Podcasts about Fairchild

Shelly Fairchild on Staying in the Queue, Recording at FAME, and Building an Independent CareerOn Curious Goldfish, host Jason English talks with Mississippi-born, Nashville-based singer-songwriter Shelly Fairchild about persevering through setbacks (“stay in the queue” and “buy the tree”), including losing a major label deal 20 years ago after being outed and forging an independent path since. Fairchild shares why it took a decade to make her new album, how a Kickstarter funded it, and why she recorded at FAME Studios in Muscle Shoals with producers Gary Nichols and Greg Beek, describing the studio's historic energy and an accompanying documentary shoot. She compares the new record's themes of home, loss, and identity to earlier albums, discusses songs like “End Up in Austin,” “Missin' Mississippi,” and “Struggle,” and reflects on musical theater roots, touring as a backing vocalist, and writing high-volume sync music for TV/film—including navigating AI demo tools and changing music economics.00:00 Stay in the Queue01:05 Podcast Welcome and Guest Intro01:51 Water Filter Cold Open03:34 Ten Years Between Albums05:16 Why Muscle Shoals and FAME10:26 The Magic of Muscle Shoals12:45 Themes and Storytelling Roots14:56 Finding Her Sound Over Time17:22 End Up in Austin Backstory20:00 More Songs and The Struggle23:11 Musical Theater Origins28:46 Business Lessons from Touring32:01 Stay in the Queue34:32 Whirlwind Tour Lessons35:39 Bus Driver Wakeup Call37:24 Two Decades in a Blur38:08 Making Money with Sync41:14 How Sync Writing Works44:44 AI and Demo Shortcuts47:52 Losing the Deal Coming Out51:00 Authenticity and Activism56:06 Curiosity and Distribution59:49 Tour Dates and Farewell

In this episode, we explore the life of Louisa A. Lowrie — a young missionary wife whose brief but radiant faith burned brightly for Christ. Through her own journals and letters, we see a woman of deep devotion, tender conscience, and unwavering surrender, who gave everything to the cause of the gospel even unto death.A moving testimony of holiness, missionary zeal, and wholehearted love for Christ.If you would like to learn more about Louisa A. Lowrie, consider reading Memoirs of Mrs. Louisa A. Lowrie. We would be happy to send you a copy for free! Simply send an email with your address to info@gpts.edu and request the book. Dead Presbyterians Society is a ministry of Greenville Presbyterian Theological Seminary. This time of year is a special year at the seminary; we say goodbye to our graduating class, and prepare to welcome new students. It is also the end of our fiscal year, and because of the growth of our student body, we have an increased need this year. Will you help us reach our goal? Consider supporting GPTS, and partnering with us in training the next generation of pastors. You can give online at gpts.edu/give.

We welcome friend of the podcast, Damian Fairchild back and catch up on the past 3 years.  He has gone from a face cam streamer to a Vtuber.  He has a very impressive setup and he shares his story about all of the work and inspiration that went into the change.  We talk old times and share some good memories!  Grab a drink and come join us!Follow Alex and Jeremy on Twitter for updates and feel free to interact with us.  We are all very responsive and love feedback, so hit us up!  In Bed By 9 Linktree:  https://linktr.ee/ibb9podcastIn Bed By 9 Merch:  https://inbedby9-shop.fourthwall.com/?Twitter Handles:Alex: @DiabolicTutor01 Jeremy: @jeremycunnings1In Bed By 9:  @InBedBy9PodcastTwitch Channels:Alex: https://www.twitch.tv/diabolictutor01Jeremy: https://www.twitch.tv/jeremycunningsBe sure to leave us a review on Spotify, Apple, or anywhere you get your podcasts!  Be sure to check out our merch store and pick up some cool creator gear.

NEW EPISODE ALERT! A brand‑new episode of Between the Bells is here! Host Lisa Trail visits with Black Fox Elementary Principal Tiffany Strevel to talk about the exciting things happening at the school—and some of the lessons learned this school year. Lisa also sits down with Special Education Director Angela Fairchild to discuss what goes into running a special education program and why the Special Olympics is her favorite school event each year. Watch the full episode here and learn more about the people making a difference in our schools! https://cityschools.net/

Join our Thinking Out Loud w/ Friends of SoundBroker Zoomcast show hosted by Jan Landy and his knowledgeable affable panel of friends and colleagues for an entertaining robust discussion offering opinions on anything related to a working professional life in general.Our ZoomCast isn't just a fountain of knowledge; it's also a opportunity to laugh. Think of it as therapy, but with more jokes and fewer couches. Join us and share your thoughts. Stay updated on life and world events, and enjoy multiple good chuckles along the way.

