Podcasts about Estimation

Last time we spoke about liberation of Luzon.. American forces, led by General Eichelberger and supported by General Krueger's armies, relentlessly advanced against the entrenched Japanese defenders of General Yamashita's 14th Area Army. Amid thick jungle and treacherous terrain, battles raged through the northern mountain ranges, as American troops aimed to restore the Filipino government. Facing overwhelming odds, the Japanese forces displayed extraordinary resilience, temporarily halting American progress. Remarkable efforts from General Swift's 1st Corps across Routes 9 and 11 led to significant breakthroughs as American forces captured critical positions, including Sablan and Baguio. However, the Japanese command, complacent and misjudging the American strategy, fell into disarray. As the tide turned with relentless American assaults, key Japanese positions were systematically dismantled. By late April, most of Luzon was liberated, restoring hope and autonomy to the Filipino people.  This episode is Invasion of Balikpapan Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  The battles for Okinawa and Luzon just closed up, and today we are going to be venturing back to the Dutch East Indies. As we left off in mid-May, the tides of war were shifting dramatically on the island of Luzon, with General Krueger's 6th Army celebrating significant victories across the region. In the north, General Swift's 1st Corps had successfully secured the scenic Baguio area, known for its lush mountains and cool climate, a stark contrast to the tropical heat that engulfed much of the Philippines. Yet, the fighting was far from over, as fierce battles continued on three major fronts. Colonel Volckmann's guerrilla 121st Regiment was making strides, snagging much of the strategically vital Bessang Pass, a crucial artery connecting northern Luzon to the central regions. However, their success came at a cost, leaving them overextended amidst fierce Japanese resistance. Meanwhile, General Gill's weary 32nd Division managed to claim dominance over the rugged terrain of Salacsac Pass along the historic Villa Verde Trail, known for its breathtaking views and treacherous paths that had challenged both soldiers and their supply lines. General Mullins' 25th Division achieved a remarkable breakthrough by capturing the key Balete Pass, opening the way for further advances. Not stopping there, the 25th Division pressed onward, quickly redirecting their focus northward towards the town of Santa Fe. By May 24, the 27th Regiment had cleared the Sawmill River valley, an area teeming with dense foliage and rugged hills, a significant accomplishment that paved the way for the next objectives. From there, the 1st Battalion expertly maneuvered eastward against the imposing Kanami Ridge. On May 22, the 161st Regiment dealt a heavy blow to Japanese positions in a stronghold on Mount Haruna, a location known for its steep, challenging slopes. Following this triumph, they began their descent down the northern slopes of Haruna Ridge, gearing up for a critical junction with the Villa Verde Trail by May 27. Meanwhile, the 35th Regiment launched a vigorous assault from Balete Pass, systematically clearing out the remaining Japanese caves and fortifications by May 26, culminating in the capture of Santa Fe the very next day. At Salacsac, the Japanese forces, led by General Iwanaka, initiated a limited counteroffensive, presumably to buy time for a strategic evacuation of their increasingly tenuous positions. If delay was indeed Iwanaka's intention, he executed it well; it wasn't until May 19 that the American supply line was finally deemed secure again. The 2nd Battalion of the 128th Regiment resumed its push east from Hill 525, but the progress was slow. By May 22, the 1st Battalion had only managed to advance a mere 500 yards east from Hill 508, while the 3rd Battalion commenced a southward and southeastward advance from Hill 516 on May 16. It was not until May 24 that the relentless fighting in the region bore fruit, leading to the eventual clearing of the area, and Salacsac Pass was officially declared secured. On that pivotal day, General Iwanaka began the difficult task of withdrawing the remnants of his battered forces northward, retreating up the winding valley of the Imugan River. This river, which flows through a lush, verdant landscape, would serve as a vital sanctuary, albeit one fraught with danger for the disheartened Japanese troops. Meanwhile, the American forces were gaining ground. The 2nd Battalion aggressively seized control of Hill 527, a position that provided a commanding view of the surrounding area, crucial for planning further advances. The 126th Regiment took decisive action, utilizing trucks to transport troops swiftly along Route 5 to Balete Pass before launching an assault toward Imugan from the east and southeast. Concurrently, the guerrilla 1st Battalion of the Buena Vista Regiment embarked on a northward push from Valdez, culminating in the hard-fought capture of Hill 528 on May 28. This hill, commanding and steep, presented a formidable challenge but also promised a vantage point critical for any further operations in the region. The very next day, Imugan finally succumbed to the relentless pressure of the advancing American forces, marking a significant milestone as the Villa Verde Trail came firmly under American control. This development effectively concluded the arduous operations of the 32nd Division. It was a costly campaign for General Gill; the division suffered approximately 825 men killed, 2,160 wounded, with an alarming 6,000 classified as non-battle casualties. In stark contrast, the Japanese defense was decimated, with at least 5,750 of the 8,750 troops they had deployed to defend the trail lying dead. As we gaze northward, we find Colonel Volckmann's guerrillas, who had extended themselves too thinly across Bessang Pass and into the challenging terrain of Yubo Ridge. The aftermath of their overreach saw them facing fierce Japanese counterattacks that swiftly pushed them back across Lamagan Ridge in the latter part of May. However, a small contingent managed to hold tenaciously onto the eastern slopes of Langiatan Hill, a strategic position that allowed them to maintain some level of influence in the region. Additionally, a robust force from the Japanese 76th Regiment assembled south of Butac, planning an offensive northward. However, this advance was met with fierce resistance from the guerrilla 15th Regiment, who successfully repelled the attack. Seizing the momentum, Volckmann directed the 15th Regiment into a new offensive eastward, and by the end of May, they had successfully re-secured their foothold up to Lamagan Ridge. Meanwhile, elements of the 121st Regiment executed a remarkable retaking of both Langiatan Hill and Yubo Ridge, gradually restoring control over this strategically vital area. Looking south, we find General Hall's 11th Corps vigorously engaged in two crucial offensives aimed at capturing Ipo Dam and Wawa Dam, both essential water reservoirs located east of Manila. The strategic importance of these dams cannot be overstated; they were vital not only for securing fresh water but also for controlling the flow of operations in the region. However, the relentless heavy downpours that characterized the season rendered air support missions impractical, exacerbating an already challenging supply situation for the advancing troops. As a result, General Wing's 43rd Division was forced to pause its offensive late on May 14 to reassess and devise new attack plans.  As of late May 14, the 43rd Division found itself in a precarious situation, necessitating a halt to operations to devise new attack plans. To this point, the division had made limited progress toward securing Route 52, a crucial supply line vital for their mission to capture Ipo Dam. Recognizing the urgency, General Wing decided it was essential to commit the 169th Regiment to a targeted attack to clear this road, as it would serve as a critical route for both supply and evacuation in the coming days. The adverse weather conditions had created a significant operational hindrance. For nearly the entire duration of their offensive, intermittent rains had severely disrupted ground and aerial supply chains, as well as evacuation and the crucial air support operations necessary for a successful advance. Ground conditions had become challenging, and division engineers struggled to construct and maintain supply roads at a pace even close to that of the infantry's advances. Consequently, supply drops and hand-carried provisions were just sufficient to keep combat units barely above the minimum required levels, but the evacuation of sick and wounded soldiers remained a pressing issue that plagued the division. By May 14, the situation worsened significantly. For the first time since May 6, the 5th Air Force was completely grounded, unable to conduct any air support or supply missions due to the worsening weather conditions. This represented a troubling turning point for the 43rd Division. Moreover, intelligence reports indicated that sizable groups from the Japanese Tomono and Hanabusa Detachments had shifted their focus away from their defenses along Route 52, moving instead to confront the 103rd and 172nd Regiments attacking from the south. General Wing recognized that this presented a timely opportunity for the 169th Regiment. Striking directly along Route 52 would likely be far easier and less costly than it would have been just a week prior. Furthermore, a successful offensive by the 169th could not only expedite the capture of Ipo Dam but also prevent further eastward redeployments of Japanese forces. This would be a vital maneuver, potentially relieving pressure from Fork Ridge, where the left flank of the 172nd Regiment was currently bogged down in fierce fighting. Time was of the essence, and decisive action was required to turn the tide in favor of the 43rd Division. The situation was critical; delay would allow Japanese forces to fortify their defenses further. In response, Wing mapped out a robust plan: he directed the 103rd Regiment to capture the Route 52 terminus at Ipo Dam itself, which was crucial for any further advances. Their orders included not only taking control of the dam but also clearing the high ground north of the road and west of the dam to ensure a secure position against any possible counterattacks. Additionally, he tasked the 172nd Regiment with seizing Hill 804, a vantage point that could provide vital intelligence and support to the offensive, while the 169th Regiment was directed to eliminate the last Japanese defenders in the Bigti area before advancing eastward along Route 52 to connect with the 172nd. A break in the weather finally came on May 17, allowing the 43rd Division to launch their offensive with much-needed air support. Aircraft successfully dropped napalm and strafed Japanese defensive positions, a strategy that proved devastatingly effective. General Kawashima, facing mounting losses, ultimately ordered the remnants of his command to withdraw to an assembly point on the western slopes of Mount Maranat, a retreat that revealed their deteriorating ability to hold the line. With the air support providing a critical advantage, the 103rd Regiment advanced boldly and swiftly cleared the last Japanese holdouts from Hill 860, securing an essential position. However, it was the guerrilla forces, under the command of Colonel Augustin, from the Marking Regiment who achieved a historic victory by capturing Ipo Dam shortly after noon. His patrols descended the slopes of Hill 803, crossed the Angat River at the dam, and triumphantly raised the American flag over the powerhouse on the south bank, a potent symbol of liberation and resistance. Simultaneously, the 172nd Regiment seized control of Fork Ridge, further tightening the noose around Japanese forces, while the 169th Regiment secured strategic ground from Hill 535 to Osboy Ridge, pushing forward with relentless determination. In the following four days, the 43rd Division, supported by the fearless Marking guerrillas, meticulously mopped up the area west of Ipo Dam. Their efforts culminated in the successful opening of Route 52 from Bigti to Ipo on May 19, a critical milestone that allowed for the unhindered movement of troops and supplies. By May 21, they completed the operation by clearing out the last pockets of organized resistance in the region west of the dam and south of the Angat River, a crucial waterway that would play a significant role in sustaining American operations. With the capture of Ipo Dam intact, General Wing achieved his primary objective, making a significant contribution to addressing Manila's pressing water supply problems. This success would have lasting implications for the civilians and military alike, as the dam was key to ensuring a reliable water supply in the region. The 43rd Division maintained its momentum, continuing mopping-up operations through May 31. They patrolled eastward across the Ipo River, pressed northeast up the Angat from the dam, and scoured the areas that had witnessed some of the most intense fighting during the campaign. The cost of these operations was notable; Wing's forces suffered losses of 120 killed and 515 wounded, while the Kawashima Force endured devastating casualties, with over 2,700 men killed and approximately 115 captured during the grueling battle. Meanwhile, General Chase's 38th Division pressed forward with its offensive against Wawa Dam, following the failure of General Yokoyama's most recent counteroffensive. The 145th Regiment found itself holding a precariously exposed salient at Mount Binicayan, which severely hampered their ability to launch an effective attack toward Wawa Dam. Japanese positions on the high ground to the north of the dam dominated the narrow, winding road with artillery, mortar, and machine-gun fire, making any advance perilous. In response to this daunting challenge, General Chase decided to launch an offensive with the 151st Regiment in the area north of the Marikina River, targeting the formidable Mounts Pamitinan and Hapanong-Banoy. This bold maneuver was contingent upon the 152nd Regiment gaining momentum in its attack to clear Woodpecker Ridge. As such, on May 19 and 20, the 152nd Regiment executed enveloping maneuvers centered on Woodpecker Ridge, ultimately breaking through enemy lines on May 21. The breakthrough was dramatically supported by the introduction of medium tanks and flamethrower tanks, powerful assets that helped turn the tide of battle. The following day, what began as a breakthrough rapidly escalated into a rout of Japanese defenders. By May 25, the 152nd Regiment had established control over the strategic junction of the Marikina and Bosoboso Rivers, a key position that not only bolstered their operational capabilities but also positioned them for further advances in the ongoing campaign. As Japanese resistance began to dissipate under the relentless pressure from the advancing American forces, the 149th Regiment, which had successfully relieved the 145th at Mount Binicayan, launched a bold strike toward Wawa Dam on May 27. Encountering little to no opposition, they secured the dam intact the following morning, marking a significant victory. It was on May 27 that General Yokoyama ordered a general retreat, recognizing the untenable position of his forces. Acting on these instructions, General Kobayashi's remaining troops fell back, pursued by vigilant patrols from the 38th Division. With Wawa Dam secured, General Chase shifted his strategy; rather than launching direct assaults against organized Japanese lines, he opted to focus on mopping up operations and pursuing the retreating enemy. The human cost of the campaign was significant. Chase's forces sustained losses of 160 killed and 590 wounded, while the Kobayashi Force suffered catastrophic losses, with over 10,000 men killed since the onset of the offensive.  Shifting focus southeast, the 7th Cavalry and Lieutenant Colonel Bernard Anderson's guerrillas converged on the coastal town of Infanta in late May. Faced with overwhelming pressure, the Japanese naval garrison retreated westward into the Sierra Madre mountains, a rugged and dense area that posed challenges for both sides. Infanta ultimately fell on May 25, and by the evening of the following day, the reinforced 7th Cavalry had successfully cleared the entire flat, rice-rich region surrounding the town, encountering only scattered and ineffective resistance. In a strategic move bolstered by overwater supply movements, the 7th Cavalry implemented an aggressive patrolling program to the southwest, seeking out any remaining enemy forces. Meanwhile, the 8th Cavalry focused its efforts on clearing the northern section of Santa Maria Valley, advancing northward into the Sierra Madre. By the end of May, the Shimbu Group, once a significant Japanese fighting force, was rendered ineffective. Its main units began to disband, breaking into small groups in a desperate bid to forage for food or to navigate their way to safety in northern Luzon. At the end of May, the Shimbu Group still boasted a strength of nearly 26,000 men, over half of its total personnel as of February 20. However, the remaining survivors were not the elite forces they once were. The relentless campaigns by the 11th and 14th Corps had decimated the best-trained and most well-equipped units, leaving behind a shell of what had once been a formidable fighting force. Of the approximately 13,000 survivors still organized into units, their combat effectiveness had deteriorated so significantly that it's worthy of mention only in passing. Meanwhile, about 13,000 others were struggling to survive without proper organization; roughly 5,000 of these were receiving whatever limited medical treatment the Shimbu Group could provide. The remaining 8,000 men had essentially lost all structure, scattering into small groups to forage for food or attempting to make their way north to Luzon, where they hoped to find safety and sustenance. The supply situation faced by the Shimbu Group at the end of May was even more dire than its personnel situation. They had been unable to transport significant portions of their vast stockpiles of supplies into the Sierra Madre mountains, a shortfall that would prove catastrophic for their survival. The only supplies they still possessed in any quantity were ammunition for small arms and machine guns, alongside medical materials for treating combat wounds. The most pressing issue, however, was a critical lack of food. The early loss of several key agricultural regions, including the Bosoboso Valley, the shores of Laguna de Bay, the Santa Maria Valley, and the fertile Infanta region, had deprived the Shimbu Group of expected food stocks. Most of the supplies brought out of Manila had already been consumed. For instance, the organized remnant of the Noguchi Force could currently allocate a meager two ounces of rice per day for each man—a portion that would undoubtedly vanish by mid-June. The Kobayashi Force fared little better, while the Kawashima Force managed to issue slightly more, around six to eight ounces of rice daily. The troops were gradually reduced to scavenging for survival, resorting to eating roots, bark, grass, and whatever food they could find in long-abandoned Filipino gardens. It's worth noting that after just a few days in June, there wasn't a single pig, carabao, or dog left alive within sight of the remnants of the Shimbu Group. Recognizing that mere existence was the overarching challenge, General Yokoyama hoped to regroup his organized units and move them into areas where they might have some chance to cultivate food, scattering them through the challenging terrain of the Sierra Madre. This desperate strategy highlighted the dire straits faced by the Shimbu Group as their chances for survival dwindled. Meanwhile, the Noguchi Force received orders to transfer its main strength to the mountainous region along the eastern shore of Laguna de Bay, where some of its elements were already positioned. This shift aimed to gather their forces in a more favorable terrain, potentially allowing for better access to resources. The Kobayashi Force was tasked with establishing a defensive sector in the area north of Mount Purro and east of Wawa. In a coordinated effort, the 31st Infantry, minus its 3rd Battalion, along with various miscellaneous troops from the 8th Division, were ordered to occupy positions north of the Lenatin River, enhancing their defensive capabilities in a strategic location. The remnants of the Kawashima Force, already in the process of withdrawing from the Ipo Dam area, were instructed to relocate to the mountains east of San Miguel, approximately 22 miles northwest of Ipo. This area was believed to have more abundant food supplies, crucial for the survival of their forces. However, as circumstances unfolded, this transfer later proved impossible. Unable to move effectively, the bulk of the Kawashima Force remained entrenched in the area surrounding Mount Inuman, where they faced mounting challenges in sustaining their troops. In the following month, General Hall directed the 38th Division and Major Edwin Ramsey's 2nd Provisional Regiment to pursue the remnants of Yokoyama's forces as they moved eastward toward Santa Iñez. Meanwhile, the 112th Cavalry employed various mountain and river valley trails to mount a converging attack from the south. They encountered light opposition and successfully captured the town on June 9, further consolidating their gains in the region. At the same time, patrols from the 43rd Division reported no signs of organized resistance north and east of Ipo Dam. The 2nd Cavalry Brigade, alongside Anderson's guerrillas, effectively dispersed the last organized remnants of the Kogure Detachment and the remaining Japanese naval units at Lamon Bay. By the end of June, the only indication of organized Japanese resistance in an area extending five miles north and ten miles east of Wawa Dam was found in the Lenatin River valley, approximately three miles north of Santa Iñez. This development forced the remnants of Yokoyama's forces into trackless and only partially explored wilderness, significantly complicating their ability to regroup or launch further operations. The operations throughout June were costly for Hall, resulting in approximately 110 men killed and 370 wounded. In contrast, Japanese losses during the month were staggering, amounting to 7,540 killed or found dead, alongside 1,105 captured.  Looking back north, General Yamashita aimed to avoid a similar fate for his northern forces. Ever since the fall of Baguio, he had been meticulously planning for the ultimate withdrawal of the Shobu Group deep into the Cordillera Central.  On May 5, less than two weeks following the fall of Baguio, General Yamashita disseminated an outline plan for future operations to the major components of the Shobu Group throughout northern Luzon. His strategy was built on three fundamental premises: Estimation of Enemy Actions: Yamashita assessed that the 6th Army would concentrate its main effort on a northward drive along Route 5, anticipating that General Krueger would only launch secondary attacks toward Bontoc via Routes 4 and 11. This understanding allowed him to anticipate the flow of enemy movements and allocate his resources more effectively. Timing for Resource Stripping: He calculated that the Shobu Group would have approximately three months during which it could strip the Cagayan and Magat Valleys of the essential food and military supplies needed for a protracted stand in the mountains. During this period, the group aimed to transport this matériel into the Cordillera Central through the junction of Routes 4 and 5, located near Bagabag, 25 miles north on Route 5 from Bambang. Control of Key Routes: Yamashita recognized that the success of his planned withdrawal and future delaying actions hinged on maintaining control over the Routes 4-5 junction for as long as possible. He estimated that his defenses south of Santa Fe would be robust enough to hold until mid-June. Additionally, he planned to construct new defensive positions across Route 5 between Santa Fe and Bambang, enabling him to contain the 1st Corps south of Bambang until the end of June. Most crucially, he believed that he would be able to retain control of the Junction of Routes 4 and 5 until the end of July, which was essential for his operational strategy. His initial perimeter encompassed the vital Route 11 terminus of the Baguio-Aritao supply road, as well as key locations such as Bessang Pass, Bontoc, Banaue, Oriung Pass, and Santa Fe In his May 5 plan, Yamashita outlined the necessity of holding the Salacsac Pass-Balete Pass line until mid-June while constructing additional defenses between Santa Fe and Bambang. After mid-June, the Japanese forces were to withdraw to a second perimeter, extending through Ambuclao, Mankayan, Sabangan, Bontoc, Oriung Pass, and Bambang, strategically positioning themselves for potential future engagements. Yamashita understood that these defenses would need to hold until July, when the defenders would be expected to retreat to his last-stand positions centered around Bokod, Mankayan, Polis Pass, the Rayambugan Farm School, and Bambang. He anticipated that the Shobu Group would be compelled to hold their ground until annihilation at these key locations. On April 27, the 103rd Division received orders from the Area Army to transfer its main strength to the Cauayan-Cabagan area, leaving behind only the Yuguchi Detachment 80th Brigade Headquarters in Aparri, which comprised a meager two battalions of nuclear infantry. Yamashita's plans called for virtually abandoning the Cagayan Valley, temporarily retaining only the 103rd Division, which was significantly outnumbered and equated to less than two American Regimental Combat Teams (RCTs), particularly since the Araki Force was stationed in the Cervantes area. The primary duty of the 103rd Division would be to gather all available resources in the valley, including rice and livestock such as carabaos, and dispatch these supplies into the Cordillera Central through Bagabag. Once this crucial task was completed, the division would also withdraw into the mountains, aligning with Yamashita's broader strategic objectives. Yamashita's decision to abandon the Cagayan Valley made logical sense. He realized that the forces he had remaining could not hold the valley for much longer. Additionally, there seemed little necessity to maintain a strong presence there any further. Initially, he had kept units in the valley to harvest and gather food, deny the Allied Air Forces of the Southwest Pacific Area (SWPA) the use of airfields for strikes against Formosa and Okinawa, and hold onto Aparri in the hope that supplies and reinforcements might still reach Luzon. However, by early May, Yamashita concluded that the situation at Okinawa was largely resolved, negating any strategic purpose behind holding the valley airfields. The hope for reinforcements had long since faded, and crucially, his troops had already gathered the early rice harvest from the valley. With no new crop expected to come in until late September, Yamashita recognized that he would not be able to harvest this future crop, further solidifying his decision to withdraw. Yamashita also ordered the 79th Brigade to take over the defense of Banaue, while directing the 105th Division to defend both the Magat Valley and the Bato Bridge area against potential airborne attacks. However, by the end of May, the situation deteriorated significantly: Santa Fe had fallen, and the retreat of the 10th Division had devolved into a chaotic rout. This development put the defenders at risk of allowing the enemy to reach Bambang before they could establish any strong delaying positions south of the town. In response, Yamashita ordered the 10th Division and the 2nd Tank Division to assemble for a defensive stand across Route 5 at Bato Bridge. He also repositioned the 105th Division to the Rayambugan Farm School and directed the 103rd Division to occupy the vacated defenses at Oriung Pass. Despite these strategic maneuvers, time was not on their side. General Krueger wasted no time launching an aggressive pursuit northward, immediately sending the relatively fresh 37th Division to drive straight up Route 5 from Santa Fe to Bagabag. This force was then to swing east through Oriung Pass into the Cagayan Valley, continuing its advance north along Route 5 toward Aparri. To prepare for a larger offensive, Krueger also intended to use the 25th and 33rd Divisions in the initial assault against the Japanese home islands. To this end, he directed the 32nd Division to take over operations in the Baguio area, while the 6th Division was tasked with relieving the 25th at Santa Fe before striking northwest up Route 4 into the deep Cordillera Central, pursuing the Japanese forces further into the mountainous terrain. Finally, Swift was ordered to execute limited attacks up Route 11 from Baguio, maintain the guerrilla offensive against Cervantes, and deploy the Connolly Task Force to follow Route 3 around the northwest tip of Luzon to secure the Aparri region. Leading the charge, the 129th Regiment of the 37th Division advanced north from Santa Fe on May 31, quickly encountering a reinforced provisional anti-tank unit just south of Aritao. This unit managed to delay the town's capture until June 5. However, the following day, Bambang fell without resistance, and the 129th faced only token opposition at Bato Bridge before ultimately reaching Bayombong on June 7. On June 8, the 145th Regiment took over the lead, and by nightfall, they had seized the crucial junction of Routes 4 and 5 near Bagabag without a fight. Advancing further, the 145th crossed the Magat River on June 9 and pressed toward Oriung Pass, where they rapidly engaged the reinforced 179th Independent Battalion. Although the outgunned and outnumbered defenders valiantly delayed the advance, the 145th pushed through the pass along Route 5 and secured it late on June 12. This breakthrough prompted the bulk of the 103rd Division to decide on a strategic retreat toward the Bontoc-Natonin area, while the remnants of the 4th Air Division abandoned Echague to join this withdrawal. By the evening of June 13, the 145th finally halted its advance at Santiago, while the 148th Regiment worked to neutralize the remaining Japanese positions at Oriung Pass. With these positions secured, the offensive resumed, resulting in the fall of the Echague airbase on June 14, followed by the occupation of Cauayan two days later. As we can see, neither the 10th Division nor the 2nd Tank Division managed to reach Bagabag in time to impede the American advance; the latter was assembling along the Bambang-Pingkian road. On June 12, the 20th Regiment initiated a southwest drive along this road from Bambang. Two days later, elements of the 126th Regiment began pushing west toward Pingkian from Aritao, thereby applying significant pressure on Iwanaka's beleaguered troops. Meanwhile, the 10th Division had become hopelessly cut off east of Route 5 and had retreated to the Old Spanish Trail south of Aritao. On June 11, the 25th Division launched a two-pronged attack against this isolated group, forcing General Okamoto's remnants to retreat eastward deep into the Sierra Madre. In the meantime, General Clarkson dispatched the 130th Regiment up Route 11, where they encountered the 58th Independent Mixed Brigade, which was only capable of weak resistance. Poor weather conditions hindered the 33rd Division's operations in the following days, but by June 15, elements of the 130th Regiment had swung east along the Baguio-Aritao supply road and reached Ambuclao on the Agno River. To the north, Volckmann continued his offensive throughout June, deploying the 121st Regiment to clear Route 4 and secure the northern half of Lamagan Ridge. The 15th Regiment was tasked with advancing to seize Upper Cadsu Ridge and then moving generally northeast along the south side of Route 4. Additionally, the still-arriving 66th Regiment aimed to secure the area south of Butac and swing to the east on the 15th's right flank. As a result, both Lamagan Ridge and Lower Cadsu Ridge were cleared by June 5, with the 15th Regiment then turning its focus toward Upper Cadsu while the 121st Regiment advanced directly toward Bessang Pass. Volckmann's Provisional Battalion launched an attack on Magun Hill and, after a series of minor setbacks, succeeded in clearing much of the area by June 10. On that day, the 121st Regiment initiated a final assault toward Bessang Pass, advancing from the west and southwest. The following day, the Provisional Battalion began pressing in from the north and northeast. Meanwhile, the 15th Regiment overran the last organized resistance on Upper Cadsu on June 12, just as the 66th Regiment was reaching the southwestern corner of the ridge. Supported by artillery, the 121st finally overcame the last organized defenses at Bessang Pass on June 14, establishing contact with the Provisional Battalion east of the pass. On the same day, the final pockets of opposition crumbled before the 15th and 66th Regiments south of the pass. Consequently, the remnants of Japanese forces fled east along Route 4 toward Cervantes, pursued by elements of the 15th and 121st Regiments, which successfully secured the town before dark on June 15. During this final offensive, the guerrillas suffered losses of 119 men killed and 120 wounded, while exaggerated estimates placed Japanese losses at around 2,600 killed. At the same time, by mid-June, the guerrilla 11th and 14th Regiments had cleared almost all the valley west of the Cagayan River, stretching from Cauayan north to Aparri. They also gained complete control over Route 11 from Bontoc to the valley, effectively preventing the 103rd Division from joining Yamashita's last-stand positions. Meanwhile, the Connolly Task Force, after a largely uneventful march, approached Aparri and began an attack on June 11 to clear the last Japanese forces from the area. The last event forcing Yamashita to alter his plans came on 13 June, when the 6th Division's 63d Infantry began probing northwest up Route 4 from Bagabag. The reconnaissance foreshadowed a push that Yamashita especially feared, since Route 4 provided direct access to the deep Cordillera Central. The 105th Division, with defenses across Route 4 at the Rayambugan Farm School, did not have sufficient strength to hold the highway, Yamashita knew. Recognizing that he could not hope to maintain control along any of the three perimeters he had established in May, Yamashita issued new orders for a strategic withdrawal to a last-stand area. This new perimeter would be set up along the inhospitable valley of the Asin River, positioned between Routes 4 and 11. Accordingly, the orders were as follows: The 105th Division was to retreat from Route 4 to the Pacdan-Antipolo line. The 2nd Tank Division was to move north and hold the line from Tubliao to Antipolo. The 23rd Division was tasked with defending along the Adaoay-Bokod line. The 58th Independent Mixed Brigade was to hold the Agno Valley from Buguias south to Adaoay. The 19th Division was to consolidate the bulk of its forces into the Agno Valley, defending the river line from the Loo Valley south to Buguias. The 79th Brigade was assigned to defend Route 390 at Hapao. Once this last-stand perimeter collapsed, Yamashita planned for all remaining forces to retreat into the barren Asin Valley between Toccucan and Kiangkiang, prepared to fight to the death. The area behind this new last-stand perimeter boasted excellent defensive terrain, and Yamashita estimated that most of his units had sufficient ammunition for machine guns, mortars, and small arms to hold their positions for an extended period. However, the Shobu Group faced dire challenges: they were virtually out of medical supplies, had no clothing stocks, and their food reserves would be completely exhausted by mid-September. If they were not annihilated by the advancing Filipino-American forces, the Shobu Group could only anticipate a slow death by starvation and disease. Now, it's time to shift focus from the Philippines and head to Borneo to cover the preparations for the invasion of Balikpapan, codenamed Operation Oboe II. As the 9th Australian Division completed its tasks in North Borneo, General Milford's 7th Australian Division was assembling at Morotai for the upcoming invasion scheduled for July 1. Milford's plan entailed an amphibious assault on a two-brigade front between the Klandasan Besar River and Klandasan town, where the Japanese had established their strongest defenses.  In June, it was estimated that approximately 3,900 troops were stationed around Balikpapan, composed of: 1,500 in mobile units. 2,400 in anti-aircraft, air force, and base units. Additionally, there were 1,100 Japanese workers, 2,400 Indonesians, and 1,000 Formosans present. Near Samarinda, it was believed there were about 1,500 troops, plus possibly a battalion that had recently arrived from Tarakan. Experience had demonstrated that when estimating the strength of the enemy's resistance, every Japanese and Formosan, whether part of a fighting unit, base unit, or civilian labor group, had to be regarded as a combatant. Key defensive features included: At least 18 coast-defense guns, primarily located on ridges overlooking the sea. 26 heavy dual-purpose guns and 78 medium and light anti-aircraft guns. Offshore, between Klandasan and Manggar, rows of stout poles were driven into the seabed, horizontally braced with timber, and protected with barbed wire. An almost continuous anti-tank ditch, from 12 to 14 feet wide, extended above the beach from Stalkudo to Sepinggang. Extensive trench systems, with many tunnel openings, were detected on the ridges overlooking Klandasan. Numerous concrete strongpoints and a continuous line of bunkers lined the beach's fringe. This area was among the most strongly fortified that the Australians had encountered during the war. Indeed, Air Vice-Marshal Bostock, responsible for air support of the landing, cautioned the Prime Minister in a letter that these meticulously prepared defenses might result in Australian casualties comparable to those experienced during the landing at Gallipoli. It appeared that the Japanese had established their main defenses on the slopes overlooking the beaches from Klandasan to Stalkudo. The Australian staff believed the Japanese would attempt to contain the invaders within their beachhead area for as long as possible, before withdrawing inland, either south to Bandjermasin or overland to Bintulu in Sarawak. Additionally, it was anticipated that the enemy would direct burning oil onto the beach unless the oil tanks were destroyed during the preliminary bombardment. Brigadier Ivan Dougherty's 21st Brigade was to land with one battalion on Green Beach, while Brigadier Frederick Chilton's 18th Brigade would go ashore with two battalions on the Yellow and Red Beaches. Once a beachhead was secured, the 18th Brigade would seize the high ground dominating the town and clear the harbor for use, while the 21st Brigade would advance along the coast to capture the airstrips. Additionally, Brigadier Kenneth Eather's 25th Brigade, held in reserve, was set to land on July 2 with the likely objective of thrusting inland along the Milford Highway. Although Admiral Barbey favored a landing site farther east, possibly at Sepinggang, where their ships could be positioned more safely and further from Japanese coastal defense guns, Milford countered with sound reasoning: “Why land up the coast and have to fight miles through jungle, which suits the enemy, when you can go straight in under heavy supporting fire, which the enemy can't withstand, in comparatively open and favorable country?” Supported by General Morshead, this plan received approval, and by June 16, the 7th Division was successfully assembled at Morotai. Admiral Noble's Task Force 78 would once again transport the Australian troops to the landing area, supported by Rear-Admiral Ralph Riggs' cruiser group and Rear-Admiral William Sample's escort carriers. Against the Japanese defenses, Admiral Kamada's 22nd Special Base Force consisted of approximately 3,900 troops, with 1,500 in mobile units and 2,400 in anti-aircraft, air force, and base units, in addition to an estimated 4,500 laborers. In preparation for the invasion, aircraft from the Royal Australian Air Force and the 5th and 13th Air Forces began bombarding enemy defenses and storage tanks on June 4. These attacks intensified a week later as they specifically targeted Japanese gun positions. On June 15, Noble's minesweepers arrived to clear the sea around Balikpapan of magnetic mines, but faced losses, with three ships sunk and three damaged during the operation. Ten days later, American underwater demolition teams began working to locate and breach the underwater obstacles, often under heavy gunfire. To further confuse the enemy, efforts were made to create the impression that the landing would occur at Manggar. This included spreading rumors, landing a reconnaissance party in that area, and demolishing underwater obstacles at both Manggar and Sepinggang. Finally, on June 26, Noble's convoy set sail from Morotai. After an uneventful voyage, they reached Balikpapan unmolested just before dawn on July 1. During the morning, Riggs' cruisers and Noble's destroyers shelled the landing beaches and the defenses behind them, continuing the bombardment until the first waves of landing craft were within 1,300 yards of the shore, at which point the fire shifted to the flanks and rear of the enemy positions. About an hour before the landing, a combined rocket barrage and low-level airstrike were executed, followed by a second rocket barrage just ten minutes before the troops hit the beaches. In total, during the 20 days leading up to the assault, the Balikpapan-Manggar area received 3,000 tons of bombs, 7,361 rockets, 38,052 shells, and 114,000 rounds from automatic weapons, all aimed at crippling the formidable Japanese defenses. Covered by a successful bombardment, the assault waves finally hit the beaches just before 09:00. However, due to navigation errors, the troops were put ashore at the wrong locations. The 2/27th Battalion landed on Yellow Beach instead of Green Beach and quickly captured the Ration, Romilly, Rottnest, and Charlie's Spur positions. The 2/12th Battalion landed on Red Beach instead of Yellow, necessitating a northeast swing to take over Ration and reduce the remaining Japanese defenses in the area. A platoon was also detached to push inland along Vasey Road to seize Portee, while other elements secured Parkes, Plug, and Blyth's Junction. The 2/10th Battalion, correctly landing on Red Beach, rapidly seized the high ground in front of them. Patrols found Prudent and Petersham Junction to be unoccupied. The 2/10th then assembled at Petersham Junction and captured the lower slopes of Hill 87, successfully taking the hill under assault by noon. Meanwhile, Dougherty landed his reserve units, which also came ashore further west than expected on Yellow Beach. The 2/16th Battalion quickly assembled at Ravenshoe and captured Record, Pigeon, and Mount Malang. By 11 a.m. the battalion was on Ravenshoe, whence Malang and Pigeon were visible. Advancing under sharp fire Captain Madigan's company on the left took Record about 4 p.m., killing 46 Japanese. At 4.5 Captain R. H. Christian's company launched a concerted attack on Malang, sup-ported by the fire of artillery, mortars and machine-guns, and using a flame-thrower. The hill was taken and 40 Japanese were killed. The Australians lost four killed, including the leading platoon commander, Lieutenant Armstrong, and 14 wounded. By nightfall the 2/16th held a line through Malang, Pigeon and Record. It had lost 6 killed or died of wounds in the day and 24 wounded; 86 Japanese dead had been counted.  The 2/14th Battalion advanced swiftly to secure a bridgehead over the Klandasan Besar and seized the Stalkudo ridge. The 2/5th Commando Squadron passed through this bridgehead and attacked northeast but encountered heavy opposition. Returning to Hill 87, the 2/10th Battalion assaulted and captured Parramatta in the afternoon, aided by artillery and tanks, while patrols further secured Newcastle and the Cracking Plant by dusk. A patrol led by Sergeant A. A. Evans was sent out from Davey's platoon towards Newcastle. They silenced a bunker with a flame-thrower, and came to a house from which Japanese were firing. They overcame this position with grenades and small arms fire and then moved on to New-castle. As Evans reached Newcastle he saw the surviving Japanese making off towards Portee. Davey's platoon now occupied Newcastle and the other platoon took up positions on Parramatta. The seizure of Parramatta gave the 2/10th observation over the low ground to the north and the northern end of the town, and tied the battalion in with the 2/12th on Portee; the Japanese were now in a very poor position to counter-attack from the western end of the beach-head. Lieutenant Russack of Sanderson's company led a patrol to the Cracking Plant where it silenced a Japanese pill-box. This patrol was strafed by American aircraft, but worse was to follow. At 4.55 American carrier-borne aircraft made a run over Parramatta from the west and dropped bombs and fired rockets across Hill 87, which had then been in the hands of the 2/10th for four hours and a half. Much of this fire landed in the area into which Captain Brocksopp's" company ("D") had moved and where Daly's command post was established. Three were killed, including Lance-Sergeant Hackett, a veteran of several cam-paigns, and 14 wounded, including Major G. R. Miethke and two other officers. Air panels were displayed in all platoon areas after this. Daly decided to hold that night as far forward as Newcastle, on which he placed two platoons plus a platoon of the 2/1st Machine Gun Bat-talion, all under Captain Bowie. In the day the battalion had lost 13 killed and 30 wounded, but 216 Japanese dead were counted. That night 24 more Japanese were killed while trying to penetrate the Australians' positions and no Australian was hit. All night there were fires round about where houses were burning, and the blazing oil tanks on the Tank Plateau 600 yards to the west of the Parramatta ridge lit up the landscape. Finally, Brigadier Chilton also landed the reserve 2/9th Battalion on Red Beach and sent it west in the afternoon to occupy Klandasan town, leading to the capture of Santosa Hill by nightfall. Thus, the Australians successfully landed at Balikpapan and secured a sizable beachhead, marking the beginning of what would become a fierce and challenging battle. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. In June 1945, American forces, led by Generals Eichelberger and Krueger, fought fiercely against Japanese troops in Luzon, achieving significant victories despite heavy resistance. The tide turned as they captured key positions, restoring hope to Filipinos. Meanwhile, preparations for the Balikpapan invasion intensified. The 7th Australian Division readied for an amphibious assault on July 1 against well-fortified Japanese defenses. Despite facing strong opposition, the Australians successfully landed at various beaches, seizing vital ground.

