Podcasts about Fabiani

Dopo la vittoria contro l'Empoli, il direttore sportivo della Lazio Angelo Fabiani prende la parola in conferenza stampa per fare chiarezza su una vicenda che ha scosso l'ambiente biancoceleste. Un intervento duro, in cui si parla di etica, ricatti, e rispetto per i valori della società.Nel podcast di oggi ascoltiamo le parole integrali di Fabiani e analizziamo il momento della squadra, proiettata nella lotta Champions a tre giornate dalla fine.

"Hay que disminuir el contacto con el polen", eso es fundamental para la prevención, pero "la contaminación también está favoreciendo mucho que seamos alérgicos", aclara el doctor Fabiani

Cal Baptist junior Remi Fabiani was a 3x conference champion this year, qualifying for NCAAs and finishing 13th in the 100 free. After NCAAs, Fabiani announced he would be transferring to ASU for his final season of eligibility. SwimSwam sat down with Fabiani to discuss his journey from his home country of Luxembourg to Riverside, California. The sprinter takes us through leaving home, his Olympic redshirt season, and what scoring at NCAAs as a Mid-Major athlete was like.

L'émission 28 minutes du 14/04/2025 Embarquez avec le professeur Fabiani pour un voyage au cœur du palpitantJean-Noël Fabiani-Salmon a consacré sa vie à un organe : le cœur. Spécialiste de la chirurgie thoracique et cardio-vasculaire, il décroche l'agrégation en 1987 et prend la direction du service de chirurgie thoracique de l'hôpital européen Georges- Pompidou en 2000. Le professeur est aussi féru d'histoire de la médecine, qu'il enseigne à l'université Paris Descartes depuis sa retraite. Un goût de la transmission qui l'a poussé à écrire de nombreux livres pour vulgariser ce qui constitue le monde médical auprès du grand public. Dernier ouvrage en date, "Votre cœur, cet inconnu" (éditions Albin Michel), paru en février. Le chirurgien y livre une anatomie complète du cœur : ses pathologies, son fonctionnement, son histoire et ses mythes.Taxes Trump, concurrence chinoise : peut-on encore sauver l'acier européen ?Le Parlement britannique s'est réuni en urgence samedi 12 avril pour voler au secours des deux derniers hauts-fourneaux du pays. Leur propriétaire, le groupe chinois Jingye, était prêt à les mettre à l'arrêt. C'était sans compter sur le vote d'un projet de loi qui, pour le moment, oblige à maintenir l'activité des deux hauts-fourneaux de British Steel. Mais la sidérurgie européenne serre les rangs : les 300 000 emplois du Vieux Continent sont pris en tenaille par un coût de production élevé, les droits de douane de l'administration Trump et l'acier bon marché chinois. En 15 ans, la filière européenne a perdu 100 000 emplois dans ce secteur clé, qui a pourtant été au cœur de la fondation européenne dès 1952. Quelle marche doit prendre l'Europe pour sauver ce secteur stratégique ? Peut-on faire l'économie des considérations écologiques au profit de la souveraineté industrielle ?Enfin, Xavier Mauduit rend hommage à l'écrivain péruvien et prix Nobel de littérature Mario Vargas Llosa. Et Marie Bonnisseau nous plonge dans le boom des salles de loisirs "indoor" : bowling, trampolines et karting, ça cartonne !28 minutes est le magazine d'actualité d'ARTE, présenté par Élisabeth Quin du lundi au jeudi à 20h05. Renaud Dély est aux commandes de l'émission le vendredi et le samedi. Ce podcast est coproduit par KM et ARTE Radio. Enregistrement 14 avril 2025 Présentation Élisabeth Quin Production KM, ARTE Radio

Thomas Schnell, en compagnie de Marion Gagnot et la rédaction d'Europe 1 vous accompagnent chaque jour de la semaine dès les premières lueurs du soleil avec de l'information et de la convivialité. L'émission parfaite pour commencer la journée du bon pied, et s'informer. Distribué par Audiomeans. Visitez audiomeans.fr/politique-de-confidentialite pour plus d'informations.

W dzisiejszym odcinku zapraszamy Was do odkrywania podróży poprzez książki! W podcaście chcieliśmy Wam pokazać, jak literatura może wzbogacić nasze doświadczenia podczas zwiedzania, zarówno z dziećmi, jak i bez.Opowiemy o czterech tytułach, które przeniosą Was w najróżniejsze miejsca, odkryją historię i sztukę w sposób, który sprawi, że Wasze podróże będą mogły być jeszcze głębsze i bardziej angażujące. Od "Gawęd o sztuce" Bożeny Fabiani, przez klimatyczne opowieści Pawła Muratowa, po książkę Zbigniewa Rokity, która zachęca do odkrywania mniej oczywistych miejsc. Na koniec polecimy Wam przewodnik, który łączy praktyczne informacje z poetyckim spojrzeniem na Sycilię.Jeśli chcecie dowiedzieć się, jak książki mogą stać się kluczem do ciekawszego podróżowania, koniecznie obejrzyjcie nasz odcinek!Zapraszamy do oglądania!Książki o których mówimy w odcinku:- Gawędy o sztuce – Bożena Fabiani- Obrazy Włoch. Toskania i Umbria – Paweł Muratow- Odrzania. Podróż po ziemiach odzyskanych – Zbigniew Rokita- Sycylia – Peter Zralka

Phones Show Chat 846 - Show Notes Steve Litchfield and Ted Salmon with Gavin Fabiani-Laymond MeWe Groups Join Links PSC - PSC Photos - PSC Classifieds - Steve - Ted Discussion and News Pixel 9a Announced - Specs vs Pixel 9 Huawei Pura X - Shane Craig's Video Device Week Xiaomi 15 Ultra - Photography Kit Xiaomi Pad 7 Pro - Official Cover Case - Xiaomi Focus Pen Xiaomi 120W Turbo Charger Xiaomi Smartband 9 Pro Xiaomi Buds 5 Pro Xiaomi HyperOS 2 Sony Xperia 1 Mk VI Planet Computers' Gemini Using the Gemini in 2025: 5 Top Tips! The Phones Show 419 (Review of the Cosmo Communicator) The big Gemini - Cosmo upgrade! Photo of the Month Winner for February 2025 from MeWe PSC Photos Group Icy Ride, Ian Chapple, Samsung Galaxy XCover 5: Links of Interest PodHubUK - Steve on Bluesky - Ted on BlueSky - Ted on Mastodon - MeWe PSC Group - PSC Photos - PSC Videos - WhateverWorks - Camera Creations - Tech Talk UK - TechAddictsUK - Chewing Gum for the Ears - Projector Room - Coffee Time - Ted's Salmagundi - Steve's Rants, Raves, and Reviews - Steve's YouTube Shorts - Thank Steve on PayPal - Thank Ted on PayPal

La obesidad, una plaga en todo el mundo, es la base de multitud de enfermedades, entre ellas el cáncer de mama, endometrio y páncreas, además de diabetes, colesterol y tensión arterial elevada

Season Finale with Flights champion Pietro Fabiani and Championship Young Adult winner Caleb Quiocho!!!

L'altarino di San Remo per il grande rituale della società Fabiana è pronto. Quest'anno si celebra la sconfitta e la fuga delle loro divinità o presunte tali. Buon ascolto.Letture antirinc: https://www.amazon.it/s?k=valentin+p.+elli&__mk_it_IT=%C3%85M%C3%85%C5%BD%C3%95%C3%91&ref=nb_sb_noss

Como todos los años, el inicio del cole es toda una revolución para los más pequeños que se tienen que adaptar a unos horarios y disciplinas diferentes a las que se tienen en vacaciones. Los padres también tienen que cambiar, por lo que el doctor Fabiani pone el foco en aquello que lo que tenemos que tener cuidado

La desaparición de Enrique Fabiani ocurrió el 4 de junio, mientras cazaba con amigos en un campo cerca del límite con La Paz. Desde entonces, la policía ha investigado sin encontrar pistas claras sobre su paradero.

Phones Show Chat 814 - Show Notes Steve Litchfield and Ted Salmon with Gavin Fabiani Laymond MeWe Groups Join Links PSC - PSC Photos - PSC Classifieds - Steve - Ted Feedback, News and Contributions Android and Made by Google will jointly livestream the Pixel 9 keynote on Tuesday 13th August 2024 Device Week Apple iPhone 15 Pro Max Apple Watch Ultra 2 Google's Find My Device Samsung's SmartThings Find - SmartTag2 Apple's Find My - Apple Airtag 9to5google's test on Apple vs Samsung vs Google Tags Apple Health, Samsung Health, Google Fit, Fitbit Xiaomi 13 Ultra Garmin Fenix 7X Neewer Backplate Adapter Momentum Wireless Sport Sony Xperia 5 Mk.V - Ted's Review Sony Xperia 5/4 vs Sony Xperia 5/5 Microsoft Surface Duo 2 Steve's Top Tip? I Finally Did It... HMD Skyline - Specs - GSMArena's Summary Review of the HMD Skyline: self-repair and Qi2 Review of the HMD Skyline: speakers, custom button, focus peaking HMD Skyline imaging quick-review: good light most definitely needed! Photo of the Week from MeWe PSC Photos Group Spooky Tunnel, Ian Chapple, Samsung Galaxy S22 Ultra: Links of Interest PodHubUK - Ted on Mastodon - MeWe PSC Group - PSC Photos - PSC Videos - WhateverWorks - Camera Creations - Tech Talk UK - TechAddictsUK - Chewing Gum for the Ears - Projector Room - Coffee Time - Ted's Salmagundi - Steve's Rants, Raves, and Reviews - Steve's YouTube Shorts

La Policía de Entre Ríos realizó un gran operativo para encontrar a Enrique Fabiani, pero no se encontraron datos certeros. Los operativos continuarán hasta el jueves.

Sittin down with the new state field champion and one half of the current outlaw team champ, pietro!!!! --- Support this podcast: https://podcasters.spotify.com/pod/show/archery/support

El Dr. Fabiani ofrece consejos sobre cómo actuar frente a las picaduras más comunes en verano, desmonta el mito del "corte de digestión" y explica cómo tratar las quemaduras solares

Riccardo Cosentino and his co-host Corail Bourrelier Fabiani welcome Harvey Maylor, their esteemed professor from the MSc Major Programme Management at Oxford, to discuss the transformative power of systems thinking in major project management. Harvey Maylor, a leading academic and practitioner, shares his profound insights on harnessing systems thinking to navigate and resolve the intricate challenges inherent in large-scale projects. “We just make life flipping difficult. And that, for me, is a great frustration that you see really bright, really energetic people really going at a problem, but because of the way the work is organized, it's just really difficult and that their insights, intelligence, energy just gets burnt up by pointless organizational things that don't add any value to them, the organization or the end user or indeed society. ” –  Harvey Maylor Harvey Maylor combines over 25 years of industry experience with academic research to bring a unique perspective to project management. As an Associate Fellow at Saïd Business School, University of Oxford, and an Honorary Professor at the University of Warwick, Harvey focuses on project management, complexity, and performance. He advocates for practical methodologies like Agile and Lean to enhance project outcomes across various sectors. Key Takeaways:Understanding the fundamental principles of systems thinking and how they apply to major projectsTechniques to identify, analyze, and manage the complexities inherent in large-scale projectsExploring how strategic misrepresentation and optimism bias affect project estimates and decision-makingThe application of Agile, Lean, and other practical methodologies to manage and mitigate project risksEffective strategies for managing diverse stakeholder groups and navigating political influences in large-scale projects If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Follow Corail Bourrelier Fabiani on LinkedInFollow Harvey Maylor on LinkedInRead Harvey Maylor's Published WorkFollow Navigating Major Programmes on LinkedInFollow Riccardo Cosentino on LinkedInRead Riccardo's latest at wwww.riccardocosentino.com  Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

»Smisel arhitekture ni samo sebi namen, zato mora v vseh obdobjih izražati duhovno stremljenje ljudi ter njihovo stopnjo kulturne zavesti.« To modrost in hkrati svoj modus operandi je izrekel, zapisal Ivan Vurnik, eden naših največjih arhitektov, ki pa ne glede na to, da je izhajal iz prve generacije visokošolsko izobraženih slovenskih arhitektov, ki so se šolali na Dunaju, ne glede na to, da je bil leta 1919 soustanovitelj oddelka za arhitekturo na ljubljanski univerzi, da je pionirsko vpeljal nacionalni slog v arhitekturo pri nas, človek raznolikih sposobnosti in vsestranski tudi kot urbanist, oblikovalec, pedagog, raziskovalec, ne glede na vse to, vse, kar je Vurnik zapustil materialno in simbolno, duhovno, še vedno živi v senci njegovih prav tako velikih kolegov arhitektov kot so Plečnik, Fabiani, Ravnikar. V tokratni Intelekti, ob 140. obletnici Vurnikovega rojstva, smo zato osvetlili življenje in delo tega arhitekta, ki je tako vsestransko, tudi z ukvarjanjem in preizpraševanjem socialne gradnje, zaznamoval slovensko arhitekturo in urbanizem. Avtorica in voditejica oddaje je v studio 1. programa nacionalnega radia povabila sogovornike : Barbaro Viki Šubic, arhitektko, vodjo Centra arhitekture Slovenije, dr. Boga Zupančiča, arhitekturnega zgodovinarja, muzejskega svetnika v Muzeju za arhitekturo in oblikovanje (MAO) in Katarino Čakš, arhitektko, raziskovalko in asistentko na Fakulteti za arhitekturo, Univerze v Ljubljani.

Gator Nation are you ready for a LIVE Tuesday edition of PodUp with Matthews in the Morning?! Stay Tuned for a full show hosted by Florida Gators Football Hall of Fame QB ~ Shane Matthews. First half we have Buddy Martin from GatorBaitMedia.com - Second half we'll be joined by Patti Fabiani from the Fisher House!

