sunil Learn more about Launch by NTT DATASee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Hur rustat är Sverige egentligen för kris och konflikt i en tid av hybridkrigföring och ökade säkerhetshot? I det här avsnittet diskuterar vi totalförsvarets återuppbyggnad, Europas roll och vilka konkreta åtgärder som krävs för att stärka samhällets motståndskraft framåt.Marika Ericsson är lektor i operativ juridik och folkrätt på Försvarshögskolan.Kontakta geopodden: Om oss/Kontakt - Geopodden Hosted on Acast. See acast.com/privacy for more information.

At IMARC, host Jerrod Downey sits down with Ian Ross, Head of Enterprise for Australia and New Zealand at Ericsson, to discuss how Ericsson Private 5G is helping mining companies build smarter, safer, and more efficient operations. From remote-controlled equipment and asset management to connected workers and real-time data insights, Ian explains how secure private cellular networks are creating the foundation for the next generation of digital mines.Learn More about Ericsson

As geopolitical tensions rise and sustainability faces growing scrutiny, some long term investors are doubling down instead of pulling back. In this live episode of Sustainable Edge, Siri Sachs of the Wallenberg ecosystem and Johan H. Andresen of FERD explore how resilience, competitiveness, ethics, and sustainability shape investment decisions in a world where uncertainty has become the new normal.In this episodeSiri Sachs and Johan H. Andresen share how family ownership structures can enable long term thinking and why sustainability remains deeply tied to resilience and competitiveness, even in a more fragmented global landscape.Learn about:Long term investing in uncertain times Why some investors continue backing large scale green transitions despite market volatility and political uncertaintySustainability and competitiveness How climate investments are increasingly viewed as essential for future industrial strength and resilienceRisk taking and transformation: Why family owned businesses can take longer term bets that public markets often avoidPurpose beyond profit: How responsibility, social impact, and ethics influence investment decisions and talent attractionEngagement versus exclusion: Why active ownership and supplier engagement can sometimes drive more meaningful change than divestmentAI and ethical leadership: How investors are thinking about the opportunities and risks tied to artificial intelligence and autonomous systemsRegulation and execution: Why predictable frameworks matter, but overregulation can risk slowing competitiveness and innovationThe future of Nordic leadership: How collaboration, trust, and long term ownership models could help shape a more sustainable economyAbout Siri SachsSiri Sachs is a Board Member at Wallenberg Investments and part of the sixth generation of the Wallenberg family. The Wallenberg ecosystem includes foundations, industrial holdings, and global companies such as ABB, AstraZeneca, Ericsson, and SEB. Her work focuses on long term ownership, competitiveness, and ensuring that investments contribute to future resilience and innovation.About Johan H. AndresenJohan H. Andresen is the Owner and Chair of FERD, a family owned investment company focused on long term value creation and social impact. Under his leadership, FERD transformed from a tobacco business into a diversified investment platform with holdings across industry, technology, and sustainability focused ventures. Johan has also chaired the Ethics Council of Norway's sovereign wealth fund, helping shape ethical investment practices for one of the world's largest funds.

A round-up of the main headlines in Sweden on May 25th 2026. You can hear more reports on our homepage www.radiosweden.se, or in the app Sveriges Radio. Presenter/producer: Kris Boswell.

Podríamos estar ante uno de los mayores movimientos en el sector del delivery si sale adealente la oferta que ha lanzado Uber sobre Delivery Hero, la plataforma alemana dueña de Glovo, que se dispara más del 10% en la Bolsa de Francfort. Según FT, Uber habría mejorado una primera propuesta que era "insuficiente" para Delivery, que baraja un precio de 40 euros por acción, lo que supondría valorar la compañía en unos 13.000 millones de euros. El fabricante de equipos de telecomunicaciones Ericsson se muda de Kista, que en su día fue considerado el Silicon Valley de Suecia, al centro de Estocolmo y la farmacéutica danesa Novo Nordisk recibe un doble espaldarazo regulatorio en Europa. Entrevistaremos al profesor Joan Escuer para que nos explique por qué el Estrecho de Ormuz no es solo un problema logístico, sino que es una crisis de recursos geológicos. Los temas de la actualidad, a debate en la Tertulia de Cierre de Mercados con José Ignacio Gutiérrez, de la Confedeación de Cuadros y Profesionales, y Francisco Canós, inversor y partner en Cyber C.

In der heutigen Folge sprechen die Finanzjournalisten Daniel Eckert und Lea Oetjen über das Rekordhoch von Arm Holdings, den spannenden KI-Vorstoß von Spotify und den Kurseinbruch bei Intuit. Außerdem geht es um Walmart, Ralph Lauren, IBM, Workday, Merck, Airbus, Air France-KLM, Munich Re, Swiss Re, Ströer, OHB, Rocket Lab, Viavi Solutions, Vodafone, Ericsson, Microsoft, MACOM, Nvidia, AMD, IonQ, JPMorgan Chase, Deutsche Bank, Scalable Capital, Trade Republic, BBVA, Crédit Agricole, Novo Nordisk. Hört unter diesem Link direkt in die neuen Folgen des Politico-Podcasts rein: https://open.spotify.com/show/7LDG3PPA0NnCbNWbQy45up Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Hier könnt ihr den AAA-Newsletter abonnieren: https://www.welt.de/newsletter/article232797673/Alles-auf-Aktien-Der-taegliche-Boersen-Newsletter-fuer-WELTplus-Abonnenten.html Und - ganz neu: AAA gibt es jetzt auch auf Instagram: https://www.instagram.com/alles_auf_aktien/ Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Peter Carlsson is Co-founder and former CEO of Northvolt, the European battery manufacturing company that raised more than $13 billion to build a homegrown battery supply chain for Europe, before filing for bankruptcy at the end of 2024. Before Northvolt, Carlsson spent more than a decade at Ericsson building global supply chains and later served as VP of Supply Chain at Tesla during the launch of the Model S. In this live episode of Inevitable from the AENU Summit in Berlin, Carlsson reflects on the rise and fall of Northvolt, the realities of competing with China's electro-industrial stack, and what Europe still gets right in manufacturing and innovation. Peter breaks down why batteries became strategically essential to Europe, what operational challenges slowed Northvolt's scale-up, and how changing EV markets, policy shifts, and financing pressures compounded those problems. Carlsson also mentions his new ventures: Aris Machina, an agentic operating system for manufacturing and Sonder Labs, a sodium-ion battery company focused on building chemistry and supply chains less dependent on China. He talks about AI-driven manufacturing, industrial automation, battery geopolitics, and where Europe can still compete in the next generation of energy and hardware systems.  Episode recorded on April 28 2026 (Published on May 19, 2026).  In this episode, we cover:  (0:00) What happened at Northvolt (2:33) Takeaways from Ericsson and Tesla on factory operations (5:52) Why Europe needed a battery champion like Northvolt (7:01) Northvolt's strategy (8:47) The fall of Northvolt (12:23) The decision Peter wishes he had made differently (15:46) Was Northvolt's chemistry bet a mistake? (17:29) Sonder Labs: The promise of sodium-ion batteries (21:42) Can Europe still compete with China in batteries? (24:05) Aris Machina: AI agents for manufacturing operations (27:31) How AI changes factory productivity and the labor market (29:05) Data sovereignty, AI infrastructure and software challenge (32:35) Industrial automation, precision manufacturing, and fusion (34:48) Where Europe still wins (36:01) Final thoughts on Europe's industrial future Enjoyed this episode? Please leave us a review! Share feedback or suggest future topics and guests at info@mcj.vc.Connect with MCJ:Cody Simms on LinkedInVisit mcj.vcSubscribe to the MCJ Newsletter*Editing and post-production work for this episode was provided by The Podcast Consultant

