Podcasts about estimate

This interview is disseminated on behalf of Upside Gold Corp.Upside Gold (CSE: UG | OTCQB: UGODF | FSE: 47I) is building toward a key milestone at its Kena Gold-Copper Project in south-central British Columbia: an updated mineral resource estimate targeted for Q1 2027.CEO and Director Sophy Cesar discusses how the company's expanded 2026 drill program, which reached 5,180 meters versus the 4,000 meters originally planned, is adding new data to the resource model. The update will also incorporate additional historical drilling and, for the first time, copper and silver values alongside gold.Learn more: https://upsidegoldcorp.comWatch the full YouTube interview here: https://youtu.be/mRKfmFBgTiEAnd follow us to stay updated: https://www.youtube.com/@stockstowatchofficial

Kelsie Blevins was raised by addicts, moved out at 16, hit rock bottom after a DWI, and eventually told Jesus, “I'm done.” What happened next transformed her faith, identity, and future. Today, Kelsie is a successful real estate agent who sold more than $50 million in real estate during her first two years. But this conversation is not simply about business success. It is about surrendering to Jesus, breaking generational cycles, keeping promises to yourself, and becoming unrecognizable from the person your past said you would be.You'll also hear:• What it was like growing up with two addicted parents• Why returning to her dad's basement reopened old wounds• The night she received a DWI and believed her life was over• How consistency created evidence that changed her identity• Why Kelsie refuses to separate her faith from her business• The surprising client who told her, “You made me want to open my Bible again”• How she handled an unusual request from an OnlyFans coupleIf this conversation encourages you, share it with someone who needs proof that their past does not get the final word. Subscribe to I Like Birds for more honest conversations about Jesus, purpose, healing, and transformation.Follow Kelsie Blevins on Instagram Work with Zach on a Speech: https://www.rippeywrites.com/contactBook Zach Rippey to Speak or Perform Comedy here: https://ilikebirdsministry.com/comedybooking

School just started, so why are we already talking about summer camp and childcare? Because your opportunity to financially plan for next summer may happen months before summer arrives.This week, Athena and Mims are talking about Dependent Care elections—a benefit many working parents may have available through their employers but may not fully understand or plan for in time. Mims shares how difficult it can be to make an election when you haven't yet figured out next summer's camps, childcare needs, dates, or costs. The takeaway: your benefits-election timeline and your summer-planning timeline need to start talking to each other.Before open enrollment, start estimating how much childcare you'll actually need, researching programs and their registration timelines, and checking with HR about your employer's Dependent Care benefit—including what expenses are eligible. Then, when it's time to make your election, you can use actual projected costs instead of a guess.