In this week's episode, Riccardo Cosentino and guest co-host, Corail Bourrelier Fabiani, sit down with fellow alumnus Brandon de León to discuss his Oxford Saïd Business School dissertation on electric aviation.Brandon emphasizes the importance of public perception in adopting new technologies and explores the potential of electric aviation to transform urban mobility. The discussion covers technical advancements, regulatory challenges, and the necessary societal embrace for successful integration of electric aircraft into daily transportation. Brandon's insights highlight the intersection of technology, society, and the future of urban air mobility.“But what really validated my research was that social acceptance came up as an interesting issue already, before the first vehicle flies. And like I mentioned before, the next plans are also around big events, the World Expo in Osaka. Next year in 2025, this was to be flights. And in 2028 in Los Angeles for the Olympics there. Other companies from the US are also planning to fly. So yeah, social acceptance is already showing itself as a key risk.” – Brandon de León  Key Takeaways:Defining the pre-commercialization of electric aviationThe critical role of societal acceptance in the adoption of electric aviationThe potential impact of electric aviation on urban infrastructureInsights into the interplay of technological advancements and regulatory frameworksDistributed and decentralized mega projects If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our LinkedIn community: Follow Brandon de León on LinkedInFollow Corail Bourrelier Fabiani on LinkedInFollow Riccardo Cosentino on LinkedInFollow Navigating Major Programmes on LinkedInRead Riccardo's latest at wwww.riccardocosentino.com Transcript:Riccardo Cosentino  0:05  You're listening to Navigating Major Programmes, a podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino. I bring over 20 years of Major Programme Management experience. Most recently, I graduated from Oxford University Saïd Business School, which shook my belief when it comes to navigating major programmes. Now it's time to shake yours. Join me in each episode as I press the industry experts about the complexity of Major Programme Management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us.  Riccardo Cosentino  0:54  Hello, everyone. Welcome to a new episode of Navigating Major Programmes. I'm here today with my co-host, Corail, and we have a special guest, a good old friend of ours joining us today on the podcast. I will pass the mic to Corail who's gonna co-host the podcast today and help me asking questions to this really great guest that has agreed to join us today. How are you doing, Corail? Corail  1:19  Hi, Riccardo, I'm doing really good. Thank you for having me co-hosting this great episode. And I'm excited to talk to Brandon. So maybe a little bit of background, we met doing a major programme management master in Oxford. And during that two years of our lives we met Brandon who was a superstar in our cohort because at the time, he was working for Tesla. And he was talking to us about this really exciting industry and how he's been part of the founders of Tesla. And he's been part of the team that made it a great company that we know today or the big adventure. And then he moved on to work for Rizwan and developing this into a great new enterprise that goes beyond Tesla by working on all different types of trucks and other things that I don't know enough about. But so I'm really excited to hear the story of Brandon. And I think Brandon, it would be great to start with you maybe introducing yourself telling us a little bit about how you ended up in the electric car industry and what drove you to that really expanding field. And yeah, to know a bit more about your background.   Brandon de León  2:37  Wow, what an introduction. Thank you guys so much for having me here on the podcast with you. It's been incredible to see what you guys have produced after the Master's course and hard to follow what you shared Corail. But I think, generally speaking, it's been an amazing learning experience. The Oxford Masters in Major Program Management, learned a lot from you guys, as well as the content. So happy to be here and share a little bit of what I've been working on and some of my background. It's been about 12 years since I've been in the electric car space, but maybe just a step back and give a little personal context about how I even ended up in that. I, my voice betrays me, I'm from the States originally, even though I'm coming to you from Holland today, I'm living in Rotterdam and working in Amsterdam. I grew up on the east coast of the U.S. mainly in Georgia in Florida. And then that's where I connected with Tesla. And what brought me down to Florida originally was my pursuit of International Business Studies. I wanted to study that because I had grown up hearing about how my parents met in Germany, in the army, and so early on, I was ingrained with these ideas of a world beyond the bubble that I lived in. So even though I grew up in small town, Georgia, I knew that I wanted to go and at least traveled to these places maybe even work in these places, if that were possible. And so in high school, when I discovered international business classes, I couldn't get enough. I also learned in those classes that there's a lot of ways society progresses, and probably the fastest mechanism to make that happen is commerce. So you know, regulation and government takes a long time. Nonprofits are phenomenal. But also some of them have limited impact. So it wasn't really clear what the best path was. But having parents that had done service for the country, as it were, and then pursued their careers and more local service type of roles and social worker and studying pre-med and things like that, I knew that I wanted to find a way to make the world a better place in my own little way. Right? So international business was my chosen vessel that brought me to Miami to study undergrad. And then in university there I had a chance to actually work in a company that I had admired for what I would consider a great engineering design and that was BMW their local retailer in the south Florida area. I persuaded them to let me take an entry level job that they didn't have at the time. But I was really eager to get out of the department store I was working at, and to go work in the company that I admired so much down the street and regularly saw the employees from that office. And so thanks to some persuasion and friendliness on their side, I was able to take a very administrative basic role. And I spent two years with BMW, but I realized that 18, 19, 20, there wasn't a lot of career options for someone that young, in the automotive retail space, at least not the traditional automotive, even with really innovative products like BMW. So I went on the search for career path, and I ended up in a bank and I thought, wow, this is terrific, financial district, maybe I peaked early, there's a career advancement ladder, it's all planned out, pension, etc, all the trappings of a great career, but then my interest in engineering and technology kind of clashed at a certain point, because new payment technologies came out into the market. And some people will be familiar with these dongles that you'd plug into an iPhone, which is relatively new back then. And you could swipe credit cards, and it was a revolution for small merchants and mom and pop shops, and I thought, this is wonderful, it's gonna be great for getting them better cash flow, they'll grow faster, it'll really helped a lot of small businesses out. But banking is a very conservative culture and does not run to embrace new technology. So at the time, we were working on a laptop that had an operating system that was three generations old, because the security patches were all well-developed and stuff, there was a clash there. And I figured, okay, I need to find a career path that's also aligned with my interest in technology or automotive or something along those lines. And after a lot of soul searching, and job board searching, I came across Tesla, and they were starting a store locally in South Florida. And through a lot of discussions for different roles. I ended up joining the launch team for the Model S, which was the car that really established the brand as a large volume producer of vehicles. And of course, its focus was electric cars. So that was 2012. I joined right after the vehicle launched. And it's been a wild ride since then. But at that time, because of my international orientation, I thought the wildest dream I have right now is that Tesla will do great. And then we'll get the chance to go and launch in other countries. And maybe I can be part of that. Happily, I had that chance. So although I started in California, and then after we launched the vehicle there, and I gained a lot of experience integrating, delivering the vehicles, the first vehicles and integrating it directly into the lives of people and families across California, I had the chance to bring that back to the East Coast. And then there was an opportunity to join a different department back at headquarters in California. And I jumped at that, because I knew if international opportunities emerge, there'll be people from there, they're good to go. And so that was a strategic step, it was not clear that it would work out. But happily, I was in the right place at the right time, there was an assignment to go help the team in Canada kind of get find their feet, if you will. And then after doing that a couple of times going out to Toronto, and doing what I would call international, but doesn't necessarily appear to be very international experiences going from California to Canada, I also had the chance to join a very small team of four or five that came out to Europe for a few months to do the same, essentially to help train the first model as launch teams here. And that was quite a privilege. When I came home to San Francisco, I thought oh, wow, this is it. Everything I could dream has happened. This is fantastic. What do I do now? And I didn't have to wait long for an answer because being at the headquarters in the beehive of activity, there was an opportunity that was presented to me to come over and help build critical partnership networks because we were starting to deliver vehicles but didn't really have solutions in place for if people were driving from the Netherlands or Norway down to Spain for holiday, what happens if they run out of charge or if the car breaks, and we had a very small footprint in Europe, within three weeks, I was on a one-way flight back to Europe. And I haven't looked back since. So that's a little bit about me in a very long-winded way and how I've gotten here to you. Corail  8:58  No, that was fantastic. Brandon, thank you so much for sharing your passion. It's really fascinating how you're constantly growing, reinventing yourself, but yet you seem to have such a drive. And that brings me to something a little picture that you shared of yourself recently that was you, yourself. I don't know how old you were maybe five or six. And you were in this beautiful little plane. And I think we talked about how you progressed from different career paths, but always with a certain drive and in that journey now I feel like you also have great interest into the future of electric aviation. And you decided to write your dissertation on this specific topic, and the social acceptance of electric aviation. Can you tell us a little bit more about this interest of yours and how you came to write about this in your dissertation in Oxford? Brandon de León  10:00  Yeah, sure. Thanks for reminding me of that picture. It's my haircut was terrible. But yeah, I was very young. And that was, it was a fun picture of me as a very small child in this mock-up of what must have been like a pretend F-16 for children at an Air Force stand at some air show in the U.S. So that was quite a throwback. Thanks for that. The, that picture I think really reflects my interest from the earliest of memories. And I call it transport now because it seems more appropriate. But it's really cars, planes, things that move fast. They're exciting, or have always been exciting to me. And I know that's sometimes cliche and certainly not exclusive to me. But that's where my fascinations were as a kid and that really hasn't died. But my career being mainly in automotive and electric automotive for more recent decade or so, maybe it's worth sharing, it's quick middle steps. So after about 10 years at Tesla, scaling the core product and ecosystems around it in North America and Europe, I thought, okay, what do I, the recipe is pretty much set at Tesla. So we have gigafactories opening, launched four or five different vehicle programs, how can I best use all this wonderful experience? And in 2021, I joined a company called Rivian, which essentially, is, for those who don't know, it a lot like Tesla in that it's a new company that makes cars. But their plan was to electrify totally new vehicle types, still ground vehicles, right? So trucks, which are hugely popular in North America, also SUVs, which are growing in popularity globally. Perhaps, if you look at the Tesla Model Y, the best selling car globally, right now in 2023, I think it was. And then for me sitting in Europe, perhaps most importantly, commercial vans, so they have or we have a huge order with Amazon for 100,000 delivery vans. And that was super exciting to me, because being in Europe, I know that trucks are not a big deal here. SUVs are typically on the smaller side or middle size, definitely not the large American scale. But I knew that if they produced the vans, then we would have a tremendous success on our hands. And that's gone really well. We've delivered over 16,000 vans now it's super exciting to see that happening. So essentially, why join Rivian was to extend electrification. So when looking for a dissertation topic, during our master's degree, I really wanted to take that opportunity to explore the other side of my fascination. One, because there wouldn't be any conflict of interest. So it was a lot cleaner to not do electric vehicles. And then the other side is there was a really interesting ecosystem emerging that was ripe for research. And that's electric aviation. It obviously aligns with my fascinations, but also super timely.   Brandon de León  12:32  So when I started looking into how can I use a dissertation to add some value, however minuscule to what's going on in this ecosystem that fascinated me so much, I started to reach out to people and one of the people I reached out to was someone I would consider a founding father, a modern time founding father in electric aviation. And he had spent three or four decades at NASA researching electric propulsion. And it really caught on towards the 2010s. And we'll get into that later. But essentially, I was asking people like him who are highly technical, unlike me, who's a non engineer, how can a non-engineer contribute to the conversation into the development of this space, and in our discussions that came out that acceptance is really interesting, because it is a known concern. But it's kind of a fuzzy topic, a fluffy topic, it's ambiguous, people aren't really quite sure what to make of it, how to define it, how to grapple with it. And there's not a unified message around it. That's, that seems ripe for Social Sciences dissertation. And that's what led me into it because there weren't any other spaces that weren't mostly other parts, or aspects of the ecosystem today, are highly technical, or regulation-oriented. And this was a space where someone coming from social sciences point of view could really add value. So that's what led me into it, happy to document it more. But that's the background and how I got there. Corail  13:51  I think it's so interesting that you're bringing, as you say, a non-engineer background into a field that is highly engineering-heavy. And we see in Oxford, we talk a lot about the work of Kahneman, for example, and how it mixes psychology and economy and what amazing ideas that created and I feel you coming from a different background is also generating discussion that we don't think the regular engineer doesn't necessarily think about. And I think it's quite beautiful. You talked about the social interest of your parents early on that kind of inspired you. And it's interesting that you went into social acceptance and which encompasses I think many things but also the how people receive what we're producing. Right? And I wanted to ask you a bit more about this because when I think about social acceptance of electric vehicles or electric planes, as of, I don't know, kind of French bias, (inaudible) we talk about how planes are terrible for the environment and we are always thinking about shaming each other in France for how much we travel? I know my aunt for example, is constantly telling me you shouldn't take the plane so often, etc. And so for me, I only see positive outcome, right, for electrifying planes. So why did you, how did you identify social acceptance as a risk? How is it perceived in the industry? Brandon de León  15:19  Yes, it's a great question. And actually, thanks for the chance to add more background because it's not, it wasn't something I was able to include in the dissertation itself, I had to really shrink down that context and generally referred to the study as a study into the acceptance of electric aviation without giving a lot of detail and color. So essentially, in order to understand that better, it's helpful to describe the 2010s and the emergence of the ideas around electric aviation and how it was going to look and feel what the vision was, and who was articulating it. So although there have been decades of research at NASA, in particular from the guy, Mark Moore, is the gentleman I talked to and brainstormed with around ideas, potentially, that could be useful to the ecosystem. So there was quite a lot of work done on the physics and the engineering aspect. But what was interesting is that it didn't come from a lot of technology seemed to come from the defense side, right, where you have the internet, GPS, other things that are developed for military or defense purposes, and then they become commercialized. This is a rare instance where, even though NASA had done prior work, and really help manifest the technology, or the idea around how to use it, it was actually technology, commercial minds, technology and commercial minds that were leading the development of this vision, a particular vision of electric aviation, and they called it urban air mobility, mostly. There were many different names and the names of all the increase since then, in the early 2010s, essentially, you had Google printing tons of money and so just to pick, cherry-pick a specific example, this is not the origin story for the whole ecosystem, but it's a major part of the background. So Google is just minting money, right? And Larry Page starts to make bets. And they're called Alphabet. Now, there's a play on words there. But essentially, Silicon Valley companies that make it that big start to then have to find new avenues to create growth. And these are the bets that they're making. And one of them was autonomous vehicles, right? And today, that's Waymo. And another one that was backed by Larry Page in particular was a company called Kitty Hawk. And it had different names, as in its predecessor phases, but essentially, they were making a two/four passenger air vehicle, and it was all electric. And it looked like nothing you've ever seen before. If I had to describe the inspiration, I think that in many cases, these air vehicles developed by the organization he was backing, or Google was backing. I guess it's more him than Google to be honest, on the on the electric aviation side. And other pioneers of electric aviation in the same timeframe, they kind of looked like scaled up drones, toys, essentially, they're called multicopters in that format. But essentially, the vision was that these were going to be flying taxis. And they were going to be in cities. Now I'm not old enough to remember this in person. But I've read stories about how Delta and United used to have these phenomenal helicopter services where you could catch a helicopter from the top of the Pan Am building in downtown Manhattan, or Midtown and then fly over to JFK, or whatever airport. And that was the heyday of aviation, right when it was really a VIP experience. And this wasn't just New York City, this was San Francisco, tons of other cities have this helicopter service. And it's not really the case anymore outside of a couple non-airline, independent helicopter services in, let's say, New York City for example. And enter Uber, another emerging tech company, who was really ambitious and wanting to really reinvent mobility, not just on the ground, but they also saw an opportunity to play a role in this airspace as well, if you will. And so they took what they knew about ride-hailing and the app and the data that they had seen, all the trips people were taking around urban areas like L.A. and New York and probably better than anyone they fully understood and had the data and the data orientation that a Silicon Valley company would do to understand how there's a huge amount of traffic between this origin and destination. And so airport, if we look back at this helicopter services presents an interesting option. And so they started to, they started a sub-organization or department called Uber Elevate, and they issued a white paper, I think it was 2016, maybe 2017. But the white paper basically articulated a really grand vision for all these air vehicles doing thousands of movements in urban areas a year. So it's a whole new kind of flying, not the wing and tube that we're used to going between over long distances or medium range distances.   