durée : 00:21:31 - Les estimations du commissaire priseur - Les objets que l'on possède peuvent révéler de vraies surprises à condition d'être expertisées par de bons professionnels. Aujourd'hui avec Patrice Carrère commissaire-priseur à Pau. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

Today's a biggie! Jump Estimation, Seamless Session Download, GPS Recording and Watch Display on Apple Watch and Android Watch are now available for free on WOO. Leo and Arlin take a moment to dig into the new WOO Apps and give a peak under the hood. 

Send us a textEstimating in the low-voltage world isn't just for project managers – it's a vital skill that impacts everyone from first-year apprentices to seasoned field technicians. This episode dives deep into how understanding the estimating process can transform your approach to cabling installations and boost your career trajectory.Ever wondered why that extra HVAC duct in the ceiling pathway matters so much? When you're pulling 250 cables and each one needs to go up and over obstacles, those extra feet add up to half a box of cable – real money that affects your project's profitability. For apprentices, these early lessons in material management create a foundation for career advancement.Veteran installers share how proper estimating prevents the dreaded "change order death spiral" that plagues so many projects. Learn practical strategies for tracking labor hours, submitting effective RFIs, and maintaining detailed scopes of work that protect both you and your company. As one listener asked: "How does estimating keep me from getting change-ordered to death?" The answer lies in proactive documentation and clear communication.For project managers and business owners, we break down the critical reports you need from day one, comparing the benefits of traditional spreadsheets versus specialized estimating software. The surprising winner? It depends on your company size and specific needs – but understanding both approaches gives you a competitive edge.Perhaps most valuable is our discussion on cross-training between field technicians and estimators. When installers participate in the estimating process, they develop buy-in while providing practical insights that office-bound estimators might miss. This symbiotic relationship creates more accurate bids and stronger project execution.Whether you're considering starting your own low-voltage business or looking to advance within your current company, mastering these estimating fundamentals positions you for greater success. Subscribe now and learn how to transform your approach to project planning and execution!Support the showKnowledge is power! Make sure to stop by the webpage to buy me a cup of coffee or support the show at https://linktr.ee/letstalkcabling . Also if you would like to be a guest on the show or have a topic for discussion send me an email at chuck@letstalkcabling.com Chuck Bowser RCDD TECH#CBRCDD #RCDD

For this episode, let's revisit a Case Interview & Management Consulting classic where we look at how to make estimations when calculating smaller values or working with enclosed spaces like restaurants, the importance of sensitivity analyses and a new limitation of demand-driven cases. This is a very important technique which can significantly improve accuracy and efficiency in case math.   Here are some free gifts for you:   Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

Outro dia o Afonso Roitman, da novela Vale Tudo, apareceu numa cena contando que as pessoas consomem 5 gramas de plástico por semana — o equivalente a um cartão de crédito. Essa informação tá ERRADA, preciso dizer logo de cara. Esse foi apenas um dos muitos casos em que o mito do cartão de crédito proliferou nas nossas vidas, e está longe de ser o mais grave. Em incontáveis reportagens, estudos, relatórios de governos e agências de relevância mundial, uma das maiores fake news das nossas vidas adultas não para de se espalhar.Não tenho a pretensão de dar fim a ela (quem sou eu, afinal?), mas decidi contar como e por que tanta gente acredita e repassa a informação equivocada de que todo mundo ingere essa quantidade enorme de plástico. Obs.: Não sou negacionista, apenas quis contar uma história importante! Bjs!============================APRENDA EM 5 MINUTOS é o podcast sobre coisas que você nem sabia que queria saber. Os episódios são roteirizados e apresentados por Alvaro Leme. Jornalista, mestre e doutorando em Ciências da Comunicação na ECA-USP e criador de conteúdo há vinte anos, ele traz episódios sobre curiosidades dos mais variados tipos. São episódios curtos, quase sempre com 5 minutos — mas alguns passam disso, porque tem tema que precisa mesmo de mais um tempinho.Edição dos episódios em vídeo: André Glasnerhttp://instagram.com/andreglasnerDireção de arte: Dorien Barrettohttps://www.instagram.com/dorienbarretto66/Fotografia: Daniela Tovianskyhttps://www.instagram.com/dtoviansky/Siga o APRENDA no Instagram: http://instagram.com/aprendapodcasthttp://instagram.com/alvarolemeComercial e parcerias: contato@alvaroleme.com.br======================Quer saber mais? Confira as fontes que consultei enquanto criava o episódio- How Much Microplastics Are We Ingesting?: Estimation of the Mass of Microplastics IngestedUniversidade de Newcastle, Austrália- Ingested microplastics: Do humans eat one credit card per week?Martin Pletz,Journal of Hazardous Materials Letters- Microplastics are bad, but ignoring science is worseMark Jones, R&D World - You do not inhale a credit card's worth of microplastic every weekFull Fact- How Much Plastic Do We Ingest?Kevin Schofield, South Seattle Emerald

Audio note: this article contains 127 uses of latex notation, so the narration may be difficult to follow. There's a link to the original text in the episode description. Confidence: Medium, underlying data is patchy and relies on a good amount of guesswork, data work involved a fair amount of vibecoding. Intro:  Tom Davidson has an excellent post explaining the compute bottleneck objection to the software-only intelligence explosion.[1] The rough idea is that AI research requires two inputs: cognitive labor and research compute. If these two inputs are gross complements, then even if there is recursive self-improvement in the amount of cognitive labor directed towards AI research, this process will fizzle as you get bottlenecked by the amount of research compute. The compute bottleneck objection to the software-only intelligence explosion crucially relies on compute and cognitive labor being gross complements; however, this fact is not [...] ---Outline:(00:35) Intro:(02:16) Model(02:19) Baseline CES in Compute(04:07) Conditions for a Software-Only Intelligence Explosion(07:39) Deriving the Estimation Equation(09:31) Alternative CES Formulation in Frontier Experiments(10:59) Estimation(11:02) Data(15:02) Trends(15:58) Estimation Results(18:52) ResultsThe original text contained 13 footnotes which were omitted from this narration. --- First published: June 1st, 2025 Source: https://forum.effectivealtruism.org/posts/xoX936hEvpxToeuLw/estimating-the-substitutability-between-compute-and --- Narrated by TYPE III AUDIO. ---Images from the article:Apple Podcasts and Spotify do not show images in the episode description. Try Pocket Casts, or another podcast app.

Darshan H. Brahmbhatt, Podcast Editor of JACC: Advances, discusses a recently published original research paper on Cardiac Output Estimation in the Intensive Care Unit.

What happens when a talented estimator decides to break free from the confines of office life and build a business that serves multiple contractors while traveling the world? Jake Jones, co-founder of Archer Estimation and Consulting, shares his remarkable journey from geology student to nomadic entrepreneur in this thought-provoking conversation.Jake's natural talent for estimation was discovered almost by accident when his mentor reviewed a project budget he'd prepared and declared, "You're in the wrong job." What followed was a career transformation that led him through various companies where he consistently found ways to optimize estimation processes, turning handwritten takeoffs into sophisticated spreadsheet systems. One simple macro he developed saved his company approximately 40 man-hours annually – exemplifying his philosophy that small improvements can yield significant results.The pandemic proved to be a turning point for Jake when he discovered he could be even more productive working remotely. When faced with ultimatums to return to the office, he made the bold decision to launch his own fractional estimating business. Now, he helps contractors who need estimation expertise but can't afford full-time specialists while enjoying the freedom to work from anywhere. Currently based in Santiago, Chile, with previous stops in Argentina and Uruguay, Jake and his wife have embraced minimalism, paring down their possessions to just a few suitcases.For those considering a similar path, Jake offers practical advice about the realities of entrepreneurship, emphasizing the importance of understanding business fundamentals and building strong support networks. His story demonstrates how specialized expertise combined with process optimization can create opportunities for both professional fulfillment and personal freedom.Whether you're a contractor seeking to improve your bidding processes or someone dreaming of location independence, Jake's experiences provide valuable insights into building a business that serves others while supporting the lifestyle you desire. What small improvements could transform your workflow and open new possibilities in your career?Jakes Jones:http://www.archerestimation.com/mailto:info@archerestimation.comhttps://www.linkedin.com/in/jake-j-73ba2516Make yourself a priority and get more done: https://www.depthbuilder.com/do-the-damn-thing Download a PDF copy of Becoming the Promise You are Intended to Behttps://www.depthbuilder.com/books

On this special Ask the Authors episode, Drs. David Doubblestein and Linda Koehler join us to discuss the non-manual lymphatic drainage narrative, why it's never been about the volume, and the evidence supporting MLD as a critical component of complete decongestive therapy for lymphedema. Don't throw MLD out with the volume!

Do all your relationships feel the same? If so, you may have some love blocks you NEED to heal! Sanaiyah Gurnamal is a love blocks expert and her journey is one many successful women might resonate with—a quest for external validation that often leads to unfulfilling romantic relationships. Despite achieving great heights professionally or personally in other domains of your life, you may be like Sanaiyah, finding yourself stuck in a cycle of unsatisfying partnerships. Through Sanaiyah's own transformative experience rooted in self-love and healing from childhood traumas, Sanaiyah illustrates how pivotal internal work is when seeking meaningful connections. this is a conversation for those who need to shift their relationships and for those who must go on a shift for growth! Let's dive in! KEY TAKEAWAYS: Understanding Love Blocks Five recurrent love blocks: Commitment Phobe - A fear-driven pattern where individuals attract emotionally unavailable partners. People Pleaser - Seeking validation through pleasing others at the expense of one's identity. Runaway Bride - Avoidance of intimacy due to anticipated heartbreak stemming from past traumas. Caretaker - Over-prioritizing others' needs based on familial roles developed during upbringing. Memory Chaser - Lingering attachment to past relationships hindering new opportunities. These patterns often mirror unresolved childhood issues rather than being faults attributable solely to partners or external circumstances. Hidden Patterns in Love Discussion on common queries women have about failed relationship patterns. Insight into hidden patterns, limiting beliefs, and subconscious beliefs affecting love. Self-Love as a Foundation Introduction of Sanaiyah, relationship reinvention coach. The importance of self-love as the cornerstone for better relationships. Danielle and Sanaiyah discuss how lack of self-love impacts personal relationships. Personal Journey of Self-Love Sanaiyah shares her personal story of seeking external validation in relationships. Transition from external validation to self-love and self-discovery. Process of Healing and Self-Discovery Sanaya describes her journey of healing through various modalities like hypnotherapy, Theta healing, Reiki, and inner child work. The impact of healing on personal relationships and self-perception. Identifying Love Blocks Differentiating healed individuals through their ease of connection with others. The stress and negative emotions in love life as indicators of unresolved issues. Exploration of Love Patterns Breakdown of five hidden love patterns: Commitment phobe, People pleaser, Runaway bride, Caretaker, and Memory chaser. Breaking Down Love Patterns Analysis of each love pattern and its implications on relationships. Understanding individual patterns for tailored personal healing. Overcoming Love Blocks Steps to recognizing and taking responsibility for recurring patterns. Importance of seeking professional help for deeper healing. Moving from Victim Mode to Acceptance Challenges in transitioning from victim mode to acceptance. Estimation of healing times based on individual commitment and readiness. Sanaiyah's personal testimony of moving from realization to relationship readiness in a month.   If you would like to learn more FOLLOW ON: https://www.instagram.com/sanaiyahgurnamal/on Instagram. You can also visit her website at:  www.sanaiyahgurnamal.com. You can also visit: Take our quick Love Blocks Quiz to discover what's keeping you from your dream relationship. This isn't just any quiz—it's a stepping stone to understanding and overcoming the hidden challenges blocking your path to the kind of love that's for keeps. You'll identify your love blocks and gain the insights needed to break free from these obstacles,  empowering you to attract and keep the love you truly deserve. Quiz Link: https://www.sanaiyahgurnamal.com/love-blocks Have you checked out the GYLTG Empowerment Hub on Apple? Join the Monthly Subscription to gain full access to content, meditaiton, live recorded events, and workshops that you can't access anywhere else! It's $6.99 a month or $79.99 for the year! Can't wait to see you inside the hub. Love this episode and want to keep the inspiration and conversation going? Join the nearly 25K plus members on Instagram, Facebook, and Tik Tok who are engaging in their own life revolution. Visit: www.getyourlifetogethergirl.com and the Get Your Life Together, Girl blog, classes, and one-on-one sessions with Danielle. And don't forget to sign up for the Get Your Life Together, Girl Insider Email here! You also don't want to miss the NEW You Are Only as Strong as Your Weakest Emotion downloadable eBook and journal! Podcast listeners receive a 50% discount on their purchases. Click here to check it out! Finally, if you are interested in guided meditations, join Danielle on Insight Timer as she takes you through free guided meditations. New release each month #GetYourLifeTogetherGirl #personalgrowth #empowerment #rewilding #inner wild #spiritualjourney #selfdiscovery #healing #mindfulness #natureconnection #holistichealth #meditation #selfcompassion #coherence #alternativehealing #breathwork #mindfulness #mentalhealth #personalgrowth #spirituality #wellness

Chris Sims: When Terminology Creates Misunderstandings, The "Ideal Days" Story Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this insightful episode, Chris Sims shares a valuable lesson from his early days implementing XP and Scrum. Chris's team had established an effective workflow using relative estimation with "ideal days" rather than story points, achieving good predictability and velocity measurements. However, things took an unexpected turn when a skeptical VP discovered their tracking spreadsheet and misinterpreted their metrics as showing only 2.5 days of work per week. Despite Chris's best efforts to explain the concept of "ideal days," the misunderstanding tarnished the team's reputation. Chris emphasizes the importance of socializing your working methods with stakeholders and communicating in ways meaningful to leadership. Working "under the radar" can backfire, so transparency about your processes is crucial for organizational alignment and trust. Self-reflection Question: How transparent are you about your team's estimation methods with stakeholders who might not be familiar with agile terminology? [Scrum Master Toolbox Podcast Recommends]

In this episode I discuss different algorithms used for pharmacometrics modeling. I describe difference between maximum likelihood and expectation maximization methods. I review the FO and FOCEI maximum likelihood algorithms. I then review SAEM, IMP, and QRPEM expectation maximization algorithms that are available. I conclude with an brief explanation of the difference between parameter estimation and parameter uncertainty. Links discussed in the show:PMXRepoJames Ousey LinkedIn pageManuscript by Liu and Wang, 2016You can connect with me on LinkedIn and send me a messageSend me a messageSign up for my newsletterCopyright Teuscher Solutions LLCAll Rights Reserved

durée : 00:22:43 - Estimation avec le commissaire priseur - Vous avez chez vous des objets de votre famille, tableau, meubles anciens ou design, sculpture, des bronzes, des bijoux. Patrice Carrère est commissaire-priseur et nous donne ses conseils, d'abord sur la vente d'un tableau qui a de la valeur et ensuite sur le diamant.