The Great private Capital Reset is upon us. Markets are volatile and driving new economic imperatives. Are VC funds still VC funds, even if they raise billions per fund? What happened to the rest of the market? What is driving VC investments? What do Limited Partners think? What is on their minds? This and more, in episode 76 of Tech Deciphered. Navigation: Intro The State of the Reset: The Hangover from the Party? LP Fatigue and VC Differentiation What Really Matters: Performance.. Returns The Mega Fund Question The Case for Smaller… Rightsized Funds What Comes Next? Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Bertrand Introduction Welcome to episode 76 of Tech Deciphered. This episode will be about the great private capital reset. As you know, or you have probably heard, there is significant structural transformation in the world of venture capital, and we are probably witnessing a fundamental reset of the private capital stack. We got a huge bubble in 2020, 2021. Fueled by near-zero interest rates. We got inflated fund size, compressed due diligence, and now a generation of zombie funds and zombie startups. Now that rates have normalized, exits have not been as much as expected. LP patience is a warning sign, and I guess the industry is being forced to confront an uncomfortable truth: most VC funds raised since 2017 might not return what their LPs expected. You know, how do we start?   Nuno This is going to be a relatively nuanced episode. Obviously, there is going to be a lot of haves and have-nots, both in terms of VC funds, also in terms of startups. And so I want to start with that. This is going to be more nuanced than all transformational and disruptive.   Bertrand It’s not the end. It’s not the end.   Nuno State of the Reset: The Hangover from the Party? It’s not the end. There’s still huge mega funds that are raising more and more. It’s clear that the music has stopped, right? So if we’re playing the game of chairs, the music has stopped. Around ’22, ’23, we started seeing the first signals that funds had raised way too much money. Firms collectively raised around $669 billion globally in 2021 alone. If we fast forward now to last year, 2025, depending on the sources, we did some internal analysis at Chameleon. We came up with $75.6 billion was raised last year by 493 funds, right? So That’s a significant drop, right, in terms of fundraising. Other sources would say a little bit more. There’s a little bit of a discussion around how much did the top 30 funds capture. If you believe some of the stats out there, they would say that actually top 30 funds captured 75% of all capital raised last year. We did again some internal analysis at Chameleon, and the conclusion we came to, it was closer to 50 to 55%. So not as dramatic as some of the sources out there, but still pretty dramatic. There’s a lot of capital concentration on the top funds. Again, the top 30 funds would’ve raised 50 to 55% of capital or up to 75% according to other sources. So definitely a tremendous amount of concentration. There was a lot more fragmentation in terms of capital raised if we’re looking at the years from 2010, 2011, all the way through 2021. So 2021 would’ve been sort of the peak of non-concentration if you look at that. And that again, now we are getting more and more concentration. There’s more and more of this arbitrage around, I’ll give money to the top funds, I will not give money to the smaller funds, or I’ll give less money to the smaller funds. There’s a little bit of a movement around concentration. We’ll talk about it later and what that means. Are mega funds really better? Are the small funds still the way to go? We’ll talk a lot about that later in today’s episode. There seems to be a little bit of a bifurcation. We could say it’s either bifurcation around top-tier VCs or larger VC funds versus smaller VC funds. My perspective is the bifurcation that we’re seeing right now is more of a bifurcation between funds that are no longer just stepped into the VC space, but they’re actually becoming more and more private equity firms with full asset management range from early stage all the way to late stage. Think of it almost like a private equity hedge fund, quasi, versus classic VC funds. And I think what we’re seeing is the Andreessen Horowitzes, the a16zs of the world, the NEAs, the Sequoia Capitals, just to name a few, becoming more and more broad asset class managers across private equity, whereas you have more classic VC happening in earlier stages. And so that’s the real bifurcation that I think is actually happening.   Bertrand And maybe not really hedge fund, because they are always still long-only funds. So there is no hedging happening, at least as far as I know.   Nuno Well, some of these guys have become RIAs, like A16z has become an RIA, so they can do secondaries.   Bertrand That’s true. Yeah.   Nuno And they can also sell stuff, etc. So I don’t know how aggressive they’re going to be in terms of secondaries and selling and actually doing other kinds of services you can do if you’re an RIA. But it’s not, I think, out of the realm of possibility that they would sort of acquire and sell stock more rapidly. In that way, to your point, Bertrand, maybe they actually become beyond just long guys, right?   Bertrand Yes. Another trend I have seen is some of the larger VC funds seems to have no problem investing in multiple competitors. This was not possible before. I mean, if you’re a VC fund, you had some sort of duty not to invest in the competitors, but now some invest OpenAI, Anthropic at the same time. Do you see that as part of this evolution?   Nuno For sure. And I think there’s a lot of people like the ostrich putting their heads below the ground and it’s like, “Eh, no, no, nothing to see here.” But that does constitute a conflict of interest. And if I’m a startup raising, this assumption that you will not invest in one of my competitors is no longer there, certainly for the mega funds, because of that notion of deployment of capital. Now, some funds will still hide under the notion, actually formally from a fund perspective, we’re not investing in competitors. It just happens that different types of our funds are investing in competitors. Like maybe my growth fund is investing in a competitor to my early stage fund, right? But our funds are relatively independent. So I think there’s a little bit of hide and seek that will go on if you talk to some of the fund managers. Well, they say, well, we’re not investing out of the same fund into these competitors. But between you and I, as we know, a lot of these partnerships actually do a lot of stuff together at the general partnership level. So are there really actual Chinese walls between the funds? Well, it really depends on the partnership. And to be honest, most of the partnerships don’t have very significant Chinese walls between the funds, right? The managing general partners sometimes actually occupy investment committee roles across different funds. So I think the conflict of interest is there. So that’s why I say there’s a little bit of ostrich behavior. Put your head behind the ground or below the ground and just pretend nothing is happening. Just sharing maybe a couple of interesting stats. Global fund closings for 2025, according to our numbers at Chameleon, 1,098 closed. In 2025. Closed is when you start deploying capital, right? Whereas— so it’s not closed down, it’s closed like we start deploying capital. And that number, 1,098, is dramatically down from 1,600 in 2024. And it’s actually the lowest number of closings that we saw since 2014. So again, this is bad, right? It means there’s less funds doing fund closings and deploying capital in the market than since 2014 and dramatically below the 2024 numbers, right? Where we already saw some market readjustments. The number of active VC firms in the US that did 2+ deals, which is not a huge bar, has dropped 38% back to numbers in 2023. So we don’t have numbers that are a little bit more up to date, but basically in 2023, those numbers are already dramatically dropped. So there’s less and less active funds. So there’s funds that might be in the market, but they’re not actually deploying that much capital, not doing that many investment. They’re sort of either zombie funds or relatively passive funds that have passed their investment period. For those listening to us, the investment period for a VC fund is normally between the first 3 to 5 years of the fund, which is when you build your portfolio, when you can invest in new companies. After that time period, everything that you do up to normally what would be year 10 is follow-ons. You put more money into the companies that you’re already invested in, that you already constructed portfolio with during those 3 to 5 years.   Bertrand Yeah, that’s a pretty scary change. And obviously, I guess we’ll come to it, but the time it takes to fully liquidate investments is getting longer and longer. In the old days, we used to talk about VC funds having a 10-year life, maybe a +1/+1 in terms of extension of the fund life. But it looks like it’s taking 16 to 18 years actually to get full liquidity from a fund investment.   Nuno LP Fatigue and VC Differentiation And I think that’s the scariest piece. I mean, just to share some numbers, we in venture capital talk about vintages, right? Which year did your fund start in? Normally when you did your first close onto the fund, as we were saying before, close is when you get all your investors at that moment in time to come in and you do your first close so the next fund starts running. 2018 vintage funds, right? This is now almost 7 years ago. So you should start having— actually 8 years ago almost at this point in time. You should start already getting distributions or you start getting cash back if you’re a limited partner and investor in those funds, you should start getting cash back. Half of all 2018 vintage funds have returned $0 to their LPs. So they’ve had no distributions to their LPs. 2020 vintage, which was a very hot vintage, only 42% have begun any distribution. So 58% have distributed $0, right? 2021, only 25% have done any distributions. Now, I happen to have a 2018 vintage fund and a 2021 fund. My 2018 fund has already distributed over 3x net of fees in distributions, and my 2021 fund’s already over 10% distributed back in distribution. So we’re very proud of that. But in general, the numbers are awful. There’s no liquidity back to LPs. And to your point, that’s kind of a big deal because some of these funds have been going on for 7, 8 years, and where’s the liquidity going to come from? On the other hand, if you look at TVPI, so DPI is distributions to paid-ins cash on cash. But if you look at TVPI, which is total value to paid-in, which also includes the book value or the value that you’re marking it on your books, basically the paper value as we call it for the company, even on that, the median 2017 fund, so 2017 vintage fund has a TVPI, total value to paid-in, of only around 1.76x, which is well below what should be, which is sort of the 2 to 3x benchmark of a really good performing fund. So the median funds are doing very, very poorly overall. So if you add that to the fact of what’s happening and distributions are taking a long time, back to your point, Bertrand, it’s taking like— this should be a 10-year asset class, maybe 11, 12 years, and now it’s looking a little bit like a 15, to 18-year asset class, which is not what most limited partners sign up for. Part of this dynamic, I think, is that we’ve had tremendously overvalued private companies over the last few years, right? Secondly, these companies have just stayed private longer. And I was having a discussion recently with a friend of mine, it’s like, hey, what’s this thing about companies are staying private much longer? Is there some dynamic around secondaries? And the reality is there is a dynamic around secondaries, right? Because if I’m a very large fund and I can get away with doing secondaries on my portfolio, I will get liquidity at some point, right? But someone else is stuck with private stock, which hopefully will IPO, but who knows, right? And so there’s this funny dynamic right now of because of secondaries, because of a couple of other things that are happening in the market, actually a lot of these startups are staying private for tremendous amounts of times, and some of them will IPO and they’ll be huge deals. Some of them might not and might not warrant the latest private valuations that they’ve exercised. And so there’s this tremendous noise that we’re seeing in the mid to late funnel of privately held companies where some are just waiting to be public. Some of them might not be able to go public at anything that is an up round versus private valuations that they’ve had in previous moments and in previous rounds.   Bertrand And obviously the 2 to 3x returns that funds are targeting, and obviously more 3x than 2x, I mean, that was good and nice if it’s a 10-year fund, but if it’s the same 3x for 15 to 18 years, it’s not at all the same rate of return annualized. So it’s a really, really, really big issue if you keep the return the same, but you extend the duration of the fund. Concerning going IPO, there is a lot of complexity going public, the IPO process itself, but also after that when you’re a public company. It changed how you can run the business. Some would argue that we have had an issue with more companies delisting than companies listing on the public market. So I think there might be also separate issues about the efficiency of the public market and maybe a need for change. We went very strongly in one direction for the public market, have post and run, but was it really ultimately the right thing to do? I’m actually not so sure.   Nuno Yeah, I mean, just to be clear, this is anecdotal, but when we tell prospective LPs at Chameleon about our returns, the last few funds, 2018, 2021, the first reaction is, “You must be lying, right? Surely you can’t have distributions already for 2021,” et cetera, et cetera. So clearly there’s almost a state of disbelief right now from limited partners. And liquidity does matter. So clearly you have to move forward. So how did we get to this point where we had this bubble 2021 all around that time space and now things don’t look so good. Well, the macro conditions have changed dramatically. I mean, rates when they were near zero, safer assets yield nothing or yield nothing. So basically you had to push capital into longer duration risk assets like venture capital. And so you had to push it. So the opportunity cost of capital also has fundamentally shifted. Obviously a 3x VC return in 15 years over 10 actually competes very poorly against 5% annual credit returns over several years. So there’s been a readjustment of stuff. And then the public equities in particular, the tech public equities have had a lot of volatility, but some of them have done extremely well, right? Chipsets, things like NVIDIA, the Amazons of the world, Alphabets, et cetera, et cetera. They’ve done very, very well. So why would I invest in a long-term illiquid asset that takes now longer to give me money back, and in some case doesn’t give me back, if I can invest just in public equities, and a variety of other things. The venture debt costs have increased dramatically. The burn rates that were sustainable back in the day with sort of the addition of venture debt, private credit, et cetera, now are overblown at this moment in time. At the end of the day, there’s been a lot of movements also overall in the pipeline in terms of valuations, et cetera, et cetera. Now, I would put a grain of salt into all the numbers I just told you. There still is a little bit of the haves and have-nots in startup land. Certainly in early stage where if you’re a hot AI company, you can get away with raising a Series C or $480 million. This is actually a true story. Series C, right? Not Series C, a $480 million at $4 billion pre-money valuation. Whereas if you are maybe in a space that’s less hot, you’ll have more difficulty in raising money at this point in time, might not be able to even raise a Series C, right? So there’s a little bit of the haves and have-nots happening on the VC side in early stage that has been really amplified by the macro regime and where we’re at, which is actively zero-rate era is done and now the new regime is quite different. And so I can get better returns by doing something else.   Bertrand Kind of makes sense. I mean, if you have some ways the SaaSpocalypse in the public market because there is that fear that AI is going to completely change the game for especially for the more typical software companies. Good luck raising private money to quote unquote just build traditional software companies. You cannot expect a warm embrace from the private market if the public markets are completely destroying that category. I’m not saying that this is there forever, uh, things might change over time, but for sure what’s happening on the public markets always have a very strong impact on the private market.   Nuno Indeed. So what’s happening in this relationship between limited partners and VCs, the general partners? Again, limited partners are the people that give venture capital firms and venture capital funds their capital to actually deploy. And they are a variety of different players, right? Could be endowments, like university endowments, pension funds, family offices, very high net worth individuals, fund of funds, et cetera, et cetera. I mean, in particular, if you look at the institutional investors, the endowments, the pension funds, the fund of funds, they have allocations that they do to different asset classes typically. And the feedback that we’ve received from the market is they are increasingly frustrated with what’s happening in terms of distributions. They’re not getting capital back. It’s like, I gave you capital 8 years ago, 9 years ago, 2017, 2018 vintages, and I’m not getting any capital back. So what the hell’s happening? On paper, it looks maybe the fund’s doing okay or it’s doing great in some cases, but where’s my money? And so that creates a little bit of wait-and-see kind of game on portfolio allocation. As we’re thinking through their re-ups, putting more capital into funds that they’re already actually put capital or putting in capital into new slots, into new fund managers that they want to put money into. They’re like, well, let’s wait and see. I want to get my money back or get some money back first before I redeploy it. Again, this is a little bit the haves and have-nots because we’ve seen, for example, a couple of top-end LPs in terms of returns that have a little bit the opposite problem, right? Because they are into funds that are performing extremely well. They actually are over that period and they want to actually redeploy. But to be honest, the average in the industry right now is a wait-and-see game. It’s like, I want to wait and see, which leads to what can only be characterized— I was hearing someone the other day, one of the top advisors in the LP community, saying this is the worst fundraising environment ever for venture capital. Not the last 20 years, 30 years, like ever, right? Since this became an asset class more institutionally in the late ’60s, early ’70s, Pulse Robo 2 as it was created, this is the worst fundraising environment ever. Oh, wow.   Bertrand And concerning TVPI, let’s not forget that typically it’s not mark-to-market. So the metrics in terms of TVPI, correct me if I’m wrong, you know, but the metrics in TVPI are based on typically the last fundraise. So if the valuation went down but there was no additional fundraise, we wouldn’t know by looking at the TVPI metrics. It will only be updated if there is a new Financing, equity financing, or an exit.   