Brandon de León  19:49  This was a whole different layer of air transport that hadn't been seen before, because presumably, existing small airplanes were, with the capacity of a ground taxi, four, five, six seats or whatever, were too noisy, not comfortable and outdated designs and they couldn't vertically take off. And that's a big difference too is that these new vehicles were supposed to take off and land like a helicopter. So that then unlocked a lot of opportunities to land in urban areas without a massive airfield and runway. And so that was the lower end division in that Uber Elevate white paper. These days, that evolution of that vision has evolved quite a lot and become a lot more mild. To give you one example, there were images circulating around the time of that white paper, where you would imagine a high-rise tower and different levels that would have open bays that the small car-sized air vehicle could fly into horizontally and land or land at a top and then the elevator would move it around. But essentially, it was beehive for these. And that's where social acceptance really became a question. Because if you have that many vehicles flying around in the airspace that's not really used today and they're potentially making a lot of noise because helicopters are super noisy. And that's the best benchmark that we have, even if they're electric and quieter, they're not going to be in silent, then how are people going to react to the noise? How are people going to react to the visual pollution or obstruction to whatever view they have, if you enjoy the city view of Manhattan, it's now going to have a lot of air vehicles in it. If you enjoy the Coastal View, perhaps you'll see a lot of vehicles above the beach, that sort of thing. Social acceptance was early on identified as a risk, something that needed to be dealt with. But how to deal with that wasn't really clear. Riccardo Cosentino  21:29  Brandon, I have a quick follow-up on that. Because it's very interesting how this was a dissertation. So was the final project for the master's degree or for a master in major program management. Can you articulate how you end up picking an industry as a major programme? I'm assuming, I'm paraphrasing a little bit because your study is not about one particular project, one particular company, it's really just societal, and how society is going to who's going to embrace this new technology or not. And so when you were discussing with your supervisor about this topic, how was it received from the academic side because we're all educated, and we're all told my major project is a project about 1 billion dollar/pounds, whatever. But I'm not a believer in that metric. To me, it's, major programmes are about complexity and I think your dissertation fits perfectly that definition, but you must have had some back and forth with your supervisor, or even with some other academics. Brandon de León  22:38  Yeah, it's a great question. And I really thought this was a risk to my dissertation to be fair open to the point of marking, I didn't know if it was going to be received well, that how to articulate this as a mega project or giga project, as I called it. But basically, I think that if we look at the way we presented this content in the course, just to give the listeners an idea, that for most of history, or let's say the last century, there has been increasing focus on these growing, the projects of growing scale and complexity, and cost getting into the billions getting into this, they totally changed traffic patterns in the city or they, if there are huge new bridge or something like that and it's just visually imposing huge civil infrastructure or digital systems that cost a ton or aerospace programs like an A380 Airbus, which is just a mega behemoth of an airplane, right? And if the complexity is clear, super tangible. But I think that's the school of thought that are when we had the great fortune of I think straddling two eras of the faculty at Oxford. And the first chair that we encountered was Bent Flyvbjerg. And he literally wrote the book on this stuff. And so far as the Oxford Handbook for Major or Mega Project Management, and in that, through that lens, or what he helped us understand, it was this more centralized type of project. And then later, we actually had another generation of leadership for the faculty come in with the new chair, Daniel Armanios, and he was very interesting in that he introduced the concept of it not necessarily having to be a centralized, that's a singular entity, the mega project could be distributed, decentralized, even. Right? And so after reading both of their research, I'd actually found that Flyvbjerg and contemporary said, coined the phrase of an array of projects. And I thought that fits this. This is actually exactly what I need to articulate how this is a large, complex project, although it's effectively being built in a decentralized manner and actually, quite extremely decentralized manner. There are over 800 different organizations that have released a concept for an electric aviation or electric air vehicle of some kind or another. There's this nonprofit that tracks the industry and most of the funding is with a handful and most ofthe technical progress is at a handful, but the reality is that there is a massive number of companies that intend to enter this space. And essentially, by building these vehicles, they're having to also engage regulators and build the regulatory envelope for this to actually happen. And then also go out and entertain cities and get them on side. They even let it fly. So ultimately, what they're all building towards is a central vision, even though it's moderated a bit since the over white paper in the beehive towers in the city, what they're actually when you step back and look at it all, what's actually being constructed, is something quite central. And that is a layer of air transportation, a new air transportation system that doesn't exist today. Because electrics, there's no charging out there. It's also and this is the part I didn't really get to yet is that a lot of the companies want to get towards autonomy. Some people might know already, there's a pilot shortage historically, pilots are now being paid very well, after having years and years of declining. That's not the case anymore. There's a vast shortage of pilots today. But also, if you're looking at technically looking at these vehicles through a technical lens, from a physics point of view, the energy density in lithium ion batteries or automotive grade, especially. But even research batteries, they're still limited compared to typical combustion fuels, hydrocarbon fuels, in so much in how much energy they can carry per kilogram. And if you're in aerospace where every gram matters, it's critical that you lighten the vehicle, because it's a trade-off for payload and revenue. And so although electric vehicles have started to scale up the production of lithium-ion batteries and automotive grade electric batteries have really gotten cheaper and better energy density so they're improving every day, in labs across the world they're still just crossing the threshold where they're useful in the air and just unlocking short-range missions. So this is a new, this is a new transport layer that is just becoming feasible in the late 2010s  and still in development. So that's where I basically come back to your point, which is it's not a central program, it's definitely super distributed and decentralized, but they're all building in essentially a common vision of electric air transport that doesn't exist today. Riccardo Cosentino  27:21  Okay, one more question that on that note, and then I'll pass it back to Corail. As an industry, I mean, where would you position it in the developmental phases of an industry? And maybe, if you could make a comparison, we always go back to the internet, right? So every time there's a new revolutionary technology, we always say, yeah, think of the internet in 1995 or finger the internet in the 2000. On that basis, so with that in mind, where would you place this industry in the developmental arch? Brandon de León  27:59  Yeah, maybe if I could go a few years before the internet just for a comparison that rings harder in my mind is mobile phones. I think we're at the place, there's a famous study from McKinsey that I'll get the number wrong slightly. But I think that they hint here McKinsey did a study for AT&T, I think it was where they predicted in the early 90s roundabout then that the maximum total addressable market for mobile phones is 900,000 Americans. I think we're at that stage with electric aviation. And I don't mean that in the, to poke fun at our friends at McKinsey, I know we all have some, anyway, consulting generally. But I think that it is impossible to anticipate the actual scale that this will be deployed at over time. And I say that because if you look at this technology, the business model for many companies is not clear yet. So I think that's, once the technology is ready, we're at the point where the technology is only just becoming certified. And even with helping hands from governments that are eager to be technology leaders in Q4, right about Q4 last year, the first electric vertical takeoff and landing vehicle certified anywhere in the world was certified in China. And just this month, the first one was transacted to a Japanese customer from another company in China for demonstration flights at the upcoming expo, World Expo in Osaka. Nothing's actually, there's no revenue yet. Unless you talk about small revenue regimes from Defense Departments and things like that to help with the testing and helping R&D funds. So we're really pre-commercialization. And that's precisely why I wanted to jump in for the dissertation into this space. And I thought it was really rich picking for that study-wise because what we hear in the program and all the things we've learned about mega project management and so on, is that when did they go wrong, if not in execution mostly in the planning phases in the earliest phases. So this was a huge opportunity to talk to people across the G7 really across OEMs, regulators, infrastructure companies and so on. Even NGOs. And to get a sense for okay, where's everyone's head at individually and collectively. What's the sense for how they're all thinking about this particular aspect? Social acceptance of a new technology? Yeah. And so that's, I think lends itself to the study, but super early is the answer to the question in a couple of words. Riccardo Cosentino  30:19  Thank you.   Corail  30:20  Brandon, that's really interesting. And to go back to your dissertation, I think you were planning to interview 10 leaders and you ended up with 29 interviews. I think it shows the real interest that it sparked amongst the leader in that industry. And do you feel like they got interested because this is a topic that they didn't necessarily so much sought about? And they wanted to discuss more with you? Or was it very much a risk that was very present in their minds? And you just found that they had already thought about a lot of solutions to raising social acceptance? Brandon de León  30:59  Yeah, it's a fair question. You're absolutely right. My ambition was 10. I accidentally overshot that by three times. I paid for that on the back end, when it came to actually giving the proper level of attention to the data analysis and cleaning the data from the interviews. Yeah, that was, it was quite a heavy fall. But it was really a pleasure to, because once I started to talk to people in the space, Dr. Mark Moore and I had engaged over LinkedIn, of course, and email and then had a call. But I think that really, I realized early on, and one of the things that I picked up on from one of the faculty members, Dr. Harvey Mahler, was that observation can actually be a part of your research. And I thought, let me, let me go to at least one event where these people gather and just see what's the level of discourse? Is this really a risk? Or is it just something that I see in their social media content or things like that, and I was really lucky, because there were three major industry events, if I can call them that, that were happening right around the time I was doing my dissertation and or the early stages of it. And so I went to London to eVTOL Insights London Conference and it was very much inside baseball, you had the top leaders from the companies that were trying to develop and certify these air vehicles. But you also had the leading regulators, globally for aerospace were there, it was really interesting to just, fascinating to hear the conversation between them. But what I picked up on was that acceptance came up, it was, in some cases a footnote. In other cases, it was a panel topic. But it was never, there was only such a limited depth that could be accomplished in that format. And having chatted with Dr. Mark Moore, having seen that in person in London, but also at Revolution Aero, which is another major event in Dublin, I realized that there, there's not a lot of exploration of this topic, if this is essentially the limit of it. And there are other podcasts in the industry too, that I've listened to where it maybe it gets explored a little bit more, but usually, it's pretty, pretty limited how much people can talk about this, because the overwhelming focus right now is to use every dollar of investment. And right now there's over $15 billion, I think it's over 18 at last count, invested in this space, mainly in the vehicle developers, that will in the future produce these electric air vehicles, essentially, the ones that are just planning to actually produce the vehicles, a lot of them aren't necessarily interested in acceptance, that's something they consider a responsibility of the operator to go out and develop acceptance wherever they plan to operate the vehicles. The operator meaning like airline, essentially. And then the other case, some vehicle developers or pureplay operators, they see the acceptance risk a lot more clearly. And in some cases, they've experienced it before with their traditional air vehicles.   Brandon de León  33:42  So I think, for me, it became clearer and clearer that this was both interesting for me, and potentially helpful for them to have a longer form conversation, the average interview was something like 45 minutes to an hour, someone as long as two hours a couple of them, when as long as two hours, I made the coding quite a long process. But it was super insightful for me. And I felt really privileged. As I was reaching out to people, the reception I was getting was quite strong. I thought 10 was going to be the high end and also a significant enough sample that would make the research worthwhile and meaningful. But then actually, I started to realize that if there's greater interest, I'm happy to expand that to a larger number, especially if it allows me to get perspectives from multiple people representing the different sides of the ecosystem. So like I mentioned, regulators, not just in Europe, but also in North America. And also OEMs, not just in Europe, but from North America as well. So a lot of the funding sits in North America right now. And depending on who you ask the technological leaders, some of them are in Germany, some of them are also in California and Silicon Valley, and so on. So I didn't want to represent just one small pocket of the ecosystem because again, it's a larger array globally. If I could do a better job of capturing those points of view from a European point of view as well as an American point of view, I wanted to do that. And so that ended up getting me to nearly 30 interviews pretty quickly. That's how it grew so fast. Corail  33:44  I think it's fantastic. And there must have been so much work to just code this amount of interview, I just cannot imagine in the limited amount of time we have to do this dissertation. It's a lot. So congratulations. Brandon de León  35:26  Thank you. Corail  35:27  So can you share with us then how so I wanted to ask you, Brandon, how did this leader define the risk? And what were the solution that they were putting forward?   Brandon de León  35:39  It's a great question. I think maybe the step back as a precursor, or the best example of what they were trying to do before was helicopter services from decades ago. And if you live in New York City, or Sao Paulo, or Hong Kong, helicopter services are not an infrequent site. So there are places in the world where it's still quite common. It's just that in the U.S. we, being American, that's sort of my bias, those services had dwindled. After there was a famous incident in New York City at the top of the Pan Am building, I think it was bad weather that affected the helicopter landing. Long story short, one helicopter did a particularly bad job landing, and crashed onto the rooftop. And when it did, a propeller went this way. Another one fell to the ground, I believe it was or some debris fell to the ground and killed the young lady. The other one might have injured someone when it flew into a nearby building. This was, I didn't read the entire history of this industry, the helicopter service industry. But what I can tell you is that if you look at the old timetables and the brochures, being a historical geek and an aviation geek have done more than my fair share that there are very clearly helicopter services advertised in most, in a lot of major metropolitan areas from these mainstream airline names we all know and love today, or despise today, depending on what you think of it. But anyways, the reality is that those services dwindling, I think, in part happened, because there were restrictions put in place, when you had an incident like that it captured the attention of the public around, probably not just that city, probably not just the U.S., perhaps major cities around the world, especially as news could spread wherever the American newspapers are read. So I think that that put a little bit of ice on helicopter services. And so today, if you look at Blade, which is an operator that works does fly from Manhattan over to JFK, for example, to do the airport shuttle type use case, I believe they take off on the perimeter of Manhattan, they're not, they're just off on those waterfront, they're not on top of some building in the middle of the city. So things have definitely changed. And so when it came to acceptance and how they view it, one was, there was this precedent for things going wrong. And if things go wrong, it can really pause an industry. So making sure perceptions are warmed up to the idea of this happening again, because what they're talking about doing is literally lending in many different places across downtown Manhattan, for example of the island of Manhattan, actually being able to pop down on different buildings, but also perhaps green spaces or whatever, wherever they can place what they call a vertiport, which looks a lot to normal person, like a heliport, small helipad with a V instead of an H. There are other things there. The industry insiders will tell you, there's a lot more to it. And there is charging equipment and storage and things like that. But all that to say what the vision was in 2016-17, when Uber was hosting these huge industry segments with 72 experts one year and hundreds the next year to try and really build steam around this vision of urban air mobility. They knew they had an uphill battle. And then on top of that helicopters are famously extremely noisy. That's part of why they have limited routes that they can fly. The other part, of course, is safety and things like that there. If you look at London, I think there's one main helicopter route through the whole of London that goes, basically follows the river, for the most part. And then I think the only operational heliport inside core London, that's not a hospital for an air ambulance is essentially on the reverse side, too. So helicopters are really limited in where they could go, partly because of the noise, but other you know, fears, safety and things like that. And so that's essentially, what captivated the interests of the industry participants most was how do we reduce noise through technical innovation, better propeller design, electric motors are inherently quiet, they're not jet engines. Even if you hear things build as for marketing purposes, and electric jet, it's quite different. It's more of a fan. So I think that they saw an opportunity with electric propulsion to be much quieter, and also more safer, ironically, because you can put many more electric motors and propellers. So if one goes down, you're not worried about that you can still safely land the vehicle and then yes, I think basically centered around noise primarily because the industry insiders knew that, fundamentally, the vehicle was safer, more resilient, more robust, more redundant, if you will, with different electric motors and propellers, a higher number, some have six, some have eight, some