Keeping yourself fit and healthy and in shape is vital for life’s long game. And no-one understands that more than celebrated chef Neil Perry, who chats with organisational psychologist Dr Amanda Ferguson about what it takes to survive the demanding restaurant game for more than 40 years. About the episode – brought to you by Australian Seniors, in partnership with RSPCA. Join Jean Kittson for the seventh season of DARE: The time of your life (formerly Life’s Booming), called Better With Age. Too often ageing is painted as decline. In reality, Australians are living longer, healthier lives and reshaping what “older” looks like. This series flips the script and shows how ageing is not a dirty word but rather a time to be embraced, featuring interviews with extraordinary over 50s refusing to slip quietly into the background, who instead continue to survive and thrive in the long game of life. Neil Perry is Australia’s most decorated chef. The culinary genius behind Rockpool and winner of the 2024 World’s 50 Best Icon Award, Neil has spent 40 years at the very top of his craft, including his latest venture, the Margaret Family Group. Staying there hasn’t been accidental. It takes relentless passion, resilience, and an unwavering belief that what you put on the plate – and into your body – genuinely matters. Dr Amanda Ferguson is a registered psychologist, organisational psychologist, author and speaker, whose three-decade career has been devoted to helping people find meaning, motivation and wellbeing in work, life and relationships. – Watch DARE: The Time of Your Life on YouTube Listen to DARE: The Time of Your Life on Apple Podcasts Listen to DARE: The Time of Your Life on Spotify For more information visit seniors.com.au/podcast Produced by Medium Rare Content Agency -- TRANSCRIPT:​ Jean Kittson: DARE the time of your life, formerly Life's Booming, is brought to you by Australian Seniors in partnership with RSPCA. For more episodes of this and our Life's Booming series, visit seniors.com.au/podcast. Hi, I'm Jean Kittson. Welcome to the latest season, Better with Age, where we are celebrating Australians who are living, working, and ageing on their own terms. No ageing stereotypes for them. This week's episode is called Playing the Long Game, and no one exemplifies what that means more than our first guest, Neil Perry. With a career spanning more than four decades, he is one of our most influential chefs. Indeed, he's the only Australian to receive the prestigious World's 50 Best Restaurants Icon Award, the food oscars. The culinary genius behind Rockpool, and his latest venture, the Margaret Family Group, Neil has survived the often brutal hospitality world without disappearing or burning out. And joining him is Dr Amanda Ferguson, registered psychologist, organisational psychologist, author, and speaker whose career has been devoted to helping people find meaning, motivation, and wellbeing in work, life and relationships. Neil and Amanda, welcome to the podcast. Thank you. Neil Perry: Thanks, Jean. Good to be here. Jean Kittson: Neil, the restaurant business is often very brutal, long hours, highly competitive, stressful, fickle market, lots of pressures, all that, not that I want you to feel any pressure from me about this, but you've not only survived, but you've thrived for over 40 years. So, what do you think is the key ingredient or the secret ingredient to your longevity? Neil Perry: Well, I think just the enthusiasm of which I approach every day because, I mean, you know, it is an old cliche, but they say if you find a job you love doing, you'll never work a day in your life. And I am lucky enough to have found, you know, something that's intrinsic in lifestyle. So I kind of dream about food. I eat food, I wake up, I work in it. You know, my whole focus on a daily basis is about my restaurants, my staff and how we grow and continually evolve. So, I've kind of spent the last 51 years in the industry continually evolving rather than, you know, sort of deciding, oh my God, I've gotta change what I'm doing. I'm just day by day trying to do better than I did the day before. And that's a kind of mantra that we roll into the entire team so that they're always thinking about getting better and more focused and getting the best out of themselves and growing as people, which is really important. So, I think that's helped me keep an edge to continually keep thinking that. You know, I've got a role in the industry and I wanna keep moving forward. And, you know, tomorrow is another day and it's another day that I get an opportunity to be better than I was the day before. Jean Kittson: And you translate that to your teams by the sound of it, that is important. Neil Perry: Until I was 25, I was working front of house and managing restaurants and running restaurants, which has kind of helped me become a restaurateur rather than just a chef. And then at 25 transitioned into the kitchen and it was really obvious to me that there tended to be a kind of ‘us and them’ culture in the restaurant business. And we see with a lot of things at the moment on chefs and the way they treat people and they have treated people, and particularly in Europe, that it can be a very hard place to be. But, I made a very conscious decision to try and make it, you know – more about the way my personality is anyway – but to make it a place where it was really, everyone working together as one team, no front and back of house. It was, you know, really everyone coming together to make sure that the most important person in the room was the customer – and that we were supporting each other. So through the care philosophy, which, you know, is a really simple word, but it embodies itself in so many things that we do. So, you know, we care about our incredible suppliers. They're the lifeblood of our restaurant. Our amazing farmers and fishermen and, you know, incredible vignerons and so forth. And then it's really about caring about the place in which we work, because I really love to have a restaurant that's as beautiful 10 or 15 years down the track as it is the day that it opens. More patina, of course, but like a great pair of shoes – loved and comfortable – and that's really important to me. And then core to, I guess, the whole thing is we gotta care about each other. So we try to make sure that, you know, we're checking in. Are you okay? You know, are you doing your mise en place or can I help you set up the restaurant? And make sure that if we think somebody's coming in and they've got issues at home or with relationships, or even with a relationship within the restaurant, that we're trying to solve that and make sure that we can get to the point where we're all pulling in the same direction. And then for us, community's key. So caring about our community. We've always been involved in fundraisers and trying to help people that are less fortunate than us. We're in a very privileged position to be able to do that as restaurateurs and chefs. And then care about the environment because if we don't have clean air and clean water and clean earth, we can't get that amazing produce. It's my role to make them better chefs, better waiters, better sommeliers, better managers. But I like to make them better people. I always say at every large staff gathering, probably most of them under 30, that, you know, my generation kind of sucked the marrow out of the world, and it's up to them to make sure that the next generation of leaders are held to account. So, I do try to get them to think about community, you know, sustainability and politics – and their role in it. And that makes them hopefully, you know, more rounded people. Jean Kittson: Well, it sounds to me that longevity we're talking about and that success, so it would go the other way too. Do you get a lot of support from them? Because you give them so much care and attention and your expertise and you're bringing them up. And do they support you when there's challenges as well? Neil Perry: Yeah, of course. I mean, I always say that I'm kind of like a vampire. So, you know, I run this amazing team of people with huge amounts of energy and youth and they need to be guided and sort of, you know, given opportunities in life. But in return, I get so much energy and so much joy from them that that actually keeps me young. I look through my eyes and I actually think that I'm their age, you know? Jean Kittson: And Amanda, in your work, in different industries, do you see this teamwork as part of an essential ingredient as well in different industries? What helps your clients? Dr Amanda Ferguson: Yeah. Every industry is different in terms of how much teamwork you're gonna have and gonna need. Certainly in Neil's area, you can see the necessity of people there physically, and yet we've got a lot of remote working now and a lot of organisations have pivoted that way. But I think, Neil, you were talking beautifully about a whole lot of organisational psychology concepts like growth mindset; that the growth factor of helping these younger people moving forward and growing. And we know that the growth mindset is important for all ages and you know, fundamental to performance anyway, but then to ageing performance, this engagement Neil's talking about, what makes him engaged and motivated internally. That's what we know, as we get older, matters even more than when we're younger. So a lot of your younger staff, they're really motivated by extrinsic, which is external reward, which is building their careers and gaining money and being able to put down any roots that they can do at the time of their lives. And yet, these internal motivations are what are driving us as we age increasingly, which is about contributing, which is the influence you're having, the legacy you're creating. And that clearly motivates you as well with the care concept there, which is a wonderful driving factor. Jean Kittson: Do you think that keeps people more engaged with the work they do and able to meet challenges better? Dr Amanda Ferguson: Well, as long as you shift with your motivation. So we change across the lifespan, and Ericsson talked about the tasks of different ages and stages of life. Those travel with us during, staying at the top of our game. And so as long as we keep negotiating them, which is where our motivation's gonna change. So now, you know in our 60's, the main motivation there for the life stage is about legacy, and then it's gonna become wisdom, and moving into the wisdom part that we're negotiating with. So it's like in any generation pivoting, continuing to pivot even in older age. And you know, not giving up, you know, that there is a choice there that people make and have to be conscious of. Ericsson said at 63, it's a real challenge of; are you gonna regenerate or are you going to degenerate? Jean Kittson: Right. Dr Amanda Ferguson: Yes. Neil Perry: I think it's really important for people to recognise that a lot of things that happen to them are within their control. Dr Amanda Ferguson: Mm-hmm. Neil Perry: So for me, you know, I'll be 70 next year, so in 10 years I'm 80. So, you get a choice of thinking, well, you know, I've got 11, hopefully, very mobile years ahead of me. Because there's no guarantee physically, particularly when you've worked as many hours as I have and worn out most of the joints in your body, that you're going to be fabulously mobile. But it's important for me now, like, as we all know with longevity, like muscle mass is very important. So it's important for me to do enough exercise and it's really important for me to also think about balance and also flexibility. The three things that probably give you the most opportunity to get into your 80s and live the sort of life you'd still love to lead. And I know people who I always say are very inspirational to me who are like that hitting their eighties and, you know, still going out and playing golf and going on holidays and still working and doing things and I think that'll always be a very important part of my life. I couldn't imagine retiring. I could imagine taking it a little bit easier, you know, maybe not working every weekend, but I couldn't imagine not having the motivation mentally to come in and set parameters and talk to the chefs and speak to the wonderful fishermen and the farmers and the people that are the most important people in my life. So I just think for me, it's a matter of kind of putting the energy into those things that will give me the kind of outcome that I want. Dr Amanda Ferguson: And that's your internal motivation. Neil Perry: Yeah. There's a very traditional, you know, big pharma way of thinking about medicine and the body. And we now know that there's a very well documented and proven, you know, functional way of looking at it. We know diet's really important, so I eat really well. I mean, one of the things that's great for me is I don't eat really any processed food at all, probably except for bacon, which I love. Jean Kittson: You said processed. That's not processed. It's just dry. Neil Perry: Not really. It's like when I make our hamburgers, people say, ‘oh yeah, you eat a hamburger.’ Yeah, it's like freshly ground beef. That's what it is. It's got properly made sauces and it's got a bun, you know, so it's actually pretty good for you. I'm not sure about the other processed ones but, you know, I do think if you eat a lot of whole food, it's really important. I mean, my probably one sin in my life is I love red wine. So, I'm thinking a lot about, you know, how much I drink and maybe I should cut back. But every time I think about that it's just, you know. Jean Kittson: Too hard! Neil Perry: I think is it worth an extra couple of years? Maybe not. Jean Kittson: No, that's right. Benefit. Neil Perry: You gotta get the balance. Jean Kittson: Risk benefit. Risk benefit. Amanda, do you see that people with longevity in their chosen careers, do you see that as a psychological important part of them surviving, you know, playing the long game? Dr Amanda Ferguson: Oh, absolutely. And look, most of those people will either have really pivoted in their careers away from say, line management to supervising or training in a corporate kind of job. Or if you're lucky enough, I think as both Neil and I are, to actually love what you do and live to work because we get so much like a vampire back from the… Jean Kittson: Yes. Dr Amanda Ferguson: The beautiful energy of what we give out and what comes back. And that's engagement, that's called employee or work engagement, where we love and like our work. So clearly the cognition side that Neil loves, you know, the way he thinks about all his work as well as emotionally, what he's gaining and giving, and giving out cognitively – so everyone has a different long game. You know, I'll often say to people who have worked to live; ‘don't just retire, retire to something.’ And that's when they may sort of, you know, think of buying another business that is actually non-corporate, where they can have their staff if they're similarly engaged or creative outlets where they can really be more creative in the workplace or in hobbies or pursuits or golf. So, you know, the long game may be pivoting to being the brilliant golfer in your peer group. Jean Kittson: Right. Using your energy in your, yeah, well that sounds pretty good. but use that drive… Neil Perry: Frustrating game though. Jean Kittson: Yes. Frustrating game. Dr Amanda Ferguson: Well, yes, use the pivoting drives because as we age, the reason that we are motivated changes. So it's typically becoming, as we are entering post 50s, we're moving from – and certainly from late forties – we're moving from being really motivated by caring for others to wanting to build a legacy. And so if you feel your legacy is in the community, say, of having the surf club managed really that legacy may matter. And even having a plaque for yourself or you might become an elder to the local surf group. So, it's the pivoting and noticing and negotiating the lifespan changes that you have to go through in order to keep this motivation, engagement, growth mindset and risk failure – and have fun along the way. I mean, all those basic performance motivations and factors, they all still apply in older age. We draw on that breadth of knowledge and survive and thrive because of that, you know, it doesn't matter that the cognitive decline is happening. If you are pivoting, if you're compensating with all of that knowledge and ability and, you know, even muscle memory that you would have, definitely for your work. Jean Kittson: I think they call it crystallised experience. Dr Amanda Ferguson: Yes. Jean Kittson: Have you heard that expression? Dr Amanda Ferguson: Yes. Jean Kittson: Yes. So that's very valuable to workplaces. Dr Amanda Ferguson: Absolutely. Jean Kittson: I know you've been talking about legacy and I would think that Neil's already got an enormous legacy. Dr Amanda Ferguson: Exactly. Jean Kittson: And you could, you know, leave the business tomorrow and you'd still be as renowned and as admired and respected. Dr Amanda Ferguson: Except the care of the younger people. Neil Perry: Yeah, absolutely. Getting young people to care. I mean, it starts really with kind of, you know, you get young 16, 17-year-old people coming and working with us. I mean, we're very lucky through COVID that my daughters were in year 9 and 11. And when we came out of COVID and staff was very difficult, we'd already been doing, sort of, takeaway and burgers and everything we possibly could to survive. And one of the things that all these young kids loved, they loved coming and working for us because they're very social. And all of a sudden, for four months of their life, they were like, you guys cannot be together. So, for them to come and work and putting little bits of sources in containers and doing all that stuff. But to see them sit around a table, eight of them, and laughing and, you know, engaging and being social was just so wonderful because I know, with my girls, you could really sense that they were struggling and they really missed that. So they then came on to be, you know, the kids who worked in our restaurants, all of their friends, and they were anywhere from 15 through to 17. And we've put many of them through university. And so, they're a really important part of what Margaret is, and that makes it an incredible family restaurant beside the fact that my three daughters and wife worked there as well. So what was really wonderful was for their parents to come in and have dinner and just say, ‘thank you, you've really taught our daughters what it is to, or our son, what it is to strive,’ you know, to try to be the best you possibly can. And I just thought it was a really wonderful impact to have on young people. And then other times where we get young kids in the kitchen, 16, 17, and they're, you know, used to eating processed food and cans of drink and, you know, all the sorts of stuff that I dislike immensely. We don't force them, but we try to make them appreciate real food and whole food. And, you know, every day we have a family meal when we're open and it's not leftovers, it's a planned meal. We buy food in and our kids, you know, get in pairs and they get to prepare a family meal. We have some fantastic… Dr Amanda Ferguson: Wow. Neil Perry: dinners because we have kids from Korea and Indonesia and Singapore and China, Greece and Spain and Italy. And so we just get these amazing, very traditional meals cooked with real food. My motivation is to move the goals for those kids and to show them not just restaurant food, but what good eating is, to value and how to enjoy because, you know, part of their training is really tasting everything that we make and making sure that everything's perfectly balanced. But I want them to understand what, you know, eating and enjoying life is really all about because we have to eat to survive. So it's really wonderful. We can get great joy out of that as well. You know, it's the icing on the cake. Jean Kittson: That is a wonderful legacy, but also then they will learn and pass it on. I mean, do you see your role as a chef and a restaurateur, in the broader community, as education as well about food? Neil Perry: Yeah. Oh, very much so. And that's been like, I think I've got 11 cookbooks that I've put out since 1994 was the first one. Jean Kittson: And your recipes are fantastic, by the way. Neil Perry: Yeah. I wrote for Good Weekend for, you know, 15 years. Nearly every book is the same, in essence, because it all starts out with good cooking is good shopping. So, you know, if you buy beautiful produce, you'll end up, and that doesn't mean spending a fortune, it means cooking with a season, and often that'll be the cheapest way to buy fruit, vegetables, whatever it might be. And, you know, eating fresh food. You know, if you prepare fresh food or eat lovely fresh food when you go out, again you know, from a lifestyle point of view, it's just so much easier to process, so much better for you. You know, I really learned how to wash, dry and dress a salad properly at Stephanie's. And that's been very fundamental to all the things that I've done through my career and like people come to my place, they go, ‘oh my God, the salad's amazing.’ Well, it's just, you know, really well washed, dried and dressed and seasoned lettuce. I hope to impart on the next generation is just the fundamentals of doing stuff properly. Jean Kittson: Properly. I'm going to make sure I dry my lettuce properly now. Neil Perry: You must have a salad dry. You must dry your lettuce properly. Jean Kittson: Yes. It's pretty old. My salad dry. But to think that even three months with an elder in your business, like Stephanie, had such a big impact, shows what an elder and that experience has… Neil Perry: Well, she was older, but she wasn't that much older than… Jean Kittson: Oh I'm sorry. Neil Perry: Steph must be like, she would probably hate it if I said it, but, you know, approaching 80 or in her eighties. Jean Kittson: Oh, not that much older… Neil Perry: But back then she was probably in her early forties or whatever, and I was 26. I guess the reason it was so impactful for me is that because I'd run restaurants and managed restaurants and my father kind of taught me pretty much everything about food. Because he was a butcher, you know, mad keen angler. So we went fishing all the time on our holidays and he came from the country, so we were lucky enough to have a small garden and grew vegetables. So he taught me all about the seasons. But when I did my year of working with a whole lot of great chefs in Australia, I was 26, I'd run restaurants, you know, I'd been buying the wine, you know, doing lots of wine tastings, buying fish for the seafood restaurant I worked for, running the books, doing everything. So as soon as I jumped into that environment of working with chefs, I was like a 26-year-old, highly motivated, knew the business really well, so it really focuses you. Dr Amanda Ferguson: You've adapted and you've pivoted with the times, like you said with COVID and, you know, that's where you regenerate all the time. Neil Perry: Yeah, well, I have a nasty habit of opening restaurants in like – if I'm about to open a restaurant, anyone in the stock market should look at it and go like, ‘okay, where's my investment opportunity or divestment?’ Because when I opened Rockpool in– I started building in 1988. I opened it in the middle of the recession. We had to have, in 89, we had 18% interest rates. We'd borrowed 1.8 million, you know, Trish and I had to pay 360,000 in interest. I mean, made $0 for working 18 hours a day, six days a week for the first year. And we were just lucky that it all of a sudden hit the spot. So we were full. And I suppose the positive was unemployment was about 10%. So, it was easy to get staff. And then when I was opening Rockpool Bar and Grill in Sydney and Spice Temple, you know, we spent $11 million on that project and the GFC came along. And then the day that I was about to open Margaret in June, 2021, Gladys got on the TV and said, ‘okay, the Eastern Suburbs is shutting down.’ And then the next day she went, ‘the whole of Sydney's shutting down.’ And about a week and a half into that, feeling very sorry for myself, and this is the first time I'd owned a restaurant, 100%, you know, my own. I'd had partners before that since ‘83 all the way through. And I just remember that feeling of like, hang on. You just cannot sit here and feel sorry for yourself anymore. You've got staff to worry about, you've gotta get yourself back into action. So it was like, you know, zoom calls, getting all the staff, getting all the management team, making sure that everybody who worked for us was having the opportunity to engage in any government relief that they possibly could through the job keeper and workforce scenarios with state and federal. And importantly recognising what we could pivot to and how we can engage with the community. And it was incredible. We worked our butts off for four months. I made absolutely $0, but I didn't lose anything. And that was with a whack of government assistance. I'd been lucky enough to do some trials and have some corporate sellouts before they shut us down, before we were supposed to officially open. And it was an extraordinary time, but it meant that those 50 people that we were all working together every day, albeit not running the restaurant, but we were living in the restaurant. We were moving through the kitchen. We were cooking, we were doing all this stuff. And then we got to retrain again, and then we opened. And it's the best restaurant opening I've ever done. So we were under restrictions, we couldn't do as many people, but it was just extraordinary. And, to this day, like in the entire, probably open 27 restaurants in my life. So, that was just, you know, the most extraordinary opening ever because we had the time to do it properly. Dr Amanda Ferguson: So, that's a beautiful vignette I think of self-compassion, which is that hang on, you know, you can't feel sorry for your self courage. And the wisdom that, you know, I’ve done it before, pivoted before with major world crises. Do it again. Neil Perry: Yeah. Dr Amanda Ferguson: And you did it. Jean Kittson: Do you find that as a common experience for people who can… Dr Amanda Ferguson: Yes. Jean Kittson: Have longevity? Dr Amanda Ferguson: Absolutely. Because again, we've got the wisdom. We may not have as much cognitive capacity. We've got the wisdom. If you can find the courage, you know, and a lot of elderly people don't have that. They lose it because of ageism around us. It's having a big effect, the loss of self-esteem, but we have more ability to self-regulate, the research shows, generally, most of us. And so, you regulated yourself, which is very much about resilience and self-management and, you know, the wisdom that you drew on. And so it's leaning into the database that we really have inside ourselves, and the knowledge that isn't just about conscious ability. It's about, okay, I've been there before. Obviously you must have cast back to oh, we did the GFC, we did the other challenges. This is just another one. And age gives us that perspective that, okay, we are looking now from here to death, whereas people earlier– sorry younger than us are looking from how long I've been alive to where I am now. So that perspective… Jean Kittson: Right. Neil Perry: There is an end to this game. Yeah. It's interesting because, you know, you're right. I mean, I probably, it's only about five years, so probably since I was 64 or 65, I just started, you know, having these odd moments not of, you know, not of depression or, you know, dark thoughts. I've only got so long to achieve what I want to achieve. You know, so before, you're right, you were kind of looking forward, just going like, oh, there's no end game to this. Let's just keep forging forward. It's certainly a life perspective change that happens to you. Jean Kittson: So do you think the long game turns into the shorter game maybe? Neil Perry: Yeah. Gotta get this done game. Dr Amanda Ferguson: Or have fun while we can game! Jean Kittson: Or how do I ensure, really. When people– I'm just a little bit confused 'cause there's self-compassion. But what Neil mentioned kept him going was not self pity. So, what’s the difference? Dr Amanda Ferguson: Yeah. Self-compassion is completely different. And this is where we are finding a lot of, you know, high performing musicians and elite athletes cringe at the idea that they should take on self-compassion. No, it's about beating yourself up to get to move forward. Yeah. And then when you really counsel them that it's about courage. It's about wisdom that you're going to keep tearing your muscles if you keep pushing forward when you are actually having a weak day. Take some wisdom there and just back off a bit on the training. It's not, you know, feeling sorry for yourself. You know, a lot of people think, oh, self-compassion is self-soothing and positive talk. And if you dig deeper into the current research, it really is about this courage mindset, this wisdom mindset, even at younger ages. And once these younger people wrap their mind around it, and they take it on, they perform better. Look at Roger Federer. You know, look how he had to develop this self-compassion of courage and wisdom to learn how to play the ball. You know, he didn't retire till 41, but he was burning out and he was focused on performance and any failure, he was visibly, you know, having tantrums. He had to pivot his mindset to this courage, determination, grit, but also this mental resilience factor where it's not emotional now. And that's what you would've done too. You would've gone into the mindset that was needed, which is a growth mindset. It's like, how do we pivot? How do we learn? And Federer is a great public example, as are you, of course. Jean Kittson: When people lose their confidence as they get older because they are undermined, there is ageism, they probably feel that they are not achieving what they used to achieve on certain levels. Maybe it's, you know, they lose their confidence because of the way they talk to themselves, but also the way, external factors, some people are retrenched. How do people– how have you found that people overcome that lack of confidence? Dr Amanda Ferguson: So many different ways, Jean. You know, again, it's play to your strengths. I've counseled people who've been retrenched seven times, you know, it's like, you know, sick of that now the corporate burn and churn wheel, you know, is it time to pivot into something different if you're that jaded? And others are like no, I'm gonna start my own business. I've got a podcast on how it's an internal external conundrum – confidence. It's what you're thinking, so yes, the mindset, but it's also what you're doing to keep your confidence because the research shows that most of us know we're losing cognitive capacity. And if you’re then pivoting, accordingly, rather than feeling unconfident about that, that's just a part of life. Where’s all the rest of your confidence? Because we do know that if you do compensate with all the other confidence areas that we've got in wisdom, knowledge, expertise, experience, you know, the perspective of we’re looking towards the end of life now and that gives us a fantastic perspective that we need in our phase of life. Jean Kittson: Yes, and to pass on to others. Yeah. When you say we are losing cognitive capacity. Is it capacity or function? What ability? Dr Amanda Ferguson: It’s capacity. Yeah. Jean Kittson: Capacity. That's a scary thing because I think, oh, you mean we can't think as clearly, but I feel like I can make better decisions now than I ever could. So what is that word? Cognitive. Dr Amanda Ferguson: Information processing. It's very much up-skilling, re-skilling. We know that older people typically don't want to retrain. They don't want to relearn new things unless you can pivot them to what motivates them. Now, you are motivated about passing on and standards and excellence and your influence continuing. And so you've probably, you know, you are relearning as you go, what's happening with the economy, so that I can continue to be confident and have my capacity working for me. So, it's an unconscious thing we are doing, really, that we're compensating from capacity, which is about information processing, about retraining to, well, I'm willing to retrain. I'm willing to understand what's happening for the farmers, for the economy, for the fuel supply, for what organisational psychology calls VUCA times that we're in which is volatile, uncertain, challenging, ambiguous. You know, I'm relearning about the state of the world because my motivation is helping people of course. And so, if I wasn't motivated by that, I wouldn't use my cognitive ability that I do still have left for that. So, it's the combination of so many different factors at play as we age. Neil Perry: So Amanda, is that in speed of processing or is that just capacity of processing? Dr Amanda Ferguson: It's in speed. We don't want to work an 80 hour week anymore. So, that lack of cognitive ability that the twenties has – when we're in our twenties – we happily do an 80 hour week. We're just not interested and it's harder. The labour for that cognitively is harder because of our loss of capacity. And so, we have to keep pivoting. We have to keep drawing on the growing skillset that we do have, which is more about the wisdom and knowledge base that is so broad that we don't even realise what we're using often. And that continues to grow in middle age. Neil Perry: Yeah. Dr Amanda Ferguson: Into older age, and the research shows we can perform as well as people in their twenties. Neil Perry: By using that capacity of what we know as opposed to what they don't know. Dr Amanda Ferguson: That's right. Neil Perry: Yeah. Dr Amanda Ferguson: And you're not even conscious a lot of the times what you're drawing on. Neil Perry: Yeah. Dr Amanda Ferguson: That body of research is so robust. There's this concept that's totally misconstrued that we are less able as we get older. Jean Kittson: I think that whole cognitive decline is so loaded. I really, find... Neil Perry: Well, we live in the age of Alzheimer's and dementia and, I mean, you know… Jean Kittson: Yes, of course. Neil Perry: I just don't ever remember growing up, when I was younger, and ever hearing that term. And of course now it's like ADHD and everything that's happening with kids now, and everyone on the spectrum – and that just was not happening when I was younger. I just don't ever remember it even in my forties. But now, in the last 20 years, everything seems to be so focused on all of the various mindsets that can happen to a person. Jean Kittson: I just feel that the restaurant industry has retained so much of its human content. Neil Perry: Yeah, absolutely. Jean Kittson: Humanity, eating together with your team. And the care of food and the environment, it all goes hand in hand. So you are very lucky to be part of… Neil Perry: Yeah. Jean Kittson: That sector, rather. Neil Perry: Well, you know, somebody said to me the other day, ‘oh, when do you think you'll start using Tesla robots?’ And I said, ‘well, how about never?’ Our main focus is to create great memories, right? I tell everybody, ‘yeah, sure we're in the restaurant business,’ but our main focus is to create great memories. And that's what drives our business – word of mouth. People say, ‘oh my God, I have the best time at Margaret.’ And it was interesting because in 2002, I got a phone call from Scott Bowles, who is still doing Short Black, which is the gossip column in the Sydney Morning Herald for food. And he said a magazine in London, they asked 300 people their five favorite restaurant experiences in the world. And Rockpool finished fourth. And I thought, wow, that's incredible. And I spent seven years on that list. But, I came back to my team and I said, ‘see, we're in Sydney and most of these people would not have been to Sydney, so we must have got a lot of hits on the ones that did.’ So, that's living proof that great memories are created in this restaurant. By having you feel like this is your second home, you know, like our regulars are so important and anybody who's a first time visitor is a great opportunity to create a regular. That's how we look at it. Jean Kittson: Yes. Neil Perry: And we want people to feel like this is their second home. They're so comfortable here. You know, we know what they drink. We know what they like. We know the interactions and conversations and we want people to just think, oh, I've just gotta get back to Margaret, because I not only love the food, but I just love this whole experience of feeling like I'm part of the family. I don't think you'll ever be able to AI replace that. And I hope I'm well dead and buried if it ever happens, because it would break my heart if that happened. Jean Kittson: If we all had to do everything online and then, well, even the QR code doesn't code, doesn't… Neil Perry: Drive you crazy. Jean Kittson: In the pubs, now you order your food on the QR code. Neil Perry: I'm lucky enough to be well positioned to know people in restaurants that I want to go to or even around the world. So, I just never get online and make a booking. You know, it's always a phone call or a quick text or something, but all that stuff just takes the romance. I mean, I almost, I thought I wanted to give up restaurants when I got to the stage where we had to bring the EFTPOS machine over and leave it. I just thought romance is dead. Okay. I got over that. We moved on, and the technology works really well for everybody now. And, I guess the one thing about the stuff of the ordering and what have you as more and more restaurants move towards – potentially not even that – but different opportunities with technology on table, you'll still have waiters and all that stuff, but, you know, you get the walk, the check ability and all. It's just making life more convenient. But again, a lot of this is at the expense of the romance of what it's all about. And, you don't have a great memory of a seamless experience. You have a great memory of an interactive experience. Dr Amanda Ferguson: But you seem to be compensating for that with the care mentality. Neil Perry: Yeah. You have to. Jean Kittson: So Amanda, when Neil was talking about creating memories, do you think that translates into other businesses as well? Or even socially? I suppose, if we all thought that every interaction, we were creating some sort of memory, maybe we would get more pleasure ourselves from life and give other people more pleasure. Dr Amanda Ferguson: Yeah. Well, that's one of the internal motivators for our age group is the fact that we're connecting socially with other people for those memories, for the feel good in ourself. If that's about creating memories for others, maybe having memories for ourselves as well. That's driving us more at this age group. It's about memories and it's about pleasure and enjoyment and having fun. Neil Perry: And all those experience, kind of, industries are obviously doing the same thing, you know, whether that’s in the travel industry or events, airlines, you know, whatever it might be. That interaction that you have, you want people to get a lot of joy out of it. Dr Amanda Ferguson: And you want them to remember. I want them to remember, ‘oh, that's right. Amanda said 10 years ago,’ you know, because we’re in the people business. Neil Perry: Absolutely. And conversely, the fundamental thing that you have to get is job satisfaction. If you are already enjoying what you do, all the stuff we talk about with care, it's just not gonna come through. You know, all that has to be delivered with a genuine spirit of hospitality and that can't be done unless you are loving what you do and you're getting a lot of joy out of it. Dr Amanda Ferguson: Yeah. Job satisfaction is engagement. That was my PhD area, that you love and like your work. So it's cognitive and emotional. Neil Perry: Yeah. Dr Amanda Ferguson: And that's where you're giving memories. Creating memories. You're making memories for yourself. Jean Kittson: And so do you ever say to people who have not enjoyed their work and they're now in their fifties, do you ever sort of suggest they may like to find something they like doing? Dr Amanda Ferguson: Absolutely. Yes. If they've not enjoyed it, but they've worked for reasons that are external motivators like money, providing that kind of thing, they've now got an opportunity – especially with the perspective of, okay, we are now living to the end of our lives. What's gonna be important to you now, so that when you're on your deathbed, you can look back at the memories and go, I have got no regrets. Neil Perry: You crystallise that very well, Amanda. When you're on your deathbed. Jean Kittson: Is there something you would've told your 50-year-old self, which you were 20 years ago? It's hard to believe, isn’t it? Neil Perry: I know it is. Jean Kittson: Is there anything that you would've told your 50-year-old self that you know now that you would've thought, I would've done that differently or anything? Neil Perry: Look, you know, I've made a couple of mistakes in the past two years that I wish I hadn't, but experience told me that I shouldn't have done it, but I did. And it was partly, you know, just being drunk on the success of Margaret and vesting a lot in Double Bay that I probably shouldn't have done. You know, I'm happy where I am now, so I always managed to fight my way out of these things. But yeah, look, I would probably just sit back and say, ‘hey, just run the numbers one more time and remember all the things that you said that you were never going to do.’ Because there were a whole lot of red flags on what I did. And I’d never do a restaurant where it’s got da, da, da. Never do da, never do this, never do that. Did all of them because I really wanted it. And I think back then, I was 50 when I started, or a little bit younger, when I started building the Rockpool Bar and Grill part of our life, which was the business that I managed to sell for quite a bit of money and set myself up for life really. But, I was very focused on not making those mistakes. So maybe my 50-year-old self should be telling my almost 70-year-old self – or my 67-year-old self when I made these decisions – stay by your code of conduct and don't get over enthusiastic. Jean Kittson: Yeah, dry that lettuce. Neil Perry: Dry that lettuce. Exactly. So interestingly, I don't regret anything in my life, really. But I do think that when you are in a situation where you've lived as long and you've been in the industry for as long as I have been, and you've managed to have as much success, it's really very satisfying to look back and think about. And it was hard work, all the hard work that you put in, but, you know, all the rewards that you got from it. Jean Kittson: All the rewards that other people got too. Bringing training and mentoring and bringing up such a team. For someone who mainly works on their own, I just admire that so much and I feel that that must be one of your greatest legacies. Not only educating us all about food and introducing us to wonderful recipes and experiences and memories, but just what you've contributed to the following generations. Neil Perry: Well, I've got to, I've worked with an enormous amount of people. I mean I don't even know how I could figure it out, but it'd be, I don’t know, 50,000 people over my career probably. Jean Kittson: Wow. That's amazing. Congratulations. Well, Amanda, like you were saying before, so we don't have regrets on our death bed – I'm gonna have quite a few. Don't you worry about that. And, I may be seeking your advice on how to manage those regrets. But, most of us will have regrets and part of the resilience of getting older is how to manage, you know, mistakes we've made and how to sort of, I suppose, work out in our minds why that might have happened and forgive ourselves or move on. And do you find that that's a very important part of getting older and keeping on going? Dr Amanda Ferguson: Well, yes. Good that you mentioned resilience because that, in the research, is about self-regulation. So, managing ourselves and social competency. So, being able to manage dealing with other people and communication, relationships, conflict resolution. So yeah, resilience is the key factor to prevent burnout, to help with engagement. It's very important, and to avoid regrets. Yeah. Your example, Neil is exactly one of those that you manage yourself better now and we learned through failure. I mean, you can't avoid failure if you’re going to keep growing in your life and stay at the top of your game, failure's just part of it. Neil Perry: Oh, you've gotta embrace failure. Yeah. I mean, you know, you learn 10 times more from failure than it is from success. Dr Amanda Ferguson: Yeah. Neil Perry: So yeah, that's failing and then not being afraid to reengage, that's really important. Because some people fail and it causes them to overthink a lot and it causes them to not take the opportunities that are in front of them. So, it's really making sure that you look at the next opportunity and how do I make sure that those things aren't engaged in the thing going forward. Dr Amanda Ferguson: Exactly. Jean Kittson: Well, I think that is a really great way to end this conversation about continuing to fail is not a failure. Like continuing to fail is a good thing because you're taking risks and you're growing. And you have the confidence to not be damaged by it. Dr Amanda Ferguson: As Neil says, you can't avoid failure. If you fail to continue to be at the top of your game, there's a failure. But if you’re going to stay at the top of your game, you're gonna have to face failure. And that's a growth mindset. And welcome it because you're learning. Neil Perry: Yeah. Dr Amanda Ferguson: And you're still learning as you're getting older. How fabulous. Jean Kittson: How fabulous. Neil Perry: It's really about the amount of happiness that you have. So, there's no, no point in living an extra 10 years if you're not happy. Jean Kittson: Yeah. Neil Perry: So that's the key to life is like get to the end and be happy with where you've been, what you've done, and where you are. Dr Amanda Ferguson: Yeah. Agree. Jean Kittson: I agree too. That's fabulous. Thank you so much. Thank you, Neil. Thank you, Amanda. Thanks to our guests, Neil Perry and Dr Amanda Ferguson. You've been listening to Better with Age, season seven of DARE: The Time of Your Life, formally Life's Booming. Please leave a review and share this show with someone you know and visit seniors.com.au/podcast for more episodes. May you dare to live your best life. I'm Jean Kittson. Thank you. See omnystudio.com/listener for privacy information.