Host Chris Adams is joined by Charles Tripp and Dawn Nafus to explore the complexities of measuring AI's environmental impact from a novice's starting point. They discuss their research paper, A Beginner's Guide to Power and Energy Measurement and Estimation for Computing and Machine Learning, breaking down key insights on how energy efficiency in AI systems is often misunderstood. They discuss practical strategies for optimizing energy use, the challenges of accurate measurement, and the broader implications of AI's energy demands. They also highlight initiatives like Hugging Face's Energy Score Alliance, discuss how transparency and better metrics can drive more sustainable AI development and how they both have a commonality with eagle(s)!

On February 9th, 2023, Crystal Jones was found dead in her home from a gunshot wound to the head. Despite a minimal investigation, authorities ruled her death a suicide—leaving her family devastated and searching for answers. Her sister, Jana, refused to accept this ruling, uncovering shocking inconsistencies in the evidence and contradictions in her husband Tony Jones' account of that day. Was Crystal's death truly suicide, or was it something far more sinister?Join us as we partner with Jana to investigate the truth behind Crystal's case, exposing overlooked details, law enforcement missteps, and chilling evidence that suggests this was not suicide—but murder.Thank you to Jana for trusting us and for her assistance in this case. Connect with us on Social Media!You can find us at:Instagram: @bookofthedeadpodX: @bkofthedeadpodFacebook: The Book of the Dead PodcastTikTok: BookofthedeadpodOr visit our website at www.botdpod.comSIGN THE PETITION TO HAVE CRYSTAL'S CASE REOPENEDAtrial fibrillation. (n.d.). https://www.valleyhealth.com/services/atrial-fibrillation?gclsrc=aw.ds&gad_source=1&gbraid=0AAAAABj5EyaL12Ctvl4_2xdqjV49Td8Pf&gclid=CjwKCAiAiOa9BhBqEiwABCdG86sEKZUh7y8oAbcBy3tf7LT2ml7v2vd-dkp4qLfH1FC6990TN8_gThoCP3YQAvD_BwEMccrory, J. (2024, February 2). Reopen Investigation into Death of Crystal McCrory Jones. Change.org. https://www.change.org/p/reopen-investigation-into-death-of-crystal-mccrory-jonesObituary information for Crystal McCrory Jones. (n.d.). https://www.coxfuneral.com/obituaries/Crystal-McCrory-Jones?obId=27250222Serial Number lookup. (n.d.). https://ruger.com/dataProcess/serialHistory/Shrestha, R., Kanchan, T., & Krishan, K. (2023). Methods of Estimation of Time Since Death. StatPearls. https://www.ncbi.nlm.nih.gov/books/NBK549867/Smith, L. (2022, September 12). “Unsuiciding” - investigating deaths ruled as suicide. Pursuit Magazine. https://pursuitmag.com/unsuiciding-investigating-deaths-ruled-as-suicide/The seven major mistakes in suicide investigation. (n.d.). http://www.practicalhomicide.com/Research/7mistakes.htm

Proactive Network Maintenance: Precision Impairment Location with OFDM & OFDMA Channel Estimation Are you ready to revolutionize your network maintenance approach? In this video, we explore how advanced OFDM and OFDMA channel estimation techniques are driving precision impairment location, setting a new standard in Proactive Network Maintenance (PNM). What You'll Learn: • Precision Fault The post Precision Impairment Location with OFDM & OFDMA Channel Estimation appeared first on Volpe Firm.

Chrissy Fleming: The Hidden Cost of Combined Scrum Master and Product Owner Roles Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Chrissy shares a critical learning moment from her career when she attempted to juggle both Product Owner and Scrum Master roles simultaneously. This dual role led to a situation where the team began "sandbagging" their estimates due to underlying conflicts with leadership. The situation culminated when a team member completed a supposedly two-month project in just two days, destroying team credibility and ultimately leading to the team's dismissal. Self-reflection Question: How do you ensure you maintain your authentic voice as a Scrum Master while balancing multiple stakeholder needs? [The Scrum Master Toolbox Podcast Recommends]

Peter talks with Abdullah Elagha of the Colorado Palestine Coalition on the Israel/Palestine Ceasefire as Trump's Presidency approaches. There is a Modern Day Holocaust happening in the Middle East, Estimation of Death Tolls, and a deep analysis of what's going on. Then, Listener Calls weigh in. See omnystudio.com/listener for privacy information.