have 12 propellers built into the vehicle design. So if one fails, it's really not a major issue for most of the format's of these electric air vehicles. But getting people to warm up to the idea of it was a real risk the way they see it. Riccardo Cosentino  40:29  So Brandon, obviously, this is a podcast about your dissertation. And you wouldn't, you wouldn't have a dissertation without a conclusion and some findings. What were your key findings? Brandon de León  40:40  It's a good, I think that so if I, my research question largely centered around how do these executives from all over the ecosystem, all sides of it, essentially define social acceptance? Who and what do they think drives it? And then also, effectively how they plan to approach it? Right? So how do they think that they can maximize social acceptance and minimize social rejection? And the primary finding I found in the case of the first question was, there is no single definition for acceptance. People describe it differently. You'll hear things like regulatory acceptance, social acceptance, of course, public acceptance, community acceptance, market acceptance. So it depends on the mentality of the person and what they're responsible for, and what they're interested in. So if you're looking holistically, you could argue that it's social acceptance, but some of them, a lot of them necessarily focus in on the stakeholders that are closest to the activities that are proposed. And first and foremost, these vehicles have to be certified in a very rigorous process, the organization's have to, as well. So regulators are front of mind. And then market acceptance, of course, they think there has to be some demand, whatever their chosen business model, whether it's airport shuttles or other things. So they look at it through those different lenses. But when you're at a conference, those are sometimes thrown around as synonyms. And people innately understand the acceptance, that means other people being okay with this, but who they're concerned with. And the degree of embrace is something that I found varies quite broadly. And I think what's interesting is, even with that said, it's kind of there's a structure, there's always a question of who are they talking about we're concerned with, and then what's the degree of embrace, and that was a common thread, and their different phraseology, if I can call it that. And then so far as who and what drives it, if you look at a template stakeholder map, this is a lot of the literature around stakeholder management is written by Dr. Friedman. And Dr. Friedman has multiple books on the topic, he's the most cited guy in the field. And I tried to stick to these bedrock, most cited folks in these different disciplines because I felt like you said, this is quite an ambiguous space I'm diving into, I need to anchor myself to really key literature here. And so there's a beautiful map of stakeholders, and he breaks them into primary and secondary. So we call primary stakeholders, essentially, everyone who's in the value chain, plus government and community. So the people, we're directly interfacing with whatever you're doing, plus the people helping you produce it, and finance essentially. So most of the industry is focused on primary stakeholders. And I think operators are a little bit more aware of the secondary stakeholders, but through the interviews, the 29 different executives, we touched on every one of them got covered at least once. So although there was an overwhelming focus on primary stakeholders, naturally, there was an awareness of an interest in getting all stakeholders on board. And so they defined it very differently. But when you ask them who they needed to actually get to accept, it was pretty comprehensive. So no surprise, these people were executives in this industry, or in adjacent industries that made them relevant for joining these jobs for decades, right? They have, I think, on average, almost two decades of experience, many have masters and doctorates. They've done this before, or at least led businesses before and are aware of the spectrum of stakeholders that they need to talk to. What I had hoped to get into, and maybe this is because I was just coming out of academia with that hat on was the nuts and bolts of human thinking and decision making around taking this vehicle or this airport shuttle or not. We didn't quite get into that. I think that what I quickly understood was that the level of discourse didn't go that deep yet. And so I was asking you about which bias do you think plays a role in the decision to take this air shuttle or not to the airport? And after a couple of interviews, I realized, okay, let me bring it back up a level and further define, really who's involved and who's being mentioned the most, who's most important or seen as most important? And that's about as far as I could go in that space. There was a fourth question, I omitted it earlier, but essentially it was to what degree is acceptance a risk and simple to say most of them surprisingly, there was a lot of actual alignment here, social acceptance was considered a risk but also a high risk, I think partly because of the helicopter service example, in Manhattan. And also just generally helicopter services being so restricted over decades that they, everyone in this space has seen, made it really clear that they need to do a lot of work on the side. But what was interesting to me is a few of them went further and said it was existential to the industry. And again, thinking back to that Manhattan rooftop, you can imagine why they might think that because if public opinion turns against the industry, there's no writers, there's no financing. And then it's not a great day for the participants in the industry. So that one was pretty clear. And then the other one was sort of how to maximize social acceptance. And that was really fascinating for me to hear. Because again, I was talking to people on all sides, there were some people who were in marketing, communications, leadership roles. There were other people that were in, essentially engineering leadership roles. What was fascinating is that, essentially, they all largely saw the demonstration flights as a major win that were happening. There were limited demonstration flights happening by a couple of companies that were making sure that they were being seen as leaders in this space, and then also taking advantage of being first mover at certain major events. So for example, last was it, I forget the month, I think it was June, I was able to go to the Paris Air Show. And there was a company from Germany called Volocopter, who was led by a former Airbus executive. And they were flying their two seater prototype called the VoloCity. And this is the one that's supposed to appear during the Olympic Games this year and do some flights over Paris as well. On this day, it was flying over the airfield Le Bourget in north of Paris, which is in aviation history, it's a fascinating place tons of history, museums there, Charles Lindbergh landed there when he did this transatlantic flight. Anyways, long story short, to see this electric multicopter. Aircraft take off and fly over the airfield was really cool for me, because of my research. But also, it was stunning, because even though I have worked for decade-plus in electric vehicles, and I know just how quiet electric transport can be, I was shocked that I couldn't hear it, it was inaudible, from a very short distance away. Doesn't make any sense in the mind. It doesn't compute, it should be audible. It's not once it's maybe a football field away, in my personal sense. And so I think that what, what they were getting on to is what I experienced at Tesla, which is the technology, if it's really good, is convincing on its own, all you have to do is show people allow them to drive an electric car allow them to go to an air show and see this thing flying. And understand that it's, it feels silent from most places. And I think they're definitely onto something with that. Others went further to say we need to do education campaigns, I think that generally the spirit is roughly the same. But when asked to diagnose the state of acceptance building, most of them agreed that not much has been done or not enough has been done there. Some companies have gone on like 60 minutes and other major news shows for a segment to talk about flying cars, or flying taxis and these sorts of things. Because it's interesting and cool that there's some new innovative air vehicle. But other than that, and social media content, which really only gets to their followers, few had gone out of those. And more is happening now happy to talk about that in a minute. But essentially, that those were the four areas that I asked about, and was able to get concrete answers and learn what their perspectives were. Corail  48:32  That's great. Brandon, I wanted to ask you, like you said that a lot of them flagged this risk as a critical risk. And yet one of your one of your notes in your dissertation is that yeah, there is very little that is done about it. And as you're saying it's starting to increase, and we have the Olympic Games coming in Paris, and potentially, I'd love you to talk more about this and what will happen during the games. But first, why do you think so little is done if it's seen as this important risk that needs to be managed early on?   Brandon de León  49:07  Yeah, it's a fair one. And also, it was the thing that perplex me coming out of the dissertation. Obviously, in the month since doing the dissertation. I've had more time to digest it and think about it. And to factor in more of their point of view, I think. But essentially, and also last week I was able to join one last conference in my roadshow, if you will, to see what had changed since I had done the conferences about a year ago. And I think the short answer, if I were to speak for them, what they would say is that acceptance is important, valuable, meaningful and critical when we get to commercialization. But right now, the reality is that most companies don't have enough money to make it to commercialization. They're staring down their coffers and they don't see enough financial runway and funding left to potentially even get through certification. Some of them have just enough to get there. But it's very clear that almost all them if not all of them are going to have to go back and raise more funds. So when the funds are that precious, they're looking at how do we maximize every dollar, or euro or pound, right? And in those cases, essentially the critical milestone they need to get to to show that they have a viable product and business insofar as at least producing these vehicles, if not, to operate themselves to sell to someone else to operate, is to get certification, or to show meaningful certification path progress, and it's no small task. So just to give you a taste, they have to prove that they can, they're certified design organization, that they have a production method that can make exact copies over and over again, and this has to be signed off by the regulator, this is not something they can self certify, like in much of the automotive space, which is also highly regulated, it's still a fraction of the regulation level of aviation. And then even once they get the design, organization approval, and the production organization approval, and I might be getting my words a little bit wrong here. So aviation experts don't scare me. But essentially, they also have to be able to get an approval that they have processes in place that are certified for maintenance, repair, and overhaul, just to name a few. There's other things that they actually have to get certified for. But essentially, getting those things, those ducks in a row is billions of dollars. And again, if the whole industry has, let's call it 18 billion and counting, and there's over 800 players, you can imagine most of them aren't going to make that. And even the ones that have raised money, they've burned billions in many cases already. There are major, let's say, some of the companies that have raised the most funds in Europe, for example, have about 12 months of runway, but they still have more than 12 months to get to certification potentially. So I think that they're resource-constrained and focused on the core next milestone but, to your point, I think it's also because it's a fuzzy topic. It's not really clear who's responsible for it and then who should be spending money on it, and if one company alone can do it. And there's other interesting things that I uncovered into the research in the financial filings of some of the companies that have gone public through IPOs, or specs in recent years. Some of them consider developing public acceptance as a potential risk to their first mover advantage, because it'll benefit the whole industry and their competitors too, in that subset, right or in that collective. So while they see it as a good thing to do, from a social point of view. And maybe even from a business point of view, they can appreciate that it would be helpful to reduce some friction in the future. I think they're betting that it's overcomable. And they're biasing towards maintaining a first mover advantage if they can do. Our research from literature and social sciences would argue that maybe that's not the best balance, happy to talk about that more. But essentially, they're taking a pretty big bet there that they're going to launch. And then be able to build awareness, convert people to believers, and interested customers, at least as fast as they can produce vehicles and put them into servers and build capacity. So I think that's where it's a bit of a risk is that if they don't start to build awareness, early, the lag, there's a time lag between building awareness and first awareness and actually being willing to use a service. Not everyone's an innovator, early adopter. And I think they're counting on the fact that they're going to have a slow ramp. So they're not going to be over capacity. They're going to have more than enough innovators and early adopters that are willing to take their services, or use these vehicles. And they rather maintain the first mover advantage, largely not everyone, but most people seem to be acting in that way. Corail  53:40  Okay, I guess I have one final question. I'm really intrigued about what you're thinking about the opportunity that the Olympic Games are representing in Paris for this industry? Are you excited to see something in the air at that time? Please, tell me what are your thoughts on the games coming? Brandon de León  54:01  Oh, yes, sorry. I missed that point entirely. Thanks for making sure I answered. So I think, yeah, it's a fantastic point. Because, for better or for worse, you can hate or love the Olympics, right? There's a lot of debate around that. But I think that the reality is major sporting events of other types, and just major events generally, whether it's a Swiftie concert, or whatever, that is a prime opportunity to build awareness and plant those seeds if you can get your product in front of that audience. It's massive for any business, right? This is why in the U.S., you see companies paying millions and millions and millions for 30 seconds during the Super Bowl, which is our American Football Championship, right? Every year. And it's the same thing is at play here. And so, the Paris Olympics are very interesting because Paris as of late, especially, has been a city that is very intent, with the city leadership on improving quality of life, introducing better transport, a lot more biking paths and making it just easier to use, to a more livable city, let's say it that way., I'm living here in the Netherlands bicycles are a way of life. And the people who are pushing the bicycle culture and infrastructure and urban planning from the Netherlands point of view at the universities and Amsterdam and other places, Paris is one of their favorite cases to point to. I think more people this week or this month, it was reported, more people were biking than driving in Paris for the first time in known history since I guess the advent of automotive. So I think it's really exciting time in Paris, but also Paris is also known for and France, too, for being unabashed in protecting their culture and also making sure that their perspectives are respected. And so you see a lot of this in sort of the way from the space I work in. Now with SUVs, one of the things I've noticed and seen is a policy around SUVs, where I think it's a proposal or it's gone into effect now, where SUVs will pay more for parking in the city. So what happens and where this comes into play with the Olympics is that for years, people have been in the industry targeting the Paris Olympics as a launch point some other some companies that were planning on doing flights at the Paris Olympics in this summer in 2024 realize they weren't going to make it in time technically, to be ready to fly. But this particular company called Volocopter, that I've mentioned before, out of Germany, they're very keen on demonstrating again, they were the ones that flew the Paris Air Show last time, and they've since done a massive amount of flights in the U.S. going around different cities and stuff on a roadshow. So they're very eager to build awareness, which results from this researcher's point of view, of course, and they see the Olympics as an iconic moment, because they're European company. They're very much proud of that. And also, if you look at the history of Airbus, Airbus was a European project, Pan European right parts come from all over Europe to build those planes. And this is maybe a second coming of Airbus in so many ways, in this new air transport world. And so it's super symbolic to be able to fly at Paris, in front of the crowds of Olympic spectators, not just at Paris airshow where you have a lot of aviation, aware or interested or geeky type folks, or people who work in the industry. It's a home field advantage when you're flying above that crowd. But when you put it in front of the Olympic audience, that's a whole nother level of magnitude and exposure and media coverage. And so that can do wonders for the company and change its fundraising prospects, it's runway and its ability to develop future products and launch into other markets and really, potentially accelerated and develop its first mover advantage, too. So it's huge. What's interesting is in September, the Paris city council acting on complaints from citizens about this plan of that air vehicle flying there now, I would say negotiations is not very clear what conversations are happening. But it was brought into question whether they're actually going to be allowed to fly over the city, whether or not they can get certified in time to do it. And that last check, I believe the CEO was reported as saying that they might not launch in July as originally hoped if the certification doesn't come on time. But they're hoping at least to be able to do it in August for the Paralympics. So there's a nonzero chance that they don't get to fly. That could happen. And that would be for them, I think they would class that as a really big disappointment, a missed opportunity, and so on. And also an opportunity for Europe and Paris, the show itself as a showcase for innovation in the space and air transport. So I think it's really interesting when you look at these big events, because they present such an opportunity. It's clear to the commercial side that they're chasing it. But what really validated my research was that social acceptance came up as an interesting issue already, before the first vehicle flies. And like I mentioned before, the next plans are also around big events, the World Expo in Osaka. Next year in 2025, this was to be flights. And in 2028 in Los Angeles for the Olympics there. Other companies from the US are also planning to fly. So yeah, social acceptance is already showing itself as a key risk. Corail  58:58  Yeah, that's crazy. It's kind of a live case study. For your (inaudible). The images you put in your executive summary of this electric planes flying were incredible. I have to admit, I didn't even know that it was already existing. and they were already flying planes, electric flying planes. So that was great. And I will be in Paris this summer, and I crossed all my fingers, that social acceptance is not blocking this line from playing because I want to be there and look at them.   Brandon de León  59:34  Same here.   Corail  59:35  Well, thank you so much, Brandon. I think I don't know Riccardo, if you have a closing question, or, but I think... Riccardo Cosentino  59:42  No, that's no, I think no, I'll leave it with you. Close.   Corail  59:46  Yeah. I think Brandon, that was fantastic. We learned so much. Although I read your entire dissertation. It was super interesting and fascinating. And I feel that you gave us even more explanations and stories in thepodcast. So thank you so much for being generous with all your knowledge. And yeah, I wish you the best in your career, really. Brandon de León  1:00:07  Thank you guys. Thanks for having me. Riccardo Cosentino  1:00:08  Thank you, Brandon. And thank you, Corail, for co-hosting the episode today. It's always an honor having you as my co-host, and there'll be hopefully more opportunities. And Brandon it's always a pleasure chatting with you. Brandon de León  1:00:21  Likewise. Take care, guys. Riccardo Co