What if faster coding is actually slowing your software delivery down? Most teams are pouring AI into the coding phase, but the real bottleneck is everywhere else.In this episode, Andrew Haschka, Field CTO at GitLab for Asia Pacific and Japan, explains why most AI strategies in software engineering are failing and what it takes to fix them. He introduces the AI paradox: teams invest heavily in AI-assisted coding, yet coding accounts for less than 20% of the software delivery lifecycle, leaving the biggest bottlenecks untouched.Andrew makes the case for intelligent orchestration — moving from isolated AI interactions to governed, end-to-end agentic flows that span planning, coding, testing, security, compliance, and release. He shares how a unified system of record forms the foundation for high-quality AI outcomes, and why fragmented tools and siloed context actively limit what AI can deliver. Drawing on real customer examples — including Ericsson's 50% faster deployments and 130,000 hours saved in six months — he shows what a holistic approach actually looks like in practice.The conversation also covers how tech leads, developers, and junior engineers need to evolve their skills in a world where AI handles routine implementation. Andrew closes with a compelling argument: in the agentic era, governance isn't just a compliance burden, it's the primary source of competitive advantage.Timestamps:(02:30) What Are the Key Responsibilities of a Field CTO at GitLab?(03:26) Why Should Organizations Govern AI Strategy Rather Than Chase the Latest Features?(06:41) Why Is an End-to-End Agentic Flow More Valuable Than Individual AI Tools?(09:39) What Is the AI Paradox and How Does Intelligent Orchestration Solve It?(14:47) How Does Shifting Focus to Requirements Quality Transform Software Delivery Outcomes?(18:19) How Has GitLab Evolved Beyond CI/CD Into a Full End-to-End Delivery Platform?(20:20) What Should Software Teams Prioritize Beyond Coding in the AI Era?(24:14) How Do Organizational Silos Create a Capability Threshold for AI Adoption?(27:49) What Practical Strategies Can Organizations Use to Break Down Internal Silos?(30:58) How Did Ericsson Achieve 50% Faster Deployments and Save 130,000 Hours With GitLab?(33:07) How Should Software Developers Evolve in the Age of AI Agents?(36:26) How Is the Tech Lead Role Evolving in a Hybrid Human-AI Team?(39:22) How Can Junior Developers Keep Up With the Rapid Shift in Industry Expectations?(42:40) Why Do 79% of Singapore DevSecOps Practitioners Believe AI Will Create More Jobs?(45:27) Why Are Companies Reducing Staff Despite the Growing Demand for Software?(48:34) What Are the Most Common Pitfalls When Implementing Agentic Workflows?(52:29) What Practical Steps Should Engineering Leaders Take to Govern AI Responsibly?(55:13) Why Should Engineering Leaders Build an AI Strategy Before Choosing Technology?(57:15) 3 Tech Lead Wisdom_____Andrew Haschka's BioAndrew Haschka serves as Field CTO for Asia Pacific & Japan at GitLab, where he acts as a trusted strategic advisor to enterprise customers and partners navigating complex technology transformation. With over 20 years of experience spanning software delivery, cybersecurity, cloud infrastructure, and organisational transformation, Andrew brings a rare combination of technical depth and executive-level counsel to the organisations he works with.Prior to GitLab, Andrew held senior leadership roles across APAC at Google and VMware, and has led large-scale digital transformation programmes for organisations including Downer, IBM, Jones Lang LaSalle, Thomson Reuters, Optus, and across the Fiji and Pacific Islands.Follow Andrew:LinkedIn – linkedin.com/in/andrewhaschkaLike this episode?Show notes & transcript: techleadjournal.dev/episodes/258.Follow @techleadjournal on LinkedIn, Twitter, and Instagram.Buy me a coffee or become a patron.