1UNITED STATES BANKRUPTCY COURTSOUTHERN DISTRICT OF TEXASHOUSTON DIVISIONIn re:INTRUM AB, et al.,1Debtors.Chapter 11Case No. 24-90575 (CML)(Jointly Administered)NOTICE OF APPEALPursuant to 28 U.S.C. § 158(a) and Federal Rules of Bankruptcy Procedure 8002 and 8003,notice is hereby given that the Ad Hoc Committee of holders of 2025 notes issued by Intrum AB(the “AHC”) hereby appeals to the United States District Court for the Southern District of Texasfrom (i) the Order Denying Motion of the Ad Hoc Committee of Holders of Intrum AB Notes Due2025 to Dismiss Chapter 11 Cases Pursuant to 11 U.S.C. § 1112(b) and Federal Rule ofBankruptcy Procedure 1017(f)(1) (ECF No. 262) (the “Motion to Dismiss Order”) and (ii) theOrder (I) Approving Disclosure Statement and (II) Confirming Joint Prepackaged Chapter 11Plan of Intrum AB and Its Affiliated Debtor (Further Technical Modifications) (ECF No. 263) (the“Confirmation Order”). A copy of the Motion to Dismiss Order is attached as Exhibit A and acopy of the Confirmation Order is attached as Exhibit B. Additionally, the transcript of theBankruptcy Court's oral ruling accompanying the Motion to Dismiss Order and ConfirmationOrder (ECF No. 275) is attached as Exhibit C.Below are the names of all parties to this appeal and their respective counsel:1 The Debtors in these Chapter 11 Cases are Intrum AB and Intrum AB of Texas LLC. The Debtors'service address in these Chapter 11 Cases is 801 Travis Street, Ste 2101, #1312, Houston, TX 77002.Case 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 1 of 62I. APPELLANTA. Name of Appellant:The members of the AHC include:Boundary Creek Master Fund LP; CF INT Holdings Designated Activity Company; CaiusCapital Master Fund; Diameter Master Fund LP; Diameter Dislocation Master Fund II LP; FirTree Credit Opportunity Master Fund, LP; MAP 204 Segregated Portfolio, a segregated portfolioof LMA SPC; Star V Partners LLC; and TQ Master Fund LP.Attorneys for the AHC:QUINN EMANUEL URQUHART & SULLIVAN, LLPChristopher D. Porter (SBN 24070437)Joanna D. Caytas (SBN 24127230)Melanie A. Guzman (SBN 24117175)Cameron M. Kelly (SBN 24120936)700 Louisiana Street, Suite 3900Houston, TX 77002Telephone: (713) 221-7000Facsimile: (713) 221-7100Email: chrisporter@quinnemanuel.comjoannacaytas@quinnemanuel.commelanieguzman@quinnemanuel.comcameronkelly@quinnemanuel.com-and-Benjamin I. Finestone (admitted pro hac vice)Sascha N. Rand (admitted pro hac vice)Katherine A. Scherling (admitted pro hac vice)295 5th AvenueNew York, New York 10016Telephone: (212) 849-7000Facsimile: (212) 849-7100Email: benjaminfinestone@quinnemanuel.comsascharand@quinnemanuel.comkatescherling@quinnemanuel.comB. Positions of appellant in the adversary proceeding or bankruptcy case that isthe subject of this appeal:CreditorsCase 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 2 of 63II. THE SUBJECT OF THIS APPEALA. Judgment, order, or decree appealed from:The Order Denying Motion of the Ad Hoc Committee of Holders of Intrum AB Notes Due2025 to Dismiss Chapter 11 Cases Pursuant to 11 U.S.C. § 1112(b) and Federal Rule ofBankruptcy Procedure 1017(f)(1) (ECF No. 262); the Order (I) Approving Disclosure Statementand (II) Confirming Joint Prepackaged Chapter 11 Plan of Intrum AB and Its Affiliated Debtor(Further Technical Modifications) (ECF No. 263); and the December 31, 2024 Transcript of OralRuling Before the Honorable Christopher M. Lopez United States Bankruptcy Court Judge (ECFNo. 275).B. The date on which the judgment, order, or decree was entered:The Motion to Dismiss Order and the Confirmation Order were entered on December 31,2024. The Court issued its oral ruling accompanying the Motion to Dismiss Order and theConfirmation Order on December 31, 2024.III. OTHER PARTIES TO THIS APPEALIntrum AB and Intrum AB of Texas LLCMILBANK LLPDennis F. Dunne (admitted pro hac vice)Jaimie Fedell (admitted pro hac vice)55 Hudson YardsNew York, NY 10001Telephone: (212) 530-5000Facsimile: (212) 530-5219Email: ddunne@milbank.comjfedell@milbank.com–and–Andrew M. Leblanc (admitted pro hac vice)Melanie Westover Yanez (admitted pro hac vice)1850 K Street, NW, Suite 1100Washington, DC 20006Telephone: (202) 835-7500Facsimile: (202) 263-7586Email: aleblanc@milbank.commwyanez@milbank.com–and–PORTER HEDGES LLPJohn F. Higgins (SBN 09597500)Case 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 3 of 64Eric D. Wade (SBN 00794802)M. Shane Johnson (SBN 24083263)1000 Main Street, 36th FloorHouston TX 77002Telephone: (713) 226-6000Facsimile: (713) 226-6248Email: jhiggins@porterhedges.comewade@porterhedges.comsjohnson@porterhedges.comIV. OTHER PARTIES THAT MAY HAVE AN INTEREST IN THIS APPEALThe following chart lists certain parties that are not parties to this appeal, but that may havean interest in the outcome of the case. These parties should be served with notice of this appealby the Debtors who are aware of their identities and best positioned to provide notice.All Other Creditors of the Debtors, Including, But Not Limited To:• Certain funds and accounts managed by BlackRock Investment Management (UK)Limited or its affiliates;• Capital Four;• Davidson Kempner European Partners, LLP;• Intermediate Capital Managers Limited;• Mandatum Asset Management Ltd;• H.I.G. Capital, LLC;• Spiltan Hograntefond; Spiltan Rantefond Sverige; and Spiltan Aktiefond Stabil;• The RCF SteerCo Group;• Swedbank AB (publ).Any Holder of Stock of the Debtors• Any holder of stock of the Debtors, including their successors and assigns.Case 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 4 of 65Respectfully submitted this 13th day of January, 2025.QUINN EMANUEL URQUHART &SULLIVAN, LLP/s/ Christopher D. PorterChristopher D. Porter (SBN 24070437)Joanna D. Caytas (SBN 24127230)Melanie A. Guzman (SBN 24117175)Cameron M. Kelly (SBN 24120936)700 Louisiana Street, Suite 3900Houston, TX 77002Telephone: (713) 221-7000Facsimile: (713) 221-7100Email: chrisporter@quinnemanuel.comjoannacaytas@quinnemanuel.commelanieguzman@quinnemanuel.comcameronkelly@quinnemanuel.com-and-Benjamin I. Finestone (admitted pro hac vice)Sascha N. Rand (admitted pro hac vice)Katherine A. Scherling (admitted pro hac vice)295 5th AvenueNew York, New York 10016Telephone: (212) 849-7000Facsimile: (212) 849-7100Email: benjaminfinestone@quinnemanuel.comsascharand@quinnemanuel.comkatescherling@quinnemanuel.comCOUNSEL FOR THE AD HOC COMMITTEE OFINTRUM AB 2025 NOTEHOLDERSCase 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 5 of 6CERTIFICATE OF SERVICEI, Christopher D. Porter, hereby certify that on the 13th day of January, 2025, a copy ofthe foregoing document has been served via the Electronic Case Filing System for the UnitedStates Bankruptcy Court for the Southern District of Texas./s/ Christopher D. PorterBy: Christopher D. PorterCase 24-90575 Document 296 Filed in TXSB on 01/13/25 Page 6 of 6EXHIBIT ACase 24-90575 Document 296-1 Filed in TXSB on 01/13/25 Page 1 of 31IN THE UNITED STATES BANKRUPTCY COURTFOR THE SOUTHERN DISTRICT OF TEXASHOUSTON DIVISION)In re: ) Chapter 11)Intrum AB, et al.,1 ) Case No. 24-90575 (CML)))Jointly AdministeredDebtors. ))ORDER DENYING MOTION OF THE AD HOCCOMMITTEE OF HOLDERS OF INTRUM AB NOTES DUE 2025TO DISMISS CHAPTER 11 CASES PURSUANT TO 11 U.S.C. § 1112(B) ANDFEDERAL RULE OF BANKRUPTCY PROCEDURE 1017(F)(1)(Related to Docket No. 27)This matter, having come before the Court upon the Motion of the Ad Hoc Committee ofHolders of Intrum AB Notes Due 2025 to Dismiss Chapter 11 Cases Pursuant to 11 U.S.C. §1112(b) and Federal Rule of Bankruptcy Procedure 1017(f)(1) [Docket No. 27] (the “Motion toDismiss”); and this Court having considered the Debtors' Objection to the Motion of the Ad HocCommittee of Holders of Intrum AB Notes Due 2025 to Dismiss Chapter 11 Cases Pursuant to 11U.S.C. § 1112(b) and Federal Rule of Bankruptcy Procedure 1017(f)(1) (the “Objection”) andany other responses or objections to the Motion to Dismiss; and this Court having jurisdiction overthis matter pursuant to 28 U.S.C. § 1334 and the Amended Standing Order; and this Court havingfound that this is a core proceeding pursuant to 28 U.S.C. § 157(b)(2); and this Court having foundthat it may enter a final order consistent with Article III of the United States Constitution; and thisCourt having found that the relief requested in the Objection is in the best interests of the Debtors'1 The Debtors in these Chapter 11 Cases are Intrum AB and Intrum AB of Texas LLC. The Debtors' serviceaddress in these Chapter 11 Cases is 801 Travis Street, STE 2101, #1312, Houston, TX 77002.United States Bankruptcy CourtSouthern District of TexasENTEREDDecember 31, 2024Nathan Ochsner, ClerkCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29662-1 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 2 o of f2 32estates; and this Court having found that the Debtors' notice of the Objection and opportunity fora hearing on the Motion to Dismiss and Objection were appropriate and no other notice need beprovided; and this Court having reviewed the Motion to Dismiss and Objection and havingheard the statements in support of the relief requested therein at a hearing before this Court; andthis Court having determined that the legal and factual bases set forth in the Objectionestablish just cause for the relief granted herein; and upon all of the proceedings had beforethis Court; and after due deliberation and sufficient cause appearing therefor, it is HEREBYORDERED THAT:1. The Motion to Dismiss is Denied for the reasons stated at the December 31, 2024 hearing.2. This Court retains exclusive jurisdiction and exclusive venue with respect to allmatters arising from or related to the implementation, interpretation, and enforcement of this Order.DAeucegmubste 0r 23,1 2, 0210294CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29662-1 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 3 o of f2 3EXHIBIT BCase 24-90575 Document 296-2 Filed in TXSB on 01/13/25 Page 1 of 135IN THE UNITED STATES BANKRUPTCY COURTFOR THE SOUTHERN DISTRICT OF TEXASHOUSTON DIVISION)In re: ) Chapter 11)Intrum AB et al.,1 ) Case No. 24-90575 (CML)))(Jointly Administered)Debtors. ))ORDER (I) APPROVINGDISCLOSURE STATEMENT AND(II) CONFIRMING JOINT PREPACKAGED CHAPTER 11PLAN OF INTRUM AB AND ITS AFFILIATEDDEBTOR (FURTHER TECHNICAL MODIFICATIONS)The above-captioned debtors and debtors in possession (collectively, the“Debtors”), having:a. entered into that certain Lock-Up Agreement, dated as of July 10, 2024 (asamended and restated on August 15, 2024, and as further modified,supplemented, or otherwise amended from time to time in accordance with itsterms, the “the Lock-Up Agreement”) and that certain Backstop Agreement,dated as of July 10, 2024, (as amended and restated on November 15, 2024 andas further modified, supplemented, or otherwise amended from time to time inaccordance with its terms), setting out the terms of the backstop commitmentsprovided by the Backstop Providers to backstop the entirety of the issuance ofNew Money Notes (as may be further amended, restated, amended and restated,modified or supplemented from time to time in accordance with the termsthereof, the “Backstop Agreement”) which set forth the terms of a consensualfinancial restructuring of the Debtors;b. commenced, on October 17, 2024, a prepetition solicitation (the “Solicitation”)of votes on the Joint Prepackaged Chapter 11 Plan of Reorganization of IntrumAB and its Debtor Affiliate Pursuant to Chapter 11 of the Bankruptcy Code (asthe same may be further amended, modified and supplemented from time totime, the “Plan”), by causing the transmittal, through their solicitation andballoting agent, Kroll Restructuring Administration LLC (“Kroll”), to theholders of Claims entitled to vote on the Plan of, among other things: (i) the1 The Debtors in these chapter 11 cases are Intrum AB and Intrum AB of Texas LLC. The Debtors' serviceaddress in these chapter 11 cases is 801 Travis Street, STE 2102, #1312, Houston, TX 77002.United States Bankruptcy CourtSouthern District of TexasENTEREDDecember 31, 2024Nathan Ochsner, ClerkCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 2 o of f1 133452Plan, (ii) the Disclosure Statement for Joint Prepackaged Chapter 11 Plan ofReorganization of Intrum AB and its Debtor Affiliate (as the same may befurther amended, modified and supplemented from time to time, the“Disclosure Statement”), and (iii) the Ballots and Master Ballot to vote on thePlan (the “Ballots”), (iv) the Affidavit of Service of Solicitation Materials[Docket No. 7];c. commenced on November 15, 2024 (the “Petition Date”), these chapter 11 cases(these “Chapter 11 Cases”) by filing voluntary petitions in the United StatesBankruptcy Court for the Southern District of Texas (the “Bankruptcy Court”or the “Court”) for relief under chapter 11 of title 11 of the United States Code(the “Bankruptcy Code”);d. Filed on November 15, 2024, the Affidavit of Service of Solicitation Materials[Docket No. 7] (the “Solicitation Affidavit”);e. Filed, on November 16, 2024 the Joint Prepackaged Chapter 11 Plan ofReorganization of Intrum AB and its Debtor Affiliate Pursuant to Chapter 11of the Bankruptcy Code (Technical Modifications) [Docket No. 16] and theDisclosure Statement for Joint Prepackaged Chapter 11 Plan of Intrum AB andits Debtor Affiliate [Docket No. 17];f. Filed on November 16, 2024, the Declaration of Andrés Rubio in Support of ofthe Debtors' Chapter 11 Petitions and First Day Motions [Docket No. 14] (the“First Day Declaration”);g. Filed on November 17, 2024, the Declaration of Alex Orchowski of KrollRestructuring Administration LLC Regarding the Solicitation of Votes andTabulation of Ballots Case on the Joint Prepackaged Chapter 11 Plan ofReorganization of Intrum AB and its Debtor Affiliate Pursuant to Chapter 11of the Bankruptcy Code [Docket No. 18] (the “Voting Declaration,” andtogether with the Plan, the Disclosure Statement, the Ballots, and theSolicitation Affidavit, the “Solicitation Materials”);h. obtained, on November 19, 2024, the Order(I) Scheduling a Combined Hearingon (A) Adequacy of the Disclosure Statement and (B) Confirmation of the Plan,(II) Approving Solicitation Procedures and Form and Manner of Notice ofCommencement, Combined Hearing, and Objection Deadline, (III) FixingDeadline to Object to Disclosure Statement and Plan, (IV) Conditionally (A)Directing the United States Trustee Not to Convene Section 341 Meeting ofCreditors and (B) Waiving Requirement to File Statements of Financial Affairsand Schedules of Assets and Liabilities, and (V) Granting Related Relief[Docket No. 71] (the “Scheduling Order”), which, among other things: (i)approved the prepetition solicitation and voting procedures, including theConfirmation Schedule (as defined therein); (ii) conditionally approved theDisclosure Statement and its use in the Solicitation; and (iii) scheduled theCombined Hearing on December 16, 2024, at 1:00 p.m. (prevailing CentralCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 3 o of f1 133453Time) to consider the final approval of the Disclosure Statement and theconfirmation of the Plan (the “Combined Hearing”);i. served, through Kroll, on November 20, 2025, on all known holders of Claimsand Interests, the U.S. Trustee and certain other parties in interest, the Noticeof: (I) Commencement of Chapter 11 Bankruptcy Cases; (II) Hearing on theDisclosure Statement and Confirmation of the Plan, and (III) Certain ObjectionDeadlines (the “Combined Hearing Notice”) as evidence by the Affidavit ofService [Docket No. 160];j. caused, on November 25 and 27, 2024, the Combined Hearing Notice to bepublished in the New York Times (national and international editions) and theFinancial Times (international edition), as evidenced by the Certificate ofPublication [Docket No. 148];k. Filed and served, on December 10, 2024, the Plan Supplement for the Debtors'Joint Prepackaged Chapter 11 Plan of Reorganization [Docket 165];l. Filed on December 10, 2024, the Declaration of Jeffrey Kopa in Support ofConfirmation of the Joint Prepackaged Plan of Reorganization of Intrum ABand its Debtor Affiliate Pursuant to Chapter 11 of the Bankruptcy Code [DocketNo. 155];m. Filed on December 14, 2024, the:i. Debtors' Memorandum of Law in Support of an Order: (I) Approving, on aFinal Basis, Adequacy of the Disclosure Statement; (II) Confirming theJoint Prepackaged Plan of Reorganization; and (III) Granting Related Relief[Docket No. 190] (the “Confirmation Brief”);ii. Declaration of Andrés Rubio in Support of Confirmation of the JointPrepackaged Plan of Reorganization of Intrum AB and its Debtor Affiliate.[Docket No. 189] (the “Confirmation Declaration”); andiii. Joint Prepackaged Chapter 11 Plan of Reorganization of Intrum AB and itsDebtor Affiliate Pursuant to Chapter 11 of the Bankruptcy Code (FurtherTechnical Modifications) [Docket No. 191];n. Filed on December 18, 2024, the Joint Prepackaged Chapter 11 Plan ofReorganization of Intrum AB and its Debtor Affiliate Pursuant to Chapter 11of the Bankruptcy Code (Further Technical Modifications) [Docket No. 223];CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 3 4 o of f1 133454WHEREAS, the Court having, among other things:a. set December 12, 2024, at 4:00 p.m. (prevailing Central Time) as the deadlinefor Filing objection to the adequacy of the Disclosure Statement and/orConfirmation2 of the Plan (the “Objection Deadline”);b. held, on December 16, 2024 at 1:00 p.m. (prevailing Central Time) [andcontinuing through December 17, 2024], the Combined Hearing;c. heard the statements, arguments, and any objections made at the CombinedHearing;d. reviewed the Disclosure Statement, the Plan, the Ballots, the Plan Supplement,the Confirmation Brief, the Confirmation Declaration, the SolicitationAffidavit, and the Voting Declaration;e. overruled (i) any and all objections to approval of the Disclosure Statement, thePlan, and Confirmation, except as otherwise stated or indicated on the record,and (ii) all statements and reservations of rights not consensually resolved orwithdrawn, unless otherwise indicated; andf. reviewed and taken judicial notice of all the papers and pleadings Filed(including any objections, statement, joinders, reservations of rights and otherresponses), all orders entered, and all evidence proffered or adduced and allarguments made at the hearings held before the Court during the pendency ofthese cases;NOW, THEREFORE, it appearing to the Bankruptcy Court that notice of theCombined Hearing and the opportunity for any party in interest to object to the DisclosureStatement and the Plan having been adequate and appropriate as to all parties affected or to beaffected by the Plan and the transactions contemplated thereby, and the legal and factual bases setforth in the documents Filed in support of approval of the Disclosure Statement and Confirmationand other evidence presented at the Combined Hearing establish just cause for the relief grantedherein; and after due deliberation thereon and good cause appearing therefor, the BankruptcyCourt makes and issues the following findings of fact and conclusions of law, and orders for thereasons stated on the record at the December 31, 2024 ruling on plan confirmation;2 Capitalized terms used but not otherwise defined herein have meanings given to them in the Plan and/or theDisclosure Statement. The rules of interpretation set forth in Article I.B of the Plan apply to this CombinedOrder.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 4 5 o of f1 133455I. FINDINGS OF FACT AND CONCLUSIONS OF LAWIT IS HEREBY FOUND AND DETERMINED THAT:A. Findings of Fact and Conclusions of Law.1. The findings and conclusions set forth herein and in the record of theCombined Hearing constitute the Bankruptcy Court's findings of fact and conclusions of law underRule 52 of the Federal Rules of Civil Procedure, as made applicable herein by Bankruptcy Rules7052 and 9014. To the extent any of the following conclusions of law constitute findings of fact,or vice versa, they are adopted as such.B. Jurisdiction, Venue, Core Proceeding.2. This Court has jurisdiction over these Chapter 11 Cases pursuant to28 U.S.C. § 1334. Venue of these proceedings and the Chapter 11 Cases in this district is properpursuant to 28 U.S.C. §§ 1408 and 1409. This is a core proceeding pursuant to 28 U.S.C.