Nuno Yeah, normally most funds act like that. Some funds are a little bit more aggressive and do do mark-to-market, but normally funds would be conservative and say, hey, I’m being conservative, it’s whatever is the last known valuation of the company. And if there wasn’t a priced round, it’s a little bit more obscure than that, right, Bertrand? Because it might actually be the company has raised money on a note, or either convertible note or a SAFE note, and that wouldn’t count as a priced round. So I would say actually, even if it was a cap that’s below with a significant discount, I won’t recognize the assets as a down round. I won’t recognize the asset with a lower valuation because formally it wasn’t a price round. So it’s on the one hand conservative, on the other hand, it’s only relating to price rounds or exits to your point. So it’s sort of, you can be like, hmm, well, we opt to do that because we think it’s actually the most conservative route. Mark-to-market is extremely difficult to do. And who would do the mark-to-market for you, right? It’s like it’s some valuation firm, et cetera.   Bertrand I’m not saying a mark-to-market is easy, but I’m not sure I would call using the last valuation something conservative in the context that most startups will fail. So it’s not clear.   Nuno Well, in some cases it is, some cases it’s not, right? Depends on the startup situation, to be honest. Yeah, yeah.   Bertrand But yeah, at least that’s how it’s done. So for instance, to evaluate the impact of the SaaS apocalypse, it’s tough to know. We will have on the private market. I mean, we will see that in a few quarters. Because if companies still exist in that environment, if they still do additional truly price rounds after that, that’s when I will start to know.   Nuno I mean, just to share a little bit more data, like VC fund close time stretched to 15 months. Basically, it’s just taking a long time to raise money. It’s taking a long time to do your first close, get your fund running. When entrepreneurs complain to me that their fundraising is difficult, I always say, you have no clue how difficult it is compared to ours. First-time funds have collapsed. We had some numbers that only 77 first-time funds actually closed. I assume this is in 2025 versus 215 in 2023. So that’s a huge number. We did some internal analysis on our side and we did some analysis that emerging fund managers, emerging fund managers are normally people that are in their first one or two funds. Basically emerging fund managers gained some ground until 2017. Reaching by then a slice that was 63.7% of all capital raised in 2017. But since then, the capital deployed to emerging managers has been largely reduced to actually 24.2%, right? So it’s gone from 63.7% in 2017 to 24.2%. So this has been a culling of sorts on emerging managers and almost like a slaughterhouse of emerging managers. Compared to previous situations, which is obviously incredibly concerning if you’re an emerging manager starting your VC firm, et cetera, et cetera. So really tremendously problematic for those. We think capital’s not leaving VC. I think we see a lot of the institutionals saying— there’s some numbers as high as 33% of institutional investors plan to invest more in venture in the next 12 months. So I don’t think capital’s leaving VC. I think it’s really concentrating. We’ll come back to the concentration issue later in the episode. And part of that concentration comes from a topic that has been widely spoken in venture capital recently, which is differentiation. How do you differentiate in venture capital if you’re talking to a limited partner, right? How does my firm differentiate versus the firm next to mine? And that’s incredibly, incredibly challenging. Bertrand, what are your thoughts on that?   Bertrand Differentiation is always a question. I mean, if you’re an entrepreneur, Typically, you think fully about the best possible partner for your stage and for your type of business model. You want a VC who understands fully your business model, because if they don’t, then it’s going to be troubled down the line. But that’s true that another piece of the puzzle is that the best VCs help you get more visibility in terms of achieving potential customer deals, in terms of attracting the best talent. And that’s where VCs’ brand names can help. If you can say you have backing by some of the top, most visible names in the industry, and usually these are the mega funds because others have trouble to be as visible, then they have some sort of unfair advantage compared to others. So I can see that there is some level of concentration happening naturally, especially in the later stage from Series B onwards.   Nuno What Really Matters: Performance… Returns Yeah, I mean, we did some analysis internally about What are the top funds that invested in the top performing companies in early stage, Series C, Series A? And we looked at it by size of fund and the top performing normally are funds below $100 million, but in some cases very closely followed by funds between $100 and $500 million. And actually funds above $500 million, so $500 million to $1 billion and then $1 billion and above are actually tremendously underperforming. So this notion of the industry that says, well, the mega funds still see The top investments early on, because they still deploy in Series C and Series A opportunistically, in some cases even spray and pray if they have their own incubation and acceleration programs, is not true. Actually, we verified that over the last 12 to 13 years. It is not 12 to 13 years in vintage, right? So up to a 2021 vintage fund. So we went basically 12, 13 years back from there. And it’s not true. Actually, the most performing are 0 to 100 and then 100 to 500. And as I said, there’s 100 to 500 in a couple of years actually are a little bit better. Than the $0 to $100 million ones. So that’s the first thing that’s a conclusion. And actually, that’s not shocking. If we remember back in the day, Kleiner Perkins used to raise funds up to $600 million, Benchmark raised their $425 million funds. It seems like the sweet spot for a VC fund would be around $500 million at the top end, like maximum. And now somehow people are saying, well, I’m raising a $3 billion VC fund. It’s like, well, it can’t be a VC fund. The return profile is totally different, right? You can’t deploy that capital just based on early stage investing. And by the way, you’re not seeing the guys at early stage, all that you’re seeing, you’re going to make your returns in mid to late stage, right? Back to what we said at the beginning of the episode. So there’s a little bit of the haves and have-nots there. The big guys are raising more and more money, but they’re no longer venture capital. And I think limited partners that are a little bit more evolved, that are a little bit more conscious of this, that have been in the market longer, are realizing that shift. So it’s like if they want to have the alpha of venture capital, they need to deploy to the sub-$100 million funds or the sub-$500 million funds, right? That’s where they need to actually focus their VC capital. They can still deploy to mega funds, but they’re deploying to a different asset class. They’re deploying to a private equity, mid to late stage asset class, which looks maybe a little bit more like a growth fund or something like that. The second part of differentiation is the honest truth is most VC funds are like, I have proprietary network access, right? I’m ex-Stripe or I’m ex-Google or I’m ex-Facebook or whatever, and I have access to that. I mean, we know proprietary networks from that standpoint are no longer true. The whole thing that created Silicon Valley back in the ’70s of what I used to call the country club deals where there were a few people coming out of the big companies, the Fairchilds of the world, later on the Intels of the world, et cetera, et cetera, that made some money along the way that sort of bootstrapped their next companies, were well-known quantity to the existing VCs and raised money relatively easy on ideas, that doesn’t work anymore. Someone was telling me the other day one interesting thing that I wasn’t quite aware of, a lot of it had to do with the NDAs. I don’t know if you knew this, Bertrand, but like the fact that in California, it was sort of the Silicon Valley community sort of imposed this, we don’t sign NDAs thing and Boston continued signing it. And this whole NDA enforcement issue and non-compete, actually not the NDA thing, but more strongly that California did not enforce non-competes. I could leave Fairchild and start a company that magically was doing something that could be considered competitive to Fairchild. And that was sort of part of the acceleration actually of venture capital in California versus, for example, Boston, which was sort of hand in hand at the beginning.   Bertrand Yeah, I mean, I’m a big, big believer in California success coming from not enforcing or banning non-compete agreements. I think it’s a key part of the game. If you lock people into not doing something similar in the next 6 months to 24 months. And the industry has always been moving fast. So this is a significant time where you are blocked to do something very similar. I think it was really an issue. So I think it’s a key part of the game and it has been there. I don’t know how it started, but I think that non-enforcement of non-compete has been a key part of the success of California. I’m actually pleased to say that Washington State is going in the same direction. They are just signing a non-compete ban. And you might remember that at the federal level, I think in 2024, there was also a ban that was put in place to ban non-compete, but this has been reversed by the courts. So this is not there anymore. So that’s why we see a state like Washington State putting their own ban, and we might see more state by state moving in that direction. I think it was not helping at all, this non-compete. I mean, there is obviously stuff that needs to be done, like you cannot steal secrets, you cannot steal IP.   Nuno Yeah.   Bertrand Even stealing employees, there should be some restraints. We need to find the right balance, but you have to be careful there. That was key for the success of California, and I’m glad to see that this is a trend that’s going to go beyond California. And I hope most states will have a ban on non-compete.   Nuno Maybe just to close on the differentiation process, two things. One, I think there’s this notion When you talk to some LPs, that seems to be a little bit ingrained, some LPs that prefer specialized funds. We’ve also done some significant analysis internally and have talked to a couple of datasets other than our own, or people that own datasets other than our own, and the feedback has actually been not so fast. Actually, generalist funds over time cannot perform specialist funds. There seems to be a little bit of a sweet spot around generalist funds. We like to call ourselves multi-specialized at Chameleon, but ultimately from the perspective of specialized versus Generalist funds, the picture’s not as clear as specialized funds outperform generalists or generalists outperform specialized. We’ve seen there are pockets where actually generalists outperform specialized, in other pockets where specialized of a certain size can outperform generalists. So that’s one topic on differentiation that is a little bit broader. And then the final topic on differentiation, it’s really an industry that hasn’t innovated dramatically on where it creates the most value, which is really the picking stage, right? So it’s having great deal flow, very optimal, productive, efficient due diligence with very few resources and the ability to then get into those deals. That’s where most of the value is created. And then hopefully liquidating the asset if there’s an opportunity to do so at the right time, either through secondary trade sales or an IPO or something else. And what we’ve seen is the industry has innovated very little. I mean, the only thing I could point out in terms of core innovation at the top of the funnel has been the creation of the mega funds, the well-known funds, right? Like a16z, Union Square Ventures, et cetera, et cetera. But there needs to be more innovation on that cycle. And that’s why we certainly at Chameleon believe that the future is to have quant and AI-native VC firms that develop their own tooling, their own platforms. We have Mantis in our case that allow you to have this unfair advantage in how you source deals and how you do due diligence, how you get into the deals, et cetera, and how you take it to the next level. And we think that’s the beginning of the next stage is that the industry becomes more tech-enabled, shockingly enough, an industry that has made all its returns on tech or almost all of its returns on tech. That we need to be more tech-enabled ourselves. But I think the writing is on the wall there, and that will be a source of differentiation certainly over the next 3 to 5 years.   Bertrand One thing the industry has innovated somewhat and maybe could innovate even more is providing liquidity beyond trade sale and an IPO, because it’s clear that if VCs want more liquidity without waiting 18 years, you need that liquidity at different stage, not just when it’s time to do an exit, a full exit for the business. And for employees as well. I mean, it’s one thing to stay for a company for 4 years, which is your typical vesting. Maybe you extend that to 6 years, to 8 years, you have a great time at the company. But to think that maybe you have to stick around for 15 to 20 years in order to get liquidity on your stock options. I mean, that’s too much to ask for most people. I mean, people have a life, they have other things to do, other plans, they might want to move, they come at a different stage of life. So you need to provide them liquidity. The new game is we are not going to exit until 15 to 20 years, else it’s truly unfair. It’s not just unfair, but people will say, you know what, I’m going to go across the street, go work for Amazon or Google. I will have RSUs at best regularly that are liquid, and why bother? I mean, we need to find pathways to liquidity for both investors but also employees. There has been a change in that direction, but I think we need more of this change, and maybe not just reserved for the absolute biggest, most successful companies like OpenAI or SpaceX, but also us as well. Hopefully we can find a way.   Nuno Well, now we have these AI companies that actually grow so fast that they will IPO in one year. Now, isn’t that what’s going to happen? They raise They raised $500 million in Series C or $1.4 billion in Series C, and they’re going to IPO in 2 years. No? Is that not the new reality? I’m being facetious.   Bertrand At the same time, I mean, there are rumors that some of them are going to IPO this year. I mean, we talk about OpenAI, about Anthropic. I mean, OpenAI is quite old, but Anthropic is a relatively new business, quote unquote. So I think it’s a good time.   Nuno The Mega Fund Question So maybe it will be true after all. Moving to the next section, are mega funds still venture capital, Bertrand? Are they still venture capital funds?   Bertrand Yeah, I guess venture capital is a term that can encompass from small to very big funds. I truly don’t know. I mean, once you reach a growth stage, are you truly a VC fund? I don’t know. I think some of these definitions are kind of arbitrary from my perspective. What is clear is that you as a business need different providers of capital. And as we just discussed, you as a business, probably need to keep going and stay private for longer. One reason being, again, there is a tremendous cost to being a public company. There are some true strategic disadvantages. And at the same time, just practically, I mean, you need to get bigger and bigger in order to have a chance of a successful IPO. So you cannot just go IPO at a $500 million valuation. I mean, that’s like committing suicide, at least in the US market on NASDAQ. So my point is, you truly have no choice. You need to extend and If you need to extend, then you need to have capital providers that are there at later stage and therefore have more money. Is it still true venture capital? Is it true venture? I don’t know. At some point, it makes sense that from the startups to the capital providers, everyone adjusts to a reality where the life cycle is getting longer.   Nuno We don’t think it is. We don’t think mega funds are venture capital. We have actually some data that shows that they’re not in terms of actual returns. The alphas you can generate, the IRR that you can generate is actually not comparable. We did some analysis again with some of our datasets and from 2012 to 2022, so that’s the datasets that we used so that we had actual distributions and stuff we could take into account and so on and so forth. And looking at IRR, just to share some numbers in terms of IRR over those 10 years on sub-$100 million funds versus above $1 billion funds, the differences are incredibly stark. And this is true for global and US IRR, right? So just to quote some numbers in terms of average, sub-$100 million funds, global IRR of 22.9%, US IRR of 21.6% versus above $1 billion, 9.1% and 9.0%. Median IRR, if we just looked at median, 7.3% and 16.6% for sub-$100 million funds, 7.5% and 8.1% above $1 billion. Top quartile IRR, sub-$100 million, 31% versus 30.4% US IRR. And then above $1 billion funds, 14.7%, 15.5%. So it’s very clear if you sort of cut this in different ways, averages, medians, top quartiles, et cetera, over all these years that sub-$100 million funds are in a very different asset class than above $1 billion funds. They’re in different alpha that you can generate and so on and so forth. Now to the point you made, Bertrand, I don’t fully disagree with the point you made of the bigger funds should become bigger. I just think they’re becoming different things. Now, again, some of these funds will hide under the facts like, well, wait a second, we have all these assets under management, but they’re over different funds. Sequoia, we’re still raising small early-stage funds, $500, $600 million funds. And then we have larger funds for growth, et cetera, et cetera. Andreessen Horowitz, a little bit less clear what they’re actually doing. We heard that they’ve raised $15 billion across funds. I’m not sure if that’s the exact number at the end of the day. But the point is, if I’m a multi-asset class manager, like early growth, et cetera, et cetera, then it still applies what Nunu is saying. I’m still going after the $500 million, $600 million early-stage funds. Well, not so fast, right? Because you still have all this capital with managing general partners that are maybe across funds for which their incentives in particular, both carry and management fees are coming from the larger funds. Et cetera, et cetera. So there’s necessarily conflicts of interest. In many cases, the funds are just straight up big, right? And so they are above a billion. And so I don’t think a lot of these guys are in early-stage investing anymore, right? It may appear that they are, but I don’t think that’s where the returns necessarily are going to come from. And so if you are a limited partner, if you’re looking at your asset class allocation, again, you’re absolutely free to put money into mega funds because that’s the kind of asset class you want to play in. In terms of a blended private equity asset class that has a little bit of growth, a little bit of whatever, or actually a lot of growth, a lot of late stage, and maybe a little bit of early stage. And I want something that’s a little bit more blended, right? But if I still want the alpha venture capital, I need to deploy to funds that are early stage, right? And that’s like up to $100 million, up to $500 million. I think that’s my two cents on that topic. We see crossover things coming around, like guys who do both public and private markets. Again, that starts feeling a bit like a hedge fund. A lot of these funds have also become RAs, as we discussed earlier. So I feel the writing’s on the wall. The mega funds are going more and more after either some mechanism of edging or a mechanism that’s a little bit more blended in terms of private equity than classic venture capital.   