What if your cheapest supplier is secretly your riskiest? Balaji Reddie unpacks Deming's Points 4, 5, and 6 with Andrew Stotz by exploring Deming's thinking on suppliers, continual improvement, and training. Why do strong relationships matter more than short-term savings? Why should problems be welcomed? Do people perform differently when they understand the purpose behind their work? Balaji uses stories to offer a practical look at what these three points can teach leaders today. TRANSCRIPT 0:00:02.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussions with Balaji Reddie, an educator and trainer in the teachings of Dr. Deming and quality management more broadly. Well, we've had some great conversations so far on various points of Dr. Deming's 14 points. I think we're gonna try to get four or five, four, five, six. Let's see how it goes. So, Balaji, take it away.   0:00:32.5 Balaji Reddie: All right. So, good morning, Andrew. So I think the last couple of times we were together, we've spoken about point number one. I think the first thing I did say is that this is an entire system, so we can't isolate them. But he gave it some sequence and he gave it some structure. So... Is there disturbances that getting recorded?   0:00:54.3 Andrew Stotz: No. No.   0:00:55.0 Balaji Reddie: No? Okay. Right. So point number one, of course, was very much in sync with how he defined a system, where he said that every system must have an aim. Without an aim, there is no system. And when you read the commentary behind that, you see that it's not just aim what he meant was also purpose, the reason why a system exists. And so when we started seeing how he applied this to the running of an organization, that's why the first thing that crossed his mind was purpose. We, of course, discussed that in complete detail, what he meant by that. I think we also discussed about the actual text that he wrote where he said for quality and productivity and things like that. The second one, of course, how he changed the wording of point two, which was adopt the new philosophy. So when he first wrote it, it was philosophy of quality that comes first more than anything else. But when he professed Profound Knowledge, the wording changed to the new philosophy of win-win, right? Cooperate.   0:01:54.4 Balaji Reddie: And that's what we discussed last time, that cooperation in the broadest sense of the term with each other inside the company, with your competitors, with your suppliers, with your customers. And he says, "Teach and practice this." Those were the words. And the third one, of course, cease dependence on mass inspection. And it was a context in which he wrote it, but of course, he elaborated on that. You should understand why we use inspection. It is to keep us updated on what is happening in the process, not so much to sort bad from good. And that was basically, in fact, the wordings of the new point he wrote was understand the purpose of the system of inspection. He said there will always be inspection, but relying on that is not right. Using that to understand the process, that's the way to do it. So that's exactly what we spoke last time. Now we're taking it from there. Now talking about point number four, where... I'll just pull up the wordings for my sake so that I don't make a mistake in reading out what he actually said. Right? So the original wordings and then what it changed to later on, right? When he started professing. Now, so here's point number four, which goes like this. He says, "End the practice of awarding business on the basis of price tag alone. Instead, minimize total cost. Move toward a single supplier for any one item in a long-term relationship of loyalty and trust." And this did not change in 1986 or 1990.   0:03:39.1 Balaji Reddie: Now, he writes there in the commentary, which is taken from his text, "The aim in purchase of tools and other equipment should be to minimize the net cost per hour of life. Price has no meaning without a measure of quality being purchased. Without adequate measure of quality, business drifts to the lowest bidder, low quality and high cost being the inevitable result. Estimate the total cost of use of materials and services, the first cost, purchase price, plus the predicted cost of problems in use of them and their effect on the quality of final product. As the relationship between supplier and customer grows tighter and tighter, renewal of a contract year after year may appear to be a formality. This even tighter and tighter relationship will, under good management of producer and customer, ensure better and better quality and lower and lower costs as the years go by. A long-term relationship with a single supplier may be a wise decision if customer and supplier play their parts for optimization of the system. However, a sudden jump to a single supplier is inadvisable. There are risks. Go slow. It is not a relationship to enter into lightly. An overriding criterion is the supplier's burning desire to work with the customer on a long-term relationship backed up by a demonstrable store of specialized knowledge with management that is trying to adopt the new philosophy."   0:05:01.8 Balaji Reddie: And beautifully written. So the new wordings would now be, "Work towards having an arms-around relationship with your suppliers. Invest in them through education and training so that they can contribute effectively towards the organization. And when purchasing, do not focus on price alone without a measure of quality, and reduce variation by practicing cooperation with your suppliers." Now, coming to this, not many people are aware of what he spoke in Japan to the organizations there, but one of the major points he did say was to work very closely with their suppliers, right? And this text... The funny thing is, you know, about his works in Japan that he never gave any handouts or material, unlike Dr. Juran, who gave a lot of notes before he landed there. Right? Dr. Deming just handed out certain standards and just some pamphlets, I think Z1, Z2, and Z3, the standard copies. But what he spoke there was recorded by them. And the notebook, the book that came out, Elementary Principles of the Statistical Control of Quality, were essentially transcripts of what he spoke there. Right? It's later on when they showed him that they had made a book that he assisted. They expected him to get a little, I can't use a very strong word, upset, but that he would chide them for having done something without his knowledge. But instead, he was very happy, apparently, and added on to it and gave them the second edition and asked them to add an extra chapter and things like that. So when he went through those notes, obviously it was their translation of English to Japanese and then Japanese to English and things like that. But strong messages came out, and one of them was to work very closely with their suppliers and treat them as an extension of themselves, right? Extension of the company itself.   0:07:09.7 Balaji Reddie: Now, the thing about the lectures that he gave there, it's very interesting, that the arrow diagram, if you remember the famous arrow diagram which he drew there. If you see, it appears on Out of the Crisis in the new edition, page three, but the original edition, page four. But that arrow diagram in his mimeographed book, Quality, Productivity, and Competitive Position, comes on page number 103. And if you see the Elementary Principles of the Statistical Control of Quality, the arrow diagram is just directed towards the consumer. That does not have consumer research, right? And I think even he was... When he wrote... When the final edition of The World of W. Edwards Deming came out, the Lecture to Top Management, actually that was a lecture which he gave to the statisticians and engineers. To top management, there were two instances. One was July 1950 where he spoke to 20 people... Or 21 out of the 40 people who were invited. And then there was another one in August 1950. And August 1950, that took place at Hotel Diama, and that's where he added consumer research and completed the diagram. And that's the one he reproduced ever since in all his papers. But funnily, in The World of W. Edwards Deming, they've reproduced the first arrow diagram that he came up with, which did not have consumer research. It just shows the arrow pointing towards. But in both there, there was the presence of suppliers. Right? And he said that now... We used to have this group on the internet. It was called DEN, Deming Electronic Network, the D-E-N, the DEN, and we used to call ourselves the DENizens. And there was a gentleman, Jim Clauson, who used to... Who was a moderator and he had everything. It's unfortunate, I don't know where he is now. Not kept in touch with him. The last, I think, I interacted was many years ago.   0:09:16.7 Balaji Reddie: But all that... That's a treasure house of conversations, emails, which he has. Unfortunately, some cybersquatter hacked into the server and was asking for a ransom of $28,000 or something like that. And this guy didn't... He said, "Obviously, I can't pay that kind of money." So I don't know whether he's managed to retrieve all of that, because that's a treasure house. We used to have a lot of chats on that, and I interacted a lot with two very, very famous people who also worked very closely with Dr. Deming. One, of course, the great Myron Tribus, and the other one was John Dowd. And John Dowd... We had this chat and we said there is a difference between July 1950 and August 1950. And he took it on himself to find out what exactly was spoken in both these. Because July 1950, yes, Dr. Deming himself gave some notes and said, "This is what it needs to be." But August 1950, the people sitting there. So there were 80 people in that room. And I think he got in touch with some of them and he tried to reproduce to the extent possible what exactly was spoken there. I did try to add to it. I sent him some of the notes which my father had when he went to Japan in 1964, which is, of course, almost 10, 15 years later. But I saw some notes there which were typewritten, of course, mimeographed, which had some semblance. So I sent him, I said, "We need to add this in." But when he sort of released that document, he didn't really put that in. I don't know why. We had a discussion, but he didn't put that in. But there is where you get to see he talks about cooperation. He talks about working closely. And the words he used were the famous saying, "The strength of a chain lies in its weakest link." Right. And he paraphrased that apparently and said, "You're only as strong as your weakest supplier."   [chuckle]   0:11:31.2 Balaji Reddie: So the suppliers have to be as strong as you are. And I'm going ahead of myself here, but I believe that's the reason why people call it a supply chain. And he kind of sowed the seeds. He never said so in as many words, but definitely he said, "You have to work closely." And he left it to them how they wanted to do it, right? Typical Deming, just give them the idea and you come up with a method. And what they did, typical Japanese way of working, they all worked together. And I think they saw that there was a lot of commonality in the way they were interpreting what Dr. Deming said. And so in 1957, they came out with a document of 10 principles of working closely with your supplier. This has been reproduced by Ishikawa, the famous Ishikawa diagram inventor, in his book Introduction to Quality Control, I think that's the book. Because the next one that came out was Guide to Quality Control. So Introduction to Quality Control has this document, the 1957 document, 10 principles of vendee-vendor relationship, which then got updated, if I'm not wrong, around the year 2000. Because '97 is when the JUSE, that is Japanese Union of Scientists and Engineers, finally decided to adopt the term TQM. They used to use the term TQC up until then, Total Quality Control.   0:13:08.7 Balaji Reddie: And when they finally adopted TQM, that's when they realized they had to revisit many of the documents. And one of them they revisited and updated was this document. And it's a fantastic document. If you get to lay your hands on it, please do read it. I can read out some of the text. I'll just pull it up for my reference. So you'll find out what he insisted on, how you work with your suppliers, right? So let's just... Yeah, let me just get this going. Okay, so here we go. It would be here. Okay. So working closely with your suppliers and the vendee-vendor relationship. Here we go. Okay, so we say here, here it begins. First, the purpose of the entire document. He says, "Both purchaser and supplier should sincerely practice the following 10 principles while fostering a spirit of mutual trust, cooperation, and tolerance, and inculcate a sense of social responsibility." Right? So this is the purpose. The purpose of the document has not changed over the years. So those three words; trust, cooperation, and tolerance. Right? The way it should be practiced. Now, how it is practiced today, I think trust in today's world is we lie a little less to each other. Right? Cooperation would be you scratch my back, I'll scratch yours. And tolerance, I don't even want to go there. I'll create a big controversy. There'll be something else that might get edited out from here. But that's precisely what this is. And social responsibility. I mean, this is 1957, right?   0:14:57.5 Andrew Stotz: Yeah.   0:14:58.2 Balaji Reddie: And they were talking about social responsibility, which has become a fashion today, CSR, et cetera, et cetera. People could argue it's become more structured. Sure, sure. But the seeds were sown then, right? And now I'll read out the wordings of the first point where he says that purchaser... They say, "Purchaser and supplier are responsible for understanding each other's quality control systems and working together to implement quality control." But they updated it by saying, "Purchaser and supplier are jointly responsible for understanding each other's organizational systems and working together to create value for the end user." So understanding each other's companies is important, and each other's systems, the way you operate. And of course, main thing is you work together, which works in sync with Dr. Deming's interdependence in a system where you are independent and mutually dependent simultaneously. So that's point one. Point two, of course, is much more elaborate, saying that... This is where interdependence comes out... "Should preserve their individual autonomy while respecting each other's independence." So that's exactly what I just mentioned. That incidentally happens to be point two.   0:16:10.1 Balaji Reddie: Point three in this is, "Purchaser and supplier must be on the same wavelength. Speak the same language. In other words, talking about operational definitions, there should be no ambiguity in understanding and realizing requirements. Should clearly understand what each one is saying." So the use of operational definitions came in this point number three. Point number four talks about having contracts. But they said the contracts should cover the following; quality, quantity, price, delivery deadlines, and payment conditions. And in the new edition, they say there must be a quest for continual improvement. So putting that as point four. Point five is "go beyond merely conforming to specifications. This could involve studying the end use of component or activity and providing relevant evidence wherever possible." So this is, I think, the use of testing labs, et cetera, just as to give confidence to each other that we're on the right track. And also go beyond just trying to meet specifications. I think that comes in line with one of Dr. Deming's obstacles, the supposition that you can only meet specifications. And then he talks about evaluation. I mean, they talk about evaluation methods, but they say that "evaluation is not for judgment but for improvement." Yes, you need to be... Again, that famous statement that you need to be aware of what is happening and nothing more than that. And if you are evaluating the supplier, also help them attain the next level of performance. It's not us versus them; it's us and them. Right?   0:17:56.8 Balaji Reddie: So that's point number six. And then point number seven is very interesting. What if there are disputes, right? There should be some procedure for amicable settlement of disputes. And the word there is empathetic approach should be there towards settling disputes. And then of course, point number eight is improvement, innovation, invention happen only when you work together. So there should be a continual exchange of knowledge, training, information. And point number nine says integrate your processes as much as possible. And finally, the tenth point says do not lose focus on the consumer interest. So you can see here, Andrew, how they interpreted what Dr. Deming had to say. These were 10 principles they wrote way back in 1957, which are as relevant as they are even today. And working towards a single source, yeah, definitely Deming gave us that warning, you can't do it overnight and you can't do it immediately. So how do we approach that? All right.   0:19:04.3 Balaji Reddie: So what we decided to do, we said here in my company when we did this, I said that we need to first do a criticality analysis, right? Which are those items which are critical to the running of our business? Let's identify them first and then we begin with applying these principles, working closely with those items first, right? And once that is done and we learn how to do that, then we can expand our dragnet and include just about everyone. Eventually we want to go there, right? We want to go where we can work that way with just about everyone. But we begin with the critical items first because that's the way. These are critical to the running of your business, like I said, right? But because then you would just be... There could be something which is... I mean, you can't... Let's say I'm just giving an example, automotive industry and nuts and bolts and things like that. I'll start having a long-term relationship with the guy providing me with a nut and bolt, which could be available anywhere, right? There could be so many providers, suppliers of that item.   0:20:13.0 Balaji Reddie: So instead you identify those critical ones, start having long-term relationships with those, and for different reasons, they could be critical for different reasons, could be functionality, could be price, cost, scarcity, right? So all these things. So there is a method of applying Deming's point number four and it's very scientific and he meant it in a very, very right way. So he said invest in them through education and training, not just money, but education and training, making them as competent as you are because, well, that's the link, the supply... The strength of the chain. So I believe that this is a beautiful point. And once again, purpose. If you apply the Profound Knowledge to point number four, the aim and purpose should be explained. Variation. There should be some evidence. And Deming beautifully explains this in, I think, in Quality, Productivity, and Competitive Position. There's a wonderful example. He's given two suppliers, one providing statistical evidence of quality and one also meeting specifications but not providing any evidence, and how a company can work with each one of those. I don't think he's shown that in Out of the Crisis, but I think he's spoken once or twice about it during his seminars about working closely with the suppliers. And this was a new thing in America at that time, in the Western world, because the way they operated was pit one supplier against another, right?   0:21:47.7 Andrew Stotz: Yeah.   0:21:48.5 Balaji Reddie: Whereas he was trying to get them to work towards a single source.   0:21:54.9 Andrew Stotz: I think it's an uncommon thing today.   0:21:59.9 Balaji Reddie: Yes.   0:22:00.9 Andrew Stotz: I would say most supplier relationships are adversarial.   0:22:06.4 Balaji Reddie: Yes.   0:22:07.9 Andrew Stotz: And they're playing them off against each other and they're therefore bringing unnecessary variation and unnecessary distractions from delivering improved quality.   0:22:19.7 Balaji Reddie: Yeah. I remember the time when I was working on this in my company and I of course wanted to do this the right way, and there was one of my customers who taught me this. He called me up one fine day and said that, "Look, Mr. Reddie, we have... My purchase department will not be calling..." And this is the vice president of purchase talking to me, saying that, "My purchase officers will no longer be calling you from now on to place orders. We have outsourced this to a third-party logistical provider and they would be getting in touch with you." And I had never heard of this term "third-party logistical provider" right? I didn't know what it meant. And I just nodded in a courteous way on the telephone, so I just said, "Yes, sir." And he said, "Whatever cooperation you extended to me, please extend it to them. It's as though they are working with us, just in a very different form." "Fair enough," I said. And sure enough, that gentleman called up after 10 minutes and said, "I'm calling from this company. We are their third-party logistical provider and so I'd like to meet you in that respect." I said, "Sure." And so I went to meet this gentleman at the office. And he said something very funny when he spoke to me. He said, "You are the first supplier I'm talking to." Now, that bit I was not very surprised because my company's name began with an A, right? So if it's alphabetical order, we're right on top. No, not only that, since my boss was very superstitious, two A's, so AA. So we're always on top.   0:24:05.0 Andrew Stotz: Thought it was gonna be A1, but okay, two A's, that's good.   0:24:08.0 Balaji Reddie: Two A's. So when he said, "You're the first supplier," I just chuckled to myself, "Okay, I know." And then he said, "But you're my critical supplier." I said, "Wait a minute. Is he just trying to entice me to come and meet him almost immediately?" Because, "I need to talk to you immediately," he said. So anyway, I went to meet him, and after we shook hands, everything, then I said, "Right, I just want to clarify with you that you said I'm the first supplier you're calling up, and I'm quite sure why that is." And so he laughed. He said, "Okay, guilty as charged." But I said, "You said something else. You said that I'm a critical supplier. How do you say that?" I said, "If you apply the traditional analysis that is normally done inside companies, we call it ABC analysis, right? And so my component, which I supply to you, happens to be in the C category, right? So how am I critical? Is it C for critical?" And he laughed. He said, "Oh." He said, "No, if that's what you think it is." He said, "Your component may be in the C category when it comes to the price or whatever, but if your component fails to do what it's supposed to do, my entire compressor will explode, and that costs millions of rupees." And he said, "Not only that, okay, I may be able to replace the compressor or whatever, but what if it takes a life? I can't replace a life. And so your component is critical." And the light dawned on me. I said, "Damn, is this what Deming meant?" The single source, where you find something... That's where it inspired me to do the criticality analysis before you jump into anything. But let me tell you something funny. After I was enlightened, and this is happening in front of him, the light was shining on, the aha moment, and I came back to my own factory and I said, "Why don't I do this for my own product?" What I learned just now. So I did a quick analysis and I found there was one component which if that failed to perform, my entire... My product would fail to perform. Now, here's what I discovered that day. One, typically it was a C-class item, and second, I had two suppliers for it. Should I tell you the third thing, which is a shocker?   0:26:40.3 Andrew Stotz: Yeah.   0:26:40.9 Balaji Reddie: We weren't even carrying out incoming inspection on that item. That means my whole company was running on God's will, if you know what I mean.   [laughter]   0:26:50.4 Andrew Stotz: I do.   0:26:53.9 Balaji Reddie: So you can imagine it was a defining moment for me that I had to do this analysis. And that took me what, five, six months sitting down with all the people in my company because I had to do a... It was a comprehensive analysis we did. And then we identified the critical items, and then I said, "Now I'll go talk to them and see if we can start building something deep." And yeah, it was tough, but that's the way it is. So this point number four, Deming meant in the true sense of the word. And I think in today's world, it's even more relevant because today's companies are networks which are globally dispersed.   0:27:40.3 Andrew Stotz: Yeah.   0:27:40.7 Balaji Reddie: Right? And we discussed this in point number one. There has to be something that binds them together and that's the statement of purpose. But now building that entire... And of course, investing in them, education, training, et cetera, it's, I think, an integral part of today. In fact, HR, the human resource department in every company today, has a new job. They not only should plan for training, development of their own employees, but sit down with the purchase department, sit down with the R&D, sit down with the production and find out which are those suppliers who need this. Right? Because if the component is critical, then are they aware of the methods of... Are they... Do they have any idea? Profound Knowledge. If I can go ahead and talk the Deming language, and get them to adopt the new philosophy, blah, blah, blah. But that's what they need to do. So HR has a new job.   0:28:38.2 Andrew Stotz: There's a lot of training involved in that.   0:28:40.1 Balaji Reddie: Oh, yes.   0:28:40.7 Andrew Stotz: I don't think there's much I can add to that. I think your discussion of the price tag alone, it's something... The funny thing is that Deming understood finance.   0:28:52.1 Balaji Reddie: Yes. Yes.   0:28:54.1 Andrew Stotz: He understood the total costs. And I think many people totally ignore that.   0:28:59.5 Balaji Reddie: They do. Yes.   0:29:00.2 Andrew Stotz: So I appreciate that. Yeah.   0:29:01.6 Balaji Reddie: Yeah. Purchase price versus total cost.   0:29:03.1 Andrew Stotz: Yep.   0:29:04.6 Balaji Reddie: So the purchase price, I think he mentioned that. He writes that. I just verbatim read out what he wrote, that you can get the lowest purchase price, but it should include the operating cost. I think Toyota has added something more to that. They call it as the cost of materials that are required... Especially when they're talking about the automotive industry. Cost of material required to outlive the life of the car or the automotive. And the way I interpret is, when you use the word life, we look at it two ways: market life and useful life. That means as long as your product is in the market, you are responsible, and as long as the product is in the hands of the customer, you are responsible. So that, I believe, is the way you look at running businesses today. It's no longer limited to one transaction, getting out the product and leaving it in the hands of the consumer, but it's much more than that. It's what happens throughout the life. Right?   0:30:09.8 Andrew Stotz: So should we go to step five?   0:30:12.1 Balaji Reddie: Sure. So let's get to point number five. So point number five he says is, well, continual improvement to be practiced, et cetera, right? So let me just read out the point number five now. So he says here, "Improve constantly and forever the system of production and service to improve quality and productivity and thus constantly decrease costs." So yes, he said there should be teamwork in design and continual improvement. And the slight change in 1990, "Improve constantly and forever the system of production, service, planning, or any activity. This would improve quality and productivity and thus constantly decrease costs." So he just made it more elaborate. So he says here, "because putting out fires is not improvement, neither is discovery and removal of a special cause. This only puts the process back to where it should have been in the first place." He credits this thinking to Dr. Juran. He says, this is what I learned from his talk which he gave in the 1940s about the, again, the limitation of specifications only. So he says that now the way we look at it, because the way I saw him explain these points, he says, "Understand and analyze your processes and systems completely so that you focus on reducing the effects of variation on the system." And he says, "Keep improving and innovating continually. Systemize this philosophy." And this sentence really hit me, "Find out problems before they find you out." So your job is to keep looking for problems. And he said that you should encourage the people in the company to come and report problems to you. A problem is something that you did not anticipate in a process. Right?   0:32:28.9 Balaji Reddie: So when someone comes to you with a problem, you should be happy because you didn't anticipate that. It is something that you were not prepared for. And often he said managers don't understand people's problems. Forget their, they don't understand their own problems. And so he said we need to get that happening. And he said that... But of course he warned that stamping out those fires only puts back the process to where it should have been in the first place. We need to go beyond that, right? So any kind of suggestion... So this is all linked to the points that come even after this, but point five was to keep your eyes and ears open and welcome any kind of deviations being reported. Because people often tend to kill the messenger. I mean, the poor person who's come to you with a problem. Very often I've heard this scene happen. They say, "That is not the problem. You are the problem."   [laughter]   0:33:30.2 Balaji Reddie: And so the poor guy just stops reporting everything.   0:33:32.9 Andrew Stotz: Yeah.   0:33:33.6 Balaji Reddie: So I think that should be taken into account, that we need to encourage them, because this is a lot to do with the points which come later on which we'll be discussing. But this point number five, and he says systemize this. Make this a part of your day-to-day life as a manager, that people coming to you with problems are not doing that because they like to, because they have to, right? And you need to know that. So that is point number five. Now getting to point number six, because point number five was pretty straightforward. I can just read out the text. I think I did read it out, but yeah... Teamwork in design, yes. I think the main thing about special cause... Oh yeah, there's another paragraph here. He says, "Improvement nearly always means reduction of variation, that is, narrower control limits, though it may also require movement of the average, the center line, to a higher or lower level. Improvement of a stable system requires fundamental change in the process. This fundamental change required may be extremely simple. On the other hand, the fundamental change required may be complex or even costly. It may require authorization and effort higher up. If the system is not worth the cost of improvement, it might be wise to direct effort to other systems more in need of attention. We should study with the aid of a loss function the economics of shrinkage of variation." So for people complaining that Deming never gave us a method, haha, here he did. He gave us a method and he said use the loss function and decide whether it's economical to go for the improvement or not right away. You could go for it over the long term. You don't ignore it. There are the problems of today and problems of tomorrow, as he said. So there could be some which you can tackle later on, but the ones which you need right away, you need to attack them right away.   0:35:28.3 Andrew Stotz: Right.   0:35:28.4 Balaji Reddie: So that's precisely how I believe he wanted us to do this. So that was point number five. Now we get to point number six. Now point number six is training on the job. And this is an amazing point he says... Because the wording has not changed from the 1986 version to the 1990 version, but the text. So he says, "Training must be totally reconstructed. Management needs training to learn about the company all the way from incoming material to the customer. Management must understand and act on the problems that rob the production worker of the possibility of carrying out his work with satisfaction. A big problem in training arises from a flexible standard of what is acceptable work and what is not." This standard is too often dependent on the difficulty in meeting numerical quotas. So I told you this is all related to things that come further down. And then he says, "Your job description must do more than prescribe motions, do this, do that, this way, that way. It must tell what the work will be used for, how this work contributes to the aim of the system. Anyone on a job needs to understand in detail the work and the needs of the people that come after him in the flow diagram." So he refers to his flow diagram again of the work of the organization. "The effect of training will not be realized for months or even years in the future. Moreover, the effect cannot be measured. Then why does a company spend money for training? Because the management believe that there will be in the future benefits that far outweigh the cost. In other words, the management are guided by theory and not by figures. They are wise." Right?   0:37:17.6 Balaji Reddie: So it says here, "training must not only focus on how the job is done, but also the purpose of the job being carried out. Everyone must know how they are contributing to the entire system. Training must also aim at creating learners. This forms the basis of continual improvement and motivates intrinsically." So intrinsic motivation. So training is not just how, but why. We are coming back to Profound Knowledge. Why? Purpose, aim. Also understand that the impact of training will not be the same on everyone. So we bring in variation. Each one is different from the other. People learn differently. And of course, when you're looking at the entire theory, when you teach them, you teach them how to learn the theory. Right? So applying this, like I said, to point number six, training, and of course there's the other point number 13, which we'll be dealing with later, but these are linked. Right? Although he says you can't measure the effect of training, I think training is pretty company-specific, industry-specific, and very specific. So I believe you can measure in some ways the effect of training. Maybe development is a little tough to measure, but training, yes, because you can say that before training the person made so many mistakes, but after training the number of mistakes have come down. Before training the outcome was this, and after training the outcome is this. So I think you can do it in some way, although I think he meant it in a very broader sense that keep training and developing people and motivate them and things like that.   0:38:53.6 Balaji Reddie: But the main thing I think would be not just how, but why. I think I once mentioned this example, I don't know whether I remember taking that example here about the why when the person was trained. I mean, take the case here, of course, a hypothetical case based on something that I saw in a company, where the production manager approaches the HR person and says, "Some people are gonna be retiring, blah blah blah, I need some pair of hands at the desk for data entry into the system." And so the HR person says, "Right, I'll put an ad, I'll put an advertisement in the industrial circles, in the journals and see what happens." So an ad is put in the papers, et cetera. Wanted, data entry operator with the typical qualifications, SQL, blah blah blah blah, RDBMS. And then people apply and then they go through the typical process and they select a candidate. And I'm talking in an Indian scenario, so paying them something like say 15,000 rupees a month and say, "This is your job, data entry." And so this kid comes in and very, very sincerely starts entering data regularly every single day, without fail, does his work.   0:40:17.3 Balaji Reddie: Now after three, say five or six months on the job, suddenly one fine day he's sitting and doing his job at his desk and there's this person coming out in a three-piece suit with a tie, and you know, and then he realizes, "Oh, this is a big guy in the company." So when he approaches him, he greets him, "Good morning." And he said, "Yes, good morning. And are you a new employee here?" He said, "Yes." "And what do you do here?" He says, "I do data entry." "Oh, excellent, very good. Keep up the good work." And he walks away. Now around two weeks later, this kid gets a job offer in another company, right? Similar data entry, and salary is instead of 15,000, he's getting 25,000, which is a good amount of money. So he's gone, right? Why not? He's doing the same job. But now let's get to the place which is, let's say, Deming oriented and teaching the people not just what, but how, or why. And here's what happens. Guy is sitting at the desk, same scenario, okay, doing his work. And that three-piece suit gentleman comes in and says, "Yes, so are you a new employee here?" "Yes." "When did you join?" "Six months ago." "All right. And what do you do here?" "I do data entry." "But do you know what is done with the data that you enter?" And he says, "Quite frankly, I don't." "Come with me." And he takes him to the production planning and control department, and he sees there that there are people there using his data to make graphs and calculate what is needed and projections. And this kid is fascinated. He said, "I know how to do this, but I didn't know that I was so important."   0:41:58.3 Balaji Reddie: So he starts getting a little more enthusiastic about his work and not only just entering data, once in a while he goes to the PPP department, say a little before lunch, and just checking out what are they doing. And one fine day he decides to draw the graph which he saw there, because he says, "I can draw this graph. I saw that guy creating this." So he sends the graph, and that day those guys come to him and say, "Hey, you did a great job today. You sent us the graph and you saved us so much of time. So why don't you shift your desk and join us and be a part of us?" And so he goes there. Now, two weeks later, he gets a job offer from another company. Do you think he'll leave? [laughter] He's gonna think ten times because he suddenly realized how important he is, and he's growing and he's learning, and he says, "If I join another company, I'll be just another data entry operator, but here I have understood my purpose."   0:43:04.8 Andrew Stotz: Yeah, that's making an impact, being involved. Dr. Deming talked about this idea that we can't even really do a job if we don't know what it's for.   0:43:14.9 Balaji Reddie: Right.   0:43:15.0 Andrew Stotz: So there's that plus this whole psychology of intrinsic motivation. People want to contribute and feel like they're part of something. And when you really see that whole process, it definitely lights up eyeballs for everybody.   0:43:27.9 Balaji Reddie: Yeah. You remember the famous thing, "Clean the table"? [laughter]   0:43:30.7 Andrew Stotz: Yes, exactly. I watched this video of that with Robert Wright on YouTube over and over again where he would say, "I can't clean this table if you don't tell me what it's used for."   0:43:44.9 Balaji Reddie: That's right.   0:43:45.2 Andrew Stotz: Yeah.   0:43:46.4 Balaji Reddie: So I would say that's point number six, yeah.   0:43:49.0 Andrew Stotz: I think that that's a great wrap-up right there.   0:43:50.5 Balaji Reddie: Right.   0:43:52.0 Andrew Stotz: And the whole thing about training is fascinating because when you think about it, you think about someone like Dr. Deming, you think statistics, you think theory, you think this, but then here he is down on the factory floor understanding the importance of just a simple thing like training.   0:44:10.3 Balaji Reddie: That's right. That's right.   0:44:11.1 Andrew Stotz: I just found that that's what made him so down to earth, I think, when...   0:44:14.6 Balaji Reddie: Absolutely.   0:44:17.3 Andrew Stotz: When I encountered him, for sure. So, yeah. Wonderful.   0:44:20.5 Balaji Reddie: All right.   0:44:21.3 Andrew Stotz: Well, is anything you want to add before we wrap up?   0:44:24.4 Balaji Reddie: No, I think we're going at a good pace. I think this is fine. And so four, five, and six, work very closely with your suppliers. Keep looking for problems. I mean, we don't look at problems as a negative thing. It's something that we did not anticipate. Let's look at it that way. We were not prepared for it. When someone comes and tells you things that have gone wrong, be appreciative. Over here, my... The chancellor of our university, in fact, that's one of the things which I found... I was attracted to this gentleman. He founded this university. He made a statement. He said, "Problems are opportunities."   0:45:07.3 Andrew Stotz: Yes. That's the kind of people we want to work for.   0:45:11.1 Balaji Reddie: Oh, yeah.   0:45:13.0 Andrew Stotz: Definitely.   0:45:13.4 Balaji Reddie: When I saw that in his... In his photograph and written there, I said, "I'm at the right place."   0:45:19.0 Andrew Stotz: Wonderful.   0:45:19.9 Balaji Reddie: "I'm at the right place." Because he said just that. And of course, point number six, training is not just how, but why. When a person knows why, they always do a better job.   0:45:31.5 Andrew Stotz: Great. Well, on behalf of everyone listening and everyone all around, I want to thank you again for this discussion, Balaji. We keep going with these and I'm enjoying them just as much as everybody else is, I'm sure. So for listeners, remember to go to deming.org and jump into DemingNext to continue your journey. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming, and that is, "People are entitled to joy in work."   0:45:56.8 Balaji Reddie: Joy in work. Thank you so much.   0:45:59.3 Andrew Stotz: Yeah. Thank you.