§ 157(b)(2) and this Court may enter a final order hereon under Article III of the United StatesConstitution.C. Eligibility for Relief.3. The Debtors were and continue to be entities eligible for relief under section109 of the Bankruptcy Code and the Debtors were and continue to be proper proponents of thePlan under section 1121(a) of the Bankruptcy Code.D. Commencement and Joint Administration of the Chapter 11 Cases.4. On the Petition Date, the Debtors commenced the Chapter 11 Cases. OnNovember 18, 2024, the Court entered an order [Docket No. 51] authorizing the jointadministration of the Chapter 11 Case in accordance with Bankruptcy Rule 1015(b). The Debtorshave operated their businesses and managed their properties as debtors in possession pursuant toCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 5 6 o of f1 133456sections 1107(a) and 1108 of the Bankruptcy Code. No trustee, examiner, or statutory committeehas been appointed in these Chapter 11 Cases.E. Adequacy of the Disclosure Statement.5. The Disclosure Statement and the exhibits contained therein (i) containssufficient information of a kind necessary to satisfy the disclosure requirements of applicablenonbankruptcy laws, rules and regulations, including the Securities Act; and (ii) contains“adequate information” as such term is defined in section 1125(a)(1) and used in section1126(b)(2) of the Bankruptcy Code, with respect to the Debtors, the Plan and the transactionscontemplated therein. The Filing of the Disclosure Statement satisfied Bankruptcy Rule 3016(b).The injunction, release, and exculpation provisions in the Plan and the Disclosure Statementdescribe, in bold font and with specific and conspicuous language, all acts to be enjoined andidentify the Entities that will be subject to the injunction, thereby satisfying Bankruptcy Rule3016(c).F. Solicitation.6. As described in and evidenced by the Voting Declaration, the Solicitationand the transmittal and service of the Solicitation Materials were: (i) timely, adequate, appropriate,and sufficient under the circumstances; and (ii) in compliance with sections 1125(g) and 1126(b)of the Bankruptcy Code, Bankruptcy Rules 3017 and 3018, the applicable Local Bankruptcy Rules,the Scheduling Order and all applicable nonbankruptcy rules, laws, and regulations applicable tothe Solicitation, including the registration requirements under the Securities Act. The SolicitationMaterials, including the Ballots and the Opt Out Form (as defined below), adequately informedthe holders of Claims entitled to vote on the Plan of the procedures and deadline for completingand submitting the Ballots.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 6 7 o of f1 1334577. The Debtors served the Combined Hearing Notice on the entire creditormatrix and served the Opt Out Form on all Non-Voting Classes. The Combined Hearing Noticeadequately informed Holders of Claims or Interests of critical information regarding voting on (ifapplicable) and objecting to the Plan, including deadlines and the inclusion of release, exculpation,and injunction provisions in the Plan, and adequately summarized the terms of the Third-PartyRelease. Further, because the form enabling stakeholders to opt out of the Third-Party Release (the“Opt Out Form”) was included in both the Ballots and the Opt Out Form, every known stakeholder,including unimpaired creditors was provided with the means by which the stakeholders could optout of the Third-Party Release. No further notice is required. The period for voting on the Planprovided a reasonable and sufficient period of time and the manner of such solicitation was anappropriate process allowing for such holders to make an informed decision.G. Tabulation.8. As described in and evidenced by the Voting Declaration, (i) the holders ofClaims in Class 3 (RCF Claims) and Class 5 (Notes Claims) are Impaired under the Plan(collectively, the “Voting Classes”) and have voted to accept the Plan in the numbers and amountsrequired by section 1126 of the Bankruptcy Code, and (ii) no Class that was entitled to vote on thePlan voted to reject the Plan. All procedures used to tabulate the votes on the Plan were in goodfaith, fair, reasonable, and conducted in accordance with the applicable provisions of theBankruptcy Code, the Bankruptcy Rules, the Local Rules, the Disclosure Statement, theScheduling Order, and all other applicable nonbankruptcy laws, rules, and regulations.H. Plan Supplement.9. On December 10, 2024, the Debtors Filed the Plan Supplement with theCourt. The Plan Supplement (including as subsequently modified, supplemented, or otherwiseCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 7 8 o of f1 133458amended pursuant to a filing with the Court), complies with the terms of the Plan, and the Debtorsprovided good and proper notice of the filing in accordance with the Bankruptcy Code, theBankruptcy Rules, the Scheduling Order, and the facts and circumstances of the Chapter 11 Cases.All documents included in the Plan Supplement are integral to, part of, and incorporated byreference into the Plan. No other or further notice is or will be required with respect to the PlanSupplement. Subject to the terms of the Plan and the Lock-Up Agreement, and only consistenttherewith, the Debtors reserve the right to alter, amend, update, or modify the Plan Supplementand any of the documents contained therein or related thereto, in accordance with the Plan, on orbefore the Effective Date.I. Modifications to the Plan.10. Pursuant to section 1127 of the Bankruptcy Code, the modifications to thePlan described or set forth in this Combined Order constitute technical or clarifying changes,changes with respect to particular Claims by agreement with holders of such Claims, ormodifications that do not otherwise materially and adversely affect or change the treatment of anyother Claim or Interest under the Plan. These modifications are consistent with the disclosurespreviously made pursuant to the Disclosure Statement and Solicitation Materials, and notice ofthese modifications was adequate and appropriate under the facts and circumstances of the Chapter11 Cases. In accordance with Bankruptcy Rule 3019, these modifications do not require additionaldisclosure under section 1125 of the Bankruptcy Code or the resolicitation of votes under section1126 of the Bankruptcy Code, and they do not require that holders of Claims or Interests beafforded an opportunity to change previously cast acceptances or rejections of the Plan.Accordingly, the Plan is properly before this Court and all votes cast with respect to the Plan priorto such modification shall be binding and shall apply with respect to the Plan.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Filieledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 8 9 o of f1 133459J. Objections Overruled.11. Any resolution or disposition of objections to Confirmation explained orotherwise ruled upon by the Court on the record at the Confirmation Hearing is herebyincorporated by reference. All unresolved objections, statements, joinders, informal objections,and reservations of rights are hereby overruled on the merits.K. Burden of Proof.12. The Debtors, as proponents of the Plan, have met their burden of provingthe elements of sections 1129(a) and 1129(b) of the Bankruptcy Code by a preponderance of theevidence, the applicable evidentiary standard for Confirmation. Further, the Debtors have proventhe elements of sections 1129(a) and 1129(b) by clear and convincing evidence. Each witness whotestified on behalf of the Debtors in connection with the Confirmation Hearing was credible,reliable, and qualified to testify as to the topics addressed in his testimony.L. Compliance with the Requirements of Section 1129 of the BankruptcyCode.13. The Plan complies with all applicable provisions of section 1129 of theBankruptcy Code as follows:a. Section 1129(a)(1) – Compliance of the Plan with Applicable Provisions of theBankruptcy Code.14. The Plan complies with all applicable provisions of the Bankruptcy Code,including sections 1122 and 1123, as required by section 1129(a)(1) of the Bankruptcy Code.i. Section 1122 and 1123(a)(1) – Proper Classification.15. The classification of Claims and Interests under the Plan is proper under theBankruptcy Code. In accordance with sections 1122(a) and 1123(a)(1) of the Bankruptcy Code,Article III of the Plan provides for the separate classification of Claims and Interests at each Debtorinto Classes, based on differences in the legal nature or priority of such Claims and Interests (otherCaCsaes e2 42-49-09507557 5 D oDcoucmumenetn 2t 9266-32 FFiilleedd iinn TTXXSSBB oonn 1021//3113//2245 PPaaggee 91 0o fo 1f 3143510than Administrative Claims, Professional Fee Claims, and Priority Tax Claims, which areaddressed in Article II of the Plan and Unimpaired, and are not required to be designated asseparate Classes in accordance with section 1123(a)(1) of the Bankruptcy Code). Valid business,factual, and legal reasons exist for the separate classification of the various Classes of Claims andInterests created under the Plan, the classifications were not implemented for any improperpurpose, and the creation of such Classes does not unfairly discriminate between or among holdersof Claims or Interests.16. In accordance with section 1122(a) of the Bankruptcy Code, each Class ofClaims or Interests contains only Claims or Interests substantially similar to the other Claims orInterests within that Class. Accordingly, the Plan satisfies the requirements of sections 1122(a),1122(b), and 1123(a)(1) of the Bankruptcy Codeii. Section 1123(a)(2) – Specifications of Unimpaired Classes.17. Article III of the Plan specifies that Claims and Interests in the classesdeemed to accept the Plan are Unimpaired under the Plan. Holders of Intercompany Claims andIntercompany Interests are either Unimpaired and conclusively presumed to have accepted thePlan, or are Impaired and deemed to reject (the “Deemed Rejecting Classes”) the Plan, and, ineither event, are not entitled to vote to accept or reject the Plan. In addition, Article II of the Planspecifies that Administrative Claims and Priority Tax Claims are Unimpaired, although the Plandoes not classify these Claims. Accordingly, the Plan satisfies the requirements of section1123(a)(2) of the Bankruptcy Code.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 101 o of f1 1334511iii. Section 1123(a)(3) – Specification of Treatment of Voting Classes18. Article III.B of the Plan specifies the treatment of each Voting Class underthe Plan – namely, Class 3 and Class 5. Accordingly, the Plan satisfies the requirements of section1123(a)(3) of the Bankruptcy Code.iv. Section 1123(a)(4) – No Discrimination.19. Article III of the Plan provides the same treatment to each Claim or Interestin any particular Class, as the case may be, unless the holder of a particular Claim or Interest hasagreed to a less favorable treatment with respect to such Claim or Interest. Accordingly, the Plansatisfies the requirements of section 1123(a)(4) of the Bankruptcy Code.v. Section 1123(a)(5) – Adequate Means for Plan Implementation.20. The Plan and the various documents included in the Plan Supplementprovide adequate and proper means for the Plan's execution and implementation, including: (a)the general settlement of Claims and Interests; (b) the restructuring of the Debtors' balance sheetand other financial transactions provided for by the Plan; (c) the consummation of the transactionscontemplated by the Plan, the Lock-Up Agreement, the Restructuring Implementation Deed andthe Agreed Steps Plan and other documents Filed as part of the Plan Supplement; (d) the issuanceof Exchange Notes, the New Money Notes, and the Noteholder Ordinary Shares pursuant to thePlan; (e) the amendment of the Intercreditor Agreement; (f) the amendment of the FacilityAgreement; (g) the amendment of the Senior Secured Term Loan Agreement; (h) theconsummation of the Rights Offering in accordance with the Plan, Rights Offering Documentsand the Lock-Up Agreement; (i) the granting of all Liens and security interests granted orconfirmed (as applicable) pursuant to, or in connection with, the Facility Agreement, the ExchangeNotes Indenture, the New Money Notes Indenture, the amended Intercreditor Agreement and theCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 112 o of f1 1334512Senior Secured Term Loan Agreement pursuant to the New Security Documents (including anyLiens and security interests granted or confirmed (as applicable) on the Reorganized Debtors'assets); (j) the vesting of the assets of the Debtors' Estates in the Reorganized Debtors; (k) theconsummation of the corporate reorganization contemplated by the Plan, the Lock-Up Agreement,the Agreed Steps Plan and the Master Reorganization Agreement (as defined in the RestructuringImplementation Deed); and (l) the execution, delivery, filing, or recording of all contracts,instruments, releases, and other agreements or documents in furtherance of the Plan. Accordingly,the Plan satisfies the requirements of section 1123(a)(5) of the Bankruptcy Codevi. Section 1123(a)(6) – Non-Voting Equity Securities.21. The Company's organizational documents in accordance with the SwedishCompanies Act, Ch. 4, Sec 5 and the Plan prohibit the issuance of non-voting securities as of theEffective Date to the extent required to comply with section 1123(a)(6) of the Bankruptcy Code.Accordingly, the Plan satisfies the requirements of section 1123(a)(6) of the Bankruptcy Code.vii. Section 1123(a)(7) – Directors, Officers, and Trustees.22. The manner of selection of any officer, director, or trustee (or any successorto and such officer, director, or trustee) of the Reorganized Debtors will be determined inaccordance with the existing organizational documents, which is consistent with the interests ofcreditors and equity holders and with public policy. Accordingly, the Plan satisfies therequirements of section 1123(a)(7) of the Bankruptcy Code.b. Section 1123(b) – Discretionary Contents of the Plan23. The Plan contains various provisions that may be construed as discretionarybut not necessary for Confirmation under the Bankruptcy Code. Any such discretionary provisionCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 123 o of f1 1334513complies with section 1123(b) of the Bankruptcy Code and is not inconsistent with the applicableprovisions of the Bankruptcy Code. Thus, the Plan satisfies section 1123(b).i. Section 1123(b)(1) – Impairment/Unimpairment of Any Class of Claims orInterests24. Article III of the Plan impairs or leaves unimpaired, as the case may be,each Class of Claims or Interests, as contemplated by section 1123(b)(1) of the Bankruptcy Code.ii. Section 1123(b)(2) – Assumption and Rejection of Executory Contracts andUnexpired Leases25. Article V of the Plan provides for the assumption of the Debtors' ExecutoryContracts and Unexpired Leases as of the Effective Date unless such Executory Contract orUnexpired Lease: (a) is identified on the Rejected Executory Contract and Unexpired Lease List;(b) has been previously rejected by a Final Order; (c) is the subject of a motion to reject ExecutoryContracts or Unexpired Leases that is pending on the Confirmation Date; or (4) is subject to amotion to reject an Executory Contract or Unexpired Lease pursuant to which the requestedeffective date of such rejection is after the Effective Date. Thus, the Plan satisfies section1123(b)(2).iii. Compromise and Settlement26. In accordance with section 1123(b)(3)(A) of the Bankruptcy Code andBankruptcy Rule 9019, and in consideration for the distributions and other benefits provided underthe Plan, the provisions of the Plan constitute a good-faith compromise of all Claims, Interests,and controversies relating to the contractual, legal, and subordination rights that all holders ofClaims or Interests may have with respect to any Allowed Claim or Interest or any distribution tobe made on account of such Allowed Claim or Interest. Such compromise and settlement is theproduct of extensive arm's-length, good faith negotiations that, in addition to the Plan, resulted inCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 134 o of f1 1334514the execution of the Lock-Up Agreement, which represents a fair and reasonable compromise ofall Claims, Interests, and controversies and entry into which represented a sound exercise of theDebtors' business judgment. Such compromise and settlement is fair, equitable, and reasonableand in the best interests of the Debtors and their Estates.27. The releases of the Debtors' directors and officers are an integral componentof the settlements and compromises embodied in the Plan. The Debtors' directors and officers: (a)made a substantial and valuable contribution to the Debtors' restructuring, including extensive preandpost-Petition Date negotiations with stakeholder groups, and ensured the uninterruptedoperation of the Debtors' businesses during the Chapter 11 Cases; (b) invested significant timeand effort to make the restructuring a success and maximize the value of the Debtors' businessesin a challenging operating environment; (c) attended and, in certain instances, testified atdepositions and Court hearings; (d) attended and participated in numerous stakeholder meetings,management meetings, and board meetings related to the restructuring; (e) are entitled toindemnification from the Debtors under applicable non-bankruptcy law, organizationaldocuments, and agreements; (f) invested significant time and effort in the preparation of the Lock-Up Agreement, the Plan, Disclosure Statement, all supporting analyses, and the numerous otherpleadings Filed in the Chapter 11 Cases, thereby ensuring the smooth administration of the Chapter11 Cases; and (g) are entitled to all other benefits under any employment contracts existing as ofthe Petition Date. Litigation by the Debtors or other Releasing Parties against the Debtors'directors and officers would be a distraction to the Debtors' business and restructuring and woulddecrease rather than increase the value of the estates. The releases of the Debtors' directors andofficers contained in the Plan have the consent of the Debtors and the Releasing Parties and are inthe best interests of the estates.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 145 o of f1 1334515iv. Debtor Release28. The releases of claims and Causes of Action by the Debtors, ReorganizedDebtors, and their Estates described in Article VIII.C of the Plan in accordance with section1123(b) of the Bankruptcy Code (the “Debtor Release”) represent a valid exercise of the Debtors'business judgment under Bankruptcy Rule 9019. The Debtors' or the Reorganized Debtors' pursuitof any such claims against the Released Parties is not in the best interests of the Estates' variousconstituencies because the costs involved would outweigh any potential benefit from pursuingsuch claims. The Debtor Release is fair and equitable and complies with the absolute priority rule.29. The Debtor Release is (a) an integral part of the Plan, and a component ofthe comprehensive settlement implemented under the Plan; (b) in exchange for the good andvaluable consideration provided by the Released Parties; (c) a good faith settlement andcompromise of the claims and Causes of Action released by the Debtor Release; (d) materiallybeneficial to, and in the best interests of, the Debtors, their Estates, and their stakeholders, and isimportant to the overall objectives of the Plan to finally resolve certain Claims among or againstcertain parties in interest in the Chapter 11 Cases; (e) fair, equitable, and reasonable; (f) given andmade after due notice and opportunity for hearing; and (g) a bar to any Debtor asserting any claimor Cause of Action released by the Debtor Release against any of the Released Parties. Theprobability of success in litigation with respect to the released claims and Causes of Action, whenweighed against the costs, supports the Debtor Release. With respect to each of these potentialCauses of Action, the parties could assert colorable defenses and the probability of success isuncertain. The Debtors' or the Reorganized Debtors' pursuit of any such claims or Causes ofAction against the Released Parties is not in the best interests of the Estates or the Debtors' variousCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 156 o of f1 1334516constituencies because the costs involved would likely outweigh any potential benefit frompursuing such claims or Causes of Action30. Holders of Claims and Interests entitled to vote have overwhelmingly votedin favor of the Plan, including the Debtor Release. The Plan, including the Debtor Release, wasnegotiated before and after the Petition Date by sophisticated parties represented by able counseland advisors, including the Consenting Creditors. The Debtor Release is therefore the result of ahard fought and arm's-length negotiation process conducted in good faith.31. The Debtor Release appropriately offers protection to parties thatparticipated in the Debtors' restructuring process, including the Consenting Creditors, whoseparticipation in the Chapter 11 Cases is critical to the Debtors' successful emergence frombankruptcy. Specifically, the Released Parties, including the Consenting Creditors, madesignificant concessions and contributions to the Chapter 11 Cases, including, entering into theLock-Up Agreement and related agreements, supporting the Plan and the Chapter 11 Cases, andwaiving or agreeing to impair substantial rights and Claims against the Debtors under the Plan (aspart of the compromises composing the settlement underlying the revised Plan) in order tofacilitate a consensual reorganization and the Debtors' emergence from chapter 11. The DebtorRelease for the Debtors' directors and officers is appropriate because the Debtors' directors andofficers share an identity of interest with the Debtors and, as previously stated, supported and madesubstantial contributions to the success of the Plan, the Chapter 11 Cases, and operation of theDebtors' business during the Chapter 11 Cases, actively participated in meetings, negotiations, andimplementation during the Chapter 11 Cases, and have provided other valuable consideration tothe Debtors to facilitate the Debtors' successful reorganization and continued operation.