Bertrand Yes, I think a few things. One, if you’re an LP, I can imagine that dealing with multiple $100 million funds might be more difficult. You, you need to know the partners, you need to have some background, uh, visibility. You need potentially to change regularly of VC investments. So I can see some level of simplicity if you just focus on the bigger ones, especially if you have a lot of assets you have to put to work. Another piece of the puzzle, I would guess that the bigger funds are able to return money faster because they are at later stage of the cycle. So instead of that 15 to 18 years, maybe they are more in a 5 to 10 year range, while the smaller funds being there more early might be the one who are taking longer to deliver. So I can see that Yes, there is an IRR picture, but there is also time to liquidity that is not the same. So that can probably also influence. And in terms of crossover PE hybrid model, I mean, for sure we have seen some of the public equity investors doing crossover, meaning going into private equity firms like Coatue, like Tiger Global and others. And for companies that are preparing for IPO, there is a lot of value to work with these firms because they have very good visibility and understanding of the public markets. And their presence in the cap table is also a sign of quality, typically for public market investors. So there is a lot of value and logic for them to be there on both sides of the puzzle. But again, the fact that firms keep delaying IPOs, that the market is not so much startup-friendly, makes this model a bit more difficult. But personally, I think there is value there.   Nuno Yeah, I think on the mega fund, just so that I’m not boo-booing everything, I mean, but there’s definitely angles in terms of the asset class that make a lot of sense. And there’s the scalability of the model. The ability to go after Series B, Series C, as well as mid-stage, as well as late-stage, even secondaries over time, to your point, in some cases even public equities. And that level of skill I think matters. We’ve also seen, as we’ve known, we won’t mention any brands, but people will know who they are, that late-stage hedge funds and investors, even if they’ve done okay-ish in growth in private equity, don’t necessarily do well in venture. So it’s clearly a very different asset class, right? So once you start getting venture teams together, The returns are not quite the same. Actually, sometimes they’re not even quite the same as the growth investments. So clearly they’re very good at the growth side, but not so good in early stage. But definitely there is a case for it. The Case for Smaller…Rightsized Funds But if we switch gears maybe to the small, or I would call right-sized funds, maybe just to quote a couple of numbers and then open up the discussion. Small funds do seem to outperform larger funds. There’s a lot of data in the market that shows some of that dynamic outperformance frequency. All the Very historical numbers from Cambridge Associates from 1981 to 2010. 19 out of 30 vintages were won by sub-$150 million funds. We did our own analysis as I was sharing before. Funds between $0 and $100 won most years between around 2010 and 2021. And the years that they didn’t outperform in terms of investing in the top-performing companies in early-stage Series C, Series A, they were outperformed by the $100 to $500 million funds. The $500 to $1 billion funds and $1 billion or above were never even in the same league in terms of performance, of having identified those top performers in terms of quantity over those early-stage investments. Top 10 funds by vintage, 2004 to 2006, 2016 numbers. Top 10 funds, 73% were sub-$100 million. 2004 to 2016, top 10 funds by vintage, 73% of those were sub-$100 million. So there seems to be a little bit of a case that actually smaller funds, sub-$100 million, sub-$500 million in some cases, are outperforming the larger funds over time. Now, these funds are complex in and of itself. The positive of it is small fund GPs like myself, we are deeply invested in our own funds. We’re not there to just make management fee monies. I mean, we’re not making $1 million, $2 million a year in management fees of salary ourselves, like some of the larger funds. So we are there to really get the carry and be less focused on management fees. And so I think there’s a little bit of alignment around that and really taking that kind of perspective on portfolio construction and liquidation, being also more aggressive on the individual time that we spend with our startups. On the negative side, obviously a lot of these smaller funds, not the case of Chameleon, but others out there are single GPs, very little teams or very small teams. And so it’s sometimes difficult to actually do a lot for portfolio companies as well. And this is where the mega funds, for example, a16z notably would say, hey, we have 600+ people that can support you, right? On market development, business development, communications, talent recruiting, all this stuff. Question mark whether that’s the right way to do it in terms of operating model, if technology is not a better way of supplying that value back to your portfolio companies, or if there’s no better way of doing it. But still, that’s one of the appeals of actually dealing with a larger mega fund if you’re a startup, right? That they will have the resources, also the financial resources to put more capital in you. But also, again, if there’s entrepreneurs listening to this right now, and hopefully there are, it’s a two-edged sword, right? Because if you have Andreessen Horowitz putting money in you, or NEA, or General Catalyst, or whatever, putting money in you on a Series C and then not doubling down on the Series A or the Series B, there will be questions, right? Because like they have the capital, they have other funds, so why the hell are they not putting more money in? Um, so, so it’s a little bit of a two-edged sword.   Bertrand Yeah, I think that one is a pretty big one. And on top of it, as we discussed, some of these big firms have multiple funds managed technically by different teams. So you might have convinced the early-stage teams, they have investors, they’re happy, but you don’t convince the growth-stage firm. As you say, it might raise questions because people might think that there is some communication between the early-stage team and the growth-stage team. So why the heck are they not deciding to invest? And as we also discussed, even worse possible situation, what happens if the growth-stage team has invested in your competitor? It’s even more trouble. So I think trying to understand how firms behave, what’s the reputation of the firm, what’s the reputation of the partner you are working with, I mean, can have tremendous importance and impact. When it’s time for you to work with a firm.   Nuno Indeed. I mean, at the end of the day, we still believe that the smaller fund— we at Chameleon discuss the notion that our limit should be $500 million per fund, right? And that’s the logic of it. We think that model is the model that works well in venture capital. We do recognize, as I said before, why mega funds keep raising more and more money, right? It becomes a harm’s race at that end of the market. As I said, probably a slightly different asset class, or if not a significantly different asset class as well. So seeing a little bit both sides of the market, I mean, we often compete with the mega funds, but honestly, a lot of the mega funds are kind to us and they let us in. And this whole notion of elbows out, we haven’t felt it that much in the market. And people see our value at the table. And in many cases, I, I do see the larger funds more and more seeing the value of smaller funds coming in on the same rounds and even in some cases co-leading early stage rounds like Series C. So it’s not like elbows are out everywhere across the board. So I don’t mean to say this is like an all-out war between small funds and big funds and the small funds need to win or the big funds need to win. I think actually there’s a lot of potential for coexistence. My point is more that the asset classes and the returns are quite different over time, and that’s how I would think through it. And if you’re an entrepreneur, you should think about that as well, right? What are the implications of taking money from certain funds versus others in terms of the expected returns, expected time allocated to you? For example, if you’re not doing very well as a as a company, right? Will the big funds spend the same amount of energy on you if you’re not doing great and all of that? So it’s a little bit sort of a beware, open your eyes, both for limited partners and for startups. What do you actually want, right? What do you want from your VC firm if you’re a startup? And what do you want from your VC firm if you’re an LP?   Bertrand I must say, as an entrepreneur, uh, a board member, I have seen some situations where the bigger funds are actually trying sometimes to elbow out the existing investors. Like, uh, we have that much money to put to work, we cannot do less. And you’re like, yeah, but I don’t need that much money. And then they’re like, okay, just don’t let your existing investors do their pro rata. I don’t think it’s great because an entrepreneur, if your investors, your VCs, trusted you earlier stage when it’s more risky, and when it’s becoming less risky, you don’t give them the right to their pro rata because you have to let this big guy come in. That’s not great. Or even if there is not this pro rata issue, when an investor tries to put more money to work than it’s really necessary, it’s also not a good idea as an entrepreneur to take more capital than you could use. It will dilute you more, it will set higher expectations in terms of valuation, it will push you to use that capital faster than maybe would be reasonable. So I think that’s something you want to be careful with the bigger funds. So don’t talk to funds that are in some ways beyond your stage and try to make it work in that context. Or don’t accept to have your strategy change dramatically for no good reason by funds that just want to put too much money to work in your business. And that for me is surprising because it should also be in their best interest not to invest in businesses that are not ready to accept that much capital. But as we have seen, there were in the past some funds that believe that capital is a moat. Was a good idea. So hopefully, I guess we’re a bit behind that. But yeah, I would say entrepreneurs, be careful, find partners that are the right partners for you at your current stage. Sometimes some big names look great, but at the same time, if it comes with a lot of issues, from too much capital to also taking the risk that these partners don’t understand the stage of the business you are in or your industry, Just be careful. There is a lot of value to have firms that are very focused on your stage, on your industry, are finely attuned to that situation.   Nuno What Comes Next? Maybe to end in terms of sections, what comes next? And maybe we can come up with some predictions that are a little bit provocative on what’s going to happen to the market. You, if you’re listening to us, feel free to interact with us on LinkedIn, on X. If you have our email address, shoot us an email as well. We’d love to hear from you if you think these are the right predictions or if we’re totally off. Maybe I’ll throw in the first one, Bertrand, and we’ll go one by one. So we’ll each put one at the table and see where we head. My first one is that we’ll have a huge culling of VC investors. We had this rapid expansion of the VC asset class with arguably at least tens of thousands of firms globally, maybe even over 10,000 in the US. I think we’ll have a culling and the culling will continue and we’ll have several firms sort of getting eliminated over the next couple of years that will have either because they’re having tremendous difficulty doing their first close in their next fund, or the returns are not there, or it’s a firm that has done 3, 4 funds, but for some reason the returns have just gone out of whack in the last few years during the bull years. And so therefore, actually they can’t justify to raise more funds out there. So I predict there will be a significant elimination of active firms in the next at least 2 to 3 years. So maybe by 2028, and we’ll be below, I don’t know, 30% of number of active firms that we are today. The other side of it is I do think if we look beyond that, 2029, 2030, and so on, we’ll have the reemergence of not micro funds, but nano funds where people will start deploying capital very, very early and writing small angel checks, but doing it in a way that it’s sort of not this cottage industry that we’ve had of angel investors. So I think angel investment will be disrupted by people that will use more and more of the AI toolification out there to actually manage their portfolios of 10, 15, 5K investments in a way that is a lot more professional, creating sort of an advent of nano funds.   Bertrand Yeah, makes sense. On my side, in terms of prediction, I think there is a possibility that the mega fund model keeps expanding and looks more similar over time to some PE models. So do we have the top 10 VC firms that look more like a Blackstone than a Kleiner Perkins or Sequoia used to be? That for me will be an interesting question and development. I think that there is some possibility that it keeps going in that direction. A lot of incentives are pushing things that way.   Nuno My next prediction is that DPI, distributions to paid-in cash on cash, just cash back, will become essential for limited partners. I think TVPI, total value to paid-in, that also has in there, as we just said, paper valuations. There’s a lot of disbelief now around the TVPI metric if there isn’t distributions going alongside it. For those who, again, don’t know what TVPI is, it’s total value paid in, but it also includes DPI. So it’s cash on cash component plus a remaining valuation to paid in, an RVPI. And the problem is the RVPI really, in reality, it’s that kind of on-paper valuation that never gets attributed. I think LPs, they’ve seen the writing on the wall and they’re like, dude, just show me your DPI numbers. I don’t care about TVPI. Some LPs will still ask about TVPI just to make sure that the rest is sort of looking in order. Like, show me the money, show me the cash. Actually, it’s not money, show me the cash, right? I want money back.   Bertrand But that’s an issue. I mean, if you’re supposed to raise financing every 3 or 4 years, good luck getting DPI to show for that. So you need to be at least on your third fund in order to be able to show DPI, I guess.   Nuno I mean, my corollary to that, Bertrand, is if you allow me just to have a corollary kind of prediction, is that we’ll see certainly for funds like $50 million and above, $100 million, $200 million, et cetera, even increased concentration, right? I really need to have anchors that believe in me over time. And we might start having, again, the advent— we had it some decades ago, the advent of cap table kind of VCs, right? Like Sutter Hill Ventures, right? Where they’re not really raising funds anymore. And so we might have the advent of that, that we’ll have structures that are created that have more permanent capital allocated to them, or at the very least more concentrated capital by very few players.   Bertrand Interesting. Me on my side, as I shared before, I believe secondaries are, are important and here to stay. Um, in the past, some could argue, is it a distress signal or something? I, I don’t think it’s true anymore. In a world where your average startup might take 15 to 18 years to exit through M&A or IPO, we need to have other options. For funds, for employees, they cannot be expected to stick around for so long and have no liquidity. I mean, it’s just pure madness. It’s just bad alignment at some point to do that. So I think secondaries are becoming the third liquidity pathway for VCs, for employees, and it should be more and more a key part of the game, a key infrastructure in the VC/startups tech industry.   Nuno I mean, on specialized versus generalist funds, I believe we’ll continue seeing the coexistence of those two models where the specialized funds will in many pockets actually outperform generalist funds, but where we’ll continue seeing that the large franchises, the tier one franchises will likely be generalist funds. I mean, we just saw it in the cycle. The AI cycle went upon us. We had a 2021 fund. We could easily adapt and go into AI and figure out that AI was growing very fast. I mean, if you have an ultra-specialized fund and that’s your remit and that’s the only thing you can invest on, very difficult to change even during our investment period. I will put a caveat on that. We don’t call, for example, ourselves at Chameleon generalist. We call ourselves multi-specialized because our scoring models for the verticals that we track are specialized within Mantis. Because the partnership is specialized, we all focus on different areas. And because we have the Kin network that allows us to tap into that level of expertise, Again, I think the world will be specialized coexistence. Some pockets specialized will do very well, certainly on the smaller fund size, but the big franchises will likely look a little bit more generalist. And as I said, multi-specialized from our perspective is the future. We’ll start seeing more and more funds that are multi-specialized like ourselves. Do you want to talk about AI and how it’ll distort the metrics? No.   Bertrand Yes. I think AI is an exciting moment in the tech industry. It feels in some ways that the same way we had a big distortion coming with COVID and work from home in 2020, 2021. 2021, where suddenly everyone and their mother will build a SaaS company or invest in a SaaS company. AI feels a bit of the same. I mean, to be clear, I truly believe it’s deserved. I mean, we are facing a dramatic shift in how computing is being done in terms of value you can get from software. So at the same time, AI will probably distort this matrix for a long time. We clearly see a split where investments are going, in what startups are being created. So I think, yeah, we will see some distortion. And we know that maybe 50% of all deal value is going to AI in 2025. We have seen single rounds reaching 40 billion, like to OpenAI. We have seen, as you discussed, some seed stage investment of 400 million. So AI investing and AI startups are definitely a beast on their own. And will distort VC metrics for a long time. And we might need two sets of metrics in parallel, you know, AI versus everything else. So that would be an interesting bifurcation in the industry in some ways. I would say it’s fair to separate AI versus non-AI. We reach a point where it’s two different beasts.   Nuno Conclusion So in conclusion, AI has changed the world and it’s changing VC as well, as we discussed earlier in the episode. We have a tremendous momentous occasion for the asset class where venture capital is really bifurcating into very large funds, which no longer are in venture capital or seemingly may be distributed between different asset classes, and the smaller funds, sub-$500 million and sub-$100 million, that keep having the better returns, but also with much smaller scale. We’re seeing a culling of the industry where the industry is definitely getting smaller and smaller and more concentrated at both ends, number of VC firms, as well as a number of limited partners per fund and the interest that some of these limited partners have of being more and more concentrated in their own portfolio allocations. And last but not the least, the discussion around specialized versus generalist, where it seems like there’s some clear winners on some asset classes, on some sizes, in some industries, but on others, there’s other kinds of winners. And so maybe the future is multi-specialized, as I framed at the end. Thank you so much for listening. If you want to check us out and if you want to comment, feel free to send us messages on X, LinkedIn, to both myself and Bertrand, as well as send us an email. Thank you so much, Bertrand.   Bertrand Thank you, Nuno.