Y nos cuenta cómo, en la medida de lo posible y con mucho sentido común, cómo podemos evitar unos síntomas tan extremos: picor de ojos y en la piel, dificultades respiratorias, estornudos...

En este episodio del podcast abordamos la constante presión social para alcanzar la salud perfecta, destacando cómo diversos mensajes y productos nos hacen sentir enfermos para luego vendernos soluciones costosas. El Dr. Fernando Fabiani cuestiona esta obsesión y nos invita a examinar la veracidad y las motivaciones detrás de estos mensajes. Desde la definición de salud de la OMS hasta situaciones cotidianas como la búsqueda de síntomas en Google, analizamos cómo factores como la desinformación en internet, la comparación en redes sociales o la medicalización de la vida afectan a nuestra percepción de la salud.El Dr. Fabiani destaca diez situaciones que contribuyen a que nos sintamos enfermos sin saberlo, incluyendo el impacto de los wearables, la presión por medirlo todo, la influencia de la industria de la felicidad y la medicalización excesiva. Además, nos ofrece consejos prácticos, como cuestionar la necesidad de pruebas médicas exhaustivas y adoptar una actitud crítica hacia los mensajes de salud que nos rodean. A través de un lenguaje cercano y con mucho humor, este episodio te hará reflexionar sobre cómo recuperar el control sobre nuestra salud en una sociedad obsesionada con la perfección.#SaludPerfecta #BienestarReal #DesinformaciónEnSalud #SaludMental #MedicinaFamiliar #RebeliónSaludable #SaludSinObsesión #VidaSana #SaludConsciente #BienestarHolístico #ReflexionesDeSalud #ConcienciaDeSalud #HábitosSaludables #VivirSano #SaludPública #InformaciónVeraz #SaludDigital #PrevenciónEsencial #EmpoderamientoSalud #HumorEnLaSalud Hosted on Acast. See acast.com/privacy for more information.

Predstavljamo simbolno verjetno najbolj mogočen drevesni primerek, ki ima v življenju Slovencev prav poseben pomen. V številnih umetniških delih, literarnih in verskih besedilih je murva v središču prostora in zaznamuje mesto posebnega dogodka. Na naših tleh ima murva družinsko simboliko, saj so ponekod na Primorskem ob poroki ali rojstvu otroka ob hišo zasadili ravno murvino sadiko. Po stari tradiciji murve še danes zelo cenijo, natančno obrezujejo v nenavadne oblike in negujejo. Pod murvo so se spletale družinske zgodbe, ljubezni, kupčije, babje čenče in otroške norčije. V Evropo so jo prinesli med drugo križarsko vojno v 12. stoletju preko Sicilije z namenom uporabe listov za krmo sviloprejk. Potujemo v Kobdilj na Krasu. Tam že 600 let raste Fabianijeva murva, najstarejše in najdebelejše sadno drevo pri nas.Sogovornici: Blanka Malgaj, solastnica posestva Fabiani; dr. Rebeka Lucijana Berčič, Inštitut za svilogojstvo in svilarstvo. Zapiski: Drevo ima zgodbo, 1. del: Gašperjev kostanj; Drevo ima zgodbo, 2. del: Sgermova smreka. Prvoosebno zgodbo Fabianijeve murve bere Ajda Sokler.  Drevo ima zgodbo je nova podkast serija zgodb drevesnih orjakov po Sloveniji. Svoje zgodbe pripovedujejo kar sami. Prisluhnite jim v miru, najbolje v gozdu na sprehodu. Vsak torek v aprilu ob 10.45.

Fabiani Oliveira, Secretária Da Saúde Interina De São Leopoldo - 10/04/2024 by Rádio Gaúcha

Alessia Fabiani Si Racconta: Le Tremende Dichiarazioni! Alessia Fabiani è stata recentemente intervistata a causa dei problemi con l'ex marito Fabrizio. Ecco che cosa ha rivelato!#breakingnews #ultimenotizie #notiziedelgiorno #notizie #cronaca #alessiafabiani #dichiarazioni #letterina #scandalo #fabriziocherubini #marito

Aujourd'hui je suis reçu à Paris par Paola Fabiani, fondatrice de Wisecom et vice-présidente et porte-parole du Medef. Un Français sur deux saute au moins un repas par jour. Comment en est-on arrivé là ? « Je n'ai sûrement pas la réponse magique » me dit Paola avec humilité. Ce retour et le ton doux qu'emploie Paola illustrent beaucoup de la conversation que nous avons eue : sans détour, franche, apaisée et j'oserais dire chaleureuse. C'est surtout de la générosité que j'ai ressentie chez mon invitée. Dans cet épisode, vous découvrirez Wisecom, l'entreprise créée par mon invitée. Vous découvrirez aussi j'espère le Medef sous un angle nouveau, bien loin de l'image parfois caricaturale que nous nous faisons de la première association des chefs d'entreprise en France. Et comme au Medef, on observe tout le pays, j'ai interrogé mon invitée sur l'état du pays. Comment en est-on arrivé à ce que ce que nos citoyens vivant aux numéros pairs de la rue mangent à leur faim mais pas ceux vivant aux numéros impairs ? C'est donc tout un peuple qui aurait faim ?Il faudra nous revoir Paola pour explorer les raisons de notre croissance en diminution depuis 50 ans.Il faudra nous revoir pour tenter de trouver le chemin d'une économie respectueuse de l'environnement capable de tous nous nourrir et nous loger. Ce chemin existe-t-il ?La réponse n'est pas dans cet épisode.Pour suivre Paola sur LinkedIn Sont cités dans cet épisode :

Aimar Bretos entrevista a Fernando Fabiani, médico de familia y autor de 'La salud enferma. Cómo sobrevivir a una sociedad que no te permite sentirte sano'.

Aimar Bretos entrevista a Fernando Fabiani, médico de familia y autor de 'La salud enferma. Cómo sobrevivir a una sociedad que no te permite sentirte sano'.

In this episode Bill talks with singer and songwriter, Tiffany Fabiani of the band Enemy of Fate.We talk about Italians using their hands, the pain of growing up with an absent Dad, turning painful experiences into positive inspirations for others, getting comfortable in the uncomfortable, auditioning twice for The Voice and what that experience taught […] The post #274 Today's Boondoggle is an Enemy of Fate with Tiffany Fabiani first appeared on Domain Cleveland.

In this episode Bill talks with singer and songwriter, Tiffany Fabiani of the band Enemy of Fate.We talk about Italians using their hands, the pain of growing up with an absent Dad, turning painful experiences into positive inspirations for others, getting comfortable in the uncomfortable, auditioning twice for The Voice and what that experience taught her, and we also talk about the second time during COVID and the lack of emotional connection during that experience.We also talk about the power of a positive support system, surviving narcissistic relationships and meaning behind the single Devils Prey, the release date for Settle The Score EP, how it's never too late to pursue your dreams, love and support for our veterans, plus so much more. Today's Boondoggle fans can receive 10% off their orders at dreemnutrition.com by using the promo code BOONDOG10 at checkout. Today's Boondoggle fans can receive 10% off their orders at TNT-Health.com by using the promo code BOONDOGGLE at checkout. So kick back with your headphones and cold one for this latest episode. Enjoy our additional segments featuring music from the Flo White Show and Stories from the VFW Hall. Please Follow us on Instagram, Facebook, Twitter, and TikTok. Please subscribe to our YouTube, Rumble, Odysee, Brighteon, and Bitchute channels, and hit the notification button. As well as seen on Wowza TV on Roku. Remember Boondoggle Listeners Matter, so e-mail us at todaysboondoggle@gmail.com and let us know your thoughts so we can read them on air. Tweet us @2daysBoondoggle and Follow us on Instagram @todaysboondoggle as well as on Facebook. Please subscribe and give 5 stars and review. Every review we receive on either Apple Podcast or Google Music we will mention you on a future episode and our Social Media pages. Follow Today's Boondoggle also on DomainCle.com and on Anchor.fm Today's Boondoggle logo designed by Stacy Candow. Additional music by Evan Crouse Also please consider financially supporting us at Todays Boondoggle using Venmo, our GoFundMe, or sponsoring us on our Anchor.fm page, so we can continue to provide you with quality entertainment. --- Send in a voice message: https://podcasters.spotify.com/pod/show/todaysboondoggle/message Support this podcast: https://podcasters.spotify.com/pod/show/todaysboondoggle/support

In this episode Bill talks with singer and songwriter, Tiffany Fabiani of the band Enemy of Fate. We talk about Italians using their hands, the pain of growing up with an absent Dad, turning painful experiences into positive inspirations for others, getting comfortable in the uncomfortable, auditioning twice for The Voice and what that experience taught her, and we also talk about the second time during COVID and the lack of emotional connection during that experience. We also talk about the power of a positive support system, surviving narcissistic relationships and meaning behind the single Devils Prey, the release date for Settle The Score EP, how it's never too late to pursue your dreams, love and support for our veterans, plus so much more. **NOTE: Everything said here, and on every episode of all of our shows are 100% the opinions of the hosts. Nothing is stated as fact. Do your own research to see if their opinions are true or not.** --- Send in a voice message: https://podcasters.spotify.com/pod/show/cmspn/message

Join hosts Dr. Lucas Ferrer and Dr. Miguel Montero-Baker in this Spanish episode featuring Dr. Alejandro Fabiani, a prominent vascular surgeon from Argentina now making an impact in Mexico. Explore themes like migration, family dynamics, and post-pandemic remote work in the medical field. Gain insights into Dr. Fabiani's work at Tecnologico de Monterrey and his contributions to education, research, and innovative projects in vascular surgery. Alejandro dives into the impact today's youth could have on Latin America's public health and his future goals contributing to the region's improvement. Tune in for a captivating discussion on nomadic changes, professional challenges, and unexpected life turns. Follow Alejandro Fabiani on Twitter Follow Life of Flow on Instagram Follow Life of Flow on Twitter Follow Dr. Miguel Montero-Baker on Twitter

Hoy nos acompaña el médico y divulgador Fernando Fabiani con su nuevo libro La salud enferma, dedicado a la obsesión por tener una salud perfecta y cómo eso nos acaba llevando a tener peor salud... Como siempre es un lujo poder charlar con Fernando, al que podéis seguir en sus redes: X: @FernandoFabiani Instagram: @ffabiani Canal de Telegram de Saludesfera ⁠⁠https://t.me/saludesfera⁠⁠⁠⁠Regístrate en Saludesfera: ⁠⁠https://saludesfera.com/date-de-alta/⁠

Es ist ein bislang wenig beleuchtetes Kapitel des Nationalsozialismus: Frauen als Täterinnen. In unserer neusten Folge spricht die Schriftstellerin Ilva Fabiani über die sogenannten »braunen Schwestern« und die Recherche für ihren Debütroman »Meine langen Nächte«. Für die Verbrechen der Nazis spielten die NS-Schwestern eine nicht unwesentliche Rolle. Sie führten etwa Zwangssterilisationen an vermeintlich »erbkranken« Frauen und Männern durch. Wie Ilva Fabiani auf dieses noch wenig erforschte Thema gestoßen ist, und was ihre Hauptfigur Anna Alrutz zur »braunen Schwester« werden lässt, erfahrt ihr in dieser Folge. »Meine langen Nächte« ist unter steidl.de oder im lokalen Buchhandel erhältlich. Interview und Schnitt: Korbinian Veit Hört auch gerne in unseren Fotografie- und Kunst-Podcast rein. Instagram | YouTube | Facebook | Twitter | TikTok

In questo episodio ho parlato con Elena Fabiani, ultramaroneta friulana nata e residente a Udine, classe 77.   A dicembre del 2022, Elena vince la  24h di Barcellona con 233,600km, migliorando il proprio personale di oltre 19km e diventando la seconda italiana di sempre nella specialità dietro a Eleonora Rachele Corradini ( 235,677km Verona 17.09.22) e davanti Monica Casiraghi (231.390 km, Brive 14.05.10). Questa gara sigilla un anno davvero importante per Elena con un terzo posto al Passatore e la maglia azzurra per il campionato Europeo di 24h a Verona - specialità che l'ha vista più molte sulla linea di partenza e che definisce "la più difficile e la meno prevedibile". Il 2-3 dicembre vestirà nuovamente la maglia azzurra, questa volta al campionato mondiale delle 24h che si terrà a Taipei La video intervista originale è dell'11 maggio 2023 e la potete trovare qui: https://youtube.com/live/nbW0kudVfao La musica è "Pushed Away" di Luca Francioso - ⁠⁠www.lucafrancioso.com⁠⁠ Vi invito a visitare il nostro sito e a iscrivervi al nostro canale YouTube. Se vi piace il lavoro che facciamo, lasciateci una recensione sulla piattaforma podcast che solitamente usate. Vi auguro buon ascolto e alla prossima. Per fare una donazione e supportare il nostro lavoro, cliccate su questo link ⁠⁠https://ko-fi.com/donneultra⁠⁠ e seguite le indicazioni.

Fernando Fabiani pasa consulta en 'Comando Norte' y nos presenta un libro en el que demuestra cómo la obsesión por lo saludable puede hacernos enfermar.This show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/4262462/advertisement

This week Donnie and Tid share the story of a woman living her dream.  Tiffany Fabiani auditioned twice for The Voice and didn't make the cut.  She wanted to give up on her dream of being a professional musician, but her loving husband convinced her to stick with it - and it's a good thing he did. Just a few weeks ago, Tiffany released her first single as the lead singer of her new band "Enemy Of Fate".  The song titled "Dear Dad" is receiving positive reviews, and we think it's just a matter of time before Tiffany blows up.  Check out our conversation with Tiffany!   Also on the episode: the guys discuss USADA and UFC splitting ways, the Logan Paul / Dillon Danis press conference incident, the war in the middle east, and more.   To Hear The Archives of the Godfathers of Podcasting go to www.godfathersofpodcasting.com

This week Donnie and Tid share the story of a woman living her dream. Tiffany Fabiani auditioned twice for The Voice and didn't make the cut. She wanted to give up on her dream of being a professional musician, but her loving husband convinced her to stick with it - and it's a good thing he did.Just a few weeks ago, Tiffany released her first single as the lead singer of her new band "Enemy Of Fate". The song titled "Dear Dad" is receiving positive reviews, and we think it's just a matter of time before Tiffany blows up. Check out our conversation with Tiffany! Also on the episode: the guys discuss USADA and UFC splitting ways, the Logan Paul / Dillon Danis press conference incident, the war in the middle east, and more.