“These are purpose-built devices,” says Jake Jacoby, CEO of TELCLOUD. “They're UL listed, certified, tested, and designed specifically for this business.” In the latest episode of the TELCLOUD POTS and Shots Podcast Series, Doug Green, Publisher of Technology Reseller News, speaks with Jacoby about the hardware that makes modern POTS replacement possible. Jacoby showcases two TELCLOUD devices: the POTScast 8 LTE PC228 LTE, which supports eight analog lines, and the POTScast 2 LTE PC222 LTE, which supports two. Both are designed to support legacy and life-safety systems such as elevators, fire alarms, security systems, fax lines, SCADA applications, modems, and emergency phones as copper lines are phased out. The POTScast platform combines analog support with modern LTE and WAN connectivity, including broadband, Wi-Fi as WAN, satellite, and cellular. Each device includes 24-hour battery backup, helping ensure that critical communications continue even when building power fails. Jacoby also explains TELCLOUD's modular design. Because cellular signal is often weak inside telecom rooms, TELCLOUD supports Power over Ethernet, allowing routers from partners such as Ericsson, Peplink, Digi, InHand, ATEL, and Seego to be placed up to 250 feet away for better reception. The episode closes with the Shots segment, featuring Herencia Historico Grand Reserve Extra Añejo, a five-year-aged, small-batch tequila from Jalisco presented in a distinctive handcrafted bottle. For more information, visit telcloud.com or call 844-900-2270.

In this episode of C-Suite Perspectives, Marion Devine, principal researcher at The Conference Board's European Human Capital Center, speaks with James Williams, head of global total rewards at Ericsson, about the realities of preparing for the EU Pay Transparency Directive and what it means for organizations across Europe. They discuss the opportunities and challenges of greater pay transparency, how organizations are balancing compliance with culture change, and why manager readiness will be critical to success. The conversation also explores fairness, employee trust, pay equity, and the practical complexities of implementing transparency across multiple countries and evolving local regulations. More from The Conference Board: ·         The Reimagined Workplace 2026 ·         Reimagine 2025: Human Capital Leadership in an Era of Disruption ·         Where to Hire: Europe 2026 ·         Europe's Pay Transparency Law: Companies Scramble to the Finish Line

Welcome back to another monthly Nordic Fintech Highlights episode of Fintech Daydreaming! In this one, your hosts start off by complaining about what a slow news month it was—only to be immediately corrected by Janne, who points out that April was actually buzzing with funding rounds.Here's what we covered:The Agentic Economy: Pål highlights SolvaPay, a Swedish fintech that just secured 2.5 million in pre-seed funding to build payment infrastructure for AI agents. As payments shift from humans to machines, we ask the tough liability questions: if your AI agent is tasked to buy 12 eggs but buys 12 chickens instead, whose fault is it?Revolut vs. The Dinosaurs: Janne brings us the news of NoCFO integrating with Revolut Business. Pål gets characteristically bullish, calling this another "nail in the coffin" for traditional Nordic banks, warning that they are entirely too arrogant to notice Revolut slowly chewing away at their market share.Swedbank Pay & Klarna: Ville covers Swedbank Pay adding Klarna's payment options. He attempts to explain why this isn't Swedbank raising the white flag to a competitor, but rather a strategic play to maintain merchant stickiness against global giants.The Bluetooth Battle: Janne delivers a genuinely terrible joke about a payment terminal visiting the dentist because it "blew a tooth". This triggers a historically inaccurate ramble from Ville, forcing Pål to consult ChatGPT mid-episode just to prove that Ericsson and a 10th-century Danish king were involved.Come watch us live on stage at the Nordic Fintech Summit in Helsinki on May 21st, where we will be kicking off the day with a live recording! Also, look out for Pål's new book on progressive modernisation, Rip Out the Core, dropping in late July.Episode hosted by Pål Krogdahl, Ville Sointu & Janne SalminenEpisode produced and edited by Fintech Daydreaming- Email us on Hello@FintechDaydreaming.com- Fintech Daydreaming home page - https://www.FintechDaydreaming.com- Fintech Daydreaming on LinkedIn - https://www.linkedin.com/company/fintech-daydreaming- Pål Krogdahl - https://www.linkedin.com/in/krogdahl/- Ville Sointu - https://www.linkedin.com/in/ville-sointu-54682b/

Ceo’s van grote technologiebedrijven zijn een lobbycampagne gestart voor het versoepelen van de Europese fusieregels. Onder andere Airbus, ASML, Ericsson, Siemens, Mistral, Nokia en SAP zijn samen in de pen geklommen en schrijven dat soepelere fusieregels nodig zijn voor Europese techbedrijven om mee te kunnen in de internationale concurrentie. See omnystudio.com/listener for privacy information.

Most leaders fund initiatives. Shannon Lucas builds the operating system that makes them land.Co-founder & CEO of Catalyst Constellations, Shannon has 20+ years driving corporate innovation at Ericsson, Cisco, TMobile, and Vodafone. At Vodafone, she launched the groundbreaking Innovation Champion program, turning a small group of passionate employees into a global, CEO-backed movement that generated millions in new value. Today she helps enterprises identify and activate Catalysts, the internal change agents who turn strategy into shipped outcomes. Her clients include GE, Citi, and Intel, and TIAA. She's the co-author of Move Fast, Break Shit, Burn Out: The Catalyst's Guide to Working Well (the research behind the Catalyst profile and playbook). More Info: Catalyst ConstellationsLinkedin: Shannon LucasPodcast: The Catalyst Constellation PodcastBook: Move Fast, Break Shit, Burn OutSponsors: Become a Guest on Master Leadership Podcast: Book HereAgency Sponsorships: Book GuestsFree Coaching Session: Master Leadership 360 CoachingSupport this show http://supporter.acast.com/masterleadership. Hosted on Acast. See acast.com/privacy for more information.

T-Mobile Super Broadband, Fiber Acquisitions, Tech Earnings, and Satellite D2D Trends | 6G Podcast Ep. 249In episode 249 of the 6G Podcast, analysts Anshel Sag and Mike Dano discuss convergence across 5G, fiber, and satellite. They cover T-Mobile's “Super Broadband,” which bundles 5G with SpaceX Starlink for primary, backup, or load-balanced connectivity using equipment from Ericsson and Inseego, with a $249/month packaged offering. They also review T-Mobile's moves to expand its fiber footprint through agreements involving regional providers (GoNetSpeed, GreenLight Networks, and i3 Broadband), related pricing changes, and how bundled wireline/wireless can boost market share, alongside speculation about larger M&A. The hosts recap major tech earnings (Google, Microsoft, Meta, Qualcomm, Apple), AI-driven CapEx and memory constraints, preview WIA Connect X with an Ookla analysis of Miami's busiest cell tower near the airport, discuss Nokia selling its FWA CPE business to Inseego, and note low direct-to-device satellite usage plus US carriers rejecting a Starlink MVNO.00:00 Welcome and Catch Up02:08 T-Mobile Super Broadband07:51 Fiber Expansion and Convergence14:11 Big Tech Earnings Roundup20:41 Connect X Preview Miami Tower24:56 Nokia Sells FWA to Inseego28:02 Satellite D2D and Starlink MVNO33:57 Wrap Up and Next Week

Hello and welcome back to Talking Marketing, Episode 64 — Agile Marketing: Beyond the Buzzword. In this episode, we sit down with Kamal Hans, an Enterprise Agile Coach and SAFe-certified practitioner based in Boston, who has spent his career helping global organizations — including Ericsson, Bose, Kronos, and Vistaprint — build more adaptive, collaborative, and effective ways of working.  In this conversation, Kamal breaks down what Agile Marketing really means beyond the jargon, how marketing teams can deliver value earlier and learn faster, why feedback loops matter more than ever in modern marketing, and what organizations get wrong when they try to make the shift. Whether you're new to Agile or looking to strengthen how your team works, this episode is packed with practical perspective and hard-won lessons from the field.