Some compressors compress. The Fairchild walks into the room wearing a velvet jacket and makes everything sound like it has a record deal. This week, Chris and Jody take on the Fairchild compressor, one of the most loved, copied, drooled-over, and financially terrifying pieces of audio hardware ever built. It has been linked to legendary studios, classic records, and more plugin wishlists than anyone wants to admit. But behind all the glowing praise is a real question: what actually makes this thing so special? In this episode, the guys dig into the origins, functions, quirks, and modern clones of the Fairchild. They look at why this classic tube compressor became such a studio icon and why engineers still chase its sound today. Is it the warmth? The smooth control? The way it can hug a vocal, thicken a bass, or glue a mix together without stomping all over the life of it? Yes. Probably. Also tubes. Tubes make people emotional. For home studio gear users, this episode keeps things practical. Most of us are not parking an original Fairchild in the rack unless we also happen to own a bank, a forklift, and a small climate-controlled shrine. But Fairchild-style compression still shows up in plugins and modern hardware clones, which means the sound is not totally out of reach. Chris and Jody talk through where this kind of compression shines, including vocals, bass, drums, and bus compression. They also compare the classic Fairchild idea to modern compressors, giving you a better sense of when vintage flavor helps and when you may just be adding expensive butter to toast that was already fine. Naturally, there are laughs, side comments, and Friday Finds, because no one should have to learn about tube compression in complete silence. If you have ever opened a Fairchild plugin, stared at the controls, and thought, “Cool, but what am I actually doing here?” this episode is for you. Subscribe to Inside the Recording Studio for more recording setup tips, home studio gear talk, and audio nonsense with useful side effects.   #FairchildCompressor #HomeStudioGear #TubeCompression #MixBusCompression #RecordingSetupTips #VintageAudioGear #AudioProduction #StudioCompressor