In this week's episode, Riccardo and guest co-host, Corail, sit down with fellow alumna, Carol Tansley to discuss her Oxford Saïd Business School dissertation on the institutional barriers to adopting integrated project delivery (IPD) on a nuclear mega project. Carol's impressive career, spanning two decades, is rooted in executing major programs for the UK Government Department for Work, HMRC, and DTI. As a recognized authority in large-scale IT and business transformations, her expertise took her to the Middle East, notably participating in the groundbreaking nuclear project in Abu Dhabi, marking the inauguration of the first nuclear power plant in the Arab world. Ninety-seven percent of nuclear major programmes go over time and over budget, so how did Carol (with no nuclear background) participate in delivering one two days early? This is a conversation you won't want to miss.“IPD may represent a methodology that would work has been proven to work in first of a kind environments. And while we have the field conditions now to embrace that, we need people that are willing to go out and embrace these new ways of working and seek to implement them.” Key Takeaways: The role Eternal Beginner Syndrome plays in complex nuclear programmes.The perceived barriers against adopting new models and how cultural and cognitive biases can masquerade as genuine obstacles.Carol's experience at Nuclear Week in the UK parliament and the future trends of the nuclear industry—energy security goals, securing affordable supplies and tackling climate change.Attracting the younger generation to the nuclear sector to support climate solutions and the expected 40 percent growth rate. If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our community: Carol Tansley on LinkedInCorail Bourrelier Fabiani on LinkedInRiccardo Cosentino on LinkedIn Transcript:Riccardo Cosentino 00:05You're listening to navigate the major programes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's Day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion-dollar projects. Let's see where the conversation takes us. Carol Tansley was appointed Vice President X energy UK new build projects in September 2022. In this role, she oversees all x-energy's activities towards establishing the XE 100 as the prominent I temperature gas reactor technology in the United Kingdom. Prior to joining IX energy, Carol served as the operational readiness Control Center Director for the early successful Emirates nuclear energy cooperation startup of the Barakah nuclear plant in the UAE. She was also the new Newa energy company director of strategic programs. Prior to this, she served as a senior director for PwC in the UK and UAE, as well as working at Accenture delivering some of the UK is largest public sector change programs. She recently graduated with distinction from the University of Oxford, with an MSc in major program management. Carol's research focuses on causes of poor performance on nuclear mega project, and potential benefits of adopting relational contracting models. Corail 02:05Hello, Carol Heller, Ricardo, I'm super happy to talk to you today. And thank you so much for the opportunity to interview Carol on your podcast, Ricardo, I think we all met in Oxford during the MMPMcourse. And it was wonderful to learn about Carol's experience about the nuclear industry, which is one of the most complex industries, you can find say, I think the listener will be so happy to hear about Carol's story and what you have to say are all about the future of this industry. First of all, I was wondering if you could tell us a little bit more about your background and how you fell into the nuclear sector. I know that there is a little value at the start of this episode to talk about your career, but it would be great to hear from your words how how you got into that very complex industry. Carol Tansley 03:05Okay, thank you very much corral. And thank you, Riccardo. I really appreciate the opportunity. One to both be back together again, because we haven't seen each other for a little while and to to talk on your podcast. So thank you very much. And just in terms of my background, my professional career has all been in delivering major projects and programs. The first I'll call it almost 20 years was in the UK, delivering major programs for the UK Government Department for Work in pensions HMRC. What was DTI. A lot of the large transformation programs that came with large scale it development programs and the business transformation that sat around that in around 2010. I moved to work on a project in the Middle East. It was for the Ministry of Interior in Abu Dhabi, a large transformation program that we're doing now it was a joint Middle East UK project and it covered the police Abu Dhabi police that covered Civil Defense prisons borders. And I was there for a couple of years. I then went to Saudi Arabia and worked for on a big transformation program for Ministry of Labor. And it was when I'd been there for a couple of years that I was asked to join the nuclear project that they were delivering in Abu Dhabi, you may be aware that they are they've delivered the first nuclear power plant in the Arab world. It was a new to nuclear country, what they've achieved there is quite phenomenal with the vision of the leaders of that country. So they pass their legislation to become a nuclear country and to get my program moving in 2009 They broke ground if you like so poured first concrete and 2012 and they got their first unit online by loading fuel for the first unit right before COVID Hit actually And two days ahead of schedule on the 17th of February 2020. And I was privileged to be part of that program, I was asked to join that program because of my background in major program delivery, not because I had anything to do with nuclear. So it was really, it was an amazing journey, great learning curve, an amazing sector to be part of, particularly now that it is going to play such an important role in the energy transition, the drive to net zero and energy security goals for countries around the world. Corail 05:33Absolutely is really impressive as well that you delivered two days early this project, which is so unusual in I think, in your research somewhere, you said that there is a study that said that over 97% of nuclear major projects are delayed, that cost overruns, etc, all across the globe. So it's quite unusual. Isn't that very unusual in that industry? How on earth did you make this happen? Like how did you manage to deliver early such a complex program? Carol Tansley 06:08Yeah, well, you're absolutely right about what you say its nuclear mega projects, I'll call them particularly nuclear new builds are recognized as being one of the most complex type of program to deliver. In fact, there are people who say Charles Perot, for example, in his textbook says that nuclear mega projects are the hardest to deliver harder and more complex than something like the International Space Station. And you're also right in what you said that one of the datasets I looked at 97% of the nuclear new build projects had gone over time and over budget. So in terms of what happened at Baraccah, it certainly wasn't me alone, it was a huge effort by a huge number of people working together over many years to achieve this. I think a lot of it came from the vision and the determination of the leaders in Abu Dhabi, they were determined to be at the forefront of clean energy. And they saw the drive for nuclear. As a critical part of that. I think we the fact that we chose a design that was in Nth of a kind if you like, so what that means is multiple units have been delivered before. So the South Koreans Catco, who delivered the units, it was proven reactor design had been delivered before, albeitin a different environment. So that created with a very experienced team. So that was a big foundation. There were many, I'll call it first of a kind variables, as we've already said, new to nuclear country, new elements of the supply chain. But the critical thing was having a really important integration function that sat across all of the teams, including the supply chain, that worked very closely with all of the internal and external stakeholders, including the regulator, that was a critically important part of what we did, and making sure that we had a schedule that was fully scoped, that we did our best to make sure it was realistic from the start, we kept assessing our past performance as we were moving forward to make sure that the schedule took account of that. And we tried to eliminate any optimism bias in our forward forecasting. It wasn't always a smooth journey. There were a few bumps in the road along the way, as you'd expect with something that complex over so many years. But I think, as I've said already the the drive and the passion of the leadership there. And you know, quite honestly, the the work ethic of all the teams that were involved, because everybody realized quite what was at stake here that just kept driving to deliver. Corail 08:49Yeah, that's, that's amazing. And so I read your paper recently that you published in nuclear industry, congratulations. Carol Tansley 08:57Okay. Thank you very much. Corail 09:00And in there, you talk a lot about this, first of a kind issue in the in the nuclear industry. Can you explain to us what are the complexities associated with this first of a kind? Program? Carol Tansley 09:17Yeah, I think so. Yes. Thank you for the question. So, on a nuclear new build program, you have so many elements of complexity uncertainty at the beginning. So you have the technology, the reactor itself, which is obviously highly technically complex, you've got all of the support systems that sit around that they delivered in highly complex institutional frameworks, I'll call them within, you know, in any particular country in any particular location, because of all of the safety levels that you have to achieve. And all of the environmental levels that you have to achieve to make sure that you're safe in that environment that you're not disturbing that environment and all So the regulation that sits around it, so lots of stakeholders that have to be engaged in that. So all of that every time you go and deliver one of these in a new environment, you have all of that complexity. And if you are using a new reactor design, in the middle of all of that, you've got all of the technical complexity as well. So first of a kind refers to any of those variables that have never been used on the delivery of a project, whether it's a nuclear project or any project in the past. And typically, because a lot of these reactors, the nuclear power plants that have been delivered over the last sort of two decades, we haven't actually done that many of them that and they take so long that it's very difficult to keep the learning on a project that's that big and takes so long. And then if the next one happens in a totally different environment, in a different country, it's very difficult to replicate what you've had in a different environment with a different supply chain with different stakeholders. So it almost means that you permanently into eternal beginner syndrome. And I think this is why, you know, in places like China, in South Korea, they've done a really good job because they have kept building their power plants. So they have very exercised andexperienced supply chains, they have stable reactor designs, they have a stable regulatory system. And all of that means that you've got a lot fewer first of a kind variables, and the fewer of those variables you have, the easier it is to deliver your project. Riccardo Cosentino 11:35So Carol, as Carell mentioned earlier, you you know, we met at Oxford, during the master image of program management, and a lot of your research was connected to the dissertation that you picked. And so my my I'm curious to know what why did you pick that topic? What what I mean, obviously, you were involved in the project, but why did you specifically wanted to research that topic? I mean, maybe introduced the topic, we don't actually have introduced the topic up to now. Carol Tansley 12:08Okay. All right. Thank you, Riccardo for the question. So my dissertation title was institutional barriers to adopting integrated project delivery on a nuclear mega project. And just to unpack that a little bit. So my experience coming as a non Nuke, shall we say, somebody with no nuclear background into the nuclear sector. One of my observations is that many people have been in that sector for many years, and very familiar with ways of working. And in some respects, not everybody, but in some respects, I find some reluctance in people to adopt new ways of thinking and different approaches to doing things. And that sort of from a theoretical point of view is looked through institutional theory. So looking at things from a regulative. So what are the rules around things, obviously, highly regulated environment in nuclear looks at the laws and the specific safety regulations. So that's one lens, looking at through normative lens. And that really is about your traditional practices, your typical work practices, the way you you do business on a daily basis, and the way people get used to it. And then the cultural cognitive piece, which is about how people perceive change, at what the mindset is generally how people look at things and think about adopting changes. So institutional theory, the institutional lens was regulative, normative and cultural cognitive. So I was interested in looking at if I brought a new idea, a new way that I thought might help to improve performance on nuclear mega projects. What would people think about that? And if they perceived barriers, which lens would they perceive it through? So that was part of it, coming back to the integrated project delivery. So this was a project delivery methodology and commercial approach that was founded, if you like, in the US in the civil construction sector, after decades of poor performance on large infrastructure projects, and what it has proven where it was adopted there, that it did improve performance. And it did this through driving inter party collaboration and using relational contracting approaches. So it wasn't the traditional contracting adversarial contracting approach. And they found that adopting integrated project delivery really did improve performance, particularly where it was a complex one off of a one of a kind project. However, I also found that that approach had never been used on a nuclear mega project. And I thought it would be really interesting to say, well, if it's improved, project performance on those kinds of projects, why I couldn't we use that in the nuclear sector. So I started to look at, you know, what, what are the facets of IPD integrated project delivery? And how do they map onto the problems that the root causes, if you like, of poor performance within nuclear mega projects, and I found there was quite a lot of symmetry there. So so what I mean by that is the root cause of poor performance, and the the items or the challenges, if you like that IPD was proven to improve. So I found a lot of overlap there. So the way I did my research was to take that case, if you like to a whole load of executives from the nuclear sector, explained to them about IPD. And get them to explain to me the challenges they'd had in delivering nuclear mega projects to sort of bring the whole concept to life, and then ask them what they foresawas potential barriers to its adoption. So a bit of a long winded answer, but that was the the underpinning of my dissertation research. Corail 16:03Yeah, thank you, Carol. I thought it was fantastic. The way you showed that exactly. The issues were potentially all resolved by the IPD. And I was wondering, now, you recently came back to the UK? Also now Modular Reactor today? Are you trying to implement IPD? In the way you're going to deliver this reactors? Carol Tansley 16:29Well, it's a great question. And the reason or one of the reasons I was asked to join extended GE, where I work now, and you're right, it's a Advanced Small Modular Reactor company, we design and develop the reactors, as well as the fuel that powers those reactors. It was actually through my dissertation research, because I contacted one of the executives who actually works the text energy. And I was trying to explain a little bit about the basis from a research to see if you'd be interested. And as I was explaining that, so he said to me, you're not talking about IP are you. And, and I was astonished because nobody else I've spoken to, I'd heard of it. And he said, Oh, he said, were trying to implement it here because and the background to it was one of their customers in North America had wanted to have an active role in the project, and asked X energy to go away and research commercial models that would enable them to do that in a collaborative way. And in going and doing that research, they'd come across IPD, and we're then implementing it with that client. And and it actually reached a point where they decided they were going to mandate it on their projects. So it was through the research and that contact that I actually ended up coming to extend ng so again, a bit of a long winded answer, but that that is what we're trying to do. Not on all of our projects, but on some of our projects within X energy. Corail 17:53That's amazing. And I'm sure your research, like looking at what would be the barriers to implementing IPD on these programs is really helpful in your work today. Are there any barriers? Actually? Are there any issues that you foresee? Or do you think it's it's simply a cultural shift to make? Carol Tansley 18:13I think it's a number of things? Um, my, I think most of them are actually fall in the cultural cognitive arm if you like, and I think but I think what happens is people express reasons that give you potential barriers that are not real, if you see what I mean. So I get I got feedback about, you know, I don't think the regulator would like it, or, you know, I don't think we'd be able to find insurance to underpin this model, or I'm not sure the procurement rules, you know, the public sector procurement rules would allow it. But when I sort of unpicked that I found out, you know, that a lot of it stemmed from the way of thinking that people had just got used to, you know, and again, just some some normative ones that came up about, again, people not they're so familiar with the the traditional contractual models that they'd rather use that even if they don't think it's going to work, or they know it doesn't work, then pick something new that they're not familiar with. Yeah. So I think it's, you know, kind of change management issue or cultural cognitive issue if you like. Corail 19:25Absolutely. I think it's also super interesting that you're working on Modular Reactor now because obviously next fall, we talk a lot about how modularity improves the performance of the complex programs. And you're right there with the with the nuclear and it's fascinating because it's, it's, we've always thought of nuclear does be the reactor that takes so many years to build, and you're trying to do it completely in a new way by creating something that can be almost like the solar panels atSome points, you know, you installed. Carol Tansley 20:01Yeah, absolutely. Corail 20:03Can you tell us a little bit more about this? And this this new technology? And how you, you, you came to get interested in that field as well? Carol Tansley 20:12Yeah. Yes. So thank you for the question. And you're absolutely right. And what I will say is the big Giga watt reactors absolutely have their place. And as I said at the beginning, they are successful, where they can be replicated and are delivered as a series. The issue is, particularly in the West, we haven't built many reactors over the past two decades. And if you think about what I was saying earlier about trying to drive out first of a kind variables and get to Nth of a kind. So that means once typically, once you get past four, or sorry, four or fifth of a kind, you've started to drive out those first time variables, and you get, you get the benefits of replication and learning by doing that if, and that's where the series effect becomes important for performance improvement, as you see in China, as you see in South Korea. But the thinking is that these small modular reactors, the kind of modular from two perspectives, they're modular in the fact that they're small. So in our example, our XC 100 reactor is an 80 megawatt reactor. And we can modularize those so that you could have a four pack, which is the ideal size of a power plant, that gives you 380 megawatts, or if it was a remote location, you might just have one, or if you wanted 12 of them together. So the idea is that you can increase capacity based on local needs. So the modular from that perspective, they're also modularized, from the perspective of the intention is that we build them so that they're built in units, that you will effect you making a factory and then you click them together, you assemble them on the site. So they're not the traditional, huge, what they call stick build, that you build a piece at a time from the ground up actually, on a on a site. So they are two benefits of it. But also, the critical benefit is because they're smaller, and simpler to construct, you get from the first of a kind to the ends of a kind a lot faster. And therefore you gain the efficiencies of the replication, the learning by doing, which means you build them faster, they're cheaper, and you can get them on the grid a lot faster. For both the power and it, like in ours, the high temperature heat and steam to decarbonize heavy industry. Corail 22:31Yes, that's amazing. And I think during with the issue with we've been through recently, with power supply, etc, we could see that the nuclear industry, I think, you know, sort of regaining funding, and people were more and more thinking that this was so important for the environment and what we're trying to achieve and reduce our carbon emission, etc. So you're definitely working on on an amazing program. You just you've just been at the Nuclear week in Parliament. So I imagine you, you, you werethere to talk about the trends in nuclear, did you see that this type of modular reactor are coming up in different ways, or is your industry still quite niche? With what? You know? Carol Tansley 23:28It's a great question. And I don't think it is considered niche anymore. I mean, you mentioned solar panels a little while ago. And obviously, one of the things that we've seen in terms of the benefits of renewables is the fact that they are easy to construct, you know, your solar panels, your wind farms. But that's where we're now getting to with nuclear. And I think there's a lot of recognition now that the scale of the challenge is so big, to help us with energy security goals, securing affordable supplies and tackling climate change, that there's a role for everybody, you know, that we've got, we need the wind, we, you know, renewables we have to have, but we need nuclear as well, to give us that reliable 24 hour a day baseload and that also can keep the grid stable alongside the renewables. And certainly from nuclear week in Parliament. You may be aware that we've now got our first minister for nuclear in the UK. He was appointed back in February, very energetic, Andrew Bowery and is very passionate about the sector very committed. And we've seen a huge increase in I would call it confidence and optimism in the in the sector this year. A lot of excitement at nuclear week this week, a lot of Parliamentarians so members of parliament and members of the House of Lords fully engaged in understanding what's happening, but an awful lot of vendor technologies there such as x energy ourselves alongside other large scale people are developing micro reactors people are developing small modular reactors as well as our advanced Modular Reactors. So I think there's recognition that we can't achieve Net Zero without nuclear. And it's got to be part of the mix. And I think we're, you know, we're starting to get the message out there. And we're starting to get a lot of traction in the UK with delivering more projects. And I think there's gonna be some announcements in the next sort of six to 12 months around that in the UK. Riccardo Cosentino 25:25Yeah, that's interesting. And just to give the North American perspective, like, you know, we are in Canada, Ontario, where I'm from, we also seeing a resurgence of nuclear, in parliament in Canada is now not a swear words, it used to be something you couldn't say out loud when you were in, in Parliament. And it's, you know, in the last 12 to 18 months, we see that the pendulum has swung the other way. Yeah. Now, it's all about nuclear. And it's, how fast can we do it? And, you know, something that was even pause, as you said, there's been decades since we built up a brand new reactor in the West. And now we're talking about new new reactors. Yeah. Beyond small modular, but even just standard nuclear reactors is something that has been contemplated, which is, which is refreshing? Carol Tansley 26:23And, yeah, yeah, I think it's good that you mentioned Canada, that because you've got a another tradition of building the CANDU reactors, I think you've built 22. All together, I mean, it's got one of the cheapest electricity prices in the world because of the amount of nuclear power that you've got in Canada. And I know that one of the things that's supporting this is regulatory harmonization between countries to try to make sure that we can bring nuclear effectively and efficiently to the market. And in terms of new builds, we've we've got four of our reactors, working with Dao, at their Seadrift site in Texas, that we're underway with constructing now. And so people are genuinely interested and, and heavy industry as well coming because they recognize that they've gotten the very hard to abate sector challenges that need nuclear to help them, you know, and these advanced technologies will also helpus with hydrogen production, and with also production of clean fuels for aviation and maritime, if you look at where all of the greenhouse gases are coming from 20% is coming from electricity, but 25% comes from transportation, and 55% comes from heating, and processes, industrial processes. So I think this combination of nuclear, with the renewables is exactly where we need to go. And I think Canada is one of the countries that's at the forefront of this alongside US, UK, France, UAE and the the Asian countries. Riccardo Cosentino 28:02Yeah. And it's, it's interesting that, you know, because obviously, if you fully understand power, you know, nuclear provides the base load. And I think what we're seeing with the renewable is that it's great. However, the renewable puts a lot of strain on the network, and the distribution network. And so, you know, I think I was researching a couple of weeks ago, about how long does it take to get a connection into renewable touring into a renewable cluster of generation. And it takes years. And, in fact, I was actually, I saw last week that there was a the auction for the contract for difference. Were in the UK. There were no bidders for, which is now correct. Yeah. So it's because it's really I'm assuming, and among might be wrong, but I'm assuming is just difficult to get the connect the connector into into the grid? Carol Tansley 29:03Yeah. And I think you Yeah, yes, that is correct. And you raise a great point, because we all need the grids upgrading as well. Because the volume of electricity we're going to need, it's not as though that staying stable was a doubling of that over the next couple of decades. And we have to be able to meet that demand. And certainly, you know, we believe that nuclear is the way to achieving that to get the base load, the stable base load that we're all going to need. And it's not just about Western societies, you know, we have to remember that democratizing energy is really important for quality of life. You know, power and energy are really important for remote communities, for countries that, you know, not maybe as privileged as ours at the moment in having readily accessible electricity and we have to help those countries as well. So that that's something we're also looking at, you know, in places like Africa that we have to allow those communities to come up and enjoy the standard of living that we all enjoy through, you know, cheaper electricity. Riccardo Cosentino 30:03It's interesting. You mentioned that because you know, you think of you don't you don't think of Canada as a place where democratization of energy is a big issue, but it's actually a very big issue in Canada, because we have remote communities in the North. The majority of these remote communities are on diesel generators. Corail 30:22Yes, no, that's absolutely right. And I think, yeah, and going back to what Corail asked a few minutes ago, I think this is another reason why these small modular reactors are so so attractive, because they can be put in those remote locations and help those communities. So they don't have to have these diesel generators anymore. Yeah, absolutely. I think in France, in my home country, we've been being a nuclear force. That unfortunately, we work very hard on developing what you said, dispatch, first of a kind, very large reactor, and then I feel for a while, we didn't really maintain or build a new one. And I feel like the capability has been lost in the in the process, you know, and I'm quite worried about thefuture of nuclear in France, and they feel like the smaller reactor as would be so amazing, because then you can build back also the capability much more quickly. Also, you don't lose it, because every time you're building very fast, and yeah, I'd love to see our government invest a lot more into that type of type of reactor, although I completely understand that all of them are very, you know, can support the future of power in our countries. Carol Tansley 31:42Yeah, so and I know France is well underway with having its own small modular reactors as well. But the point you make is really good one about the supply chain. And I mean, that in terms of the people that provide the the capability to build these nuclear reactors on all levels, and one of the things that's happened across the West, because we haven't built that many, or in some cases any, that supply chain has gradually dwindled. And now we're having to stand it back up quickly. So countries are trying to work together to invest to do that. We've got now the nuclear skills task force in the UK, we've got joint agreements between the UK and France, to leverage experience and to build that supply chain and across different countries, because I think we recognize that it's a multinational challenge, and we've got to work at it collaboratively. Corail 32:30Yeah. On the on the personal note, would you recommend people to join this industry, like, exciting for, you know, we should encourage the younger generation T's to join in? Carol Tansley 32:44Yeah, absolutely. I mean, I think, you know, I heard something the other day that said, if the younger generation now was in charge of nuclear, it would be everywhere. They're not the people blocking this, a lot of young people recognize the challenge that we're facing from a climate emergency point of view, and are really behind nuclear. They're some of the most passionate advocates. But I think nuclear is a fantastic sector to get into. And it's not, of course, there are engineers here. But it's not all about engineering and physics. And one of the things that we're launching, I think a bit later this year, early next year, is a campaign to attract more people into the sector. Because yes, attracting young people in to develop the pipeline for the future is really important. But that doesn't solve the situation we're in now. I heard a statistic the other day that said, we've got 91,000 People in the nuclear sector in the UK, and I believe that's across civil and defense, and that needs to grow by 40%. Over the next few years, well, you can't achieve that just with the young people coming in. As important as that are, we need to attract people in from other sectors across all disciplines. So that's what we're really working to try and encourage and I will just put a plug in, it's a fantastic sector to work in. I've had a brilliant time here. And I'm just encourage anybody to join. Riccardo Cosentino 34:02Second, a second day, we you know, even in Canada, it's there was a resurgence. And I think we're a bit more lucky in Canada, especially in Ontario, where, because we've been refurbishing reactors, we can look at the supply chain, and be more engaged. So we're not starting from scratch. But you know, going from a refurbishment to a new build of either traditional nuclear or more modular is going to require an injection of workforce in the in the supply chain. But as we teased the listener with your with your research, and with the dissertation, the paper that you published, and I think you covered most of the conclusion, but maybe just to reiterate, what were you find when we will what were your findings inthe from the research that you conducted in terms of implementing IPD nuclear, any any insight that you can offer? Yeah, so my overall conclusions were that Carol Tansley 35:00You know, the the root causes of poor performance traditionally, or nuclear mega projects are very complex, you know, is technical is technological, its environmental, its organizational, its institutional. But one of the things I found was that first of a kind, projects have got the worst performance. And that might sound like a statement of the blindingly obvious. But what I found, the real conclusion I drew was it wasn't the first of a kind variables per se, it was the fact that we were choosing Commercial, contractual and project delivery models that were not resilient in a first of a kind environment. So they didn't cope well, where there was a lot of emergence and uncertainty. And that was where when I looked at IPD, integrated project delivery, I found that it did perform better in environments where there was uncertainty and emergent change. And hence, as Corail mentioned earlier, that mapping between the challenges and the root causes of poor performance on nucleon mega projects, and the challenges if you like, the benefits that IPD can bring, in terms of what I found about resistance to IPD. In the sector. I found that while people raised barriers, there was one example, the one I gave earlier with the company, I now work for, where they'd gone off and, and found that the client had actually come to them, none of those barriers emerged in practice. There were sort of theoretical barriers, not realistic barriers or barriers in reality, but of course, that was only one data point. So while I think IPD can, you know, may help to improve performance on nuclear mega projects, it still needs to be proven. And I think the final piece about the institutional barriers, one of the things I discovered was that even if the field level conditions, I'll call it change, to enable new ideas to be embraced. And I'll give an example of that in the nuclear sector. Now, the climate change emergency would be considered a change in field level conditions, because everybody's interested in nuclear again. And that might be sufficient of a driver to get people to consider new approaches. And that in itself is not sufficient. What you need is what the academics was called institutional entrepreneurs. So that means people that are willing to go out and find new ways of working to solve traditional problems in new ways and actually implement those changes. So they were the conclusions it was, first of a kind, but because we choose project delivering contractual models that don't work in first of a kind environments, IPD may represent a methodology that would work has been proven to work in first of a kind environments. And while we have the field conditions now to embrace that, we need people that are willing to go out and embrace these new ways of working and seek to implement them. Corail 38:05Thank you so much, Carol, that was so fascinating. So interesting. And thank you for keeping us at the top of the trends in your sector. That's a really amazing, Carol Tansley 38:15no, it's a pleasure talking to you and and getting your perspectives as well. Riccardo Cosentino 38:20Yeah, thank you very much, Carol, this this has been fascinating. I mean, I read, I read both your dissertation, the paper that you published, and I still learn something today from you. So I'm really lightening conversation and, you know, there's going to be other opportunities. I hope to have you on the po Carol Tansley 38:44Fantastic. Well, thank you, as I say for the opportunity. It's a pleasure seeing you both again, and to have the opportunity to talk on your podcast. Riccardo Cosentino 38:52That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major programs and I look forward to keeping the conversation going Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