EPISODE OVERVIEW A market-entry strategy that would once have cost three hundred thousand dollars and ninety days now lands on a chief executive's desk by three o'clock on a Tuesday afternoon. It is thorough, current, and in places better than the deck she last paid a firm for. And it is about to be approved by a board without a single human being having disagreed with it. In Episode 62 of Set 14: The Conscious Operator, host Pankaj Singh makes an argument almost nobody in the AI conversation is making: the ninety days were never the work. Most of that quarter was calendar — and inside the calendar, five things happened for free that nobody ever billed for. Assumptions surfaced. Stakes got weighed. Objections arrived. Second thoughts arrived. Ownership formed. Compress the timeline to six hours and all five vanish silently, because you cannot notice the loss of something that was never a line item. Anchored by a new sub-framework — W.E.I.G.H. — the episode gives leaders five deliberate moves to run in the hour between an AI-generated recommendation and the decision that acts on it. The central reframe: speed stops being an advantage the moment everyone has it, and as the production layer collapses toward zero, the judgment layer does not shrink with it — it becomes the entire job.WHAT YOU'LL LEARN ·         Speed is the new floor, not the advantage  — Why a six-hour strategy stops differentiating you the moment your competitor, and the two-person startup you have never heard of, can produce one too. ·         The day forty-seven question  — The single question that reveals what a compressed timeline quietly deleted, and why nobody notices the deletion. ·         What the ninety days were actually buying  — The five protections that were an accidental by-product of slowness, and why they have to be rebuilt on purpose now. ·         The W.E.I.G.H. framework  — Five moves — What would have to be true, Estimate the cost of being wrong, Invite the objection, Give it the night, Hold the ownership. ·         The judgment-layer arithmetic  — When production goes to near-zero and judgment does not get faster, judgment becomes proportionally all of what a leader is paid for — and most calendars have not moved an inch. ·         Simulated dissent vs. real dissent  — Why asking AI to argue against itself is worth doing and is still not an objection: it has never had to implement your decision and will not be in the room when it fails. ·         Reversible vs. one-way doors  — How uniform speed flattens every decision into the same apparent size, and the two-word test that restores the difference.The AI + Human Line  — What to hand the machine (research, synthesis, modelling, every draft option) and what stays human (what must be true, what it costs, who may object, the night, the signature    