April 21, 2026 - Matt Fairchild of Hickory Point Bank, and Brian Silotto and William Soquet of Richland Community College Foundation, joined Byers & Co to talk about the upcoming Bright Futures Gala and how HPB employees are invested in making a difference in the community by serving on boards like RCC Foundation. Listen to the podcast now!See omnystudio.com/listener for privacy information.

Chris Fairchild of the Fluvanna County Board of Supervisors, Ned Gallaway of the Albemarle County Board of Supervisors & Jesse Rutherford of the Nelson County Board Of Supervisors joined Keith Smith & Jerry Miller live on “Real Talk With Keith Smith” powered by YES Realty Partners and Yonna Smith! “Real Talk” airs every Friday from 10:15 am – 11 am on The I Love CVille Network! “Real Talk With Keith Smith” is presented by El Mariachi Mexican Bar & Grill, Fincham & Associates, Inc., Free Enterprise Forum, Intrastate Service Co, Mejicali, Tailored Closet, Premier Garage, Budget Blinds and YES Realty Partners.

For many decades, Joe Eddie and Betty Fairchild were “road warriors” traversing the country to perform at state and country fairs. They toured with assistants and even a big cat that kept them on the road over 40 weeks out of the year. At one point, they had a residency in Las Vegas at the Riviera with their big show. Now retired from trouping and performing, Joe Eddie has retired to Florida where he builds quality hand-made props and cases for professional magicians. View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize View fullsize In this week's episode, Joe Eddie gives us a walking tour of his workshop during the first half hour of our chat. Then Betty joins us during the last half to enliven the mood and share stories from the road from her perspective. I think one of the best stories they shared is the one about the inspector who “inspected” their big cat during a break at one of their shows. Playing Fairs Scott Wells with Joe Eddie and Betty Fairchild Download Download this podcast in an MP3 file by Clicking Here and then right click to save the file. You can also subscribe to the RSS feed by Clicking Here. You can download or listen to the podcast through Pandora and SiriusXM (formerly Stitcher) by Clicking Here or through FeedPress by Clicking Here or through Tunein.com by Clicking Here or through iHeart Radio by Clicking Here. If you have a Spotify account, then you can also hear us through that app, too. You can also listen through your Amazon Alexa and Google Home devices. Remember, you can download it through the iTunes store, too. See the preview page by Clicking Here.