Do women still need to get on the course to progress their careers in major programmes? Does The Boys Club still exist in 2023? Inclusivity and ambition—how are they connected? Navigating Major Programmes podcast co-host, Corail Bourrelier Fabiani, shares her Oxford Saïd Business School dissertation's insightful findings in this week's episode. Riccardo and Corail take a deep dive into equality, diversity and inclusion in the infrastructure industry uncovering the taboo topics that have been avoided for decades.   “In the research, you can see that women's interests are not really accommodated in major urban transport infrastructure programs,” says Corail. “And there is a big gender data gap, which is kind of reinforcing inequalities in this space. In my opinion, all this is reinforced by the fact that we don't have enough women at the top. So I thought, how are we changing this?”   Corail, the accomplished programme manager behind projects such as the Paddington Square Public Art Programme and the Shard Quarter Public Art Programme in London, concludes the discussion with four steps to solve this complex, systemic issue.   Key Takeaways:  The seven gender-related challenges in major programmes and how to solve them.How language labels leaders as men and how applications can encourage the women talent pool to apply.How to alter networking and affinity bias in order to better support women in infrastructure and why women-designed networks with male allies are so vital.The scarcity mindset and what happens to women at the top.  If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox. The conversation doesn't stop here—connect and converse with our community: Riccardo Cosentino on LinkedInCorail Bourrelier Fabiani on LinkedIn Transcript:Riccardo Cosentino  00:05You're listening to Navigating Major Programmes, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host, Riccardo Cosentino brings over 20 years of major product management experience. Most recently, I graduated from Oxford University's day business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode, as I press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see where the conversation takes us. Hi, welcome back to another episode of navigating major programs. Today I'm here with a recurring guest and co-host of this podcast.   Corail  01:03I am with Corail Riccardo Cosentino  01:04l, how're you doing? Corail  01:06I am doing great. Thank you, Riccardo, Riccardo Cosentino  01:08Thank you for joining us again. Really glad that you're here today. Today, we're gonna talk about your dissertation from your master's degree at Oxford. If I remember correctly, you did a dissertation titled, "do women need to play golf in order to lead measure programs?" really catchy title? But maybe you can tell us a bit more why you picked that dissertation? And what dissertation was all about? Corail  01:39Yeah, sure. Yeah. So yeah, this title was kind of a humorous reference to an HBR article, which said that basically, many women in male dominated industries feel compelled to play golf to access to the top leadership network. And my research was about women's network, and how can those women network help change the culture of major program, which are notoriously male dominated environments? And I thought it was funny that some women would think like, Okay, I'm gonna play golf, so make the most important contact, and I was like, okay, is this still happening? Do we still need to go on, on the course to get this important contact. So I did this research as part of our MSc in major program management at the Said business school. And it was really like, out of had the like, how out of an impulse after an event that happened during a master's degree. And I don't know if you remember that. But basically, each year, the program gets the opportunity to do a debate at the famous Oxford Union. And during our cohort, we have Ella a brilliant change manager, men's leader, who proposed the motion for that debate, which was around the importance of gender diversity in major programs, team versus versus experience. And we were all quite excited to debate this topic at the Union. But basically, the university got back to us and said, it's too late volatile as a topic. So they brushed it off, and they say, maybe debate another topic. And at the time, I was really shocked. And I think we were all the women of our cohort. I think we were below 30%, maybe around 28% 25% 28% of women in the cohort. And we were all pretty upset about this decision. Because we didn't understand it. We were like this is the Oxford Union the Union debates corruption slavery, things like that. And we can talk about that, you know, gender diversity in major program, but I saw Okay, that's that's say something right about our industry and about the I think the leap that we have to make to make it an OK topic, you know, to talk about that. So we decided to self organize, and to redo that debate, just organized by students. And it was a great, great moment. And I thought, Okay, I want to look deeper into all this EDI questions on major program. So I started like looking a little bit into what the UK Government says about gender diversity in major program. So I looked at the infrastructure and projects authority report at the time. And what I found was quite upsetting when you look at the budget, although major programs represent like astronomical budgets in the UK, but first of all, only 10% last year were classified as likely to be successful, and most of them only had just thought So you think there is an issue they are right. And in the IPA report, they acknowledge that the main issue was with capacity and capability of the teams and of the leadership in the UK. But there was no mention at all about, you know, the fact that we are losing opportunity, because we're not leveraging women's talent pool. And I looked deeper into it. And I looked at the appointment process for senior responsible owners, you know, the leader of this major program. And I found that although there is a mention about diversity, in the report, it's very, like there are no real KPIs or practical ways to do it, or methodologies or anything, and when you look at what they're looking for the SRO usually in, in a biased environment, you would, it's more oriented towards male. So there, we have something like, You should possess strong leadership and decision making skills, that's fine. But when you are in a male dominated industry, leadership resonate with a man. So that's where we'll come to your man. Mind. Sorry. And that's, you know, for example, Bent Flybjerg, called the major program leaders, Master Builder, Master Builder, as a word, I think you will think about a man rather than a woman, just just with that simple words. There are other things that I thought were interesting in the way they said this the label thing, for example, they say, you need to have the experience, the character and personality that are right for the program. And I think this is all well, but it's very subjective, right. And in unbiased environment, it's subject to bias. So I think there are lots of different things like that, that will, that are not not laid out in a way to promote women as leader in that in that environment. And what effectively, when you look at how many leaders of major program in the UK are female, it increased a lot recently, you have about 30% of SROs, that are leaders that are female leaders. But actually, they're only managing about 10 to 15 15%, of the major program budgets. So you realize that they, you're increasing the number of women at the top, but in effect, the budget that they manage is so much smaller than the budget and then manage. And really, in the research, you can see that women's interests are not really accommodated for in major urban transport infrastructure programs. And there is a big gender data gap, which is kind of reinforcing inequalities in this space. And in my opinion, all this is reinforced by the fact that we don't have enough women at the top. So I thought, Okay, how are we changing this. And I looked at what was suggested as the best way to improve gender diversity in leadership roles. And I realized that in research networks are always mentioned as one of the ways and in some research, it's mentioned as a way like a hidden gem. So something that is really useful. But that is not really, that male leaders don't think is really is actually useful. But let me say it's again, because network has shown are shown as hidden gem in the literature, because men leader don't really think that they are that useful when female leaders think that they are really useful. And I thought it's an interesting is one of the most interesting points to look at. Because when you have a strong network, that a lot of the other the issues that you can that you can solve. So for example, if you have a strong network, and you want to have more role models to improve your gender diversity, you can find this through your this network. And so that's how I started looking into it. to remit to continue, Riccardo Cosentino  09:22no, let me let me jump in. So it's interesting. So you talk about network and I understand anecdotally how important they are. Because I've seen my level, you know, when you're recruiting for executive talent, the first thing you do is you go into your network, you know, I mean, the day is when you get a certain level in our organization, and so the seniority, you know, you do post a job, but you typically make sure that people within your network, see the posting and apply and so it is about networking. Because when you hire the certain level you need, you know, the compensation is high, the responsibilities high. So you really want a second opinion even before you start the process. So yeah, I can see our network. Very, very important. So it's interesting that you, you got to that conclusion for your research as well. I guess my question is, does he have to be a woman network or does just have to be a networking, we talked about this in the last podcast as well. As you change as your research actually has a different view than the previous answer you gave me in the previous podcast? Corail  10:37Now, my my, I think, my research says that it does need to be a women's network as in the people who need to, to design it need to be women. But obviously, men need to be involved in it massively. And it's, especially male leaders need to be actively involved in the network and give feedback, etc. But it's all about women designing this network and women using systems thinking to think about their situation and think about how to improve it together. Before you know like talking about it was male leaders and receiving and, and having the kind of reverse mentoring, interaction with male leaders, I think why it's important that it's that we use Women's Network is that obviously, men and women don't benefit from networks in the same way. So in, in the research, in paper, academic papers, you see a lot of research about men network, and what we call weak ties. And I think it's a, you know, Granovetter, who was like one of the first in social science to talk about networks, who said something really funny, he said, It is remarkable that people receive crucial information from individuals whose very existence they have forgotten. So it means like you you get crucial information to get a job from your loose ties for people who are not like in your closest process network, because the information that your best friend knows you already know. But you know, it's the friend of your friend who's going to have the information that you need, or you know, and all this loser ties that you have in your network. And that's really true for men. But for women, research shows that is slightly different. women really need strong ties, as well as weak ties, not only the weak ties on the don't surface, just because they don't have enough of them, and they don't, they can't have as good network with men because you have a homophily bias. So you will want to connect, or you will naturally connect faster with someone who looks like you and who is like you and has the same gender, etc. So there is a sort of imbalance and because we men generally at the top are a bit lonely, a way to, for them to basically catch up with men is to have strong networks, both men network and female network. But when they're alone at the top, they need to develop strong ties with the men who are the top but then if they want to change the system and change, you know, the culture of this environment, then they need to proactively create networks to connect with those women that they wouldn't meet otherwise, and to rethink the way we're doing thing together. I think Riccardo Cosentino  13:40there's a very interesting finding, I'd like to take you back actually, to the beginning of this conversation when you were mentioning about the biases within even the job postings having that that's a very interesting concept. And it's something that I read in literature where even the adjectives used to describe things. You know, I think you mentioned master builder, right? If you think of a master builder, the first thing that comes into mind is a man with a beard. And probably a hat, right, a pointy hat. And so your mind I mean, this is probably deviating a little bit from your research but I think it'd be interesting to know your view is how do you remove that bias when even the who writes the job posting is probably a man or maybe recycling a job posting that was already you already developed by another man so how do we break that cycle? Corail  14:40Yeah, I think I think that's that's a good question. It's really difficult you know, and what is interesting is like some research even show that depending on your language, if you're French for example, or if you're a Italian like you Ricardo, we gender everything is gender, right? We say he we say her and if you say Speak, you know, or if you write, you know, whether it's a woman or a man. Whereas you have some languages that are non that if you say, my friends, you don't know whether it's a man or a woman, etc. And it's funny because it does something that the tricks our brain and induce countries, usually you have less issues with gender inequalities than in the countries that really differentiate in the language, whether you're a man or a woman. And I think there has been a lot of work done on this to try and neutralize as much as possible, the adverts. So that it there is no gender assigned to the advert and the terms employed by the employers are really gender neutral, and try to bring to your mind like a gender neutral candidate. But I think beyond that, some, well, companies like need to improve that the pipeline and try are trying to go directly and look at the you know, train women from from, you know, create specific programs for women from earlier on, so that there are more women in that pipeline, etc. There is something really interesting as well, is that research shows that women will only apply when, you know, they fit all the criteria. And I think you know that whereas men will apply when they feel only 60 I think it's around 60% of the criteria. So I think there is something as well, In that which you see more and more now, it's just a simple line saying, if you don't feel all this criteria, please play anyway. And that that helps you getting more female candidates who will match the male candidates because they will be encouraged to apply no matter you know, even if they feel a bit overwhelmed by the by the description. Riccardo Cosentino  16:47That's very, that's very interesting insight. And I knew of the problem, but I didn't know the solution. So thank you for the firm, thank you for the solution. I will definitely make sure my next job posting has that additional line at the bottom. What What else? What else? Are you finding your research? I think you had 7 to seven points of conclusion, I believe in your research, well, what are the what are the points? What are the conclusion do you draw from from what you researched? Corail  17:19Yeah, so I have seven several layers of finding. So the first the first findings was indeed, like I found seven gender related challenges in major programs. One group of challenges was feeling older, you know, feeling like the oldest gender bias unfair expectation that you find in male dominated industries. And catalyst actually refers this as the double bind dilemma. Expectations put upon women are higher than men, despite lower compensations. Women are perceived as too soft, too tough, never just right. And women leaders are perceived as complete, competent or likeable. But rarely, both of them. That's what catalyst says. And that's what a lot of the women in that I interrogated, told me. And I found that most of the time, the way that they respond to that is with personal ways of responding or personal ability. So some will train super hard will take extra lessons will work so much harder, you know, stay at work, while while their male colleagues are having the drink outside. Some will say, Oh, no, I decided that I have a really strong personality. And I tell off everyone, and I don't care if I don't. Some nice. Some of them just said, like, I just help everyone to make sure that I'm like, you know, it's a, it's all about themselves and trying to transform themselves to manage to navigate those difficulties. And that's why again, I was interested in bringing this back to the network because this is a systemic issue. And you can't fight a systemic issue on your own, or you can but you get into a situation that we have today, which is you just have a few women at the top but the one that they're yet the second issue that they talked about was the boys club. So a lot of them were partner at partner levels in a big corporate companies and said that that they could still feel this boys club that they weren't included in. They were in part of it. And sometimes they found out that, you know, the the other leaders had been out for for some events, and they were not aware of that. So they're still best systems. Some mentioned the anti role models and it's funny because it's also the strongest female leaders. We talked about this about the fact that in their career, they've they've been really defended difficult to work with women. They were in higher level than them at the time. And that is very well researched. And that's a phenomenon that is understood. And that is completely structural, which is the resultant of, if there are not enough women at the top you are made to feel special, unique, etc. And you want to dissociate yourself from the lower class group, let's say, which are women at lower levels. And so that creates a sort of divide between lower levels, women, women and top level women. And it's not predictive. And some, some people think it's a women thing, but it's not a women thing. It's something that is just the result of numbers. And effectively, in every situation where you have groups that are dominant, and groups that dominated people will move from the dominated group, if they join, the dominant group will try to distance themselves from the dominated group. Women talk also about some women choosing respite over ambition. And so it was hard for me to accept because obviously, I feel like I only know really ambitious women around me. But that's what came out in my interviews. Some said, Well, women just don't have the ambition, they just don't want to go to the top. I don't know if this is true, or if it's a resultant of the culture that is difficult for women. And there are some research. And I think it's it's interesting to look into that, which says that in environments that are really inclusive, women and men have the same level of ambition, in environments that are not inclusive, there is a big gap of ambition. So I think it's important to take this into consideration, even if you will feel like it's a bit of a chicken and an egg situation. Riccardo Cosentino  21:56I had a guest on another podcast and we talked we you know, one question I had for her, because it's not an it's, I think, is a known phenomenon. That is this women tend to exit like a career, you know, especially after giving after having children, some don't return to the workforce. And the ones that return to the workforce don't might not have the same career ambition that they had before having children. And I was actually thinking, because, you know, the way even the way I just described is almost like the women made this decision. But I was also I was actually wondering if is if the environment actually is driving women away, rather than the run into the woman making this decision? I mean, you know, it's already hard enough, the environment is really not conducive, are going to do something else with my life. Corail  22:50Absolutely. Yeah. I totally agree with that. And I think this fan phenomenon of women exiting the workforce at mid mid level, is mainly you see it mainly in male dominated industries, such as tech, for example. And I think some women leave because yes, they, you know, they, they have this babies and suddenly maternity like, you know, is this isn't, isn't there, they're cooling and, but a lot of them just leave to go somewhere else to go into a different industry that is much more, you know, flexible, much more inclusive, much more adapted to their needs, as you know, working moms, for example. And I think to me, a way to to solve this issue is really looking at paternity leave. That's That's what that's the only that's the last way to change this, this. This phenomenon. If you if you look at that, and it's live, and you and you increase it and you make sure that men and women are both involved equally, in this early stages in early process of building a little human, anything a little human, you basically involvement and it means that they are much more concerned about later on when they come back to their career about those ideas of flexibility in working of being available to get that kid out of school and working late, you know, later at night, for example, having a different work attended than women. Because at the moment what you're seeing is companies that afford like that are inclusive and propose flexible working in the tech industry. I want to be more inclusive this way. Unfortunately, the what you see is only women take these offers, you know men don't take them. And so then it's badly seen that you're going home to too early and working in the evening at home or it's seen as you're less committed and that creates a whole dynamic. That just reinforces the bias. You know that women are not committed women don't have the same ambition etc. So I think if you make sure that men are as involved as women on the early stage of raising a child, you suddenly men more interested in changing this way of working. And to make it work for everyone. I think Riccardo Cosentino  25:18I have to say, I mean, it's so it's actually, I agree with you that we need to, we need the systems in place to allow men to take paternity leave. But to be honest, in Canada, we have that, and he's now making a lot of a difference. What, uh, what, you know, what I'm noticing is, is the societal pressure and the societal norms that really need to be changed. I always say, why is always the woman taking the 12 months off in Canada, you get 12 months, right, you can get up to 12 months. And and I think the policy is that it doesn't have to be the woman, right? I mean, it the paternity leave is leave of absence. And especially public sector employers have very, very accommodating terms and irrespective of that is always the worry, you know, I understand the woman has to take the time off after childbirth to recover. But you know, after four or five months, does this really have to be the woman's their home white? Why is the man cannot stay at home? And I think it's societal pressure, I think there's a big component of societal pressure. Corail  26:23Absolutely, I would be I would be in favor and the the podcast is thinking really radical, but I would be in favor of, you know, in some countries, If men don't take the paternity leave, they get fined. And that motivates you to actually take that time off. And I think, obviously, yeah, if you have the option, but it's not mandatory. Because we're in a society that's not there yet. It's obviously it's, it's badly seen by your colleagues, you again, you look less committed, you look and so you don't take it. So yeah, as you said, the system needs to change. Riccardo Cosentino  27:02So okay, so we started the conversation with the title we dissertations, which was Do woman need to play golf in order to lead major programs was the answer. Corail  27:12Yes, they still need to play golf to live major program 100%. Unfortunately, we're not in a perfect world yet. And at the moments, women have to work harder on their networks to get the same benefits as men. And the way to work on your network and break this boys club that we're talking about is being there being on the field. Obviously, if you hate playing golf, don't totally send to me don't do that, if it's not that bad for you just yeah, get the motivation go on the green. Riccardo Cosentino  27:46I think I think use golf as a figure of speech, but it's, you know, it's, Corail  27:51yeah, get it means get out there. And if we want to talk if we want to go back a bit more into women's networks, and how they should be formed and shaped, when we talked about them with my interviewees, I had really two different narratives about them, I had some really positive narrative narratives. And I found that they can be a way of conduit to reveal gender bias issues to yourself to others, they can be a way to receive and give support to other women. They can be a way to learn and teach etc. They can be a way to, to inspire other people, other women. But mainly and more strategically, they can be a way to have a voice. So have you know a bit of a strategic impact on the leadership team of your organization. And they can be a way to where they can define and design an inclusive workplace. So as I said, women need to think about what is the like, what is the system we want to design to create a more inclusive environment, environment, but I also found out that there are also a lot of negative views about women's network and a lot of my interviewee mentioned that there are serious issues with women networks, which are sometimes unfit for purpose. They said like it can be a manifest some sense, you know, and for them it's not conductive of anything if you're just like, or sometimes it's just unstable because it's it's on the shoulders of one volunteer and doesn't last Some said they was it could be hypocrite if it's used as lip service but your company as a marketing tool, it just don't feel like it's actually useful is just like the company trying to to show that they're more intrusive without doing the work. Sometimes they said it could be biased and that goes with the with the idea That's, if you're if you're promoting meritocracy, for example, through your network, when you know that meritocracy is not the issue there, that you know, that's not helpful. Or if you're trying to throw the network shape your team so that they fit into a mold, then you're not leveraging your diversity, right? So it's not useful, either. Some study could be pernicious or even risky. And that is because they felt like sometimes there could be a backlash, you know, men feeling like, Oh, why are we not included in this? Why? Why are you rejecting us? And that can create some tensions that are not conductive of anything positive and risky. Sometimes if you're seen as like the leader of a movement or of protests in your company, right, at some point, you know, it's not good for your career, you can be blocked just because you're too vocal or too militant. So the idea of that the research was like, How can we focus on the positive impact the women's network can have? And how can we try and reduce those negative effects. And I think, to really make those networks strategic and interesting, basically, you have, you need to almost use the rules of change management, and make it a full like enterprise. And so I think if violet listeners, if there are four things that I'd like them to remember, for their networks, is, first one, the professional women network should be led by women, and mainly designed by women, supported by change consultants, maybe to help them design the change. But they need to take ownership of this network. And some women will tell you, I Yeah, but you're just adding a lot more work on to our work. And it's, it's another assignment on top of all our assignments, and I totally agree, but I see it as a necessary evil, let's say to get to a better a better environment. And they need to create sessions where they use system thinking, I think system thinking is very important, because it's a very practical tool, it helps you you can create maps, that shows the issues of a system that you can then share with the leadership teams, you know, you can bring your map that you've worked on in a session, and you can say, look, with Matt, the issues there. And here are the intervention that we think will improve that system or it or change or resolve, at low at low cost or at low budget, you can do this and that and look how it impacts our system, the system. And I think this is a powerful tool, a tool that needs to be leveraged to induce networks. So that's step one. Step two, is that as we discussed, male leaders need to be actively involved. And feedback session must be organized to present how like how all these measures will benefit not only women, but also the organization as a whole. And it's, it creates trust. And it's it's good to communicate like what you're doing. But also it helps women having a bigger purpose than just themselves if they see themselves that, that what they're doing is benefiting the you know, the organization itself, they will themselves be much more buying it, you know, they will want to do it more. Step three, is that you need to use reverse mentoring. For the senior leaders, I think it's it's, it's really important that senior leaders get a better understanding of the battles that women are facing in the major program industry, and that they themselves become female advocates like you are Ricardo. And this is like basically giving effective training to male leaders so that they understand the issue. And they and yeah, they become allies. And the final step is that results of those networks need to be properly measured with inclusion indicators like KPIs, etc, rather than just number of memberships. You know, we don't care if you're, if your network has 15 members, where we one is like, what are the results of it? What are you producing? What is the impact? How is it measured, etc. And then you need to communicate this results like really enthusiastically, via maybe professional communication campaign, and that you need to get obviously this report of your organization for that. But I think the more effective the communication, and the more you can see effective results, the better. Riccardo Cosentino  34:40Well, it makes it sound so easy, just four easy steps to solve all the equity and diversity issues that we have in the industry. Corail  34:50I'd really want to see it, you know, try it out. Try it and test it and then we can improve on that as well. You know, Riccardo Cosentino  35:00I think there's a good movement. I'm optimistic, and particularly not very optimistic. But I'm optimistic that as an industry, we are trying to move in the right direction. I think the next so well, first of all, the problem is being understood, accepted that there is a problem. I mean, probably 20 years ago, there wasn't even an acceptance or recognition that we had a problem. Atleast Now we know that we have a problem because we don't have the diversity because we have established that diversity is important for business. So I think there is a will. And it's important people like you doing research about how to do it. Because you know, one thing is to, to admit that we have an issue, but then how do we solve it? And having a systematic review, and research done on the topic is going to improve the way we go about solving this issue? Corail  35:55I hope so. Yeah. Thank you. Riccardo Cosentino  35:59Okay, so I think we covered what I wanted to cover today in the podcast, I was really looking forward to this. I really, truly enjoy your dissertation. I'm not sure if listeners are interested in seeing your dissertation. Are you able to see somewhere, have you published? Are you going to publish? Or can they just reach out? Corail  36:21Yeah, we will definitely trying to publish it with my supervisor Chantal Cantera. Lee, who is amazing and amazing professor at Cranfield University, and who's been supporting me throughout the entire process and is pushing me to get another updated version of the reserves so that we can finally get it published in a journal. So hopefully, very soon. You'll see it, I'll share it. Yeah. Riccardo Cosentino  36:47Perfect. And I will provide updates to the to the listeners if and when you publish, actually, when you publish. Corail  36:54Thank you. And it's on it. Riccardo Cosentino  36:57Yeah, I mean, you're you're being it's being recorded. You're being recorded. You're going to be publishing so having we now have witnesses to well, Corail, thank you very much for joining me today. Really enjoyed our conversations. And hopefully I'll see you again on a future episode of navigating major programs. Corail  37:18Thank you so much Riccardo   Riccardo Cosentino  37:20By now. That's it for this episode on navigating major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major programs and I look forward to keeping the conversation going                                         Hashtags: #GenderChallenges #WomensNetworks #MajorPrograms #Inclusivity #Diversity #EmpowerWomen #Leadership #EqualityAtWork #CareerAdvancement #SystemicSolutions #WomenInTech #GenderDiversity #CorporateCulture #ProfessionalNetworks #Advocacy #GenderEquality #BreakingBarriers #WomenEmpowerment #WorkplaceDynamics #GenderBalance #GenderChallenges #WomensNetworks #MajorPrograms #Inclusivity #Diversity #GenderBias #Leadership #SystemicSolutions #CareerAdvancement #WorkplaceEquality #ChangeManagement #GenderDiversity #WomenInTech #GenderEquality #ProfessionalNetworks #WorkplaceDynamics #WomenLeadership #CorporateCulture #GenderBalance #Advocacy Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