You send the estimate over email and wait. They compare your number to two others and pick the cheapest one. You never had a chance — because you were never in the room.In this episode of Contractor Cuts, Clark and James walk through every point of contact between a lead coming in and a signature going on the estimate — when to call, when to Zoom, when to go face-to-face, and why you should never send new numbers by email.They cover:Why speed on the first contact matters more than anything else you doCapturing scope, budget, and the why behind the renovation on that first callThe either/or questions that reveal a client's budget without asking for itHow to turn down a job you don't want without burning the relationshipWhen the desk estimate helps the sale — and when it just adds frictionWhy you always schedule the next contact before ending the current oneThe real story of a $250K job they almost lost to a bad framing number — and won anywayGiving every lead 100%, even when 100% means "I can't take this one"Why the $5,000 job deserves the same process as the six-figure oneIf your estimates keep going out and going quiet, this is the episode that fixes the gap.

Interview with Rob Bruggeman, Director & CEO of Outcrop SilverOur previous interview: https://www.cruxinvestor.com/posts/outcrop-silver-gold-tsxvocg-12m-drilling-to-expand-high-grade-silver-resource-7129Recording date: 16th September 2026Outcrop Silver & Gold Corporation (TSX:OCG) has repositioned its investment case around a more rigorously classified, and larger, mineral resource at its 100%-owned Santa Ana project in Tolima, Colombia. The September 14, 2026 Updated Mineral Resource Estimate reports 29.9 million ounces silver-equivalent (AgEq) Indicated at 518.7 g/t, plus 27.9 million ounces AgEq Inferred at 368.5 g/t - a combined 57.8 million ounces across 13 vein systems, built on 130,006 metres of drilling. Despite total drilling nearly tripling since the 2023 maiden estimate, Indicated ounces grew a comparatively modest 23.5%, because the company applied a stricter classification standard requiring minimum drill-hole support - evidence, management argues, of a more defensible resource rather than a diluted one.The update comes under new leadership. Rob Bruggeman, an equities analyst by background who previously chaired Aberra Silver through its growth from under $10 million to over $2 billion in market capitalisation, became President and CEO roughly five months ago. He has been explicit that he prioritised a realistic resource over headline size, and has brought in Colombia-based geologist Carlos Torres as Vice President of Exploration.Grade remains Santa Ana's standout feature: at 518.7 g/t AgEq Indicated, it compares favourably to publicly disclosed primary silver peers, with individual veins - Las Maras, El Dorado, Paraiso and Guadual - running from roughly 590 to 855 g/t AgEq. Metallurgical recoveries of 96.3% silver and 98.5% gold, from a simple gravity-plus-flotation flowsheet, support management's view that initial capital costs can stay low, aided by existing highway, power and water infrastructure at the site.The next catalyst is a Preliminary Economic Assessment, starting end of September 2026 and expected in early 2027. Management has sized a preliminary target of roughly 800-1,000 tonnes per day, built from combined Indicated and Inferred resources, with a minimum mining width of one metre reflecting Colombia's cost-effective, labour-intensive cut-and-fill mining methods. A pilot plant, estimated at approximately C$5 million, is planned as an execution proof point ahead of any larger build decision.Exploration upside remains material: twelve known vein systems are not yet included in the resource, and the 17-kilometre mineralized corridor remains open at both ends. At the company's historical drilling productivity of roughly 445 ounces AgEq added per metre, reaching a stated 100 million ounce target would require an estimated 95,000 further metres of drilling - about two-and-a-half years at the current 35,000 metre annual pace.Ownership and financing support the story: Eric Sprott holds approximately 20% and Jupiter Asset Management approximately 9%, with C$15 million cash and C$8 million in in-the-money warrants as of August 2026. Colombia's government has also repealed ten restrictive mining resolutions as of September 2026 and targeted $4 billion in mining investment through 2030. Management's explicit near-term goal is to shift the market's valuation approach from a rough in-situ ounce metric toward a discounted cash flow basis - a shift the PEA is designed to enable.Learn more: https://www.cruxinvestor.com/companies/outcrop-silver-goldSign up for Crux Investor: https://cruxinvestor.com/subscribe

For nearly a century, Australians have believed that around 250,000 people lived here before colonisation. New research from a national team of academics suggests that number is far too low. They believe there could have been about 2.2 million Indigenous Australians living here before the British colonised the continent in 1788. SBS News reporter Josie Harvey spoke with Corey Bradshaw, a professor of global ecology at Flinders University, who co-led the research. He says the findings point to a devastating population decline by more than two million after 1788, driven by disease, violence and dispossession. Professor Bradshaw says understanding that history is vital to truth-telling, reconciliation and recognising the resilience of First Nations communities.

Our thoughts on the new Grand Tour; Tesla's accident avoidance pros/cons; Matt's surprising Taycan repair estimate; and a correction about the Lexus RZ550e.Patreon questions include:Should a recent college grad drain a 401k to buy a sports car?Is a new 6Pack Challenger a deal at $40k?How long does it take to REALLY know a car?Favorite small town near a race track?Why are Lotus Elise prices FINALLY going up?Fun cars for the winterWould the U.S. auto industry be BETTER without the oil crisis?The last hypercar we CARED aboutWhere to NEVER put your feetAnd more!Recorded September 9, 2026 Show Notes:Casper Right now, save up to 20% on mattresses when you go to https://casper.com QuinceFind your next fall favorites at Quince. Download the Quince app for app-exclusive offers, or go to https://quince.com/tire Get free shipping on your order and 365-day returns. Now available in Canada and the UK, too. AG1For a limited time, save 20% on your first subscription order of AG1 Next Gen or AG1 Pro at https://DRINK AG1.com/tire. DeleteMeGet 20% off your DeleteMe plan when you go to www.joindeleteme.com/tire and use promo code TIRE at checkout. Use Off The Record! and ALWAYS fight your tickets! For a 10% discount on your first case go to https://www.offtherecord.com/TST Want your question answered? Want to watch the live stream, get ad-free podcasts, or exclusive podcasts? Join our Patreon: https://www.patreon.com/thesmokingtirepodcast Instagram:https://www.Instagram.com/thesmokingtirehttps://www.Instagram.com/therealzackklapman Want your question answered? Want to watch the live stream, get ad-free podcasts, or exclusive podcasts? Join our Patreon: https://www.patreon.com/thesmokingtirepodcast Use Off The Record! and ALWAYS fight your tickets! Enter code TST10 for a 10% discount on your first case on the Off The Record app, or go to http://www.offtherecord.com/TST. Watch our car reviews: https://www.youtube.com/thesmokingtire Tweet at us!https://www.Twitter.com/thesmokingtirehttps://www.Twitter.com/zackklapman Instagram:https://www.Instagram.com/thesmokingtirehttps://www.Instagram.com/therealzackklapman

If you started repaying federal student loans around 2001-2006 and have been on a 20, 25, or 30-year income-driven repayment plan, you're right on the doorstep of forgiveness. Here's the catch: the forgiven balance triggers a potentially staggering tax bill — what we call the “tax bomb.” Learn who's at risk, how big the tax bill could be, missteps to avoid, and the exact steps to prepare.Key moments:(08:54) Estimate your forgiveness date without an official payment count tracker(18:02) What to save and invest for the tax bill(24:17) Parent PLUS restrictions and the consolidation cutoff(37:15) What the insolvency exclusion requires you to document, and why few qualify(53:17) Offer in compromise, and when the IRS will negotiate a reduced amountResources mentioned: IRS Offer in Compromise pre-qualifierIRS Form 1099-CMentioned in this episode:Tips I Can't Share PubliclyGetting our free newsletter? Upgrade your experience and discover student loan loopholes so good, they might get repealed if I talk about them publicly. Find out my very best thought leadership that I really just can't be open about anymore, unfortunately. If you want to get our very best tips, not just the ones that I can share for free. Go to studentloanplanner.com/insider to get a special discount for your year membership. Want more? Check out our other podcastStarting to think beyond your student loans? Check out our other show, Financially Free Era. It's about what comes next, investing, building wealth, and designing a life you actually want. Find "Financially Free Era by SLP Wealth" in your podcast app.