The lads hobble back into the studio this week to chat to special guest Eoin Coughlan of IBM. Helped along by the medicinal effects of an excellent Irish beverage, they start by exploring what IBM's interests are in the telecoms industry and in AI. IBM is involved in the ‘plumbing' for both, as it is many other industries, so they have a deep dive into the practical implementations of AI. They eventually move on to other news, including Ericsson's latest quarterly earnings announcement and the acquisition of satellite company Globalstar by Amazon.

Anshel Sag and Mike Dano open with discussion of watching a recent capsule splashdown and related footage, plus a personal connection to rocket-engine work. They then cover Amazon's roughly $11B agreement to acquire Globalstar, maintaining Apple's iPhone satellite emergency texting while planning an Amazon LEO direct-to-device service for mobile operators in 2028, with open questions around Apple's planned constellation expansion, integration with other Amazon services, and pricing. Next, they discuss Ericsson's Q1 sales decline and weaker North America outlook amid a broader 5G equipment spending trough before 6G. They review ULA Research findings showing Verizon's continued millimeter wave expansion and relate it to US spectrum moves including NTIA's 2.7 GHz release and longer-term 7 GHz interest. They preview AST SpaceMobile's BlueBird 7 launch and debate edge/AI data-center hype, including a proposed Socorro, New Mexico project and backyard micro data centers, before closing on Verizon's FIFA World Cup 5G partnership featuring private 5G, slicing, small cells, and stadium upgrades.00:00 Podcast kickoff and intro 00:12 SpaceX splashdown stories 02:33 Rocket engineer bragging rights 03:25 Amazon buys Globalstar 07:37 What it means for Apple 11:28 Ericsson earnings warning 15:11 Verizon mmWave reality check 17:43 NTIA 2.7 GHz spectrum news 19:04 Real World mmWave Limits 20:27 Stadiums and Indoor Coverage 20:59 Why mmWave Still Matters 22:53 Will Verizon Bet Pay Off 23:37 AST SpaceMobile Launch Preview 25:47 Constellation Timelines Reality Check 28:48 Edge Computing Jumped Shark 33:09 Socorro Data Center Motives 34:48 Verizon FIFA World Cup Network 38:40 Wrap Up and Subscribe

In der heutigen Folge sprechen die Finanzjournalisten Daniel Eckert und Lea Oetjen über Konsequenzen bei der Lufthansa, ein lehrbuchhaftes Comeback von Albemarle und einen Abschied bei Netflix. Außerdem geht es um Fraport, Gerresheimer, DocMorris, Redcare Pharmacy, PepsiCo, Abbott, Charles Schwab, Autoliv, Ericsson, State Street, Ally Financial, Hermès, Boeing, Lindt & Sprüngli, Hershey, Barry Callebaut, Nestlé, Unilever, iShares Core Dax ETF (WKN: 593393) und iShares Core MSCI World ETF (WKN: A0RPWH). Wir freuen uns an Feedback über aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts. Hier bei WELT: https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html. Hier könnt ihr den AAA-Newsletter abonnieren: https://www.welt.de/newsletter/article232797673/Alles-auf-Aktien-Der-taegliche-Boersen-Newsletter-fuer-WELTplus-Abonnenten.html Und - ganz neu: AAA gibt es jetzt auch auf Instagram: https://www.instagram.com/alles_auf_aktien/ Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? Hier findest du alle Infos & Rabatte! https://linktr.ee/alles_auf_aktien Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

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En Capital Intereconomía, la jornada arranca con señales mixtas en los mercados globales. Asia corrige pese a los máximos en Wall Street, aunque mantiene un balance semanal positivo, mientras que Europa anticipa caídas suaves tras unos resultados que no convencen, como en el caso de Ericsson. En el primer análisis de la mañana, Ignacio Vacchiano, country manager en Iberia de Leverage Shares, destaca el buen tono de la bolsa estadounidense, con el S&P 500 y el Nasdaq encadenando nuevos récords por segundo día consecutivo. Sin embargo, advierte de movimientos más selectivos en el mercado, con caídas destacadas como la de Netflix tras decepcionar con sus previsiones, o el retroceso de TSMC pese a presentar fuertes beneficios, lo que refleja la elevada exigencia de los inversores. Tras el repaso a la prensa económica, la entrevista con María Canal, portavoz de la Comisión Europea en España, se centra en la respuesta de Bruselas ante el shock energético derivado del conflicto con Irán. Además, aborda el desarrollo de una nueva aplicación digital para verificar la edad de los usuarios en plataformas online, una iniciativa que busca reforzar la protección digital en la Unión Europea.

In this episode of the Share PLM Podcast, we are joined by Annabelle Ambrosi, an independent leadership and transformation professional and executive IT leader with over 20 years of experience driving technology delivery, digital transformation, and operational excellence in complex, highly regulated environments. Annabelle has held senior leadership roles across financial services, telecommunications, and global enterprise organisations, including Nordea and Ericsson, where she led large-scale application management, governance, compliance, and transformation initiatives. She is known for turning strategic vision into practical, data-driven execution, building high-performing cross-functional teams, and aligning technology with long-term business value and regulatory stability. In today's fast-evolving digital landscape, successful transformation is no longer just about technology—it's about people, purpose, and leadership. Here are some of the highlights from our conversation:⚉ Leading Digital Transformation Across Industries ⚉ The Importance of Purpose in Driving Change ⚉ Managing Teams Effectively During Transformation⚉ Balancing Technical Expertise with People Skills⚉ Overcoming Challenges in System Implementations ⚉ Aligning IT and Business for Success ⚉ Navigating Mergers & Acquisitions ⚉ Leading Across CulturesCONNECT WITH ANNABELLE: ⚉ LinkedIn: https://www.linkedin.com/in/annabelle-ambrosi-053341141/ CONNECT WITH SHARE PLM:Website: https://shareplm.com/ Join us every month to listen to fascinating interviews, where we cover a wide array of topics, from actionable tips, to personal experiences, to strategies that you can implement into your PLM strategy.If you have an interesting story to share and want to join the conversation, contact us and let's chat. We can't wait to hear from you!

A company can vanish from your pocket and still show up in court and that is not a metaphor. We take a hard look at the afterlife of innovation and the real business question behind it: can intellectual property outlive the company that created it, and if so, what legal structures make that possible?We trace six vivid case studies that turn “failed products” into ongoing value. BlackBerry shows how patent monetization and portfolio restructuring can create immediate liquidity while keeping a long royalty tail and upside participation. Nokia shows what happens when IP moves from consumer devices into network infrastructure, where standards essential patents and FRAND commitments can produce durable, recurring IP licensing revenue. Ericsson takes the same idea and makes it operational, using deals that shift ownership to specialist entities while retaining tiered revenue shares, aligning incentives and keeping the program disciplined.Then the tone gets sharper: Nortel reveals how bankruptcy restructuring can turn patents into the centerpiece of an estate, driving auctions and creditor recovery. Kodak demonstrates how timing, litigation risk, title clarity, and negotiation pressure can reshape patent portfolio valuation, even when the underlying innovation is strong. Technicolor closes the loop with a deal engineered like a financial instrument: cash up front, future revenue participation, and a license back to keep operating.If your business changed tomorrow, would your intellectual property still be creating value? Subscribe, share this with your team, and leave a review with the one IP strategy you want us to unpack next.Send us Fan MailCheck out "Protection for the Inventive Mind" – available now on Amazon in print and Kindle formats.The views and opinions expressed (by the host and guest(s)) in this podcast are strictly their own and do not necessarily reflect the official policy or position of the entities with which they may be affiliated. This podcast should in no way be construed as promoting or criticizing any particular government policy, institutional position, private interest or commercial entity. Any content provided is for informational and educational purposes only.

Send us Fan MailUn producto puede desaparecer de tu bolsillo y todavía aparecer en un tribunal. Con esa idea arrancamos una conversación sobre propiedad intelectual que va más allá de la nostalgia tecnológica: cuando el mercado se mueve, una empresa pivota o entra en quiebra, las patentes y las licencias pueden seguir trabajando y generando dinero si están bien diseñadas.Nos apoyamos en seis casos que mucha gente reconoce, BlackBerry, Nokia, Ericsson, Nortel, Kodak y Technicolor, para explicar mecanismos reales de monetización de patentes y supervivencia de activos intangibles. Hablamos de reestructurar portafolios, transferir patentes no esenciales, negociar pagos iniciales con colas largas de regalías, usar escalones y topes para repartir el upside, y proteger el valor con acuerdos como standstill o licencias de regreso. También entramos en el mundo de las patentes esenciales para estándares en telecom, donde la estabilidad de ingresos viene acompañada de obligaciones FRAND que limitan la agresividad del enforcement.Si alguna vez te has preguntado cómo se ve la “vida después de la innovación”, aquí lo ponemos claro: la propiedad intelectual no sobrevive por accidente; sobrevive por estructura, timing, claridad de titularidad y estrategia. Al final te dejamos una pregunta incómoda pero útil para cualquier fundador, gerente o creador: si tu negocio cambiara mañana, ¿tu IP seguiría generando valor?Suscríbete a Intangiblia, comparte el episodio con tu red y déjanos una reseña con tu respuesta: ¿tú estás diseñando una segunda vida para tus ideas?Descubre Protección para la Mente Inventiva – ya disponible en Amazon en formatos impreso y Kindle.Las opiniones expresadas por la host y los invitados en este pódcast son exclusivamente personales y propias, estas no reflejan necesariamente la política o postura oficial de las entidades con las que puedan estar vinculados. Este pódcast no debe interpretarse como una promoción ni una crítica a ninguna política gubernamental, posición institucional, interés privado o entidad comercial. Todo el contenido presentado tiene fines informativos y educativos.

จำโทรศัพท์มือถือ Ericsson ได้ไหม ภาพจำของเราอาจเป็นแค่แบรนด์มือถือยุคบุกเบิกที่พ่ายแพ้และหายไปจากตลาด แต่ความจริงที่หลายคนไม่รู้คือ พวกเขาไม่ได้หายไปไหน แถมยังกลายเป็นผู้ชักใยอยู่เบื้องหลังโครงข่าย 5G ทั่วโลกที่เราใช้งานกันอยู่ทุกวันนี้ จากร้านซ่อมโทรเลขเล็ก ๆ ใน Sweden บริษัทแห่งนี้ต้องเผชิญวิกฤตเฉียดตาย ปลดพนักงานทิ้งครึ่งบริษัท และยอมเฉือนอวัยวะทิ้งธุรกิจมือถือที่เป็นหน้าตาของแบรนด์ เพื่อไปเดิมพันกับโครงสร้างพื้นฐานที่คนทั่วไปมองไม่เห็น บริษัทที่มีอายุเกือบ 150 ปี พลิกเกมจากตลาดที่กำลังจะแพ้ สู่การเป็นผู้กุมชะตาโทรคมนาคมระดับโลกได้อย่างไร ถอดรหัสเส้นทางแห่งการเอาตัวรอดของ Ericsson ไปด้วยกันในคลิปนี้ เลือกฟังกันได้เลยนะครับ อย่าลืมกด Follow ติดตาม PodCast ช่อง Geek Forever's Podcast ของผมกันด้วยนะครับ =========================  สนับสนุนโดย =========================

Ericsson's recent headway in securing contracts for 5G enterprise applications signals a rise in commercial deployments as business customers gain confidence in the technology's potential to improve returns. In this episode of Bloomberg Intelligence's Tech Disruptors podcast, Ericsson SVP and Head of Business Area Enterprise Wireless Solutions Asa Tamsons joins BI senior telecom analyst John Butler to discuss the outlook for enterprise 5G applications and how customers are using the technology to boost efficiency and generate higher returns. The discussion also touches on 6G and its potential to embed intelligence across business operations, partly through AI, while building on 5G's ability to interconnect devices.

Mastering Meetings with Preparation and InsightPavan Bachwal, VP, Head of Financial Services, Ericsson, explains that success in meetings comes from preparation and understanding your audience. Whether addressing a technology team or a marketing group, tailoring your message matters.He emphasizes: know the customer insights, do internal dry runs, and approach every meeting ready to deliver your best."Preparation and context are the keys to making every meeting count," Pavan says.Listen to the full podcast now- https://premade.outgrow.us/interview-with-Pavan-Bachwal #PavanBachwal #BusinessTips #CustomerInsights #MeetingPrep #Leadership #ProfessionalGrowth #CommunicationSkills #TechAndBusiness

This week, hosts of N2K CyberWire ⁠⁠⁠⁠⁠Maria Varmazis⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dave Bittner⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ alongside ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Joe Carrigan⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ are discussing the latest in social engineering scams, phishing schemes, and criminal exploits that are making headlines. We start with some follow up on aggravated identity theft and how it ties to crimes like wire fraud, along with a quick look at shared mailboxes and why sharing login credentials can create security risks. Joe's got the story of a vishing attack on an Ericsson vendor that exposed sensitive data of over 15,000 people, highlighting the risks of third-party security gaps. Dave's story is on Meta removing millions of scam ads and accounts while facing scrutiny over whether it profits from fraudulent advertising, highlighting the growing scale of social media-driven scams and pressure from lawmakers to crack down. Maria has the story on how scammers are using AI to impersonate government officials through deepfakes, fake websites, and voice cloning, making fraud more convincing and harder to detect while stealing money and personal information. Our Catch of the Day comes from Reddit where a user has an intriguing conversation with Elon Musk, where he professes his love in a very record amount of time. Resources and links to stories: ⁠Ericsson US Discloses Data Breach as Hackers Steal Employee and Customer Data That random call saying “you've won a prize” is a scam Meta says it culled millions of scam ads amid accusations that it profits from them Watch out for AI-generated government impersonators Grammarly Is Facing a Class Action Lawsuit Over Its AI ‘Expert Review' Feature Warren Buffett didn't make this video about Canada-U.S. tensions. It's fake and there will be more How to Fix a Sticking Door ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Have a Catch of the Day you'd like to share? Email it to us at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠hackinghumans@n2k.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.