"I said, John, you know, it's a visual art. You don't give me something to do, at least I'm gonna be something to look at." - Morgan Fairchild To celebrate the 100th episode of our podcast 80s TV Ladies, hosts Susan Lambert Hatem and Sharon Johnson welcome actress, activist, and podcaster Morgan Fairchild to discuss her decades-spanning career and how television and auditioning have changed from in-person meetings to self-tapes and fragmented audiences. Fairchild recounts moving from Texas to New York after a young divorce, breaking in through open calls, landing Search for Tomorrow, then relocating to Los Angeles and getting an early role on Rafferty with Patrick McGoohan. She explains shaping layered “bad guy” roles with comedy, including Initiation of Sarah, Flamingo Road (and being labeled “too sexy for TV” by the Moral Majority), and Falcon Crest, where she pushed for a promised incest-repercussions storyline and used fashion as a visual hook.She shares behind-the-scenes stories from Pee-wee's Big Adventure with Paul Reubens, friendships with classic Hollywood stars, her AIDS activism and COVID education, and her new podcast with sister Catherine Hart, Two Bitches from Texas.00:00 Welcome and Guest Intro02:48 How TV Has Changed04:46 Texas to New York Breakthrough07:21 First Hollywood Job Story11:43 Making Characters Pop13:21 Becoming the Power Bitch16:25 Too Sexy for TV18:03 Falcon Crest Storyline Fight21:38 Pee Wee Movie Chaos26:27 Old Hollywood Friendships31:53 Doubts and Survival33:25 Career Doubts Persist34:06 Divas Christmas Set36:20 Sequel Push Lifetime36:55 AIDS Activism Costs39:17 Staying Engaged Today44:29 Podcast With Sister48:08 Guests And Format49:33 Naming The Show53:14 Bonnie And Clyde Double55:28 Finding The Set and Meeting Warren Beatty01:00:15 Podcast Plugs Farewell01:01:55 Call Your Reps01:02:23 Next Series TeaseAUDIOOGRAPHYFind Morgan Fairchild at Morganfairchild.comListen to Morgan Fairchild and Catherine Hart at their website Two Bitches from Texas or wherever you find your podcasts.Check out Morgan Fairchild's book, Morgan Fairchild Super Looks, at eBayFind out more about Catherine Hart's acting classes at her website Heart and SoulConnect with 80s TV Ladies at 80sTVLadies.comTake action at 5Calls.org  PROMO DEALSGet awesome sheets and pajamas at COZY EARTH.Be sure to use the promo code: 80STVLADIES.Happy Shopping!MARCH DEALS BLOCK80s TV Ladies deals and discounts:Cozy Earth (21% Off)

The hype that landed on Austin in 2021 was correct and at the same time ahead of the curve. Nait Jones, serial founder and former a16z partner who arrived in Silicon Valley in 2011 at the Web 2 moment and moved to Austin during the pandemic, argues that the fundamentals have now caught upJones traces what he calls a spiritual succession. A direct genealogy from Arthur Rock's invention of venture capital through Fairchild, Intel, Dell, and UT research into the current generation of robotics, defense, and energy infrastructure concentrated within a 200-mile radius. The city's defensible moat is where intelligence meets the physical world, the hardware and the software built as one.  The result will look nothing like what came before it.Agenda0:00 Intro + Silicon Valley 2011 and the Web 2 Gold Rush 9:17 How The Social Network Changed the Talent Pipeline 11:16 Inside the a16z Partner Meeting 14:48 Spiritual Succession from Arthur Rock to Austin 18:06 The 2021 Hype Was Real, Just Early 20:26 California and Delaware's Self-Inflicted Wounds23:43 The 200-Mile Radius26:26 Permission to Build and the Sunlight Metaphor 30:20 Foundational Models Belong to SF 34:48 Third Places and Connective Tissue 42:29 The Storytelling Gap 45:44 Six-Month Vesting in the AI Era 49:04 Seedance, Suno, and the Creation-Consumption Collapse 54:59 The Barbell of Synthetic Media and Analog Craft 59:27 Copyright, IP, and the Entertainment Layer Cake Guest LinksNait Jones: X, LinkedInAdtwin: Website, LinkedIn -------------------Austin Next Links: Website, X/Twitter, YouTube, LinkedInEcosystem Metacognition Substack

過去二十年，台灣人常常說「好想贏韓國！」但未來很多很多年，韓國都會說，好想贏台灣！ 國運之戰！過去二十年，靠著全台灣的努力！我們改變了全國全台灣的命運！ 台灣，現在不只是你我的台灣！也是讓世界刮目相看肅然起敬的台灣！

Was the Apostle Paul a Slave? | Dr. Mark Fairchild on Paul's Early Life as Saul the ZealotWas Paul once a slave? If so, how did his early life shape his theology, mission, and message? In this compelling episode of the Bible and Theology Matters podcast, Dr. Paul Weaver sits down with Dr. Mark Fairchild to discuss his groundbreaking book, Paul's Enslavement: The Early Life of Saul the Zealot. Together, they explore the provocative thesis that the Apostle Paul may have been a former slave—and how that possibility sheds powerful new light on his language of slavery, freedom, adoption, redemption, and identity in Christ.Dr. Fairchild draws from the Book of Acts, Paul's letters (especially Galatians), early church tradition from Jerome, and the historical writings of Josephus to examine:-Paul's Roman citizenship and how slaves could receive citizenship through-manumission -The “Synagogue of the Freedmen” in Acts 6-The meaning of stigmata in Galatians 6:17-Honor, shame, and status in the first-century Mediterranean world-How slavery differed from modern conceptions of 16th–19th century chattel slavery-Why does Paul use slavery and adoption language more than any other New Testament writer -How Saul's zealotry transformed after his encounter with Christ on the Damascus RoadThis conversation also explores Paul's rabbinic training under Gamaliel, his intense persecution of the early church, and how his radical conversion reshaped his understanding of identity, freedom, and gospel ministry.If you want deeper insight into:-The historical Paul: First-century slavery in the Roman world-The background of Galatians: Paul's theology of freedom and redemption-How archaeology and ancient sources illuminate Scripture…you won't want to miss this episode. Dr. Fairchild also discusses his extensive research in Turkey (ancient Asia Minor) and his work on Paul's “unknown years” in Cilicia. This episode is hosted by Dr. Paul Weaver, Associate Professor of Bible Exposition at Dallas Theological Seminary and host of the Bible and Theology Matters podcast.

New York-based organ trio Organ Fairchild joins me for a chat about potential name litigation, John Lee Hooker licks, Grateful Dead covers, basement party bands, retro advertising aesthetics, bothersome hymn chords, plus Corey's dogs chime in, too.Check out Organ Fairchild!Websites: https://www.organfairchild.com/ | https://organfairchild.bandcamp.com/ | https://www.nugs.net/organ-fairchild-concerts-live-downloads-in-mp3-flac-or-online-music-streamingSocial: https://www.instagram.com/organfairchildSpotify: https://open.spotify.com/artist/2K4yMzbJpAlMu50i1letMh?si=ut1KitO9R_yDlSB2HfLU1w40 Minutes of Funk is an interview podcast focusing on Funk practitioners, their philosophies, and their music. Listen on all podcast networks and please subscribe, rate, and leave feedback for the show. Follow on social media: https://www.facebook.com/40minutesoffunk | https://instagram.com/40minutesoffunk.Support at only $5/month or more and receive exclusive perks at https://www.patreon.com/40minutesoffunk. Check out the website for more info at http://www.40minutesoffunk.com!Listen to my weekly funk radio show, Tonic: The Funky Groove Show https://www.funkygrooveshow.com, every Friday night at http://www.kgou.org and follow on social media: https://www.facebook.com/FunkyGrooveShow | https://www.instagram.com/funkygrooveshow - thanks!Send me a text, yo!Support the show

Nate Williams talks with New Testament scholar Dr. Mark Fairchild about his new book "Paul's Enslavement – The Early Life of Saul the Zealot," where he contends that Paul was a slave at one point in his life.Mark's website: https://www.ancientbiblicalworld.com/about-mark-r-fairchild/

In this episode, Jason Fairchild, CEO of tvScientific, discusses how performance marketing principles are being applied to connected TV advertising. The conversation covers deterministic attribution matching household ad exposure to outcomes, supply path optimization through direct publisher relationships, and radical transparency, including log-level data access. Fairchild explains how the platform brings search and social advertisers to television, the role of incrementality testing in measuring TV impact, and targeting capabilities from demographics to neighborhood-level geography. He also addresses how large language models will disrupt search advertising and create opportunities for television to reclaim its demand creation role in the marketing funnel.