Should Christians want to get rich or has bad theology made believers afraid of money?In this value-packed episode, Zach sits down with entrepreneur and communicator Omar El-Takrori for an honest conversation about wealth, biblical stewardship, tithing, entrepreneurship, and why some God-given callings require serious capital.After investing more than $135,000 in coaching and personal development with Myron Golden, Omar went from making a few hundred thousand dollars a year to building a multimillion-dollar business. Omar unpacks how investing in himself changed his beliefs, why money should remain a tool instead of becoming an idol, and how Christians can pursue prosperity while keeping their hearts surrendered to God.You'll also hear:Why some Christians are afraid to pursue wealthHow $135,000 in coaching helped Omar build a multimillion-dollar businessWhat losing $100,000 taught him about fear, faith, and moneyHow tithing prepared his heart to steward greater wealthWhy increasing your ability increases what you can carryThe hidden cost of entrepreneurship and financial freedomThis isn't about getting rich for ego. It's about getting paid for purpose, increasing your capacity, and using what God gives you to serve more people.If this convo challenges the way you think about faith, money, and purpose, share it with someone who needs to hear it. Follow the I Like Birds Podcast so you don't miss what's coming next. Troy Brewer, Kelsie Blevins, and Rod Parker!Get Zach's new book "Me, Armani, & Jesus" Signed Copy here: Get on Amazon here:Work with Zach on a Speech: https://www.rippeywrites.com/contactBook Zach Rippey to Speak or Perform Comedy here: https://ilikebirdsministry.com/comedybookingConnect with Omar on YouTube:

Terry Lynch, CEO of Power Metallic Mines Inc. (TSXV: PNPN) (OTCBB: PNPNF) (Frankfurt: IVV1), joins us to review the key takeaways from the updated Mineral Resource Estimate and a comprehensive exploration update from their fully funded 100,000-meter drill program at the polymetallic NISK Project, located in the James Bay territory of Québec.  We also discuss all the pending drill results still at the assay lab further expanding the Lion Zone, other key regional exploration targets of interest, and the various modern technological survey approaches being deployed to guide their drill targeting.   On Sept. 8, Power Metallic announced an updated Mineral Resource Estimate ("MRE") for its Nisk Project (Power Metallic 80% / Critical Elements Lithium Corp. 20%) including the inaugural mineral resource for the Lion Zone and an updated mineral resource for the Nisk Main deposit.   Key Highlights:     On Sept. 8, Power Metallic announced an updated Mineral Resource Estimate ("MRE") for its Nisk Project (Power Metallic 80% / Critical Elements Lithium Corp. 20%), including the inaugural mineral resource for the Lion Zone and an updated mineral resource for the Nisk Main deposit. Lion contains 4.145 Mt Indicated at 3.86% CuEq (68% Cu, 2.61 g/t Pd, 0.85 g/t Pt, 0.49 g/t Au, 12.21 g/t Ag, 0.10% Ni), plus 0.601 Mt Inferred at 4.01% CuEq (1.84% Cu, 2.86 g/t Pd, 0.59 g/t Pt, 0.41 g/t Au, 12.47 g/t Ag, 0.13% Ni). Over 85% of resource already in Indicated status MRE cut-off was April 19; the post-MRE cut-off deep drilling was not included Currently 5 drill rigs are still active, as part of the ongoing 100,000 meter exploration program Additional assays are expected back from the lab by late September Mineralization starts at surface with ~59% of tonnes within open-pit resource Metallurgical studies have demonstrated a >98% Cu recovery, with a 25%+ Cu concentrate The company has ongoing workstreams building towards a Preliminary Economic Study (PEA) in H1 of 2027.   From here, the exploration question is how deep Lion goes and where the nickel went? Lion carries the copper and precious metals that come out of a magmatic sulphide system last; the nickel-rich sulphide that comes out first should be somewhere in the system, and the Company has not found it yet. The summer program has been aimed at the down-dip extension of the shoot, with some holes targeting hundreds of metres below the current resource. Assays on Lion Deep are expected by the end of September.   Terry outlines that the current drill program focused on expanding the mineralization around the Lion Zone both stepping out looking for other broad mineralized zones, and also testing at depth for the potential “Elephant Zone” feeder system to the mineralization at Lion West, Lion Deep, and the Tiger Deep zones.  Terry mentioned that there were some surprising gold intercept values encountered when testing part of Lion Deep that will get some follow-up work down the road. Additionally, new polymetallic targets are being tested in fan holes at the Hydro Fold-Hinge Zone, which will utilize borehole EM technology.     Next we discussed the utilization of modern scientific approaches to exploration, building on the recent Muon Tomography program to accelerate the hunt for deeper high-grade Ni-Cu-PGE zones, look for a similar specific gravity reading as where they've already encountered massive sulphide mineralization. Power Metallic is also conducting an Ambient Noise Tomography (ANT) survey on the Nisk Far West target, completing a gravity survey over the Lion area, and completing a superconducting quantum magnetometer SQUIDs survey over the Lion area. These state-of-the-art techniques that will sharpen future drill targeting for the Lion Zone extensions and new discoveries across the expanded property.   Wrapping up Terry outlined the larger value proposition in Power Metallic with updated MRE leading to a PEA in H1 of 2027, all the additional drill results that will keep coming in for the foreseeable future, the extra optionality from the Saudi Arabian exploration initiatives, and the continued exposure to Chilean Metals.     Click here to follow the latest news from Power Metallic Mines     For more market commentary & interview summaries, subscribe to our Substack reports:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/     Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

EPISODE OVERVIEW A market-entry strategy that would once have cost three hundred thousand dollars and ninety days now lands on a chief executive's desk by three o'clock on a Tuesday afternoon. It is thorough, current, and in places better than the deck she last paid a firm for. And it is about to be approved by a board without a single human being having disagreed with it. In Episode 62 of Set 14: The Conscious Operator, host Pankaj Singh makes an argument almost nobody in the AI conversation is making: the ninety days were never the work. Most of that quarter was calendar — and inside the calendar, five things happened for free that nobody ever billed for. Assumptions surfaced. Stakes got weighed. Objections arrived. Second thoughts arrived. Ownership formed. Compress the timeline to six hours and all five vanish silently, because you cannot notice the loss of something that was never a line item. Anchored by a new sub-framework — W.E.I.G.H. — the episode gives leaders five deliberate moves to run in the hour between an AI-generated recommendation and the decision that acts on it. The central reframe: speed stops being an advantage the moment everyone has it, and as the production layer collapses toward zero, the judgment layer does not shrink with it — it becomes the entire job.WHAT YOU'LL LEARN ·         Speed is the new floor, not the advantage  — Why a six-hour strategy stops differentiating you the moment your competitor, and the two-person startup you have never heard of, can produce one too. ·         The day forty-seven question  — The single question that reveals what a compressed timeline quietly deleted, and why nobody notices the deletion. ·         What the ninety days were actually buying  — The five protections that were an accidental by-product of slowness, and why they have to be rebuilt on purpose now. ·         The W.E.I.G.H. framework  — Five moves — What would have to be true, Estimate the cost of being wrong, Invite the objection, Give it the night, Hold the ownership. ·         The judgment-layer arithmetic  — When production goes to near-zero and judgment does not get faster, judgment becomes proportionally all of what a leader is paid for — and most calendars have not moved an inch. ·         Simulated dissent vs. real dissent  — Why asking AI to argue against itself is worth doing and is still not an objection: it has never had to implement your decision and will not be in the room when it fails. ·         Reversible vs. one-way doors  — How uniform speed flattens every decision into the same apparent size, and the two-word test that restores the difference.The AI + Human Line  — What to hand the machine (research, synthesis, modelling, every draft option) and what stays human (what must be true, what it costs, who may object, the night, the signature   

This week on The Collector Car Podcast, we're back with more incredible cars, great stories and one spectacular failure in automotive valuation. We start at Concorso Italiano with an unrestored Ferrari 275 GTB, where Morgan and Nicholas from McPherson College join me for a closer look at what makes an original, unrestored Ferrari so special. The imperfections, finishes and evidence of its past are exactly what make a car like this so fascinating. Then we discover something completely different: a reimagined Alfa Romeo that takes the restomod philosophy we associate with a Singer Porsche and applies it to one of Italy's great marques. The execution is extraordinary—and I think it may be the most perfect Alfa Romeo I've ever seen. Finally, it's time for another round of Guess the Hammer. This time, Greg Ingold and I tackle a Daytona Cobra and try to predict where the hammer will fall. Two Gregs. A lot of collector-car experience. One legendary Cobra. And we both miss the mark horribly. A huge thank you to Broad Arrow Auctions, presenting sponsor of The Collector Car Podcast, for their continued support of the show and the collector car hobby.

Joe's Premium Subscription: www.standardgrain.comGrain Markets and Other Stuff Links —Apple PodcastsSpotifyTikTokYouTubeFutures and options trading involves risk of loss and is not suitable for everyone.

Dr. Bastien Krumm is a researcher at the University of Lausanne and a member of the Center of Research and Expertise in Anti-Doping Sciences (REDs). In our inerview, he shares more about his career and research at the intersection of exercise physiology and anti-doping. Dr. Krumm discussed plasma volume fluctuations, how this can impact interpretation of the Athlete Biological Passport, and his recent research using a machine learning approach to estimate plasma volume for anti-doping analyses. 

The Government of Saint Lucia has submitted its financial requirements to the United States in relation to an arrangement for receiving third-country nationals from the U.S. Minister for External Affairs Hon. Alva Baptiste says negotiations on the financial implications are ongoing and the government is not yet prepared to disclose the amount proposed. He emphasized that any arrangement must take into account Saint Lucia's status as a small, open and vulnerable economy and must not place additional pressure on national development programs or existing government priorities.

Painting contractor leads, painting business marketing, Facebook Ads, Google LSA, and booked estimates — Cayleb Pletos reveals how painting contractors can build a predictable lead generation system.In this episode of Contractor Secrets, Cayleb breaks down his Ultimate Estimate Engine — a system designed to generate painting leads, automatically schedule qualified estimates, optimize routes, and create predictable growth.The system combines Google Local Services Ads + Facebook Ads + Routemize + DripJobs + appointment setting to move prospects from lead to booked estimate without relying on constant manual follow-up.In this episode, you'll learn:• How to generate more painting contractor leads• How to get more estimates booked on your calendar• How to improve Google Local Services Ads• How Facebook Ads work for painting companies• Why your ad creative needs to build a personal brand• How to target higher-quality painting leads• Why fast follow-up matters• How to automate appointment scheduling• How route optimization improves estimator efficiency• How to create consistent year-round lead flowThe goal isn't just more leads.It's building a system that consistently turns:TRAFFIC → LEADS → BOOKED ESTIMATES → JOBSCHAPTERS:00:00 Routemize Launch Party01:27 Meet Cayleb Pletos01:42 The Ultimate Estimate Engine06:04 The Original Estimate Engine07:30 What Happens When You Get More Leads09:19 Why Appointment Setting Breaks Down11:33 Google Local Services Ads12:52 How to Get More LSA Leads16:15 Facebook Ads for Painting Companies18:40 How to Create Better Facebook Ads20:00 Why Personal Branding Matters22:27 Example of a Painting Facebook Ad23:09 Why This Facebook Ad Works24:52 Automating Lead-to-Estimate Scheduling26:45 Building Predictable Lead Flow27:34 The Ultimate Estimate EngineIf you're a painting contractor or painting business owner looking for more leads, better marketing, more booked estimates, and predictable growth, this episode is for you.Subscribe to Contractor Secrets with Tanner Mullen for more on painting business growth, contractor marketing, lead generation, sales, systems, and scaling.#PaintingContractor #PaintingBusiness #PaintingLeads #ContractorMarketing #GoogleLSA #LeadGeneration #ContractorSecrets

Aaron Katz is the Co-Founder and CEO of ClickHouse, the real-time analytics database powering companies including OpenAI, Anthropic, Tesla and Microsoft. ClickHouse just surpassed $350M in ARR and raised over $1B from investors including Dragoneer, Khosla Ventures, Coatue, 20VC and Benchmark. Previously, Aaron was CRO at Elastic, where he helped scale revenue from approximately $5M to $500M and led the company through its IPO. Before Elastic, he spent 12 years at Salesforce, working alongside Marc Benioff and helping transform it from a 200-person startup into a global software giant. AGENDA: 4:05 Are we in an AI bubble? 13:40 How does software change when agents—not humans—make buying decisions? 22:28 Will 90% of tokens flow through open models; can enterprises trust them? 31:09 Why did ClickHouse sponsor Fulham; and could sports teams become $20B assets? 35:49 When will ClickHouse hit $1B ARR?  38:31 Can startups still win elite talent from OpenAI? Biggest remote work mistake? 44:54 Is zero-to-$100M ARR now table stakes; or is durable growth what matters? 48:51 Is college still worth it;  which jobs will survive AI? 57:58 When will ClickHouse go public; and why not next year?  

While it is true that an August apple forecast was not put out by the Washington State Tree Fruit Association this year, you may have seen one from the US Apple Association.