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 167 o of f1 133451732. The scope of the Debtor Release is appropriately tailored under the factsand circumstances of the Chapter 11 Cases. In light of, among other things, the value provided bythe Released Parties to the Debtors' Estates and the critical nature of the Debtor Release to thePlan, the Debtor Release is appropriate.v. Release by Holders of Claims and Interests33. The release by the Releasing Parties (the “Third-Party Release”), set forthin Article VIII.D of the Plan, is an essential provision of the Plan. The Third-Party Release is: (a)consensual as to those Releasing Parties that did not specifically and timely object or properly optout from the Third-Party Release; (b) within the jurisdiction of the Bankruptcy Court pursuant to28 U.S.C. § 1334; (c) in exchange for the good and valuable consideration provided by theReleased Parties; (d) a good faith settlement and compromise of the claims and Causes of Actionreleased by the Third-Party Release; (e) materially beneficial to, and in the best interests of, theDebtors, their Estates, and their stakeholders, and is important to the overall objectives of the Planto finally resolve certain Claims among or against certain parties in interest in the Chapter 11Cases; (f) fair, equitable, and reasonable; (g) given and made after due notice and opportunity forhearing; (h) appropriately narrow in scope given that it expressly excludes, among other things,any Cause of Action that is judicially determined by a Final Order to have constituted actual fraud,willful misconduct, or gross negligence; (i) a bar to any of the Releasing Parties asserting anyclaim or Cause of Action released by the Third-Party Release against any of the Released Parties;and (j) consistent with sections 105, 524, 1123, 1129, and 1141 and other applicable provisions ofthe Bankruptcy Code.34. The Third-Party Release is an integral part of the agreement embodied inthe Plan among the relevant parties in interest. Like the Debtor Release, the Third-Party ReleaseCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 178 o of f1 1334518facilitated participation in both the Debtors' Plan and the chapter 11 process generally. The Third-Party Release is instrumental to the Plan and was critical in incentivizing parties to support thePlan and preventing significant and time-consuming litigation regarding the parties' respectiverights and interests. The Third-Party Release was a core negotiation point in connection with thePlan and instrumental in developing the Plan that maximized value for all of the Debtors'stakeholders and kept the Debtors intact as a going concern. As such, the Third-Party Releaseappropriately offers certain protections to parties who constructively participated in the Debtors'restructuring process—including the Consenting Creditors (as set forth above)—by, among otherthings, facilitating the negotiation and consummation of the Plan, supporting the Plan and, in thecase of the Backstop Providers, committing to provide new capital to facilitate the Debtors'emergence from chapter 11. Specifically, the Notes Ad Hoc Group proposed and negotiated thepari passu transaction that is the basis of the restructuring proposed under the Plan and provideda much-needed deleveraging to the Debtors' business while taking a discount on their Claims (inexchange for other consideration).35. Furthermore, the Third-Party Release is consensual as to all parties ininterest, including all Releasing Parties, and such parties in interest were provided notice of thechapter 11 proceedings, the Plan, the deadline to object to confirmation of the Plan, and theCombined Hearing and were properly informed that all holders of Claims against or Interests inthe Debtors that did not file an objection with the Court in the Chapter 11 Cases that included anexpress objection to the inclusion of such holder as a Releasing Party under the provisionscontained in Article VIII of the Plan would be deemed to have expressly, unconditionally,generally, individually, and collectively consented to the release and discharge of all claims andCauses of Action against the Debtors and the Released Parties. Additionally, the release provisionsCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 189 o of f1 1334519of the Plan were conspicuous, emphasized with boldface type in the Plan, the DisclosureStatement, the Ballots, and the applicable notices. Except as set forth in the Plan, all ReleasingParties were properly informed that unless they (a) checked the “opt out” box on the applicableBallot or opt-out form and returned the same in advance of the Voting Deadline, as applicable, or(b) timely Filed an objection to the releases contained in the Plan that was not resolved beforeentry of this Confirmation Order, they would be deemed to have expressly consented to the releaseof all Claims and Causes of Action against the Released Parties.36. The Ballots sent to all holders of Claims and Interests entitled to vote, aswell as the notice of the Combined Hearing sent to all known parties in interest (including thosenot entitled to vote on the Plan), unambiguously provided in bold letters that the Third-PartyRelease was contained in the Plan.37. The scope of the Third-Party Release is appropriately tailored under thefacts and circumstances of the Chapter 11 Cases, and parties in interest received due and adequatenotice of the Third-Party Release. Among other things, the Plan provides appropriate and specificdisclosure with respect to the claims and Causes of Action that are subject to the Third-PartyRelease, and no other disclosure is necessary. The Debtors, as evidenced by the VotingDeclaration and Certificate of Publication, including by providing actual notice to all knownparties in interest, including all known holders of Claims against, and Interests in, any Debtor andpublishing notice in international and national publications for the benefit of unknown parties ininterest, provided sufficient notice of the Third-Party Release, and no further or other notice isnecessary. The Third-Party Release is designed to provide finality for the Debtors, theReorganized Debtors and the Released Parties regarding the parties' respective obligations underthe Plan. For the avoidance of doubt, and notwithstanding anything to the contrary, anyparty who timely opted-out of the Third-Party Release is not bound by the Third-PartyRelease.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 1 290 o of f1 133452038. The Third-Party Release is specific in language, integral to the Plan, andgiven for substantial consideration. The Releasing Parties were given due and adequate notice ofthe Third-Party Release, and thus the Third-Party Release is consensual under controllingprecedent as to those Releasing Parties that did not specifically and timely object. In light of,among other things, the value provided by the Released Parties to the Debtors' Estates and theconsensual and critical nature of the Third-Party Release to the Plan, the Third-Party Release isappropriatevi. Exculpation.39. The exculpation described in Article VIII.E of the Plan (the “Exculpation”)is appropriate under applicable law, including In re Highland Capital Mgmt., L.P., 48 F. 4th 419(5th Cir. 2022), because it was supported by proper evidence, proposed in good faith, wasformulated following extensive good-faith, arm's-length negotiations with key constituents, and isappropriately limited in scope.40. No Entity or Person may commence or continue any action, employ anyprocess, or take any other act to pursue, collect, recover or offset any Claim, Interest, debt,obligation, or Cause of Action relating or reasonably likely to relate to any act or commission inconnection with, relating to, or arising out of a Covered Matter (including one that alleges theactual fraud, gross negligence, or willful misconduct of a Covered Entity), unless expresslyauthorized by the Bankruptcy Court after (1) it determines, after a notice and a hearing, such Claim,Interest, debt, obligation, or Cause of Action is colorable and (2) it specifically authorizes suchEntity or Person to bring such Claim or Cause of Action. The Bankruptcy Court shall have soleand exclusive jurisdiction to determine whether any such Claim, Interest, debt, obligation or Causeof Action is colorable and, only to the extent legally permissible and as provided for in Article XI,CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 201 o of f1 1334521shall have jurisdiction to adjudicate such underlying colorable Claim, Interest, debt, obligation, orCause of Action.vii. Injunction.41. The injunction provisions set forth in Article VIII.F of the Plan are essentialto the Plan and are necessary to implement the Plan and to preserve and enforce the discharge,Debtor Release, the Third-Party Release, and the Exculpation provisions in Article VIII of thePlan. The injunction provisions are appropriately tailored to achieve those purposes.viii. Preservation of Claims and Causes of Action.42. Article IV.L of the Plan appropriately provides for the preservation by theDebtors of certain Causes of Action in accordance with section 1123(b) of the Bankruptcy Code.Causes of Action not released by the Debtors or exculpated under the Plan will be retained by theReorganized Debtors as provided by the Plan. The Plan is sufficiently specific with respect to theCauses of Action to be retained by the Debtors, and the Plan and Plan Supplement providemeaningful disclosure with respect to the potential Causes of Action that the Debtors may retain,and all parties in interest received adequate notice with respect to such retained Causes of Action.The provisions regarding Causes of Action in the Plan are appropriate and in the best interests ofthe Debtors, their respective Estates, and holders of Claims or Interests. For the avoidance of anydoubt, Causes of Action released or exculpated under the Plan will not be retained by theReorganized Debtors.c. Section 1123(d) – Cure of Defaults43. Article V.D of the Plan provides for the satisfaction of Cure Claimsassociated with each Executory Contract and Unexpired Lease to be assumed in accordance withsection 365(b)(1) of the Bankruptcy Code. Any monetary defaults under each assumed ExecutoryCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 212 o of f1 1334522Contract or Unexpired Lease shall be satisfied, pursuant to section 365(b)(1) of the BankruptcyCode, by payment of the default amount in Cash on the Effective Date, subject to the limitationsdescribed in Article V.D of the Plan, or on such other terms as the parties to such ExecutoryContracts or Unexpired Leases may otherwise agree. Any Disputed Cure Amounts will bedetermined in accordance with the procedures set forth in Article V.D of the Plan, and applicablebankruptcy and nonbankruptcy law. As such, the Plan provides that the Debtors will Cure, orprovide adequate assurance that the Debtors will promptly Cure, defaults with respect to assumedExecutory Contracts and Unexpired Leases in accordance with section 365(b)(1) of theBankruptcy Code. Thus, the Plan complies with section 1123(d) of the Bankruptcy Code.d. Section 1129(a)(2) – Compliance of the Debtors and Others with the ApplicableProvisions of the Bankruptcy Code.44. The Debtors, as proponents of the Plan, have complied with all applicableprovisions of the Bankruptcy Code as required by section 1129(a)(2) of the Bankruptcy Code,including sections 1122, 1123, 1124, 1125, 1126, and 1128, and Bankruptcy Rules 3017, 3018,and 3019.e. Section 1129(a)(3) – Proposal of Plan in Good Faith.45. The Debtors have proposed the Plan in good faith, in accordance with theBankruptcy Code requirements, and not by any means forbidden by law. In determining that thePlan has been proposed in good faith, the Court has examined the totality of the circumstancesfiling of the Chapter 11 Cases, including the formation of Intrum AB of Texas LLC (“IntrumTexas”), the Plan itself, and the process leading to its formulation. The Debtors' good faith isevident from the facts and record of the Chapter 11 Cases, the Disclosure Statement, and the recordof the Combined Hearing and other proceedings held in the Chapter 11 CasesCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 223 o of f1 133452346. The Plan (including the Plan Supplement and all other documents necessaryto effectuate the Plan) is the product of good faith, arm's-length negotiations by and among theDebtors, the Debtors' directors and officers and the Debtors' key stakeholders, including theConsenting Creditors and each of their respective professionals. The Plan itself and the processleading to its formulation provide independent evidence of the Debtors' and such other parties'good faith, serve the public interest, and assure fair treatment of holders of Claims or Interests.Consistent with the overriding purpose of chapter 11, the Debtors Filed the Chapter 11 Cases withthe belief that the Debtors were in need of reorganization and the Plan was negotiated and proposedwith the intention of accomplishing a successful reorganization and maximizing stakeholder value,and for no ulterior purpose. Accordingly, the requirements of section 1129(a)(3) of the BankruptcyCode are satisfied.f. Section 1129(a)(4) – Court Approval of Certain Payments as Reasonable.47. Any payment made or to be made by the Debtors, or by a person issuingsecurities or acquiring property under the Plan, for services or costs and expenses in connectionwith the Chapter 11 Cases, or in connection with the Plan and incident to the Chapter 11 Cases,has been approved by, or is subject to the approval of, the Court as reasonable. Accordingly, thePlan satisfies the requirements of section 1129(a)(4).g. Section 1129(a)(5)—Disclosure of Directors and Officers and Consistency with theInterests of Creditors and Public Policy.48. The identities of or process for appointment of the Reorganized Debtors'directors and officers proposed to serve after the Effective Date were disclosed in the PlanSupplement in advance of the Combined Hearing. Accordingly, the Debtors have satisfied therequirements of section 1129(a)(5) of the Bankruptcy Code.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 234 o of f1 1334524h. Section 1129(a)(6)—Rate Changes.49. The Plan does not contain any rate changes subject to the jurisdiction of anygovernmental regulatory commission and therefore will not require governmental regulatoryapproval. Therefore, section 1129(a)(6) of the Bankruptcy Code does not apply to the Plan.i. Section 1129(a)(7)—Best Interests of Holders of Claims and Interests.50. The liquidation analysis attached as Exhibit D to the Disclosure Statementand the other evidence in support of the Plan that was proffered or adduced at the CombinedHearing, and the facts and circumstances of the Chapter 11 Cases are (a) reasonable, persuasive,credible, and accurate as of the dates such analysis or evidence was prepared, presented orproffered; (b) utilize reasonable and appropriate methodologies and assumptions; (c) have not beencontroverted by other evidence; and (d) establish that each holder of Allowed Claims or Interestsin each Class will recover as much or more value under the Plan on account of such Claim orInterest, as of the Effective Date, than the amount such holder would receive if the Debtors wereliquidated on the Effective Date under chapter 7 of the Bankruptcy Code or has accepted the Plan.As a result, the Debtors have demonstrated that the Plan is in the best interests of their creditorsand equity holders and the requirements of section 1129(a)(7) of the Bankruptcy Code are satisfied.j. Section 1129(a)(8)—Conclusive Presumption of Acceptance by UnimpairedClasses; Acceptance of the Plan by Certain Voting Classes.51. The classes deemed to accept the Plan are Unimpaired under the Plan andare deemed to have accepted the Plan pursuant to section 1126(f) of the Bankruptcy Code. EachVoting Class voted to accept the Plan. For the avoidance of doubt, however, even if section1129(a)(8) has not been satisfied with respect to all of the Debtors, the Plan is confirmable becausethe Plan does not discriminate unfairly and is fair and equitable with respect to the Voting Classesand thus satisfies section 1129(b) of the Bankruptcy Code with respect to such Classes as describedCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 245 o of f1 1334525further below. As a result, the requirements of section 1129(b) of the Bankruptcy Code are alsosatisfied.k. Section 1129(a)(9)—Treatment of Claims Entitled to Priority Pursuant to Section507(a) of the Bankruptcy Code.52. The treatment of Administrative Claims, Professional Fee Claims, andPriority Tax Claims under Article II of the Plan satisfies the requirements of, and complies in allrespects with, section 1129(a)(9) of the Bankruptcy Code.l. Section 1129(a)(10)—Acceptance by at Least One Voting Class.53. As set forth in the Voting Declaration, all Voting Classes overwhelminglyvoted to accept the Plan. As such, there is at least one Voting Class that has accepted the Plan,determined without including any acceptance of the Plan by any insider (as defined by theBankruptcy Code), for each Debtor. Accordingly, the requirements of section 1129(a)(10) of theBankruptcy Code are satisfied.m. Section 1129(a)(11)—Feasibility of the Plan.54. The Plan satisfies section 1129(a)(11) of the Bankruptcy Code. Thefinancial projections attached to the Disclosure Statement as Exhibit D and the other evidencesupporting the Plan proffered or adduced by the Debtors at or before the Combined Hearing: (a)is reasonable, persuasive, credible, and accurate as of the dates such evidence was prepared,presented, or proffered; (b) utilize reasonable and appropriate methodologies and assumptions; (c)has not been controverted by other persuasive evidence; (d) establishes that the Plan is feasibleand Confirmation of the Plan is not likely to be followed by liquidation or the need for furtherfinancial reorganization; (e) establishes that the Debtors will have sufficient funds available tomeet their obligations under the Plan and in the ordinary course of business—including sufficientamounts of Cash to reasonably ensure payment of Allowed Claims that will receive CashCCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 256 o of f1 1334526distributions pursuant to the terms of the Plan and other Cash payments required under the Plan;and (f) establishes that the Debtors or the Reorganized Debtors, as applicable, will have thefinancial wherewithal to pay any Claims that accrue, become payable, or are allowed by FinalOrder following the Effective Date. Accordingly, the Plan satisfies the requirements of section1129(a)(11) of the Bankruptcy Code.n. Section 1129(a)(12)—Payment of Statutory Fees.55. Article XII.C of the Plan provides that all fees payable pursuant to section1930(a) of the Judicial Code, as determined by the Court at the Confirmation Hearing inaccordance with section 1128 of the Bankruptcy Code, will be paid by each of the applicableReorganized Debtors for each quarter (including any fraction of a quarter) until the Chapter 11Cases are converted, dismissed, or closed, whichever occurs first. Accordingly, the Plan satisfiesthe requirements of section 1129(a)(12) of the Bankruptcy Code.o. Section 1129(a)(13)—Retiree Benefits.56. Pursuant to section 1129(a)(13) of the Bankruptcy Code, and as provided inArticle IV.K of the Plan, the Reorganized Debtors will continue to pay all obligations on accountof retiree benefits (as such term is used in section 1114 of the Bankruptcy Code) on and after theEffective Date in accordance with applicable law. As a result, the requirements of section1129(a)(13) of the Bankruptcy Code are satisfied.p. Sections 1129(a)(14), (15), and (16)—Domestic Support Obligations, Individuals,and Nonprofit Corporations.57. The Debtors do not owe any domestic support obligations, are notindividuals, and are not nonprofit corporations. Therefore, sections 1129(a)(14), 1129(a)(15), and1129(a)(16) of the Bankruptcy Code do not apply to the Chapter 11 Cases.CCaassee 2 244-9-900557755 D Dooccuummeennt t2 29663-2 F Fileiledd i nin T TXXSSBB o onn 1 021/3/113/2/245 P Paaggee 2 267 o of f1 1334527q. Section 1129(b)—Confirmation of the Plan Over Nonacceptance of VotingClasses.58. No Classes rejected the Plan, and section 1129(b) is not applicable here,but even if it were, the Plan may be confirmed pursuant to section 1129(b)(1) of the BankruptcyCode because the Plan is fair and equitable with respect to the Deemed Rejecting Classes. ThePlan has been proposed in good faith, is reasonable, and meets the requirements and all VotingClasses have voted to accept the Plan. The treatment of Intercompany Claims and IntercompanyInterests under the Plan provides for administrative convenience does not constitute a distributionunder the Plan on account of suc