Think 5G is about faster phones? That's what telecom companies want consumers to believe. The truth is far more interesting. In this episode, Elena Fersman (VP and Head of AI Innovation at Ericsson) reveals what 5G networks are really built for: industries, not consumers. Through network slicing, edge computing, and cognitive systems, 5G creates the infrastructure that makes AI applications possible at scale—from remote surgery where milliseconds matter, to AR/VR without wearing a backpack of GPUs, to factory floors with autonomous heavy machinery. Elena also shares surprising stories: how establishing a simple communication link led to 20% fuel savings for a shipping company, why autonomous networks are safer than human operators (the elevator operator analogy is perfect), and why Ericsson's trustworthy AI research has been running for 15 years. If you're an IT leader trying to understand where networks and AI intersect, or you're struggling with AI deployment and don't know where to start, this conversation cuts through the hype with practical frameworks and real-world examples from someone who's been in the trenches for two decades.   Chapters: 00:00 - The Risk of Not Deploying AI 03:05 - The AI RAN Alliance: AI and Networks as Symbiotic Partners 10:03 - Why 5G Is Built for Industries, Not Consumers 13:54 - How AI Optimizes Networks (Energy, Predictions, Handoffs) 21:06 - Cognitive Networks and Self-Organization 29:02 - Real-World Impact: 20% Fuel Savings for Shipping 30:52 - What Makes AI Projects Scale vs Fail 41:11 - The Critical First Step: Data Management Over Algorithms 57:25 - Confessions of an AI Brain: The Positive Future 1:01:02 - Why Autonomous Systems Are Safer Than Humans -- This episode of IT Visionaries is brought to you by Meter - the company building better networks. Businesses today are frustrated with outdated providers, rigid pricing, and fragmented tools. Meter changes that with a single integrated solution that covers everything wired, wireless, and even cellular networking. They design the hardware, write the firmware, build the software, and manage it all so your team doesn't have to.That means you get fast, secure, and scalable connectivity without the complexity of juggling multiple providers. Thanks to meter for sponsoring. Go to meter.com/itv to book a demo.---IT Visionaries is made by the team at Mission.org. Learn more about our media studio and network of podcasts at mission.org. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Fe hecha canción es el programa de EWTN Radio Católica Mundial que promociona la música de los grupos y cantantes católicos del mundo hispano. Desde el Estudio 3 de Radio Católica Mundial, Douglas Archer comparte con ustedes una hora cargada de canciones, incluyendo las últimas novedades y estrenos, y de vez en cuando con algún invitado que canta o toca en directo.

ON TODAYS PROGRAM…     CONGRATULATIONS TO KIMI FOR POLE AND THE WIN! MERCEDES CLEARLY AHEAD OF THE PACK! WITH FERRARI RIGHT BEHIND FERNANDO SEES THE END OF RACING WITH DRIVING SLOW IN THE CORNERS TO HARVEST KILOWATTS… LAWRENCE STROLL CLOSE TO THE BRAKING POINT COULD SELL ASTON MARTIN TO BYD! UNLIKE MAX…LCH LOVES THE NEW CARS! AND….   THIS WEEK'S NASIR HAMEED CORNER WE HAVE: ARVID LINBLAD AND UGO UGOCHUKWU….ENJOY! Kimi Antonelli became the second youngest F1 winner of all time, beating Mercedes team-mate George Russell into second place in Shanghai, while Lewis Hamilton claimed his first ever podium for Ferrari. But it was another chaotic, controversial grand prix under these new 2026 regulations. Neither McLaren made it to the grid, world champion Lando Norris and team-mate Oscar Piastri both suffering from unspecified technical gremlins. After his crash on the formation lap in Melbourne last weekend, Piastri becomes the first driver since team founder Bruce McLaren back in 1969 to fail to start successive races. But they were hardly alone. Williams' Alex Albon and Audi's Gabriel Bortoleto also failed to start, while Red Bull's four-time world champion Max Verstappen was one of three more drivers who failed to finish.   Aston Martin's Fernando Alonso had to retire due to excessive vibrations from his power unit – the same vibrations he was worried might lead to “permanent nerve damage” in Australia. The controversial new 50–50 hybrid power units for this season, combined with active aerodynamics, have completely split fans and drivers. Some are enjoying the lack of reliability and hugely increased overtaking, with drivers able to deploy “boost” and “overtake” modes. Others, notably four-time champion Max Verstappen, decry the action as “artificial”, comparing this new era to computer games such as Mario Kart. You certainly cannot accuse these new rules of failing to produce action. China, the second race of the season, was meant to herald a return to something more “normal” after an extraordinary120 overtakes at the season opener in Australia last weekend. But it was just the same. A wild start, in which the fast-starting Ferraris surged to the front from the second row. A wacky first stint, in which the Ferraris and Mercedes battled for supremacy. And then – after a safety car came out on lap 10 when Aston Martin's Lance Stroll retired – Mercedes gradually pulling clear. Antonelli, 19, eventually won by 5.5sec ahead of Russell to become the first Italian winner of a Formula One race for 20 years, since Giancarlo Fisichella at Sepang in 2006, and the second youngest grand prix winner of all time behind Verstappen, while Hamilton was another 19.7sec back, having emerged victorious from a furious tussle with team-mate Charles Leclerc in which they repeatedly swapped positions and went wheel to wheel. Leclerc said it was “fun” while Hamilton called it “one of most enjoyable races” he has ever had. Fans will be split on that sentiment. Briton Oliver Bearman was an impressive fifth for Haas, just shy of his best ever finish, fourth place in Mexico last year. Kimi Antonelli... What an incredible day! This win is a fulfilment of one of the dreams I've had ever since I first drove a go-kart. I want to say thank you to my amazing family and the incredible team at both Lauda Drive and Morgan Drive. I couldn't have done this without any of them, and it means so much to take my first victory in F1. It was a very special moment for all of us. The race itself wasn't easy. I lost a position at the start and had to fight back to get ahead. We then had to manage the Safety Car restart which wasn't easy on the Hard compound. It was difficult to get the tyres working but fortunately we were able to before we were under threat from those behind. This has been a great way to close the first double-header of the season but there is lots of work ahead. We aren't taking anything for granted and will make sure we work hard ahead of Japan and arrive in Suzuka in the strongest position we can. George Russell... Firstly, huge congratulations to Kimi on his first victory in F1. He drove a great race, and it was brilliant to be up there on the podium with him. I am sure it is a moment he will never forget and to do it with the team scoring a 1-2 is fantastic. My own race was not straightforward. I lost positions both at the start and then at the Safety Car restart as we struggled to switch the Hard tyres on. The Ferraris were quick, particularly in the early stages, and we had to get back past them twice. They were fast in all the right places and that made our job a lot more difficult. Happily, we were able to do it each time, but it cost us the chance to fight for the win. It has been a great way to start the season, and we are definitely the team to beat at the moment. We have been put under a lot of pressure at these first two races, and we need to keep pushing hard. The package is strong though so I'm looking forward to heading to the next race in Japan. Kirkwood Outduels Champ Palou To Win Arlington, Take Series Lead    ARLINGTON, Texas (Sunday, March 15, 2026) – It's been a long time since a rival driver made Alex Palou blink, but Kyle Kirkwood achieved that rare feat to win the inaugural Java House Grand Prix at Arlington on Sunday. Kirkwood took the NTT INDYCAR SERIES championship lead and earned his first victory of the season despite a sluggish final pit stop by his Andretti Global crew, driving his No. 27 JM Bullion/Gold.com Honda to victory under caution over the No. 10 DHL Chip Ganassi Racing Honda of four-time series champion Palou, who has won the title the last three seasons. SEE: Race Results “That was so incredible,” Kirkwood said. “Man, did we have some pace. This JM Bullion Honda, Andretti, all these guys right here, they gave me the tools today. It's because of this race car we won today, because of teamwork. “One-three-four (finish) for Andretti; we're just so stacked here. I'm so stoked.” Andretti Global placed three drivers into the top four at the finish of the 70-lap street-circuit race around AT&T Stadium, home of the Dallas Cowboys, and Globe Life Field, home of the Texas Rangers. Will Power placed third in the No. 26 TWG AI Honda for his first podium finish at his new team after 16 full-time seasons at Team Penske. Marcus Ericsson, who earned his first career pole Saturday, finished fourth in the No. 28 InPwr Honda. Pato O'Ward rounded out the top five finishers in the No. 5 Arrow McLaren Chevrolet, the highest-placing Chevrolet-powered driver on the 14-turn, 2.73-mile circuit. “This Andretti Honda camp is fricking strong on street courses,” O'Ward said. “We've got a lot of work to do if we want to start winning races on outright pace against them.” Pure pace helped Kirkwood, who started seventh and overcome a tepid final pit stop to overhaul Palou down the stretch. Palou and Kirkwood were running first and second, respectively, when both made their final stops on the preferred three-stop strategy on Lap 49. The Chip Ganassi Racing crew completed Palou's stop in 7.7 seconds, while Kirkwood's service took 9.5 seconds due to a slow change of the right rear wheel. When both drivers returned to full steam on their out lap, Palou led Kirkwood by 2.2 seconds. But Kirkwood used the speed that helped him lead the pre-qualifying practice Saturday, pulling to within .323 of a second of Palou at the start of Lap 55, with both drivers on the more durable Firestone Firehawk tires in a straight-up duel for the win. Kirkwood didn't waste any time flexing muscle, diving under Palou from a long distance in Turn 13 near the end of Lap 55 and making the daring pass stick for the lead. “He did an awesome pass; hats off to him,” Palou said. “It was super clean, and it was pretty impressive. We'll get them in a couple weeks.” Kirkwood then started to pull away, building a five-second lead by Lap 66. Then that margin evaporated when ECR driver Christian Rasmussen nosed his No. 21 Java House Chevrolet into the tire barrier at pit exit on Lap 68, triggering the first full-course yellow of the race. That bunched the field for a one-lap dash to the checkered flag. Kirkwood pulled away on the restart and was able to exhale early in the final lap when the second and final full-course yellow flew due to a collision between the No. 18 BMax Honda of Dale Coyne Racing's Romain Grosjean and the No. 6 Arrow McLaren Chevrolet of Nolan Siegel deep in the field. “Not today,” Palou said when asked if he thought he could have caught Kirkwood on the final lap. “I was pushing really hard on the first and second stint, and I could see that the 27 (Kirkwood) and the 12 (Power) were a little bit faster than us. I was like, ‘Oh, man, it's going to be quite hard.'” Kirkwood then cruised around the circuit one last time under yellow to cheers from the capacity crowd at this event, a joint venture between Penske Entertainment, the Dallas Cowboys and REV Entertainment, the official events partner of the Texas Rangers. He leads the standings by 26 points over second-place Palou after three of 18 races. “It's only race number three, so I'm not looking at the championship,” Kirkwood said. “But it is nice to say it's the first time I've ever led the championship in the INDYCAR SERIES.” The taut nature of the race, with its varying strategies about how often to stop for tires, resulted in terrific parity up front. Kirkwood, Palou and Power each led 16 laps to tie for the race high, with Ericsson fourth with 15 laps led. Caio Collet was the top-finishing rookie, 12th in the No. 4 Combitrans Amazonia Chevrolet fielded by AJ Foyt Racing. Phoenix winner Josef Newgarden, who entered this event in the series lead, fell to third after finishing 15th in the No. 2 PPG Team Penske Chevrolet. After three consecutive race weekends to open the season, the NTT INDYCAR SERIES will get a short break before resuming with the Children's of Alabama Indy Grand Prix powered by AmFirst on March 27-29 at Barber Motorsports Park in Birmingham, Alabama.

Junaid Shaikh: Product Owner Anti-Patterns, From Team Owner to Product Owner, And The PO Who Got It Right Junaid opens with a line that cuts straight to the most common PO anti-pattern: "You are the product owner, not the team owner." When he sees a PO slipping into command-and-control mode, he asks them one question: "What is your role?" They say "Product Owner." He says: "Exactly. You own the product, not the team. If you were meant to own the team, we'd call you a project manager." The worst case he witnessed: a PO who was so possessive of "his" team that he required approval on everything — processes, tools, even holiday requests. In sprint planning, he would assign stories to individual team members ("Mr. X, you take this one"). He'd estimate the work himself, and when developers pushed back, he'd override them: "I was a developer, I know how long this takes." For approaching PO anti-patterns, Junaid has a deliberate style: he doesn't confront upfront. He observes, takes notes, and starts by solving a smaller impediment to demonstrate he's there to help. Once trust is built, he brings in coaching tools — first teaching the basics ("this is what the PO role is in Scrum"), then gradually coaching on specific anti-patterns observed in practice. He targets 10-15% improvement at a time. Six months later, you've already achieved 30-40% improvement. The best PO Junaid has worked with had four qualities: clear, concise communication; an open mindset willing to be coached; courage to say "no" when needed; and the discipline to define the "what" and leave the "how" to the team. This PO started with five sources of truth — Excel tabs, whiteboards, JIRA, and other tools. When Junaid pointed out that five sources of truth is the opposite of transparency (one of Scrum's three pillars), the PO asked for help. Junaid's response: "I can't do the push-ups for you." Together, they consolidated everything into one tool. The team was happier, and the PO managed the backlog much better. The key lesson: great product owners trust their team, communicate clearly, prioritize ruthlessly, and have the courage to say no. And they don't try to own the team. You can link with Junaid Shaikh on LinkedIn. [The Scrum Master Toolbox Podcast Recommends]