Interview with Colin Joudrie, CEO, Selkirk CopperOur previous interview: https://www.cruxinvestor.com/posts/selkirk-copper-mines-tsxvscmi-restart-developer-targets-mid-2028-production-10866Recording date: 26th August 2026Selkirk Copper Mines is executing a restart of the past-producing Minto copper-gold-silver mine in Yukon, Canada, an asset that operated successfully for 16 years before its most recent operator entered bankruptcy in 2023. Rather than building a new mine, Selkirk is rehabilitating existing infrastructure - a 4,100 tonne-per-day processing plant, underground and open-pit workings, a 400-person camp, water treatment facilities and grid power - an approach management argues meaningfully compresses both the capital and time required to reach production.The exploration case has strengthened materially over the past year. A Phase 1 drill programme of 52,288 metres, completed in mid-2026, underpinned an updated Mineral Resource Estimate showing a 182% increase in Measured & Indicated copper to 940 million pounds, alongside comparable increases in gold and silver. An ongoing Phase 2 programme, targeting 50,000 metres, is now more than 90% complete and running ahead of schedule, with recent assay results including a 13.12% copper-equivalent intercept at the high-grade Minto North zone and step-out drilling that suggests further expansion potential to the south. Roughly half of the resource growth is attributed to drilling success, with the remainder reflecting updated metal price assumptions.A structural feature distinguishes Selkirk's economics from the prior operation: a gold and silver streaming agreement that previously diverted precious metals revenue to an outside party was eliminated during the bankruptcy process. CEO Colin Joudrie describes this as a rare outcome that leaves the company with full exposure to gold and silver, which together represent roughly 35% of the deposit's value. Management also plans metallurgical upgrades - adding gravity recovery circuits and a permanent crusher circuit - intended to lift precious metals recovery and reduce milling costs relative to historical performance.The near-term roadmap is defined. A Preliminary Economic Assessment, incorporating the enlarged resource base, is targeted for completion in Q3 2026 and will provide the first formal cost and production estimate under Selkirk's ownership. A Feasibility Study is expected to begin around the end of September 2026, feeding into a final investment decision targeted for mid-2027, with first production targeted for mid-2028. Restart capital costs are currently expected to be in the range of C$200 million, financing for which - alongside potential offtake and streaming arrangements - is expected to be arranged over the next 12-18 months.Joudrie situates the restart within a broader copper market thesis: negative treatment and refining charges, ageing global mine supply, and recent major operational failures elsewhere have left the market structurally short, a gap he believes new, quickly-executed supply like Minto is well positioned to help fill. Risks include permitting amendment timing, which remains outside the company's direct control, Yukon-specific cost inflation in contract mining, and the execution risk of translating a substantially larger drill database into a coherent, financeable mine plan. The PEA release stands as the clearest near-term test of whether the exploration success translates into a credible economic case.Learn more: https://www.cruxinvestor.com/companies/selkirk-copperSign up for Crux Investor: https://cruxinvestor.com/subscribe

We're talking about Mayor Frey's proposed property tax levy for 2027 with Commissioner Jason Garcia, of the Minneapolis Park & Recreation Board, and Eric Harris Bernstein, of the Board of Estimate & Taxation. The Park Board is feeling shortchanged by the mayor's suggested 2.5% increase in their levy, at the same time he has proposed a 14.4% increase for the city's portion of the levy. We discuss the mayor's ideas to create savings by consolidating some of the Park Board's internal functions, like human resources, payroll, and IT, into the city - and why the Park Board is skeptical. What would the mayor's proposed cuts mean for the Park Board? Is it likely to pass? Why is the disparity between the city and park board so wide - are the police and fire departments eating all our money? Is this budget battle the best recent example of how an independent, elected Park Board is important to the success of Minneapolis parks? Plus we get a healthy dose of "tax positivity" from Eric.Watch: https://youtube.com/wedgeliveJoin the conversation: https://bsky.app/profile/wedge.liveSupport the show: https://patreon.com/wedgeliveWedge LIVE theme song by Anthony Kasper x LaFontsee

You look at the job and the numbers work. You finish the job and somehow the profit is gone. It didn't disappear on the estimate — it leaked out in eight places you're probably not tracking.In this episode of Contractor Cuts, Clark and James walk through the leaky bucket: the specific spots where contractors quietly bleed profit, and what to tighten up so you can pick up two to four points on every job.They cover:Unbilled trips — the drive-bys, Home Depot runs, and "I'll be right over" calls eating three hours a weekTimeline slip — how a three-week job becoming four weeks costs you 20% of your annual revenueGray area absorption — saying yes to free work and never naming itFlat markup — why 35% across the board loses you bids and underprices your riskEquipment sitting idle — the toys you justify for one job and pay for all yearFree pre-construction — why every estimate needs a pre-con line, even a $150 oneRework from late decisions — the changes that cost $400 now and $4,000 laterOverhead creep — why one good month isn't permission to buy the truckWhich leak Clark and James think is the most dangerous — and why it's the hardest to seeIf you're doing good work and still wondering where the money went, start here.

The price tag for the Pentagon's ambitious Golden Dome missile defense system has become a point of contention between the Defense Department and the Congressional Budget Office. CBO says the vision laid out by President Trump last year could cost taxpayers at least $1.2 trillion over two decades, but Pentagon officials have pushed back on that estimate and questioned some of the assumptions behind it. Federal News Network's Rachel Cohen joins me with more.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

https://19-minutes.supercast.comPro Farmer's 173.2-bushel corn estimate landed well below USDA's 180.7, while its 53.3-bushel soybean estimate came in above USDA's 52.7. Recently retired Iowa State economist Chad Hart explains why that split matters and what farmers should consider while grain prices are back near their spring highs.How Pro Farmer's field checks compare with USDA's estimatesWhy June weather reduced ear counts, but cool grain-fill conditions could still preserve more yieldWhat a 173-bushel corn crop could mean for production and ending stocksWhy feed and residual would likely be adjusted if the crop gets smallerHow corn exports, ethanol, soybean crush, and Chinese buying are supporting demandWhy Hart still expects another pullback during harvestWhether $5 corn and $12 soybeans are worth an early 2027 markerEven at 173.2 bushels per acre, this could still be one of the largest corn crops ever. Hart's practical message is to reassess unpriced bushels, especially grain that cannot be stored, rather than assuming a rising market will keep moving higher.#CornMarket #SoybeanMarket #GrainMarketing

Learn how to save for a home, pursue FIRE, and quiet money anxiety when every goal feels urgent at once. What does it really take to balance saving for a first home, building toward early retirement, and spending without guilt — when every goal feels like it needs to come first? Hosts Sean Pyles, CFP®, and Elizabeth Ayoola sit down with listener Hana from Portland, a super-saver putting away over $4,000 a month who still worries she's falling short. They dig into how much she actually needs for a down payment and closing costs, what makes a home a money pit rather than a sound investment, how to prioritize competing goals like the HSA, 401(k), Roth IRA, and house fund, and what it really takes to hit FIRE in 15–20 years — plus the money anxiety that makes even high savers second-guess every dollar they spend on fun. See how far your homebuying budget could take you with NerdWallet's free home affordability calculator: https://www.nerdwallet.com/mortgages/calculators/how-much-house-can-i-afford  Buying a home? Estimate the closing costs for a house of any value with this calculator: https://www.nerdwallet.com/mortgages/calculators/closing-costs  Mortgage Closing Costs: How Much You'll Pay https://www.nerdwallet.com/mortgages/learn/closing-costs-mortgage-fees-explained  First-Time Home Buyer Loans and Programs: A Beginner's Guide https://www.nerdwallet.com/mortgages/learn/programs-help-first-time-homebuyers  Want us to review your budget? Fill out this form — completely anonymously if you want — and we might feature your budget in a future segment! https://docs.google.com/forms/d/e/1FAIpQLScK53yAufsc4v5UpghhVfxtk2MoyooHzlSIRBnRxUPl3hKBig/viewform?usp=header Smart Money's YouTube Channel: https://youtube.com/@nerdwalletsmartmoney To send the Nerds your money questions, call or text the Nerd hotline at 901-730-6373 or email podcast@nerdwallet.com. Like what you hear? Please leave us a review and tell a friend. *The show notes were created with the assistance of AI. They have been reviewed by our editorial team for accuracy and quality. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this Company Update, we are joined by Simon Dyakowski, President and CEO of Aztec Minerals (TSX-V: AZT, OTCQB: AZZTF), to review recent high-grade drill results from the new North Extension Zone at the Tombstone Project in Arizona. North Extension Zone Drilling Success: Simon details the initial drill results from the newly acquired North Extension Zone, highlighting significant high-grade gold-equivalent intercepts and what this means for project expansion. Pending Lab Assays & Exploration Pace: Learn about the 11 completed drill holes currently pending laboratory results, covering an extensive potential strike extension. Gold-Silver Mineralization Mix: An overview of the property-wide commodity distribution, balancing high-leverage gold targets with strong silver potential across various zones. Upcoming Catalysts & Maiden Resource Estimate: Insight into the timeline for the upcoming Maiden Resource Estimate (MRE) expected in early Q4, along with updates on ongoing metallurgical testing and extended drilling plans.   Please email me any questions you have for Simon. My email address is Fleck@kereport.com.    Click here to visit the Aztec Minerals website - https://aztecminerals.com/   ---------------------- For more market commentary & interview summaries, subscribe to our Substacks:  The KE Report: https://kereport.substack.com/  Shad's resource market commentary: https://excelsiorprosperity.substack.com/   Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security or investment product. Investing in equities, commodities, really everything involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

This month we are focusing on Habit 8: Peaceful Productivity.My goal is to help you build habits peacefully so that you can impact your world powerfully.In the Hello Mornings Daily Podcast, I share a simple tip based on our monthly theme and then I close the podcast with our 3-Minute Morning Routine.THE 3-MINUTE MORNINGGod Time: Pray Psalm 143: 8 (Minute 1)Plan Time: Prayerfully Review Your Calendar  (Minute 2)Move Time: Take 5-10 Deep Breaths (Minute 3)That's it! Adjust as needed and use as your pathway to a growing morning habit!Want to go deeper with our workshops, journals, Bible Studies and accountability ? Join The Hello Mornings Academy, where we help Christian women build habits and reach goals peacefully so they can impact their world powerfully.GOODIES: Click here to download our FREE morning routine goodies.COMMUNITY: Click here to learn more about the Hello Mornings Academy.BOOK: Click here to get the Hello Mornings BookCheering you on,❤️ Kat Lee   

AP Washington correspondent Sagar Meghani reports on a Pentagon estimate for extending the National Guard's deployment in the nation's capital.

You did the visit. You built the estimate. Then nothing. No call, no text, complete radio silence. It feels like a price problem. It almost never is.I'm Chad Peterman, CEO of Peterman Brothers. Over the last 15 years we've scaled from $5 million to over $115 million a year in home services, and we've watched thousands of estimates close and not close. The pattern is consistent enough that I can usually tell before the tech leaves the driveway whether that job is coming back.Ghosting isn't a pricing problem. It's a trust problem disguised as one. The estimate you sent didn't lose the job. Something that happened before you sent it did.Which part of the visit are you going to work on first? Drop it in the comments.Want to connect with me and my team? Schedule a call: https://40kl04.share-na2.hsforms.com/2_9Pg3PvxTw-EsBumhedfjg Subscribe to Can't Stop the Growth for more on scaling a home service business.Free Coaching for Home Service Pros: https://cantstopthegrowth.com/ Connect with Chad: LinkedIn: https://www.linkedin.com/in/chad-m-peterman/ Facebook: https://www.facebook.com/chadmpeterman Learn more about: Chad Peterman - https://chadmpeterman.com/ Peterman Brothers - https://www.petermancareers.com/ The People Forward Network - https://peopleforwardnetwork.com/

ASN CEO and EVP Tod Ibrahim hosts a discussion with authors Tobias Wang, Henrik Knudsen, and Henrik Dimke about their JASN article on how Poul Brandt Rehberg's discovery of creatinine clearance 100 years ago shaped GFR measurement.