For this episode, let's revisit a Case Interview & Management Consulting classic where we look at how to make estimations when calculating smaller values or working with enclosed spaces like restaurants, the importance of sensitivity analyses and a new limitation of demand-driven cases. This is a very important technique which can significantly improve accuracy and efficiency in case math.   Here are some free gifts for you:   Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo

SBS Sinhala reporter and senior journalist Mr. Manoj Udatiyawala presents today's latest news highlights from Sri Lanka. - SBS සිංහල සේවය ගෙනෙන "මවුබිමෙන් පුවත්" - මාධ්‍යවේදී මනෝජ් උදටියාවල ශ්‍රී ලංකාවේ සිට වාර්තා කරයි

Interview with Katrina A. B. Goddard, PhD, author of Estimation of Cancer Deaths Averted From Prevention, Screening, and Treatment Efforts, 1975-2020. Hosted by Vivek Subbiah, MD. Related Content: Estimation of Cancer Deaths Averted From Prevention, Screening, and Treatment Efforts, 1975-2020

Interview with Katrina A. B. Goddard, PhD, author of Estimation of Cancer Deaths Averted From Prevention, Screening, and Treatment Efforts, 1975-2020. Hosted by Vivek Subbiah, MD. Related Content: Estimation of Cancer Deaths Averted From Prevention, Screening, and Treatment Efforts, 1975-2020

Jeudi 5 décembre, la révision à la baisse de la prévision de croissance 2025, a été abordée par Nicolas Doze dans sa chronique Doze d'économie dans l'émission Tout pour investir présentée par Lorraine Goumot sur BFM Business. Retrouvez l'émission du lundi au vendredi et réécoutez la en podcast.

Ramya Shastri: From Estimates To Team Availability - The Capacity Sheet Tool For Scrum Masters Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Ramya faced resistance when introducing change in an organization bound by outdated timesheet practices. By implementing capacity sheets, she reframed the discussion around team availability instead of tracking hours, convincing the Delivery Manager and customer of its benefits. This success highlights the power of leading by example and addressing resistance with practical, team-centric solutions. Self-reflection Question: How can you use simple tools to address resistance and demonstrate the value of change in your team? [The Scrum Master Toolbox Podcast Recommends]

Software cost estimation is an important first step when beginning a project. It addresses important questions regarding budget, staffing, scheduling, and determining if the current environment will support the project. In this podcast from the Carnegie Mellon University Software Engineering Institute (SEI), Anandi Hira, a data scientist on the SEI's Software Engineering Measurement and Analysis team sits down with Bill Nichols, principal engineer and SEI data science team lead, to discuss software cost estimation including various metrics, best practices, and common challenges when developing or building a model.  

WSU's Dr. Rachel Wieme joins the Wheat Beat podcast to introduce a new lime requirement estimation tool that was just released on the Small Grains website. Resources: WSU Lime Requirement Calculator: smallgrains.wsu.edu/lime-requirement-calculator WSU Small Grains Tools and Calculators: smallgrains.wsu.edu/additional-resources/tools-and-calculators/ Soil Acidification in the Inland PNW: smallgrains.wsu.edu/soil-and-water-resources/soil-acidification-in-the-inland-northwest/ Contact information: Dr. Rachel Wieme, Rachel.wieme@wsu.edu, smallgrains.wsu.edu/meet-the-team/ Episode transcription: smallgrains.wsu.edu/wbp196

Gosia Smoleńska: Growing Trust As A Product Owner, A PO Superpower Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. The Great Product Owner: The Trust-Building Product Owner Gosia illustrates the characteristics of an exemplary Product Owner. These individuals build trust with their teams, challenge ideas respectfully, and maintain transparency about their concerns. Great POs actively seek feedback, clearly communicate the customer's voice, and leverage tools like Jobs To Be Done to align features with the company's strategy. Inviting customers to share their experiences with the team ensures that development stays user-focused and relevant. The Bad Product Owner: The Anti-Pattern of Control In The PO Role In contrast, Gosia describes a Product Owner who undermined team trust by changing estimation figures without the team's knowledge. During a meeting focused on affinity estimation for an upcoming release, the PO erased the team's work and provided altered estimates to the business. This action broke trust and disenfranchised the team, showcasing an anti-pattern where the PO assumes control rather than fostering team ownership. Such behavior can lead to decreased morale and a lack of transparency. Self-reflection Question: How do you ensure your actions as a Product Owner build trust and foster collaboration within your team? [The Scrum Master Toolbox Podcast Recommends]

In this episode, we sit down with Richard Minney, a seasoned expert with over 20 years in the Aerospace & Defense (A&D) and business software industries. Richard is the founder of Twenty5, a company that delivers specialized SAP software solutions tailored for large manufacturers and government contractors. With a strong focus on program management, costing, and pricing, Twenty5 effectively addresses critical gaps within SAP's ERP suite. Richard shares his journey from a career in business software to founding his own company, driven by a passion for helping organizations manage complex project pricing and estimation. Tune in as Richard dives into the fundamentals of project pricing and estimation, shedding light on the differences between these two concepts and the keys to getting them right. He shares common pitfalls that organizations face, insights into why construction projects often exceed budgets, and what might surprise listeners about project estimation. Richard also explains how Twenty5's innovative solutions empower businesses to overcome these challenges and offers invaluable advice from his own career. Don't miss this episode for expert insights on mastering project pricing and achieving cost efficiency in large-scale projects! Connect with Richard on LinkedIn Learn more about Twenty5 here Thanks for listening to the Project Management Paradise Podcast. Don't forget to subscribe, rate, and review our podcast on your favorite platform. Stay tuned for more episodes where we bring you the latest insights from industry leaders. Bonus Find out what you can learn from megaprojects by accessing a complimentary copy at corasystems.com/megaguide

L'indice de rondeur corporelle (IRC), ou Body Roundness Index (BRI) en anglais, est une mesure utilisée pour évaluer la forme corporelle et, par extension, la distribution de la graisse corporelle. Cet indice a été proposé comme une alternative ou un complément à l'indice de masse corporelle (IMC), qui se base uniquement sur le poids et la taille, mais ne prend pas en compte la distribution de la graisse dans le corps. Comment est calculé l'indice de rondeur corporelle ?Le BRI repose sur deux mesures : - La circonférence de la taille (ou tour de taille)- La taille (hauteur corporelle) Ces deux paramètres sont combinés dans une formule mathématique pour estimer la forme globale du corps. Contrairement à l'IMC, qui ne distingue pas la répartition de la graisse, l'IRC tente de modéliser la forme corporelle, qu'elle soit plus arrondie ou plus svelte. Il fournit une estimation visuelle du pourcentage de graisse corporelle et de la répartition de cette graisse. Utilité de l'indice de rondeur corporelleL'IRC peut offrir plusieurs avantages : 1. Estimation plus précise de la graisse corporelle : L'IMC a longtemps été critiqué pour ne pas tenir compte de la répartition de la graisse corporelle. Par exemple, une personne musclée peut avoir un IMC élevé sans pour autant avoir un excès de graisse. L'IRC, en incorporant la circonférence de la taille, donne une meilleure idée de la répartition de la graisse, surtout celle située autour des organes (graisse viscérale), qui est associée à un risque accru de maladies métaboliques comme le diabète ou les maladies cardiaques. 2. Prédiction des risques pour la santé : La forme corporelle, et notamment l'accumulation de graisse abdominale, est un facteur clé dans l'évaluation du risque de maladies cardiovasculaires et de syndrome métabolique. L'IRC pourrait donc être un indicateur plus pertinent que l'IMC pour identifier les personnes à risque de ces pathologies. 3. Suivi de la perte de poids et des changements corporels : L'IRC peut être utile pour suivre les modifications de la répartition de la graisse corporelle au fil du temps, surtout dans le cadre de programmes de perte de poids. Il aide à comprendre si les efforts de perte de poids se traduisent par une réduction de la graisse abdominale, qui est la plus dangereuse pour la santé. Limites de l'indice de rondeur corporelleComme toute mesure, l'IRC a aussi ses limites :- Il repose sur des estimations indirectes de la répartition de la graisse corporelle et ne fournit pas une mesure exacte.- Certains facteurs comme la masse musculaire ou la forme corporelle naturelle (en fonction de la génétique) peuvent influencer les résultats de l'IRC sans nécessairement refléter des risques pour la santé. Comparaison avec l'IMCL'IMC, bien qu'utilisé depuis longtemps, est une mesure simple qui ne distingue pas entre la masse graisseuse et la masse musculaire. Par conséquent, il peut être trompeur chez certaines personnes, notamment les athlètes ou ceux qui ont une musculature développée. L'IRC, en incluant la circonférence de la taille, est censé offrir une évaluation plus complète de la forme corporelle et des risques associés à la graisse abdominale. En résumé, l'indice de rondeur corporelle est un outil potentiellement plus précis que l'IMC pour estimer la forme du corps et le risque lié à la répartition de la graisse, en particulier autour de la taille. Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

This week, Preston chats with Coastal Carolina University's Dr. Derek Crane. They discuss Derek's background and career journey from Pennsylvania to South Carolina. They also spend a good bit of time covering Derek's recent research projects dealing with catch and release mortality of muskies and striped bass, age estimation validation, and the endemic and threatened Sandhills Chub. We hope that you enjoy this episode!   Main point: "Be a good human." Derek's email address: dcrane@coastal.edu Derek's lab: https://cranefishecology.weebly.com/   Get in touch with us! The Fisheries Podcast is on Facebook, Twitter, Instagram, Threads, and Bluesky: @FisheriesPod  Become a Patron of the show: https://www.patreon.com/FisheriesPodcast Buy podcast shirts, hoodies, stickers, and more: https://teespring.com/stores/the-fisheries-podcast-fan-shop Thanks as always to Andrew Gialanella for the fantastic intro/outro music. The Fisheries Podcast is a completely independent podcast, not affiliated with a larger organization or entity. Reference to any specific product or entity does not constitute an endorsement or recommendation by the podcast. The views expressed by guests are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. Views and opinions expressed by the hosts are those of that individual and do not necessarily reflect the view of any entity with those individuals are affiliated in other capacities (such as employers).