Junaid Shaikh: How Scrum Masters Can Measure Their Own Impact, Practical Self-Assessment Metrics Junaid's favorite retrospective format? The vanilla: what went well, what could have gone better, what to do better next. He's tried many formats — the Three L's (liked, learned, lacked), the Three Little Pigs, the sailboat — but the core principle is always the same. His practical advice: stick with a consistent format so the team gets better at the process itself rather than constantly adjusting to new concepts. One addition he insists on for any format: an appreciation component. In the rush to analyze processes and outcomes, teams often skip acknowledging how another team member, PO, or Scrum Master helped during the sprint. That appreciation builds trust, respect, and openness that feeds into subsequent sprints. On defining success as a Scrum Master, Junaid starts with a Peter Drucker quote: "You cannot improve something you cannot measure." He proposes several practical self-assessment metrics: First, the Agile Team Maturity Index — a spider graph that shows where the team stands across multiple criteria, making gaps visible and actionable. Second, track retrospective action items. Create tiger teams for specific issues, run small iterative experiments, and measure in the next retrospective whether the trend is improving. Third, watch for shared sprint goals. Junaid once saw a team with nine sprint goals for a two-week sprint — those weren't goals, they were individual tasks. A real sprint goal should be something multiple team members work together to achieve. Fourth, self-organizing teams. If the team falls apart when the Scrum Master is absent for a sprint, there's a problem. Coach teams to self-organize, and their ability to function independently becomes a success metric. Fifth, communication patterns. Too many emails flying around can signal hidden conflicts or trust barriers. If communication happens through the right channels — dailies, direct interactions — you're likely in good shape. Sixth, Scrum event health. If events get canceled too frequently, the team may be reverting to traditional ways of working. [The Scrum Master Toolbox Podcast Recommends]

Junaid Shaikh: Managing Uncertainty As A Scrum Master, How Scrum's Rhythm Creates Stability In Unstable Times For this week's coaching conversation, Junaid brings a challenge that resonates well beyond any single team: dealing with uncertainty. He references the World Uncertainty Index report from February 2026, which showed the highest levels of global uncertainty ever recorded — surpassing both the COVID pandemic and the 2008 financial crisis. This uncertainty doesn't stay at the geopolitical level. It seeps into teams. People show up stressed, unsure about what the next month or three months will bring. As Scrum Masters, we need to be cognizant of where our team members are coming from. Vasco adds an important layer: uncertainty operates at multiple levels within organizations. A colleague you depend on might be out sick for two weeks. A supplier might not deliver on time. Every dependency is a source of uncertainty. The question becomes: what in our processes is designed to accept and adapt to that uncertainty? Junaid's answer is powerful in its simplicity: Scrum's rhythm. The sprint, the planning, the daily, the retrospective — these events at a defined cadence create internal predictability. "When you have a rhythm, when you have a known sequence of events in front of you, that takes away a lot of uncertainty." Vasco builds on this: Scrum creates a boundary — the sprint — that accepts uncertainty outside while reducing it inside. Internal versus external predictability. Inside the sprint, the team can fail in small ways without exposing every failure to the outside. Compare that with traditional project planning, where every task on the critical path has external visibility and impact. For practical tools, Junaid shares how he used the Eisenhower matrix with a team to convert uncertainty into actionable priorities. They listed all activities from recent sprints, plotted them on the matrix, and found they could delegate or deprioritize 20-25% of their work. That freed them to focus with certainty on the remaining 75%. Combined with timeboxing as an uncertainty management mechanism, teams can create pockets of predictability even in turbulent times. [The Scrum Master Toolbox Podcast Recommends]

In this episode of Great Women in Compliance, Lisa Fine speaks with Becky Rohr, Chief Compliance Officer and Head of Investigations at Ericsson. Becky talks about how her career journey led her to join Ericsson during a monitorship to strengthen their investigations function. To do that, she focused on conducting fair, thorough, and efficient investigations, enhancing investigator training, and improving processes for collecting and reviewing digital evidence within a global organization. This led to her being named Chief Compliance Officer at Ericsson and to the benefits of integrating investigations and compliance.  Not only did this lead to the continued evolution of their compliance function, but it also connected hotline reports, investigations, and remediation by using creative approaches to reinforcing ethics at Ericcson. Lisa and Becky also discuss how the Ericcson team has addressed workplace misconduct globally, sustaining compliance improvements after a monitorship ends, and the importance of leadership communication in maintaining a strong ethical culture. The conversation also touches on culture change, addressing workplace misconduct globally, and how organizations can sustain strong compliance programs even after regulatory oversight ends. Finally, Becky reflects on her decision to leave Ericsson and take a “power of the pause” moment before deciding on her next chapter—an approach that highlights the value of reflection and intentional career choices.

En este episodio de El Brieff, analizamos la exclusión de México en el "Escudo de las Américas" de Donald Trump y por qué Claudia Sheinbaum minimiza el desplante diplomático. Exploramos el desembarco de capital nórdico en Palacio Nacional con gigantes como Volvo y Ericsson, y las implicaciones de seguridad en un México que registra su febrero menos violento en una década. Además, la tensión bélica en el Estrecho de Ormuz pone en jaque a las aerolíneas mexicanas, mientras Elon Musk prepara el debut bursátil más esperado del siglo con SpaceX.Recibe gratis nuestro newsletter con las noticias más importantes del día.Si te interesa una mención en El Brieff, escríbenos a arturo@strtgy.ai Hosted on Acast. See acast.com/privacy for more information.

Russian hackers target Signal and WhatsApp. Permit scammers impersonate local officials. Anthropic sues over a Pentagon blacklist. The White House moves to restore fraud victims. ShinyHunters target Salesforce data. Ericsson reports a breach. macOS users face ClickFix malware. AWS credentials are phished. And CISA warns of an exploited Ivanti flaw. Our guest is Brian Baskin, Threat Researcher at Sublime Security, discussing tax season employee impersonation scams. Who fact-checks the fact-checkers?  Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest Our guest today is Brian Baskin, Threat Researcher at Sublime Security, discussing how tax season employee impersonation scams are conducted and what to look out for as we prepare our returns. Selected Reading Russia targets Signal and WhatsApp accounts in cyber campaign (AIVD) FBI warns of phishing attacks impersonating US city, county officials (Bleeping Computer) Anthropic sues Trump administration over Pentagon blacklist (CNBC) White House floats Victims Restoration Program for millions affected by cyber fraud (The Record) CybercrimeHundreds of Salesforce Customers Allegedly Targeted in New Data Theft Campaign (SecurityWeek) Ericsson US discloses data breach after service provider hack (Bleeping Computer) Fake CleanMyMac Site Uses ClickFix Trick to Install SHub Stealer on macOS (Hackread) Behind the console: Active phishing campaign targeting AWS console credentials (Datadog Security Labs) CISA: Recently patched Ivanti EPM flaw now actively exploited (Bleeping Computer) AI fake-news detectors may look accurate but fail in real use, study finds (Tech Xplore) Share your feedback. What do you think about CyberWire Daily? Please take a few minutes to share your thoughts with us by completing our brief listener survey. Thank you for helping us continue to improve our show.  Want to hear your company in the show? N2K CyberWire helps you reach the industry's most influential leaders and operators, while building visibility, authority, and connectivity across the cybersecurity community. Learn more at sponsor.thecyberwire.com. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc. Learn more about your ad choices. Visit megaphone.fm/adchoices

Junaid Shaikh: Why Teams Go Through The Motions of Agile Without Being Agile, And What To Do About It Junaid's book recommendation is The Culture Map by Erin Meyer. As a Scrum Master working at companies like Ericsson and ABB — organizations that are a "United Nations" of cultures — understanding cultural tendencies has been essential. But Junaid goes further: you can customize the Culture Map framework even within a team of people from the same country, using the parameters to map different personalities. It's about how you use the tool, not just where people come from. He also recommends Scrum Mastery: From Good to Great Servant Leadership by Geoff Watts for practical advice on the servant leadership role, and regularly visits Scrum Alliance and Scrum.org for real-world insights from the community. On the topic of teams that self-destruct, Junaid paints a picture that many listeners will recognize. He picked up a team's retrospective history and cumulative flow diagrams and found problems at every level: managers who declared "from tomorrow we're going agile" without understanding what that meant, then started comparing velocity across teams. Product owners who took PO training but reverted to command-and-control project management. A previous Scrum Master doing what Junaid calls "zombie Scrum" — implementing the framework mechanically without understanding its purpose. The pattern underneath it all: people enveloping their traditional mindset under an agile umbrella. The ceremonies happen, the daily standups run, but nobody is questioning why they're doing any of it. As Vasco observes, this zombie pattern isn't limited to Scrum — it happens with code reviews, architecture reviews, any process that gets adopted without critical thinking about its purpose. Junaid's insight: if you don't understand the basics with the right mindset, every event feels like overhead. Teams complain about "too many meetings" because they're running agile ceremonies on top of their old informal processes. "If you don't get out of your previous shell, you cannot get into a new shell." [The Scrum Master Toolbox Podcast Recommends]

Join Paul Spain as he sits down with Dr Ojas Mahapatra, Group CEO of Mars Bioimaging Ltd, to explore cutting-edge advances in portable CT scanning and the future of medtech innovation from Christchurch.Plus a look at tech news from the week including:NZ's new Online Scams Code2degrees and Ericsson's private 5G rollout at Lyttelton PortNZ cyber security stratergy 2026 - 2030Apple's budget MacBook NeoGoogle's Play Store fee cutsSpecial thanks to our show partners 2degrees, Fortinet, One New Zealand, Spark New Zealand, Workday and Gorilla Technology.

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Junaid Shaikh: The Eager Scrum Master Trap, Why Proposing Solutions Too Early Can Backfire In this episode, Junaid shares a story from his early days as a Scrum Master when enthusiasm got ahead of experience. Fresh from a CSM certification and full of ideas, he walked into teams and started proposing solutions — "No, this is not how you should do it." It felt obvious. It wasn't. The wake-up call came when he proposed working agreements to a team that had been collaborating well for two years. The pushback was immediate: "Why do we need this?" He realized he was bringing a tool he'd seen elsewhere without first understanding whether the team actually had the problem that tool was meant to solve. This led to a key shift in his approach: stop assuming. Instead of going in with answers, Junaid started creating small tiger teams with the affected people, facilitating sessions where they owned the solution. The result? Much higher acceptance and genuine continuous improvement. These days, Junaid tests his ideas before bringing them to the full team. He connects with individual team members first — his "closer allies" — to validate whether his analysis matches reality. Only when a few people confirm "yes, this is a real problem" does he bring the proposal to the group. As Vasco puts it: not all tools are appropriate at all times for all people. The same working agreements that were wrong for one team at one moment might be exactly right for a different team, or the same team at a different moment. [The Scrum Master Toolbox Podcast Recommends]

In this EDUCAUSE episode, leaders from UCLA, Vanderbilt, and Ericsson break down the 5G vs WiFi campus debate and what it means for the future of higher education networking.FeaturingJoe Way is the Executive Director of Digital Spaces at UCLA and co-founder of HETMABC Hatchett is the Director of Classroom Technology at Vanderbilt University and co-founder of HETMABen Moebes is a Director of Public Sector at EricssonTimestamps(1:00) Vanderbilt classroom technology — BC Hatchett introduces HETMA and managing campus learning spaces(4:05) Vanderbilt's satellite campus challenge — delivering the same experience 2,000 miles away(6:00) 5G vs Wi-Fi on campus — why cellular connectivity fills gaps Wi-Fi was never designed for(8:50) When classrooms start thinking — UCLA's AI vision for higher education(11:00) A day in the life of a UCLA student — mapping every digital interaction on campus(13:40) Faculty as catalysts, not content deliverers — the future of teaching(17:05) One cable, one button — simplifying classroom technology(19:10) The blue-light safety problem — why 20–60% of campus emergency phones may fail(21:45) AI-powered campus safety — why humans can't watch every camera(27:00) Connectivity everywhere — UCLA, Olympic Village planning, and the future of smart campusesListen now: YouTube x Apple x SpotifyWhenever you're ready, there are 3 ways you can connect with TechTables:1.

Mientras la Fórmula 1 centra el foco en Melbourne, el automovilismo ya ha dejado un golpe sobre la mesa en Estados Unidos. El segundo episodio de la semana del Podcast Técnica Fórmula 1 nos cuenta como, en St. Petersburg, Alex Palou inauguró la temporada de IndyCar con una victoria de autoridad que confirma su estatus de referencia absoluta. Lo que hizo Palou. No partió desde la pole, gestionó el primer stint tras McLaughlin y Ericsson, ejecutó un overcut impecable y, una vez en cabeza, impuso un ritmo inalcanzable. Fue un recital estratégico y de consistencia que subraya la dimensión de un piloto que, desde España, no siempre recibe la atención proporcional a su talento. Y, mientras, en Melbourne… En paralelo, el paddock de Fórmula 1 ya se prepara para la primera prueba real. Las nuevas normas técnicas traerán una revolución profunda en los sistemas de frenado, íntimamente ligada al aumento de potencia del MGU-K, que pasará de 120 a 350 kW. Esta mayor capacidad de regeneración alterará el reparto de frenada: el eje trasero dependerá mucho más del sistema eléctrico, permitiendo redimensionar discos y pinzas, e incluso reducir hasta un 20 % el tamaño de ciertos componentes en algunos escenarios. Brembo anticipa un panorama de soluciones divergentes entre equipos. Los discos delanteros crecerán ligeramente en diámetro, mientras que los traseros ofrecerán más opciones de tamaño y grosor. La normativa permitirá mayor libertad en el diseño de pinzas (entre dos y ocho pistones) y exigirá que el sistema trasero pueda generar hasta 2500 Nm sin ayuda del motor eléctrico en determinadas condiciones. Desafíos: técnicos y estratégicos. El equilibrio entre frenado hidráulico y regenerativo será clave, especialmente cuando las baterías estén saturadas y no puedan absorber más energía. El desafío no será solo técnico, sino estratégico: elegir el tamaño y configuración adecuados sin penalizar el peso en un coche que reducirá su masa mínima en 76 kg. Algunos equipos podrían incluso reutilizar discos en varias carreras para ahorrar gramos críticos. La combinación de aerodinámica activa y nuevos neumáticos más estrechos añadirá otra variable a la ecuación. Sea como sea, la temporada de motor está ya a pleno rendimiento: con tres carreras disputadas en la Nascar, la IndyCar recién inaugurada (y de qué manera!) y con la Fórmula 1 a las puertas en Melbourne – amén de MotoGP, que se estrenó también el fin de semana pasado – ya no tendremos tiempo para aburrirnos… si las tensiones mundiales nos dejan. Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