ASN CEO and EVP Tod Ibrahim hosts a discussion with authors Tobias Wang, Henrik Knudsen, and Henrik Dimke about their JASN article on how Poul Brandt Rehberg's discovery of creatinine clearance 100 years ago shaped GFR measurement.

Interview with Steven Sirbovan, CEO, ICG Silver & GoldOur previous interview: https://www.cruxinvestor.com/posts/icg-silver-gold-cseicg-newly-listed-district-scale-play-fully-funded-for-drilling-9778Recording date: 27th July 2026ICG Silver & Gold Ltd. is a Nevada-focused precious metals explorer advancing the Tuscarora District, a roughly 10,000-acre, 100%-owned land package sitting at the intersection of the Carlin and Independence Trends in Elko County. Since listing on the CSE on 31 March 2026, the company's central task has been converting a large but fragmented historical dataset into a coherent, drill-ready district-scale thesis - and the latest update from CEO Steven Sirbovan suggests meaningful progress on that front.The headline development is data, not drilling: ICG's historical drilling database has grown from 25,000 to 40,000 metres, pulled from lab archives and physical records dating back to the 1960s. Critically, a third-party mineral resource geologist has assessed that database - combined with the company's current 3,000-metre Phase 1 RC programme - as sufficient to support a maiden inferred resource without any additional core drilling. That's a meaningful capital-efficiency win for a company with a tight, roughly 43-million-share basic capitalisation (54.5 million fully diluted).The Phase 1 programme itself, which commenced 2 July 2026 with Major Drilling International, budgeted at approximately $1.5 million, is sequencing six priority targets: Silica, Battle Mountain, and King's Vein in the Central Zone (roughly 80% of metres), followed by Grand Prize and East Pediment in the more silver-prospective East Zone, before returning to Modoc. Notably, South Navajo - the target with the deepest historical drilling and the district's best-known intercept (4.57m at 127.08 g/t gold, including 1.52m at 368.31 g/t gold, drilled by Novo Resources in 2016) - is being held back from Phase 1 entirely, with management confident in roughly 80% of the historical data there without further verification.Sirbovan has framed the programme's real objective as testing continuity rather than chasing standalone high-grade hits: understanding whether a lower-grade halo exists between known veins, and whether targets like Modoc, Silica, and Battle Mountain - previously treated as one system - are structurally connected at depth. QA/QC on both historical and current drilling is being led by VP Exploration Korbon McCall, who has been re-verifying historical assay certificates directly against lab records.Assay results are expected between August and October 2026, with a first mineral resource estimate targeted for Q1 2027 - management has cited an internal ambition of at least 500,000 gold-equivalent ounces as an initial baseline. Management, insiders, and significant shareholders hold over 25% of the tight capital structure. At an approximate C$18 million market capitalisation, ICG trades at a discount to profiled Nevada peers (C$24-160 million), several of which remain pre-resource themselves - leaving the upcoming assay and resource news flow as the key catalysts that could close that valuation gap, assuming results confirm the continuity thesis management has laid out.Learn more: https://www.cruxinvestor.com/companies/icg-silver-goldSign up for Crux Investor: https://cruxinvestor.com

Season 4, Episode 8 | "You will get so much further with consistent modest execution."Everyone says they have a time problem. Most of them don't. Dane and Mitch break down why the overwhelm you feel isn't really about the clock, it's about how you're relating to complexity, comfort, and your own capacity. They walk through time blocking as an honest budgeting exercise, why cramming your to-do list is a form of self-deception, and how the reward for doing well is more complexity, not less. If your days feel reactive and your list keeps growing, this one's for you.Chapters:00:00 Introduction01:04 Busy, Overwhelm, and Complexity04:33 Beyond Productivity Hacks07:46 Time Blocking Done Right11:21 Honesty Over Motivation15:08 Purpose of Time Blocking18:59 CREDO25:23 Abstinence to Reveal Truth32:43 Spiritual Disciplines for Change36:17 Final Takeaways and Next StepsMentions:US Open / Arthur Ashe Stadium: Referenced for the "Pressure is a Privilege" sign and the framing of tension as a signal of growth.Sunsama: Daily planning tool Dane uses to pull tasks from calendar and lists into a realistic time-blocked day.Time Boss: A (non-affiliated) Time management training aligned with MWOD philosophy and practice, led by a Man of Discomfort, Andrew Hartman.Alpha: A Christian organization mentioned in the context of community and spiritual disciplines.Anchor Actions:1. Block Tomorrow, Not Next Week: Tonight, pull your task list and your calendar together and time block only tomorrow. Estimate how long each task actually takes and fit it into real hours. You'll see reality faster.2. Get Curious About Your Complicity: The next time you feel overwhelmed, stop and ask how you're contributing to the complexity. The pathway out usually starts by admitting how you got in.3. Choose Modest Execution: Cut your to-do list in half this week. Do the fewer things consistently instead of pretending you'll do it all. Consistency compounds, delusion doesn't.Join Us:Our Membership Community (MWOD) is where we embrace discomfort as a path to personal development. Remember, it's probably not for you... but if we're wrong about that, or if you want to find out for yourself, visit us at MWOD.io

If they say "Just send the estimate" you need to do and say these words first. Never just send the estimate. If you do, the chase is on. You'll wonder what happened and possibly never hear from them again. Tried and true tips to help you close the deal and stop getting ghosted.

There has been a big change to estimating what the Washington apple crop will look like from year to year.

Learn how to budget for dropping to one income with a baby on the way. Plus: what's really happening to the 50+ workforce? What's driving the labor force participation rate to a 50-year low — and what does it mean for the more than one million Americans aged 54 and up who are still looking for work? Sean Pyles, CFP®, and Elizabeth Ayoola are joined by news colleague Rick VanderKnyff and Gary A. Officer, president and CEO of CWI Works, to dig into the real challenges facing older workers today. They cover why age discrimination costs the U.S. economy an estimated $850 billion a year, how AI anxiety is hitting older workers in physically demanding jobs hardest, why the barriers to re-entering the workforce after retirement are steeper than most people realize, and what a 27% long-term unemployment rate among older Americans says about who the job market is actually built for. When you're expecting your first baby and planning to leave the workforce, how do you know your finances are truly ready for the shift to one income? Sean and Elizabeth sit down with listener Paige, who has over a year of expenses saved and around $100,000 in retirement funds but is still anxious about the jump. They tackle the specific decisions she's wrestling with: what to do about retirement contributions when one partner stops working, which expenses could be safely cut before baby arrives, whether her current life insurance coverage is adequate for a growing family, and how to build a realistic picture of what her budget could look like once the paycheck disappears this fall. Use NerdWallet's 50/30/20 budget calculator to see how your needs, wants, and savings stack up: https://www.nerdwallet.com/finance/learn/nerdwallet-budget-calculator  Estimate how much life insurance your family could need with NerdWallet's calculator: https://www.nerdwallet.com/insurance/life/learn/how-much-life-insurance-do-i-need  Subscribe to our podcast's free email newsletter for bonus content and more from our hosts at https://smartmoney-nerdwallet.beehiiv.com/  Want us to review your budget? Fill out this form — completely anonymously if you want — and we might feature your budget in a future segment! https://docs.google.com/forms/d/e/1FAIpQLScK53yAufsc4v5UpghhVfxtk2MoyooHzlSIRBnRxUPl3hKBig/viewform?usp=header Smart Money's YouTube Channel: https://youtube.com/@nerdwalletsmartmoney To send the Nerds your money questions, call or text the Nerd hotline at 901-730-6373 or email podcast@nerdwallet.com. Like what you hear? Please leave us a review and tell a friend. *The show notes were created with the assistance of AI. They have been reviewed by our editorial team for accuracy and quality. Learn more about your ad choices. Visit megaphone.fm/adchoices

How much does a Hawaii trip really cost in 2026, and are you budgeting enough before you book?

What happens when you stop shrinking, stop striving, and finally believe what God says about you?17-year-old author and entrepreneur Macy Jules shares how she overcame identity struggles, anxiety, perfectionism, unhealthy friendships, and an eating disorder by learning to abide in Christ instead of trying to control everything.Macy also reveals how she graduated two years early, turned her private journal entries into the book *Revealing Your Greatness*, and grew from 96 to more than 8,000 followers by boldly sharing biblical truth online.You'll discover:* How to replace lies about your identity with God's truth* Why your waiting season may actually be preparation* The difference between exhausting striving and powerful abiding* How healthy boundaries protect your purpose and peace* Why God never called you to stay smallYou are not buried—you are planted. You are not behind—you are being trained. And you do not have to earn the love of God.