Making Estimation Less Mysterious Does estimation always have to be so complicated? Why are we always under the impression that the only way to figure things out is if we revert back to time-based estimates? Is there a better way? How to connect with AgileDad: - [website] https://www.agiledad.com/ - [instagram] https://www.instagram.com/agile_coach/ - [facebook] https://www.facebook.com/RealAgileDad/ - [Linkedin] https://www.linkedin.com/in/leehenson/

Join us as we review recent articles and news featured in The DIGEST issues #56 and #57, including finerenone for heart failure, the skinny on pneumonia vaccines and the latest, PCV21, long-term oxygen therapy (the REDOX trial), and the PREVENT vs PCE cardiovascular risk equations.  Fill your brain hole with a fully digestible meal! Featuring Alex Chaitoff (@alexchaitoff), Rahul Ganatra (@rbganatra), Nora Taranto (@norataranto), and Matt Watto (@doctorwatto).  Note: **Update on Pneumonia Vaccine from ACIP: After we recorded and just before we published this episode, the CDC updated its vaccine guidance to include pneumonia vaccination for all adults aged 50 years and older to receive either PCV20, PCV21, or the combination of PCV15 followed by PPSV23 one year later (CDC site accessed 24 Oct 2024).** Claim CME for this episode at curbsiders.vcu health.org! Episodes | Subscribe | Spotify | Swag! |Mailing List | Contact | CME! Credits Written and Hosted by: Nora Taranto MD; Rahul Ganatra MD, MPH, Alex Chaitoff MD, MPH, Matthew Watto MD, FACP Cover Art: Matthew Watto MD  Reviewer: Emi Okamoto MD  Technical Production: Pod Paste Showrunners: Matthew Watto MD, FACP  Show Segments Introduction + Pun  Exploring Finerenone in Heart Failure Pneumonia Vaccines: The PCV21 Trial Long-Term Oxygen Therapy: The REDOX Trial Cardiovascular Risk Calculators: The PREVENT Equation Sponsor: Freed You can try Freed for free right now by going to freed.ai. And listeners of Curbsiders can use code CURB50 for $50 off their first month.  Sponsor: Quince Go to Quince.com/curb for free shipping on your order and 365-day returns. Sponsor: Beginly Health Ready to take control of your job search? Visit beginlyhealth.com/curbsiders to get started

On this week's MyAgLife in Citrus episode, UC Davis' Daniele Zaccaria explains concerns with evapotranspiration accuracy estimated with commonly used satellite remote sensing models, a topic at next month's South Valley Conference.   Supporting the People who Support Agriculture Thank you to this month's sponsors who makes it possible to get you your daily news. Please feel free to visit their website. HotSpot AG - https://hotspotag.com/crop-solutions/ 2024 South Valley Conference - https://myaglife.com/events-south-valley-conference

This Building Better Developers podcast episode focuses on a crucial and often tricky aspect of the developer journey—pricing and estimation. As developers progress in their careers, they eventually move beyond short-term tasks and need to estimate project-level work. This includes their own time and the time of other team members, system requirements, and environmental needs. Understanding how to accurately price and estimate a project is vital to ensuring both the success of the project and a healthy client relationship. Why Requirements Matter in Estimation One of the first points highlighted in this episode is the critical role of requirements in pricing and estimation. In any development project, gathering as many requirements as possible before starting is essential. While agile methodologies encourage flexibility, having a solid foundation to prevent chaos down the road is still important. Rob stresses that without clear requirements, estimations can quickly become meaningless, leading to missed deadlines and ballooning costs. Although some requirements may evolve during the project, the more information you can gather upfront, the more accurate your estimates will be. Agile allows for course corrections, but there must be a starting point to avoid “spinning your wheels” and wasting time and resources. Using Buckets to Estimate Tasks One practical approach to managing uncertainties in project estimation is breaking the project down into smaller “buckets” or groupings. Developers can assign rough estimates for each part by dividing the project into smaller components. For example, a 5,000-hour project might be split into development, testing, design, and project management categories. This method also helps when estimating work for others on the team. Developers should account for different skill levels and experience, adjusting estimates based on how long it might take different team members to complete a task. Rob suggests using your experience as a baseline and then adjusting for the various levels of expertise within the team. The Importance of Over-Estimating A key takeaway from the podcast is the importance of overestimating time and costs. It's easy to underestimate how long a task will take, especially when dealing with larger projects that stretch over months. While underestimating might help win a project, it can lead to significant problems if the work takes longer than expected. This is particularly dangerous in long-term projects, where underestimating can result in burnout, frustration, and dissatisfied clients. To avoid these issues, developers are advised to double or even triple their original estimates to allow room for unforeseen challenges. Rob points out that it's always better to deliver under budget or ahead of schedule than to come up short and disappoint your client. Estimating Hardware and Infrastructure Costs In addition to estimating development time, developers also need to factor in hardware and infrastructure costs. In cloud-based projects, for example, many automated tools can help estimate the cost of servers, storage, and other resources. However, these estimates can be wildly inaccurate without understanding the full scope of user behavior and project requirements. Key questions to ask when estimating hardware include: How many users will be on the system? Will the system handle global or local traffic? Will it involve significant data storage? What are the performance expectations? These considerations can majorly impact both hardware costs and project timelines. Accounting for Hidden Costs One area where developers often struggle in pricing and estimation is accounting for the hidden costs associated with a project. Meetings, agile ceremonies (such as daily stand-ups, sprint reviews, and retrospectives), and project management tasks take time away from development but are crucial to project success. For those transitioning from a side hustle to a full-time freelance business, it's also essential to factor in other costs such as software subscriptions, equipment, and even time spent networking or marketing. These are necessary to run a business but are often overlooked in project estimates. Build Buffers Into Your Estimates When pricing and estimating a project, developers should aim to build in time buffers to account for the unknown. This means providing a range rather than a fixed number for estimates. Rob suggests it's better to estimate higher than necessary because it's easier to lower a cost than to explain why it exceeded the original estimate. Additionally, developers are encouraged to outline assumptions clearly in their estimates. This transparency helps clients understand the reasoning behind the numbers and prepares them for any potential changes during the project lifecycle. Final Thoughts on Pricing and Estimation Mastering pricing and estimation is a skill that takes time and experience to develop. Developers need to learn how to break down projects into smaller, more manageable components, account for various skill levels within the team, and ensure they're not underestimating the project timeline or cost. It's better to overestimate and exceed expectations than to underestimate and fall short. For developers, pricing and estimation also include looking beyond just coding hours to all the other factors affecting a project—meetings, infrastructure, and unexpected challenges. By considering these, developers can provide better estimates, manage client expectations, and deliver projects that meet quality and budget requirements. Stay Connected: Join the Developreneur Community We invite you to join our community and share your coding journey with us. Whether you're a seasoned developer or just starting, there's always room to learn and grow together. Contact us at info@develpreneur.com with your questions, feedback, or suggestions for future episodes. Together, let's continue exploring the exciting world of software development. Additional Resources Software Estimation: Improving Productivity, Quality, and Expectations Setting Realistic Expectations In Development A Project Management and Pricing Guide for Success Pricing Strategies – The Value Of Your Product Or Service The Developer Journey Videos – With Bonus Content

Dr. Kononoff's lab evaluated retrospective feed mixing records collected from eight commercial dairy farms. Data was divided into 28-day periods. Daily TMR nutrient deviation was automatically calculated from feed mixer data as the actual amount of a nutrient fed minus the target amount from the original diet formulation, divided by the target amount. (5:43)Crude protein, NDF, fat, and starch were the nutrients evaluated in the study. (13:40)Variation was positive for every nutrient on the vast majority of days. Dr. Kononoff attributes that to more feed being delivered than the diet formulation predicted animals would consume. Dry matter intake decreased with increasing positive deviation days in starch and increased with increasing positive deviation days in crude protein. NDF deviation did not impact dry matter intake. A narrow range of diets was used in the dataset and the main byproduct feed was high in NDF, so Dr. Kononoff speculates that there was not a wide enough range in NDF to have an impact on intakes. (17:04)Milk yield increased with increased positive deviation days in starch and decreased with increased positive deviation days in NDF. The pregnancy rate increased with increasing positive deviation days in fat and decreased with increasing positive deviation days in crude protein. Unfortunately, milk urea nitrogen data was not available in the dataset to further investigate the crude protein/pregnancy rate relationship. (20:44)There was little farm-to-farm variation in the data. (25:08)As positive deviation days for starch increased, so did feed conversion. The opposite effect was noted for NDF. As positive deviation days for fat increased, feed conversion decreased. This result was a little surprising, as delivering more energy usually improves feed conversion. However, the dataset did not specify the source of fat or fatty acid profile, so there may have been some rumen fermentation interference from fat. (27:08)Dr. Kononoff thinks it would be interesting to track individual cows through lactation and collect nutrient variation data. Dr. Weiss asks if the correlation between daily farm milk yield and nutrient variation was evaluated; it was not. Dr. Kononoff agrees that there may be some additional correlations that would be interesting to run. (33:22)In closing, Dr. Zimmerman commends Dr. Kononoff's work in tackling such a large dataset and looks forward to follow-up research. Dr. Weiss agrees and encourages more data extraction from the dataset. He was also very surprised at the low farm-to-farm variation observed and speculated if that would hold up if there were more variation in diets. Dr. Kononoff reminds the audience that taking a look at the TMR beyond the paper ration and digging into mixing techniques and TMR consistency is as important as evaluating bulk tank information or the amount of milk shipped. (37:20)You can find this episode's journal club paper from the Journal of Dairy Science Communications here: https://www.sciencedirect.com/science/article/pii/S2666910224000760Please subscribe and share with your industry friends to invite more people to join us at the Real Science Exchange virtual pub table.  If you want one of our Real Science Exchange t-shirts, screenshot your rating, review, or subscription, and email a picture to anh.marketing@balchem.com. Include your size and mailing address, and we'll mail you a shirt.

Finally, a case that makes Aaron Hotchner go "this could've been an email." We're introduced to a weird little guy who is a freak at the beginning, and a freak at the end and frankly? I do not care for the damage he is doing to the reputation of little freaks everywhere.

Today, set aside your anger and learn from the Savior.-------- Thank you for listening! Your support of Joni and Friends helps make this show possible.     Joni and Friends envisions a world where every person with a disability finds hope, dignity, and their place in the body of Christ. Become part of the global movement today at www.joniandfriends.org   Find more encouragement on Instagram, TikTok, Facebook, and YouTube.

In this episode, CII General Counsel Jeff Mahoney interviews Michael Ewens, the David L. and Elsie M. Dodd Professor of Finance at Columbia Business School. Professor is the co-author of a research paper recently published in the Journal of Financial Economics entitled "Regulatory Costs of Being Public: Evidence From Bunching Estimation."

Keir Lumsden: The Importance of Transparency in Assessing an Agile Team's Progress Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. As a Scrum Master, your investment in your team can sometimes cloud your vision. Keir shares a story where his team, working with a new technology, struggled to make progress toward a deadline. Despite their best efforts, they realized they were focused on the wrong areas. Keir reflects on the importance of transparency and the dangers of not seeing the big picture. How do you ensure your focus is set correctly? Keir offers tips on recognizing weak signals, asking the right questions, and using a pre-mortem to explore risks before they derail your project.   [IMAGE HERE] Recovering from failure, or difficult moments is a critical skill for Scrum Masters. Not only because of us, but also because the teams, and stakeholders we work with will also face these moments! We need inspiring stories to help them, and ourselves! The Bungsu Story, is an inspiring story by Marcus Hammarberg which shows how a Coach can help organizations recover even from the most disastrous situations! Learn how Marcus helped The Bungsu, a hospital in Indonesia, recover from near-bankruptcy, twice! Using Lean and Agile methods to rebuild an organization and a team! An inspiring story you need to know about! Buy the book on Amazon: The Bungsu Story - How Lean and Kanban Saved a Small Hospital in Indonesia. Twice. and Can Help You Reshape Work in Your Company.   About Keir Lumsden Keir Lumsden joins us from the UK. A former developer, Keir has been fully immersed in Agile practices for the past 10 years. With a mind that constantly seeks lessons beyond the realm of software development, he enjoys writing and speaking about these insights. You can link with Keir Lumsden on LinkedIn.

Sofi Simonyan: The Dangers of Overcommitting, and How it May Lead to Agile Team Burnout Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Sofi shares the story of a high-performing team that overcommitted. Despite their successes, and maybe because of them, the team had developed an unhealthy self-confidence that led to trouble. Initially praised for their can-do attitude and high-quality releases, the team began to struggle with burnout. Sofi highlights the dangers of overcommitment and the importance of sustainable pace, transparent stakeholder communication, and the need for fresh projects to prevent burnout. Featured Book of the Week: How to Speak Tech by Vinay Trivedi In this segment, Sofi introduces How to Speak Tech: The Non-Techie's Guide to Key Technology Concepts by Vinay Trivedi, a must-read guide for anyone navigating the tech industry. The book simplifies complex tech jargon, making it accessible to everyone, from beginners to seasoned professionals. Sofi discusses the importance of understanding these terms, particularly for non-tech team members, to enhance collaboration and communication within tech teams. [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!     About Sofi Simonyan Sofi is a Scrum Master with 6 years of experience in tech startups and a diverse work background. Passionate about people, her mission is to build teams where active listening and growth mindset are essential values. Currently on maternity leave, Sofi practices agility in a completely different dimension. You can link with Sofi Simonyan on LinkedIn and connect with Sofi Simonyan on Twitter.

Efficiency, Email Management, Evaluation, Energy Management, Execution, Environment, Empowerment, Estimation, Evernote, Easy, Experimentation, Equipment, Effort, Everything, Everywhere... Continue reading →

Gestational age estimation is foundational for obstetric care. In resource-limited settings, an integrated AI tool allows novice users to improve gestational age estimates. Author Jeffrey Stringer, MD, University of North Carolina, joins JAMA Deputy Editor Linda Brubaker, MD, MS, to discuss Diagnostic Accuracy of an Integrated AI Tool to Estimate Gestational Age From Blind Ultrasound Sweeps. Related Content: Diagnostic Accuracy of an Integrated AI Tool to Estimate Gestational Age From Blind Ultrasound Sweeps Enhancing Obstetric Ultrasonography With Artificial Intelligence in Resource-Limited Settings

Rick Krok is the Director of Project Coordination & Estimation at LaBar Golf Irrigation. He is recognized as a leading expert in golf course irrigation installation, and he also happens to be one of the first people to ever spread an EarthWorks granular product on a golf course. Rick has been a good friend of EarthWorks for almost our entire 36 years of business. We look back and laugh at the times he had to spread our first generation of Replenish 5-4-5, back before it was prilled, and his days of being completely coated in chicken manure dust! But rest assured, we also made sure to put his expertise to good use. We discussed where the irrigation industry is today, new technologies, and the newest software which is making irrigation so much more efficient. We also discussed how superintendents are selling their clubs on the idea of upgrading their older systems. A very informative and funny conversation not to be missed!Visit EarthWorks at: https://www.earthworksturf.com Podcasts: https://www.earthworksturf.com/earthworks-podcasts/ 2 Minute Turf Talks: https://www.earthworksturf.com/2-minute-turf-talks/

Today, we talk about deputation -- are there areas where we could improve and find some balance? I think so. Have a listen.

Joe Scherler: From Chapter Leads to Champions, Value Over Velocity in Scaled Agile Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. In this episode, Joe shares his experience with implementing the Spotify model across several small, agile teams. Confronting the complexities of entrenched roles and slow decision-making, Joe explains how he tried to empower teams through delegation and a focus on value over output. How can challenging traditional reporting structures and coaching leaders on delegation unlock a team's full potential? Discover the transformative power of discussing team results in terms of value and fostering a collaborative environment where every team member is a catalyst for innovation.   [IMAGE HERE] As Scrum Master we work with change continuously! Do you have your own change framework that provides the guidance, and queues you need when working with change? The Lean Change Management framework is a fully defined, lean-startup inspired change framework that can be used as the backbone of any change process! You can buy Lean Change Management the book at Amazon. Also available in French, Spanish, German and Portuguese.   About Joe Scherler Having experienced Scrum and Agile in various roles, Joe's mission is to unlock the hidden potential of teams and those who work with them to create a work environment that is as enjoyable as it is effective. He loves working on both soft and hard skills with the teams. You can link with Joe Scherler on LinkedIn.