…ON TODAYS PROGRAM…   ASTON MARTIN ALREADY PONDERING... THE SEASON IS ALL BUT A WASH! WILL MERCEDES PASS A COMPRESSION TEST IMMEDIATELY AFTER THE RACE? FERRARI MUST KICK OFF THE SEASON WITH A WIN IN MELBOURNE. AND… FERNANDO COULD BE IN F1 FOR ANOTHER FOUR YEARS! THIS WEEK'S NASIR HAMEED CORNER…MORE VINTAGE BANTER BETWEEN THE HOST AND NASIR…THIS WEEKS SPECIAL GUEST:  ADRIAN ZAUGH AND F1W LISTENER BURAQ SARTAG FROM TURKEY! Champ Palou Opens Season with Dominant March to St. Pete Win  ST. PETERSBURG, Fla. (Sunday, March 1, 2026) – Alex Palou picked up right where he left off in 2025, opening the 2026 NTT INDYCAR SERIES season with a dominant victory in the Firestone Grand Prix of St. Petersburg. Palou won his third consecutive and fourth overall series championship last season by a whopping 196 points, an advantage of more than three races, and he and Chip Ganassi Racing showed the same swagger on a sun-splashed Sunday in Florida. SEE: Race Results Reigning event winner Palou, from Spain, cruised to his 20th career victory in just his 99th start, driving his No. 10 DHL Chip Ganassi Racing Honda to a 12.4948-second victory over the No. 3 DEX Team Penske Chevrolet of NTT P1 Award winner Scott McLaughlin. “This team keeps on improving, keeps on making new changes, and they just keep on raising the bar,” Palou said. “It's pretty impressive. It's a long season in front of us, but what a great way to start the season.” Christian Lundgaard, who started 12th, rallied to complete the podium finishers in the No. 7 Arrow McLaren Chevrolet. Kyle Kirkwood dropped from second late in the 100-lap race to finish fourth in the No. 27 JM Bullion/Gold.com Honda fielded by Andretti Global. Pato O'Ward put two Arrow McLaren cars into the top five after finishing fifth in the team's No. 5 Chevrolet. This was the first race in which INDYCAR rules mandated the use of at least two sets of the softer Firestone Firehawk alternate tire with red sidewalls, throwing an additional strategic element into the racing mix. And, as usual, Palou and longtime strategist Barry Wanser made all the right calls. The decisive moment of the race came on Laps 36 and 37. Team Penske called leader McLaughlin to the pits at the end of Lap 35, with Marcus Ericsson assuming the lead from second in the No. 28 Delaware Life Honda. Andretti Global summoned Ericsson to the pits at the end of Lap 36, with Palou taking the top spot. But instead of calling Palou to the pits on the next lap, Wanser and Palou decided to stay out until the end of Lap 38 on their original set of alternate tires in an “overcut” strategy. It worked. Palou blended back on the 14-turn, 1.8-mile temporary street circuit in front of McLaughlin and Ericsson. Once the rest of the leaders cycled through their pit stops, Palou found himself out front by Lap 42. He would only surrender the top spot during pit stop cycles to finish the race, leading 59 of the 100 laps. There was a bit of suspense when Palou made his final pit stop at the end of Lap 67 with a 14-second lead on McLaughlin. Palou had used the required two sets of Firestone alternate tires in his first two stints and opted for the harder, but slower, Firestone primary tires for his final run to the finish. Kirkwood and McLaughlin made their final stops at the end of Laps 65 and 68, respectively, both taking the softer but faster Firestone Firehawk alternate tires. That tire choice offered a glimpse of hope that Palou could be reeled in after he took the lead on Lap 70, but Kirkwood never got closer than 5.5 seconds in his pursuit despite the more grippy tires. Palou, who started fourth, then pulled away at an astonishing rate over the closing laps to win by the largest margin in the 23 editions of this event. “Those Firestones were like everlasting,” Palou said. “They would just keep going. I had an amazing car today.” There was drama in the final 10 laps as McLaughlin and Lundgaard both took advantage of fresher tires to pass Kirkwood for the second and third positions on Lap 94. “Our Chevy was fast, but it's just a mixed bag on what tire you start on,” McLaughlin said. “Maybe we come back here again, and maybe you start on reds (alternate) and just get them out of the way. Overall, made the passes we needed to make at the right times, and I thought we maximized our day.” Dennis Hauger, who qualified an impressive third, was the top finisher among the three rookies in the race, 10th in the No. 19 Ault Block Chain Honda of Dale Coyne Racing. ASTON MARTIN ARAMCO UNVEILS LIVERY FOR 2026 F1 ACADEMY CAR AMRTC, Silverstone, 24 February 2026: The Aston Martin Aramco Formula One™ Team has officially revealed its F1 ACADEMY car livery, which will be driven by German talent Mathilda Paatz in her debut year of the all-female series.   The sleek design features the signature Aston Martin racing green and mirrors the team's elegant AMR26 livery, proudly carrying the Aston Martin Aramco identity on the F1 ACADEMY grid. Mathilda, who represents Aston Martin Aramco as a member of its Driver Academy, drove the liveried F4-spec car operated by PREMA Racing during the first official F1 ACADEMY test, which took place at Shanghai International Circuit between 11-13 February. Mathilda Paatz, F1 ACADEMY and Aston Martin Aramco Academy Driver: “Seeing the Aston Martin Aramco livery on the car for the first time was really special - it looks incredible and instantly made me feel part of the team. Driving the car for the first time during pre-season testing in Shanghai, I learned a lot. It was something new for me to adapt to, and I'm working well with the team at PREMA to become more familiar with the car. There were challenging moments across those three days, but as a team, we're pushing hard in preparation for the first race in China. By day three, I was already becoming more comfortable on track, and so I'm keen to get racing next month. I'm not setting my expectations too high, but I'm feeling confident - my goal is to do my best and have a clean weekend that I can be proud of.” Mathilda Paatz Biography Mathilda, 17, from Cologne, Germany, joined the Aston Martin Aramco Formula One™ Team Driver Academy in November 2025, and was announced as the team's F1 ACADEMY representative for the 2026 season, competing with PREMA Racing. In addition to her full-season debut with Aston Martin Aramco in F1 ACADEMY this year, which gets underway at the Shanghai International Circuit on 13-15 March, Mathilda continues to compete in the Formula Winter Series and F4 CEZ Championship, showcasing her adaptability and dedication across categories. Mathilda brings an impressive racing background. She began karting in 2019 at age ten, swiftly showing promise with third place in the 2020 ADAC Kart Masters - Mini category. In 2022, she claimed victory in the ADAC Kart Masters - Ladies Cup and finished third overall in the standings. Stepping into single-seaters, she became the first female driver supported by the ADAC Motorsport Junior program in 2024 with ADAC Formel Junior Team in F4 France. She built further momentum in 2025, securing four wins in the E4 Championship - Trophy Woman and multiple class podiums in the competitive Italian F4 Championship. Her F1 ACADEMY debut came as a Wild Card entry in Montreal in June 2025 with Hitech TGR, following a solid F4 Central European Zone (CEZ) Championship campaign where she achieved a podium (second place at the Red Bull Ring) and finished eighth overall with several top five finishes. This progression positions her as the second F4 CEZ graduate to enter F1 ACADEMY, highlighting her rise on the international stage.  Palou Unveils 110th Indianapolis 500 Ticket     INDIANAPOLIS (Tuesday, Feb. 24, 2026) – Four-time NTT INDYCAR SERIES champion Alex Palou unveiled the ticket for the 110th Indianapolis 500 presented by Gainbridge on Tuesday, Feb. 24 in Indianapolis. Palou earned his first victory in “The Greatest Spectacle in Racing” last May in the No. 10 DHL Chip Ganassi Racing Honda, and one of the many honors bestowed upon the winner is unveiling the ticket for the next year's race. Featuring the winning driver on the next year's “500” ticket dates to Mauri Rose's appearance in 1948. Spain native Palou received a special DHL delivery at K1 Speed in Fishers. He opened the DHL packaging to reveal an enlarged version of the colorful ticket, featuring a photo of his jubilant celebration standing on his winning car following the victory. “I always had to sign the ticket as a driver, and I always wanted be on the ticket,” Palou said. “It's amazing. I love it. It was probably the coolest day of my life, and I cannot wait to see it on a small scale all around IMS. It's going to look good.” Designed in house by Senior Art Director Mandy Walsh, the ticket celebrates the excitement of Palou's first “500” victory with his full-color image superimposed over an overhead shot of his car crossing the famed Yard of Bricks. The ticket also features a patriotic flair to celebrate the nation's military, which is honored throughout the storied event held annually during Memorial Day weekend, and the 250th birthday of the United States this year. Palou will defend his victory in “The Greatest Spectacle in Racing” on Sunday, May 24 in the 110th Indianapolis 500 presented by Gainbridge at Indianapolis Motor Speedway, with live coverage starting at 10 a.m. ET on FOX, FOX One, FOX Deportes, FOX Sports app and the INDYCAR Radio Network. Johnson Feasts on Home Cooking To Earn First Win at St. Pete   ST. PETERSBURG, Fla. (Sunday, March 1, 2026) – Nikita Johnson earned his first INDY NXT by Firestone victory Sunday, winning his hometown Grand Prix of St. Petersburg after prevailing in a duel of talented teenagers. Johnson, from St. Petersburg, delivered his first victory in just his fourth career start in the INDYCAR development series. It also was the first INDY NXT victory for Cape Motorsports, which Johnson joined this offseason after a part-time foray last season in the series with HMD Motorsports. SEE: Race Results “I can't thank the boys from Cape Motorsports enough and everyone from ECR who has been helping us,” Johnson said. “It's a pretty amazing feeling to get my first win in INDY NXT and Cape's first win in INDY NXT. I can't wait to see all my friends and family.” Series rookie Johnson, 17, drove his No. 21 Cape Motorsports Powered by ECR entry to victory by .6990 of a second over pole sitter Max Taylor, 18, in the No. 28 Susan G. Komen car of Andretti Global. Rookie Tymek Kucharczyk rounded out the podium finishers in his first INDY NXT start by placing third in the No. 71 HMD Motorsports entry, 5.055 seconds behind Johnson. Andretti Global took three of the top five spots. Seb Murray placed fourth in the No. 27 Prosperity machine, while Lochie Hughes rounded out the top five in the No. 26 car. Johnson wasted no time asserting his command of this race, scheduled for 45 laps but halted on time after 55 minutes. He started second and used a bold, sweeping move to the outside of Taylor in Turn 1 at the start to grab a lead he would never relinquish. “It was pretty straight up,” Johnson said. “I reviewed some video from previous years on YouTube, the INDY NXT channel. I knew I wanted to get up front quickly, and I did just that. I went into Turn 1 and knew what he (Taylor) was going to do before he did it and just went around the outside. After that, I kept it pretty simple, tried to keep a nice gap.” Caution periods ended up being Johnson's biggest foe besides Taylor. The race was slowed by four full-course yellows, but Johnson held off Taylor on each of the restarts. Perhaps Taylor's best chance came on a restart on Lap 20. He tried the same move Johnson used to gain the lead on Lap 1, but his attempt at a sweeping, outside pass was unsuccessful. “All the restarts were pretty difficult,” Johnson said. “He (Taylor) caught on at one point, and I had throw in a little curve ball and change it up.” Taylor maintained pressure on Johnson for the entire race, never trailing by more than a second and keeping his car usually within six- or seven-tenths of the leader. But Taylor also never got close enough after restarts to mount a serious challenge to the race lead. The two teens traded blows over the closing laps. Johnson turned his quickest lap of the race on Lap 38, but Taylor countered with the speediest lap overall on Lap 39. “Good race overall, good points,” Taylor said. “Showed a lot of pace but just messed up on the start. “The restarts were very difficult to get right. Just kept trying to apply the pressure, trying different things. Probably could have had an opportunity to pass him there, but you live and you learn.”

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Il est né à Buenos Aires dans une famille aux origines arméniennes, britanniques et françaises, s'est formé au lycée français avant d'étudier l'architecture navale à l'université de Southampton : Juan Kouyoumdjian - Juan K. pour les intimes - ne pouvait être un architecte tout à fait comme les autres...Sa triple culture, à la fois sud-américaine, francophone et anglo-saxonne, a nourri une approche du design fondée sur l'analyse, la rigueur scientifique et une vision globale des projets, et une attirance pour le savoir-faire des "crazy Frenchies" .Il débute ainsi sa carrière professionnelle à La Rochelle au sein du cabinet de Philippe Briand, alors très impliqué dans la Coupe de l'America. Cette première expérience le place rapidement au contact du plus haut niveau de la conception de bateaux de course. À la fin des années 1990, il signe ses premiers projets en son nom, dont un 50 pieds dessiné pour Ortwin Kandler à l'occasion de l'Admiral's Cup 1999. Conçu pour exploiter les limites de la jauge IMS, Krazy Kyote suscite une forte controverse réglementaire, qui contribue néanmoins à asseoir sa notoriété internationale.Les années suivantes sont marquées par une implication continue dans la Coupe de l'America et dans la Volvo Ocean Race. Juan Kouyoumdjian accompagne la transition technologique du début des années 2000, caractérisée par l'essor de la simulation numérique et de la modélisation avancée. Les campagnes Volvo d'ABN AMRO (2005-2006) , Ericsson (2008-2009) puis Groupama (2011-2012) se traduisent par trois victoires consécutives.Parallèlement, Juan K. développe une activité soutenue dans le secteur des maxis et des bateaux de série. Des monocoques de 100 pieds aux projets réalisés avec Nautor Swan, il intervient dans un univers dominé par des propriétaires privés, des budgets importants et des règles de jauge complexes, où les choix techniques s'inscrivent autant dans des logiques sportives que réglementaires et économiques.Son parcours en IMOCA (Cheminées Poujoulat, Paprec Arké, Corum L'Epargne) apparaît plus contrasté. Juan K. souligne la complexité de la conception de bateaux destinés au solitaire, où le facteur humain conditionne fortement la performance. Plusieurs projets montrent un potentiel de vitesse élevé, mais sont affectés par des avaries ou des limites structurelles, empêchant une exploitation optimale en course.A 54 ans, il en nourrit quelques regrets, mais serait prêt à repartir sur un projet avec un seul skipper : Franck Cammas, avec qui il a gagné la Volvo Ocean Race. Message transmis !Diffusé le 23 janvier 2026Générique : In Closing – Days PastPost-production : Grégoire LevillainHébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.