What if our obsession with “dangerous” sun is killing us?If you (recklessly) leave your urban office for lunch, you are told to yank your hat down low. If you (again, recklessly) let your kids dash into the backyard, you are told to slather them in sunscreen—or learn to live with the guilt.And yes, sun avoidance undoubtedly prevents some skin cancers, including the deadliest type, melanomaBut a recent study suggests sunlight contributes to hundreds of thousands of deaths every year in the United States alone—orders of magnitude more than the estimated 8400 annual US melanoma deaths.In this episode, we discuss evidence linking sun avoidance toalmost a million annual deaths in the US and Europe alone, exceeding the number caused by global military conflictsbreast, pancreatic, colon, and lung cancers, as well as heart disease, high blood pressure, and stroketo INCREASED risk of death in those diagnosed with sun-induced melanoma.Yes, you read that right; some melanoma deaths may be related to too little sunlight.  (But do understand that this is complex--sunlight DOES cause melanoma. Well, some melanomas....)We also discuss why supplementing with vitamin D pills fails to remedy these terrible conditions, and what a thoughtful person can do instead, while staying safe.We hope you enjoy this episode, and that it helps you enjoy the sun again--thoughtfully, of course. References and further reading:  Sunlight: Time for a Rethink?Benefits of oral Polypodium leucotomas extract in MM high risk patients (This is an ingredient in Life Extension's Shade Factor, mentioned in this episode by Dr. Gordon). Uses of Polypodium leucotomos Extract in Oncodermatology  Calzari et alInsufficient Sun Exposure Has Become a Real Public Health Problem. Alfredsson L, Armstrong BK, Butterfield DA, et al. International Journal of Environmental Research and Public Health. 2020;17(14):E5014. doi:10.3390/ijerph17145014.Prospective Study of Ultraviolet Radiation Exposure and Risk of Cancer in the United States. Lin SW, Wheeler DC, Park Y, et al. International Journal of Cancer. 2012;131(6):E1015-23. doi:10.1002/ijc.27619.An Estimate of Premature Cancer Mortality in the U.S. Due to Inadequate Doses of Solar Ultraviolet-B Radiation. Grant WB. Cancer. 2002;94(6):1867-75. doi:10.1002/cncr.10427.Solar Ultraviolet-B Exposure and Cancer Incidence and Mortality in the United States, 1993-2002. Boscoe FP, Schymura MJ. BMC Cancer. 2006;6:264. doi:10.1186/1471-2407-6-264.Ecological Studies of the UVB-vitamin D-Cancer Hypothesis. Grant WB. Anticancer Research. 2012;32(1):223-36.Sunlight Exposure in Association With Risk of Lymphoid Malignancy: A Meta-Analysis of Observational Studies. Kim HB, Kim JH. Cancer Causes & Control : CCC. 2021;32(5):441-457. doi:10.1007/s10552-021-01404-6.Adulthood Residential Ultraviolet Radiation, Sun Sensitivity, Dietary Vitamin D, and Risk of Lymphoid Malignancies in the California Teachers Study. Chang ET, Canchola AJ, Cockburn M, et al. Blood. 2011;118(6):1591-9. doi:10.1182/blood-2011-02-336065.Is Prevention of Cancer by Sun Exposure More Than Just the Effect of Vitamin D? A Systematic Review of Epidemiological Studies. van der Rhee H, Coebergh JW, de Vries E. European Journal of Cancer (Oxford, England : 1990). 2013;49(6):1422-36. doi:10.1016/j.ejca.2012.11.001.An Ecologic Study of Cancer Mortality Rates in Spain With Respect to Indices of Solar UVB Irradiance and Smoking. Grant WB. International Journal of Cancer. 2007;120(5):1123-8. doi:10.1002/ijc.22386.Does Sunlight Prevent Cancer? A Systematic Review. van der Rhee HJ, de Vries E, Coebergh JW. European Journal of Cancer (Oxford, England : 1990). 2006;42(14):2222-32. doi:10.1016/j.ejca.2006.02.024.Heliovaccination: Solar mediated immunity against cancer. Uzoigwe CE. Experimental Dermatology. 2020;29(5):477-480. doi:10.1111/exd.14087.Beneficial Health Effects of Ultraviolet Radiation: Expert Review and Conference Report. Riedmann U, Dibben C, de Gruijl FR, et al. Photochemical & Photobiological Sciences : Official Journal of the European Photochemistry Association and the European Society for Photobiology. 2025;24(6):867-893. doi:10.1007/s43630-025-00743-6.A Blueprint for the Primary Prevention of Cancer: Targeting Established, Modifiable Risk Factors. Gapstur SM, Drope JM, Jacobs EJ, et al. CA: A Cancer Journal for Clinicians. 2018;68(6):446-470. doi:10.3322/caac.21496.Proportion and Number of Cancer Cases and Deaths Attributable to Potentially Modifiable Risk Factors in the United States, 2019. Islami F, Marlow EC, Thomson B, et al. CA: A Cancer Journal for Clinicians. 2024 Sep-Oct;74(5):405-432. doi:10.3322/caac.21858.Cutaneous Melanoma. Joshi UM, Kashani-Sabet M, Kirkwood JM. JAMA. 2025;334(23):2113-2125. doi:10.1001/jama.2025.13074.Sunlight, Vitamin D and the Prevention of Cancer: A Systematic Review of Epidemiological Studies. van der Rhee H, Coebergh JW, de Vries E. European Journal of Cancer Prevention : The Official Journal of the European Cancer Prevention Organisation (ECP). 2009;18(6):458-75. doi:10.1097/CEJ.0b013e32832f9bb1.Lessons Learned From Paleolithic Models and Evolution for Human Health: A Snap Shot on Beneficial Effects and Risks of Solar Radiation. Reichrath J. Advances in Experimental Medicine and Biology. 2020;1268:3-15. doi:10.1007/978-3-030-46227-7_1.PS-Vitamin D. American Academy of Dermatology (2022).American Cancer Society Guidelines on Nutrition and Physical Activity for Cancer Prevention: Reducing the Risk of Cancer With Healthy Food Choices and Physical Activity. Kushi LH, Byers T, Doyle C, et al. CA: A Cancer Journal for Clinicians. 2006;56(5):254-81; quiz 313-4. doi:10.3322/canjclin.56.5.254.Vitamin D, Sunlight and Cancer Connection. Holick MF. Anti-Cancer Agents in Medicinal Chemistry. 2013;13(1):70-82.Survivorship. National Comprehensive Cancer Network. Updated 2026-04-08.Keratinocyte Carcinoma. Wehner MR. JAMA. 2025;:2840731. doi:10.1001/jama.2025.18749.Public Awareness and Behaviour in Great Britain in the Context of Sunlight Exposure and Vitamin D: Results From the First Large-Scale and Representative Survey. Burchell K, Rhodes LE, Webb AR. International Journal of Environmental Research and Public Health. 2020;17(18):E6924. doi:10.3390/ijerph17186924.Behavioral Counseling to Prevent Skin Cancer: US Preventive Services Task Force Recommendation Statement. US Preventive Services Task Force, Grossman DC, Curry SJ, et al. JAMA. 2018;319(11):1134-1142. doi:10.1001/jama.2018.1623.Lifetime Sunburn Trajectories and Associated Risks of Cutaneous Melanoma and Squamous Cell Carcinoma Among a Cohort of Norwegian Women. Lergenmuller S, Rueegg CS, Perrier F, et al. JAMA Dermatology. 2022;158(12):1367-1377. doi:10.1001/jamadermatol.2022.4053.Cancer Prevention and Early Detection Facts & Figures. Rick Alteri, Deana Baptiste, Emily Butler Bell, et al. American Cancer Society (2025). Skin Cancer, Irradiation, and Sunspots: The Solar Cycle Effect. Valachovic E, Zurbenko I. BioMed Research International. 2014;2014:538574. doi:10.1155/2014/538574.Intense Solar Activity Reduces UrinarDawn Lemanne, MD Oregon Integrative OncologyLeave no stone unturned.Deborah Gordon, MDNorthwest Wellness and Memory CenterBuilding Healthy Brains

In this episode, Billie breaks down one of the most test‑friendly skills in dental hygiene education: estimating age using tooth eruption patterns. Instead of memorizing dozens of numbers, students learn how to use simple anchors, predictable sequences, and pattern recognition to quickly identify dentition stages and narrow age ranges. This episode is designed to reduce test anxiety, build confidence, and help students feel capable during boards, quizzes, and pediatric case studies

Hey there friends and weirdos! This week we ask a question that somehow didn't occur to us for about a decade: who took the first UFO photo? Well, it's possible it was a man named William Rhodes, depending on who you ask. Did this guy really take the first photograph of a flying saucer all the way back in 1947, hot off the heels of Kenneth Arnold's original sighting? Did Air Force Intelligence try to smear Rhodes as a kook, and if so, why? All this and much more!

Prosecutors estimate the trial of Timothy Hudson in the death of Anna Kepner would take about seven days. For a first-degree murder case with an additional serious federal charge attached, that number raises a question worth examining: does it sound like a prosecution that's confident in a tight, clean case — or one that doesn't have as much to present as people assume? This look back, with defense attorney and former prosecutor Eric Faddis, puts that estimate under scrutiny alongside everything else the defense has done.Hudson's team reportedly requested the adult transfer themselves — a counterintuitive move for a sixteen-year-old facing life in federal prison. They entered the not guilty plea via a one-page filing without the defendant present. They're fighting to keep him free and asking for the same judge who released him in February to decide the detention question again. Faddis reads each choice for what it reveals.The prosecution's discovery includes the autopsy, body camera footage, and a cellphone data extraction from a phone identified only by initials that match the victim's father. Ship surveillance reportedly shows one person entering and exiting the stateroom. Anna's younger brother reportedly heard violent sounds from the locked cabin. The medical examiner ruled mechanical asphyxiation. But the defense is clearly building something — and Faddis examines what a prosecutor watching these moves would be most concerned about heading into trial. Hudson has pleaded not guilty. We revisit where the case stood at the time of our reporting.Join Our SubStack For AD-FREE ADVANCE EPISODES & EXTRAS!: https://hiddenkillers.substack.com/ Want to comment and watch this podcast as a video? Check out our YouTube Channel. https://www.youtube.com/channel/UC8-vxmbhTxxG10sO1izODJg?sub_confirmation=1 Instagram https://www.instagram.com/hiddenkillerspod/ Facebook https://www.facebook.com/hiddenkillerspod/ Tik-Tok https://www.tiktok.com/@hiddenkillerspod X Twitter https://x.com/TrueCrimePodThis publication contains commentary and opinion based on publicly available information. All individuals are presumed innocent until proven guilty in a court of law. Nothing published here should be taken as a statement of fact, health or legal advice.#AnnaKepner #CarnivalHorizon #TimothyHudson #EricFaddis #TrialEstimate #DefenseStrategy #FederalCourt #JusticeForAnna #TrueCrime #HiddenKillers

How do you stop wasting hours estimating jobs you'll never win? In this episode of the Cabinet Maker Profit System Podcast, Dominic Rubino talks with Richard Bergan, Vice President of Bergen Architectural Woodworking, about the systems that helped his architectural millwork company improve estimating, avoid missed bid deadlines, and focus on the projects that fit their business best. Whether you're still doing every estimate yourself or training your first estimator, this conversation offers practical lessons you can apply immediately. You'll learn: ✔️ What separates a great estimator from an average one ✔️ How to know which bids deserve your time ✔️ Why following up after bids increases your win rate ✔️ How better communication builds stronger GC relationships ✔️ Why systems reduce chaos inside the office If you're tired of spending hours estimating projects that go nowhere, this episode will help you build a smarter estimating process.

In this episode, Joshua Escalante Troesh CFP® and Amelie Riendl AFC® break down why most first-time budgets fail and offers a simple, realistic roadmap for building a budget you can actually stick with. Top takeaways: Budgets fail when they're too complex, too time‑consuming, or overly restrictive. Start with a simple budget: Use reliable monthly income as your baseline—especially if your income varies. Identify fixed expenses first (such as rent/mortgage, utilities, groceries), turning them into a fixed expense if possible. Estimate optional obligations (like streaming or gym memberships). Identify lifestyle expenses, recognizing that your estimates will be off the first few months (or longer!). List financial goals as if money were unlimited (both debt & savings goals). Prioritize your goals realistically–you will likely not fund them all at one time. Building your first budget should take about 15 minutes—don't get lost in details. Focus on forward progress when you first start budgeting, not perfection. Make sure your experience with budgeting is a positive one. Be careful not to identify optional expenses as necessities. Building a basic budget will take months to get “right” (and it will never be perfect). Convert irregular costs (holidays, car repairs, gifts) into monthly sinking funds. High‑interest debt payoff will likely be one of the top goals for most people. Create a “wish list” for extra income months so decisions aren't driven by impulse. To go beyond the simple budget, consider using a software to help track spending ongoing. With a simple roadmap and a few intentional choices, anyone can build a budget that fuels their goals and transforms their financial future.Want help building or growing a successful financial coaching business? Start here: Exploring financial coaching? Join our free community of 6,000+ coaches:https://www.facebook.com/groups/financialcoachescommunityReady to learn more? Get our free 8‑part email series with 30+ tips:https://www.financialcoachesnetwork.com/pre-launch-email-seriesLaunching your business? Check out FCN Biz DIY, our step‑by‑step program:https://www.financialcoachesnetwork.com/biz-diyLove coaching but not running a business? Beta test MoneyCoach Network:https://form.jotform.com/231063470154043

Tuesday, June 16. The seven stories you need to know. Read today's briefing: https://www.washingtonpost.com/the-seven/2026/06/16/what-to-know-for-july-16/?utm_source=podcasts&utm_medium=referral&utm_campaign=the-7If you're not a subscriber, click here to start: https://subscribe.washingtonpost.com/

What if the safest path isn't God's path?Pastor Micah Berteau had a thriving ministry, a clear future, and every reason to stay put, including his dad's expectations. Instead, he walked away from it all to plant a church from the ground up in Fort Worth, Texas. In this honest conversation, Micah shares the hidden realities of church planting, pastoral leadership, church hurt, criticism, faith, and trusting God when the outcome isn't guaranteed.You'll also hear:* Why he chose planting over inheriting a ministry* How to leave a church the right way* The truth about church hurt and betrayal* Why hardship often shapes your calling* Building a church with nothing but faith* The Thief on the cross taught us so much * Youtubers chose to end their baby's life because of Down syndrome, Zach and Micah unpack it unapologetically. Micah Berteau is the pastor of The House Church and is a husband and father of 4 boys! Enjoy this great conversationWork with Zach on a Speech: https://www.rippeywrites.com/contactBook Zach Rippey to Speak or Perform Comedy here: https://ilikebirdsministry.com/comedybooking

Let's talk about the Fed inflation estimate being even worse news for Trump....

Tonight on The Last Word: U.S. gas prices rise 50% since the start of the Iran war. Also, primary wins in Nebraska could help Democrats in November. Plus, Epstein survivors speak out at a Florida “shadow” hearing. And Donald Trump wants Republicans to use taxpayer money for his ballroom. Sen. Tammy Baldwin, Rep. Maxwell Frost, David Farenthold, and Tim O'Brien join Ali Velshi. To listen to this show and other MS podcasts without ads, sign up for MS NOW Premium on Apple Podcasts. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.