Jean-Noël Fabiani est chef de service à l'hôpital Georges Pompidou à Paris où il dirige le département de chirurgie cardio-vasculaire. Au micro de Frédéric Mounier il nous raconte avec passion 30 histoires insolites de la médecine. Saviez-vous que la chirurgie était née grâce à un barbier ? Que ce n'est que depuis 1850 que les chirurgiens doivent se laver les mains avant d'opérer ? On encore l'histoire d'Hippocrate ? 

With wildfires decimating the Island of Mawi in Hawaii, we Get the Latest from Mike O'Dwyer Owner of Mulligans off the Blue Pub, and Fabiani's Italian Restaurant in Mawi.

Is technology the answer to delivering major programmes on time? Is the infrastructure industry moving towards equality? In this episode of Navigating Major Programmes, Riccardo and Corail Bourrelier Fabiani discuss all this and more. Corail is an accomplished programme manager with expertise in delivering ambitious urban and cultural programmes with budgets ranging from £2 million to £5 million for clients such as the City of London Corporation, City of Paris, Sellar, and Fondation Louis Vuitton. Her experience includes managing the Paddington Square Public Art Programme and the Shard Quarter Public Art Programme in London, as well as leading the Sculpture in the City programme for four editions. Riccardo and Corail catch up after both recently graduating from Oxford's Saïd Business School before diving into Corail's fascinating career and her invaluable insights to improving inclusivity in infrastructure. Key Takeaways: The surprising factors of navigating internal and external stakeholdersRecognizing the importance of mentors, sponsors and allyship in male-dominated industriesHow diversity in the leadership teams could even out the respect playing fieldWhy rebranding the industry will inspire more women choose a career in infrastructure If you enjoyed this episode, make sure and give us a five star rating and leave us a review on iTunes, Podcast Addict, Podchaser or Castbox.The conversation doesn't stop here—connect and converse with our community via LinkedIn: Riccardo CosentinoCorail Bourrelier Fabiani Transcription:Riccardo Cosentino  00:05You're listening to navigate major problems, the podcast that aims to elevate the conversations happening in the infrastructure industry and inspire you to have a more efficient approach within it. I'm your host Riccardo Cosentino I bring over 20 years of major product management experience. Most recently, I graduated from Oxford University's a business school, which shook my belief when it comes to navigating major problems. Now it's time to shake yours. Join me in each episode as a press the industry experts about the complexity of major program management, emerging digital trends and the critical leadership required to approach these multibillion dollar projects. Let's see what the conversation takes us. Corail Bourrellier Fabiani is an accomplished Program Manager with expertise in delivering ambitious, urban and cultural programs for high profile public and private organizations. With a collaborative and problem solving approach she pushes the boundaries of what is achievable within complex environments. Corail has delivered projects with budget ranging from 2 to 5 million pounds for clients such as the City of London cooperation city of Paris, Cellar and fundacion Louis Vitton her experience includes managing the Paddington score public health program and the Shard quarter public health program in London as well as leading the Sculpture in the City problem for for additions in summary corroborate the bill Fabiani is a highly skilled and experienced Program Manager with an exceptional track record of delivering successful outcomes for her clients with a collaborative and problem solving approach. She's a valuable asset to any team working on ambition and cultural problems.  Hello, welcome to navigating major projects. I'm here today with Correll I met Correll in my university degree at Oxford. And how are you doing today, Corail? Corail  02:05Hi, Riccardo. I'm doing great. Thank you for having me. Riccardo Cosentino  02:08It's my pleasure. It's my pleasure. As we discussed before, this podcast is about women representation in infrastructure. And I wanted to do to corral because I've learned through my years at Oxford, as she has a strong opinion about women in infrastructure. So I felt it was perfect guest for this podcast. So why don't we get right into the questions, Coraill? Let's start with a simple one. What what is your current role in infrastructure or contraction? Corail  02:42So I manage the delivery of large scale public art programs for both public and private organizations. And I work on fitout projects for museums. Riccardo Cosentino  02:55All sounds really interesting. How do you get into that and to begin with, Corail  03:00so basically, I I've always had abilities in the scientific subjects as a kid, like, I remember, I was like, maybe seven and they weren't like a mathematic competition in my region in France, etc. So being good in maths or in science as a child and coming from like a family of engineers, basically, I, I didn't really have a choice in my career. At 17, I told my mom, I wanted to become a makeup artist. And she said, No, she was like, there is no way first you you get a master's in engineering, you get degrees, and then you see what you want to do. And you can do whatever. And that was kind of like the idea that this this field would open doors to anything else. And so later, I found the university that was offering a type of engineering that was called urban systems engineering, which is like kind of a mix of civil engineering, structural engineering, urban design, all this kind of different elements, which felt kind of a bit more creative, you know, then just like something like more traditional. So I went for that. And out of this, I started working with people that were doing art with engineers and with architects and so it was fascinating. I worked with a really interesting man who was both an architect and an engineer, and with whom we basically developed really complex pieces of art by helping the artist design them, helping them build a fire in the fabricators to build them but also communicate with you know, the cities or the planners etc. To put them in the public space and re landscaped the areas etc, to increase integrate new pieces of art. So So that's how kind of I got into that very specifics field of the industry was your chance, Riccardo Cosentino  05:08So you are the crossroad of engineering and art. Is that a fair description? Corail  05:14Yes, absolutely. I think that's, that's really it. And that's just out of being interested in both and never being able to choose. And going with Well, I was still like, if you go into this, this engineering, infrastructure construction field, then you can also do what you're passionate about, which was art. And that's also why I moved to London, because I thought London was the place to be if you were interested in art. And that's how I started working for the city of London, but also private developers in London. Riccardo Cosentino  05:50Very good. So I, by the sounds of it, the next question might be a little redundant, but was it a surprise for you to build a career in infrastructure? Corail  05:59So it wasn't so much a surprise, I feel, I feel like it just kind of happens, you know, it's a was not also what's interesting isn't in our careers, or in our work, planning, or organizing is very important. I feel like in my personal career choices, it has been more like, you know, just following my passion, following my heart at the time or following advice I was receiving from families and friends. And so it was, it wasn't a planned, but it wasn't really a surprise, either. Riccardo Cosentino  06:34Okay, and so, what has been, okay, so you, you kind of plan this, you kind of follow your heart, as the industry surprised you in any way positive or negative up to now? Corail  06:47Yeah, I think it really, I didn't expect that we would, you know, have so much interaction with different types of people. I think when you study, when you go into scientific fields, you get this idea, because you do a lot of maths and a lot of physics, etc, that your work is going to be very technical. And my work has been a lot more about trying to convince people that, you know, this project is amazing, and it needs to happen, or, you know, trying to listen to what people want going going to meet land owners going to meet people who don't shop in the public, like, you know, next to the place where you're trying to build a network, or maybe talking to I don't know, like every type like access teams, highways, you know, a lot of internal and external stakeholders that you don't necessarily think of, and that is the real complexity, really, in your program much more than if you think like much more than the technical side, much more than managing your budget is trying to make sure that, you know, everyone is aware of what's happening. Everyone is in sync, and you don't get blocked along the way. And yeah, it has been a lot more about about that, I think. Riccardo Cosentino  08:10Interesting. So the next the next questions are gonna I don't know, probe you a little bit. And I know it's a difficult question, but so far, what has it been the highlight of your career? What is the most interesting project you worked on? The one that you're very, very proud of? Corail  08:28Well, I think like the the probably the one project I'm the most proud of would be the shard fabric, our program, because the shard is the highest skyscraper in London. It's a really beautiful building by Renzo Piano was an architect I really admire. And it's in a location where the artworks are seen by 50 million people per year. You know, it's right next to London Bridge station. It's really a prime location. It's an artist, Jeremy Lanza, who's internationally famous you find these sculptures everywhere. And it's it was really, you know, a labor of love, like trying to get all the approvals in place trying to get all the construction I worked with with the builders of the Shard on this, I worked with the engineers of the Shard but also with all the different parties that own different pieces of land around this area. And it was complex, but it felt very much like the jewel on the crown if you will like this kind of project that everybody when they arrive in in London Bridge station when they come out of the tube. That's the first thing they see right next to the shard and it's been really really interesting to get there. It's a project that in total took seven years to build. So it's a long, long project. I only arrived towards the last three years of the of the program but You know, being able to deliver it and seeing the artists being really pleased, and the clients being ecstatic as well was really something that I was proud of. And I still, I'm still very connected to that piece because I'm, I'm still really, you know, having nightmares at night of like, oh, well, if this artwork that is suspended above and the elevator falls, and then someone calls me in 10 years time and all that, like, you know, it, you you get to that level of involvement, I guess, when you're when you're working on such important projects for yourself. And yeah, I guess that's, that's the one that in 50 years time, if I have kids, it will still be there. And they can still come and have a look at it. Riccardo Cosentino  10:47Yeah, so I've seen our London Bridge station, and just right next to the shard, so anybody who's listening was in London, highly recommend to see these two pieces, right. One One is hanging one is on the on the ground. Corail  11:03Yes, it's standing. And I really recommend that people go and look at them at night, because that's when they're lit up. And they really feel like a welcoming piece for when you come out of the station, it's there for you to feel like you're welcomed, you're part of that space. And it humanizes the space so much, it really brought a different dimension to that to that square. So yeah, definitely was a was a look. Riccardo Cosentino  11:30Okay, thank you for that. That was fascinating. I'm always fascinated by the work that you do. So let's get into something that is even more, more close to your heart, and you feel even more passionate, which is working in a male dominated industry. So so far, your career, what would have been the challenges that you faced in a male dominated industry? Corail  11:55Yeah, I think you're absolutely right. That's one of the topic I'm really passionate about. And it's out of there been, like working all my life in male dominated industries. And it's it started even during my engineering studies, where we were massively outnumbered in in class, you know, it was yeah, not not far from like, 75% men and 25% women, probably something along those lines. And I think one of the challenges is, for me personally, being managing worksites, for example, is being able to communicate on an equal footing with, with men with worksite. Managers, with technicians as well being able to, you know, have a communication that is kind of free of backgrounds. So, that is liberated. And I've always had really great connection with with people, you know, I work with, but there is always this kind of thinking in my head of what is the right distance, you know, what should I should I make an effort to be nice, so that I'm accepted, and I'm listened to, or should I be really distant and really cold with the people around, so I'm respected. And there is always this kind of trade off, where if you're too nice or too kind, you're not necessarily respected. If you're too cold, like you, you are vilified, if that's the right word, but you're definitely not not appreciated in your team and not given the support that you necessarily need. So I think it's, it's difficult because it's something that is really linked to your sex. And that doesn't exist. Obviously, when you work with a woman like they those questions don't happen, and you don't worry about those things as much. So I've had to navigate this. Other challenges I faced, for example, was during COVID de COVID. Period, I was working in an in a company that was very, very heavily masculine, and the few women that were there basically started to disappear during COVID. And they were, they were thanked for their work, and they had to find themselves in really difficult positions. And that's not because they they were not good at their job. Far from it. I think all my colleagues, female colleagues and friends as well. I think were really working hard delivering, staying late when they're needed, et cetera, extremely motivated. But when it came to having to make the difficult decision of firing some people to put it bluntly, it felt like the management sorry, was easier to say goodbye to these women than to other men who maybe would have questioned it more maybe would have. I don't know what what was the reasoning behind. But that was like a really tough time where suddenly I realized, like we are fighting for equality, we're trying to get more diverse. But as soon as there is a crisis that is this big, we go back to our whole the habit. And yeah, that's something that has been difficult. I'd say one last thing is, when you're a woman, you are not necessarily given the same value as your male pair to start with, which means that if you're in a meeting, you have constantly to, or you feel like you have to prove yourself, you have to prove that you have a brain, you have to prove that you understand what's going on, you'll have to kind of fight a little bit harder to be taken seriously, when your male peer comes with, with a sort of aura that or just a simple respect from the start, if you will, so I never had issues with, you know, working with people I know really well. And, you know, they know me, they know my worst, they know what I can bring to trust me and it goes great. But when I go into a room, when I don't know the people, it's it's a lot harder to prove that I can do the job. And that can be linked with the idea we have about leadership and how it looks and it can be completely subconscious. And I come here, I look like a woman, I have a soft voice, I'm a bit shy, etc. Which means that for someone on the other side of the table, it's an extra effort to remind themselves that I can lead this project, I can manage this project as anyone else can. Riccardo Cosentino  16:56So maybe a follow up question, then. So you're obviously successful, you were to face all these challenges in a male dominated industry, how did you succeed? Why were you able to do to succeed? Probably knowing you, you think you haven't succeeded, but Corail  17:13thank you. Now I have to say, mentors have been amazing and, and sponsors and I have a to say thank you to Martin to Michel and Dan, if they if they ever listened to this podcast, because I met wonderful leaders who basically trust in me and push me and have been helping me develop by showing me how to lead and I would just, you know, follow that path. And I think that's so important to have someone who has more experience than you who knows what's happening, and who can help you develop and, and, and go somewhere you didn't even think you could yourself go into you know, and believe in you. And you will notice I didn't give any female name in there because that's, that's, that's the reality, I never had a female mentor, just because in my industry that I did, I never really had a female bus. But what I had, though, was a lot of sorority with other women and friendship with other women, whether in my teams or my clients, teams, at the City of London, the manager was in charge of sculpture in the city, which is one of my program. She, she was wonderful, and we became friends and that, you know, the sorority that we created was really helpful for me to succeed and develop and learn about about these programs and these projects. Yeah, and I guess like, obviously, you can't, you have to be honest, you're fit like you're fact, the support of your family makes a huge difference as well, obviously, because if you think about people, like when you think about women trying to envision themselves in a career in this industry, if they don't have an environment, a family environment that is there to push them and tell them like this is feasible, you like you know, did your you can you can study, you can go into science, etc. You don't necessarily think about it, it just doesn't come to your mind, I think. Riccardo Cosentino  19:33Yeah, yeah, support is fundamental to success. I'm glad you touched upon mentors and female mentors that that's one topic I wanted to explore. And so thank you for bringing it up. Even before I could ask you the question. So is it important to have female mentors rather than male mentors for a female or you think in your mind, it's it's As a mentor as a mentor, Corail  20:01so I would say I think what's important is to have female role models. And that's something that I found when we were in Oxford. In this master's, I met a lot of incredible women who do really interesting work in transport in the nuclear industry in all different fields, which are traditionally seen as masculine fields, and having them as role models, or as people that, you know, I can I can really relate to, I can connect with them. I, I see, I see how the struggles that they had to go through. And I know, I share the struggle in my career, although my career is nowhere near theirs, but I can identify myself to those role models, and I can, it opens a little light in my brain that says it's possible, you know, I can do this as well. And I think that is very important. In terms of mentorship and sponsorship, I think at the moment, what's important is having a sponsor, no matter the sex, because obviously men are men or in male in, in a male dominated industry, sorry, men are in power. So you need a man to help you or to sponsor you to to also, you know, accelerate your career, I think we're not in a situation where you can really pick and choose. And to be fair, my male sponsors and mentors have been amazing at helping me develop. So it's more about the person and the power that they have or the knowledge that they have that you don't have. Riccardo Cosentino  21:40Thank you for that. That's really insightful. Hopefully, people will find that helpful, because I certainly did. Okay, well, I think we come in towards the end. One very broad, sweeping question, what what are your hopes for the industry as a whole? Corail  21:55So we talked about diversity, obviously, I think we can't deliver good programs without having diversity in the leadership teams. Because what we prioritize what we put at the at the forefront is what matters most to us. And my experience as a woman is different as your as your experience as a man or someone else's experience. So I think diversity in the leadership teams really, when we work on very large, very impactful projects is extremely important to make sure that the priority are not our priorities, but our people that represent the society we were serving. So obviously, I hope that in the future, we'll have more and more diverse teams, and especially in the leadership position, I hope that our industry will be a lot more conscious as well, I think in the construction industry, we are talking so much at the moment about net positive, Net Zero, etc. So I think this is like obviously a major topic. And I'm really interested in that aspect of our programs and the progress we can make in that as well. And earlier offline, we were talking a little bit about technology and how technology can help us in different ways. And my hope for technology is that it will help us deliver on time. That would be wonderful. Yeah, Riccardo Cosentino  23:29there'll be the day on time and on budget. mega projects. Yes. Yeah. That's something to aspire it. Okay. So the final question is actually a break it down into two parts. But like, would you encourage more women to pursue a career in infrastructure? And for those women who are considering that career? What would you tell them? Corail  23:50Yes, I would definitely encourage more women to join this career. I think it's so interesting, because you work with so many different people, you know, I work with artists and engineers and Londoners, etc. And it's just just like, a chance to discover the world in a way. I think it's extremely interesting, although it can be intimidating yet. And I think a way to get more women into this industry is just rebrand the industry and just make it more attractive to women. And I know that the Engineering University I studied in which is called UTC in France, that recently reached 50% Women in at the entry. And I think that's, that's wonderful. And the way they've done it is really rebranding the field, just to attract more women because women have the potential to join this really, you know, this universities that are really challenging, intellectually challenging, but also fascinating, and I would I would really encourage women to to not be scared about the environment and seek out groups of women that can support them. I'm very passionate about the idea of creating women's networks. And I think we can see more and more women's networks in male dominated industries. And sometimes they're used a little bit as a how to say it as as a front, or used as a marketing tool for companies to include more women. But I think it's also the responsibility of women to decide what they want to do is to scan of network be clear and transparent about what are the opportunities that this network can bring to them, and also become more strategic about this networks and, and develop networks that can have some strategic power, let's say, to change the culture of our industry. So don't hesitate to join and try and build a strong strategic network that will support your career progression. Riccardo Cosentino  26:06That's excellent advice. Thank you for that career. Okay, I think I think this comes comes to the end of the podcast, I want to thank you again for agreeing to do this. You were terrific. I've really enjoyed our conversation today. And hopefully, we'll we'll have you back again for some other topics. Corail  26:24Thank you so much, Riccardo. It was wonderful. Thank you. Riccardo Cosentino  26:28Okay, bye now. Bye. That's it for this episode, don't navigate the major problems. I hope you found today's conversation as informative and thought provoking as I did. If you enjoyed this conversation, please consider subscribing and leaving a review. I would also like to personally invite you to continue the conversation by joining me on my personal LinkedIn at Riccardo Cosentino. Listening to the next episode, we will continue to explore the latest trends and challenges in major program management. Our next in depth conversation promises to continue to dive into topics such as leadership risk management, and the impact of emerging technology in infrastructure. It's a conversation you're not going to want to miss. Thanks for listening to navigate the major problems and I look forward to keeping the conversation going Music: "A New Tomorrow" by Chordial Music. Licensed through PremiumBeat.DISCLAIMER: The opinions, beliefs, and viewpoints expressed by the hosts and guests on this podcast do not necessarily represent or reflect the official policy, opinions, beliefs, and viewpoints of Disenyo.co LLC and its employees.

On this week's Tonic, DeeDee get's the low-down on things that go bump in the night. No less than a fascinating chat with Paranormal Cop, Ron Fabiani! Paranormal Cop at A&E and Founder at Chicago Paranormal Detectives✨

Découvrez le livre du jour des Grosses Têtes. Découvrez la page Facebook Officielle des "Grosses Têtes" : https://www.facebook.com/lesgrossestetesrtl/ Retrouvez vos "Grosses Têtes" sur Instagram : https://bit.ly/2hSBiAo Découvrez le compte Twitter Officiel des "Grosses Têtes" : https://bit.ly/2PXSkkz Toutes les vidéos des "Grosses Têtes" sont sur YouTube : https://bit.ly/2DdUyGg

El doctor Fabiani salva la vida de un taxista tras sufrir una parada cardiorrespiratoria mientras conducía en Sevilla

In this episode of The Analytic Mind Podcast, Sam McKay is joined by Esteban Fabiani and discusses the opportunities and potential one can pursue whether as an enterprising individual or company and align it with one's skill set as a strategy. Esteban has been educated and worked in Argentina, Chile, and the USA giving him unique international exposure in diverse fields. He is a Certified Project and Consultant Manager at EMF Consulting Inc. and an expert in a range of different aspects of Power BI development and implementation. EMF Consulting provides consulting services tailored to each type of business, offering complete and accurate information that allows each area to make decisions quickly and effectively, anticipating and enhancing the profitability of the business using tools such as Microsoft Power BI, Zebra BI, ValQ visuals, and PBI Documenter. What You'll Learn 1. Esteban Fabiani's focus on developing specific skill sets within the Power BI community in order to become a consultant and/or coach for customers. 2. The difficulties that exist within Argentina for implementing Power BI. 3. Fabiani's strategy of finding customers by connecting with companies that teach Power BI, in order to offer coaching and consulting services. For full show notes, and the links mentioned visit: https://www.enterprisedna.co/podcast/esteban-fabiani/ Be our guest, register here: https://www.enterprisedna.co/be-our-podcast-guest/ To know more about Enterprise DNA's upcoming events visit: https://www.enterprisedna.co/events/summits/

Présentation de Marine Pescot : Des océans à l'hôtellerie sans plastique à usage unique. Du marketing à l'entrepreneuriat, mon invitée du jour à mis ses valeurs dans ses projets. Je suis ravi d'embarquer pour un nouveau voyage, bonjour Marine Pescot ! Notes et références : Le calendrier du tourisme optimiste Hôtel Opéra Liège Eqolux L'Occitane en Provence UMIH - Union des Métiers et des Industries de l'Hôtellerie Castalie - Fontaine à eau pour entreprise Clément Fabiani, Rooms Division Direction du Royal Mansour, à Marrakech Les anciens épisodes du Podcast cités : L'épisode sur les tendances Marketing du tourimse avec Isabelle Frochot Le livre Propaganda, comment manipuler l'opinion en démocratie - Edward L. Bernays Pour contacter Marine Pescot : Linkedin : Marine Pescot Email : marine@eqolux.com Le site de Racing For The Oceans Si cet épisode vous a autant passionné que moi, rejoignez-moi sur : la newsletter d'Hospitality Insiders, chaque dimanche ; mon profil Linkedin, pour poursuivre la discussion ; ou sur Instagram, pour découvrir les coulisses des enregistrements. Merci pour votre fidélité et à bientôt !

Phones Show Chat 692 - Show Notes Steve Litchfield and Ted Salmon with Gavin Fabiani-Laymond MeWe Groups Join Links PSC - PSC Photos - PSC Classifieds - Steve - Ted Feedback and Contributions The Work Involved in Recording a Video Review of a Phone Buy a new mid-ranger or a two year old flagship? Device Week Apple iPhone 12 Pro Max Microsoft Duo vs Microsoft Duo 2 Pixel 6 Pro - Pixel 5 Oppo Find X3 Pro iPhone 13 Pro Max Samsung Galaxy S22 Ultra Oppo Find X3 Pro UGreen GaN 100W Fast Charger - Review Xiaomi Redmi Note 10S Unihertz Titan Pocket - Michael Fisher's Review Xiaomi Redmi Note 11S 4G vs 5G Version Live Draw Every week we have a Prize Draw for your chance to win phone accessories and this week's winner is Al Alkadi! Do get involved before the next one by joining the Virtual Pint of Beer a Month Club - It could be you winning a prize! stevelitchfield.com/paypal.htm & tinyurl.com/pspromo Photo of the Week Big Sky by Sean Paull (Firestone Bay, Plymouth) using an iPhone 13 Pro (Ultra Wide, iOS photo editor) Help us by buying from Amazon UK via Steve's affiliate or Ted's affiliate. Or buy Ted a coffee? Links of Interest PodHubUK - Twitter - MeWe PSC Group - PSC Photos - PSC Classifieds - WhateverWorks - Camera Creations - TechAddictsUK - The TechBox - AAM - AAWP - Chewing Gum for the Ears - Projector Room - Coffee Time - Ted's Salmagundi - Steve's Rants'n'Raves

This week on the podcast, we're catching up again with Joe Fabiani, who's made a name for himself in combat robotics for leaning into unusual and unconventional designs. He's retiring heavyweight SMEEEEEEEEEEEEEEEEEEEEEE at the end of the season, and we ask him why, and what's next.   This week's interview is brought to you by MaxAmps and their new line of “Max Combat” batteries. These battle-ready batteries are available for 1-, 3-, 12-, and 30-pound bots and feature a custom wrap with your team's logo, internal hard skins for extra protection, and puncture resistant wire sleeves. Check them out at maxamps.com   This week's combat robotics news: Blacksmith's PowerHammerTM arm cover is again up for auction: https://www.facebook.com/Teamhfa/posts/447630396910347  Blacksmith at VEX Robotics State Championships: https://www.facebook.com/Teamhfa/posts/447505206922866  Drago application video: https://www.youtube.com/watch?v=-QU7_YUfEpE  Gigabyte shows off its KOB shells: https://www.facebook.com/RoboticDeathCompany/posts/2003577843365577  Gigabyte at March Mayhem: https://www.facebook.com/RoboticDeathCompany/posts/2003244363398925  Inside Deadlift's 1,100-pound crate: https://www.facebook.com/robogymrobotics/posts/5351587588227375  Defender vs. Retrograde bonus fight on YouTube: https://www.facebook.com/permalink.php?story_fbid=165220219180778&id=101629572206510  Hal Rucker on RoboCast: https://www.facebook.com/BlackandBlueRobotics/posts/345791027561165  Glitch at Sacramento Bot Battles: ​​https://www.facebook.com/glitch.battlebots/posts/157127630020025  HyperShock talks Hexbugs: https://www.facebook.com/HyperShockTV/photos/a.1626817397536137/3062062224011640/  JackPot at March Mayhem: https://www.facebook.com/JackPotBattleBots/posts/454313686391661  Nelly the Ellybot art contest: https://www.facebook.com/teampunchant/posts/946542389333736  P1 has a fresh chassis: https://www.facebook.com/AberrantRobotics/posts/1154555248710161  Pardon My French auction on eBay: https://www.facebook.com/permalink.php?story_fbid=481857696976031&id=100054554135468  Shatter on Red Bull Rant podcast: https://www.facebook.com/BotsFC/posts/370173851778096 Skorpios reveals near-breach on the BattleBox: https://www.facebook.com/SkorpiosBattleBot/posts/351824050286890  Skorpios vs. Yeti post-fight recap: https://www.facebook.com/SkorpiosBattleBot/posts/351298357006126  Tombstone auction on eBay: https://www.facebook.com/TombstoneBot/posts/366572795474259 Yeti AMA on Reddit: https://www.facebook.com/YetiBattleBot/posts/498362331716958   Follow us on Facebook: facebook.com/behindthebots Rate and review us on Apple Podcasts Tell a friend about the show; we really appreciate your support!