Morgan hiked the first half of the Appalachian Trail in 2023 and the second half in 2025.  The Appalachian Trail is 2,200 miles between Springer Mountain in Georgia and Mount Katahdin in Maine.  We talk about her experience of hiking the AT and also her Roman Catholic faith. Morgan

In this episode, Greg and Dr. Mark Fairchild explore historical and textual evidence suggesting that the Apostle Paul's possible experience with enslavement may have influenced his profound use of slavery and freedom imagery throughout his New Testament letters. The conversation examines Paul's early life, cultural context, and theological language, offering fresh insight into how personal history may have shaped one of Christianity's most influential voices. You can study this topic much deeper by acquiring Dr. Fairchild's book Paul's Enslavement: The Early Life of Saul the Zealot

01/16/2026 – Mark Fairchild –on the evidence that the Apostle Paul was possibly a slave

Learn More About CharacterStrong:  Access FREE MTSS Curriculum Samples Request a Quote Today! Learn more about CharacterStrong Implementation Support Visit the CharacterStrong Website

Paul Hoynes and Joe Noga look at what the Guardians' next move could be after inviting 29-year-old outfielder Stuart Fairchild to camp. Learn more about your ad choices. Visit megaphone.fm/adchoices

Got questions for us?Join the conversation on Patreon!Submit your questions, and we might answer them on the pod. Let's connect, Stewards!Want more Exclusive Good Service Content?

On this episode of Coffee, Country & Cody, we welcome  Lily Rose and Shelly Fairchild   0:00 - Welcome / What’s Coming Up 3:22 - Entertainment with Kelly Sutton 9:02 - Interview with Lily Rose 27:46 - Interview with Shelly Fairchild     Connect with WSM Radio: Visit the WSM Radio WEBSITE: http://bit.ly/650AMWSM Follow WSM Radio on TikTok:  https://www.tiktok.com/@wsmradio Like WSM Radio on FACEBOOK: http://bit.ly/WSMRadioFB Check out WSM Radio on INSTAGRAM: http://bit.ly/WSMRadioInsta Follow WSM Radio on X: http://bit.ly/WSMRadioTweets Listen to WSM Radio LIVE: http://bit.ly/WSMListenLive Listen to WSM on iHeartRadio: https://www.iheart.com/live/wsm-radio...  

I am honored to connect with board-certified plastic surgeon, Dr. Berry Fairchild, today. Dr. Fairchild blends surgical precision with artistry to create natural, lasting results. Known for her expertise in facial aesthetics and complex breast surgery, she is also deeply committed to philanthropy and ongoing international surgical missions. In our discussion, we explore how societal expectations shape how women perceive themselves, the complex process of facial aging, and the benefits of a healthy lifestyle in supporting these changes. Dr. Fairchild highlights the essential elements of effective skin care, including hydration and sunscreen, and the use of retinoids, lasers, microneedling, neuromodulators, hyaluronic acid, fillers, and fat transfers, diving into the role of surgery and the value of conversations around various facial and body procedures. She also shares strategies for optimizing post-surgical recovery and how philanthropy has shaped both her personal and professional journeys. Stay tuned for a truly enlightening conversation with Dr. Berry Fairchild, who is caring and open-minded about listeners' questions regarding the aging process and ways to address an aging face and body. IN THIS EPISODE, YOU WILL LEARN: Facial aging actually starts deep below the skin How losing even a small amount of weight can alter your facial appearance Why surgical decisions must always  be individualized The positioning of the eyebrows and the upper eyelid skin can help determine facial expression. Why you could still consider surgical improvements even after you have had previous eyelid surgery Deep-plane vs. SMAS-based facelifts Importance of choosing a plastic surgeon with proven expertise and proper credentials  Some surgeries, like breast reductions, go beyond cosmetic value to relieve pain. Preparing yourself before having surgery for a faster and smoother recovery Connect with Cynthia Thurlow   Follow on X, Instagram & LinkedIn Check out Cynthia's website Submit your questions to support@cynthiathurlow.com Connect with Dr. Berry Fairchild On Instagram TikTok

Today our guests are Amy Fairchild & Crystal Hooper, District SEL Coaches in Tangipahoa Parish, LA. We talk to Amy and Crystal about how their district doubled Tier 1 usage in one year and what that growth has meant for students and staff. Amy and Crystal share practical ways they've woven daily character lessons and relational activities into the fabric of every classroom, how competition between schools sparked momentum, and why teacher wellbeing rose alongside student outcomes. They also highlight data showing improved academics, attendance, and behavior, proving that when adults are supported, students thrive. Learn More About CharacterStrong: Access FREE MTSS Curriculum Samples Request a Quote Today! Learn more about CharacterStrong Implementation Support Visit the CharacterStrong Website

Charlie and Zoe race against the clock as they confront the true horror of Shady Pines and learn the truth behind Fairchild's death. The Timekeeper, features Judah Lewis as Charlie, Chandler Kinney as Zoe, and Arjun Athalye as Gama. The Timekeeper was created, written, and directed by Matthew A Brown. Sound Design, Scoring and Mix by Jeff Schmidt Original Score composed by Joshua Zimmerman Additional dialog editing by Marika Perlmutter Executive Produced by Matthew A Brown, Kaelyn Moore, and Judah Lewis The Timekeeper is a production from Heart Starts Pounding. For more from Heart Starts Pounding: Subscribe on⁠⁠ Patreon⁠⁠ to become a member of our Rogue Detecting Society and enjoy ad-free listening, monthly bonus content, merch discounts and more. Members of our High Council on Patreon also have access to our weekly after-show, Footnotes, where I share my case file with our producer, Matt. You can also enjoy many of these same perks, including ad-free listening and bonus content when you subscribe on Apple Podcasts . Follow on⁠⁠ Tik Tok⁠⁠ and⁠⁠ Instagram⁠⁠ for a daily dose of horror. To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Let's capture the dream as we cover this silly comedy from Kayla's shelf! We discuss the epic Verticoli website, the My Humps song, which snacks are good or disgusting, and determine that this cannot be the first time Stranz and Fairchild have made out. Tune in now because you don't wanna miss a thing!

This week, Amy sits down with the phenomenal vocalist, Shelly Fairchild, for a truly honest and high-energy chat!Shelly shares the wild story of how she landed in Nashville and opens up about the reality of the music industry, including the lessons learned while navigating the unexpected journey of a major record deal. She provides crucial insight into the current landscape for women in country and engages in a necessary conversation about how being a proud member of the LGBTQ+ community affects visibility and standing in the genre.Get ready for some spontaneous singing, hilarious distractions, and an all-around great time. Tune in and discover the full story of who Shelly Fairchild is!Connect with Shelly Fairchild:Website: https://www.shellyfairchild.com/Instagram: https://www.instagram.com/shellyfairchild/Facebook: https://www.facebook.com/shellyfairchild/X (Twitter): https://x.com/shellyfairchildTikTok: https://www.tiktok.com/@shellyfairchildofficialYouTube: https://www.youtube.com/user/shellyfairchild Hosted on Acast. See acast.com/privacy for more information.

Jan Fairchild is a renowned recording and mixing engineer. He's a 2x Grammy winner for his work with Norman Brown and Gladys Knight. He's also been Grammy nominated for his work with Mos Def and “The Ecstatic”. He's written and produced songs for Ne-Yo, Michael Bolton and Laura Branigan. And he's worked with this All-Star lineup of artists: Pharrell Williams, Justin Timberlake, Mary J. Blige, Whitney Houston, Gwen Stefani, Common, Stevie Wonder and Luciano Pavarotti.My featured song is “The Rich Ones All Stars”, my recent single with 8 world class guest artists. Spotify link.------------------------------------------The Follow Your Dream Podcast:Top 1% of all podcasts with Listeners in 200 countries!Click here for All Episodes Click here for Guest List Click here for Guest Groupings Click here for Guest TestimonialsClick here to Subscribe Click here to receive our Email UpdatesClick here to Rate and Review the podcast—----------------------------------------CONNECT WITH JAN:www.theskintightrevue.com—----------------------------------------ROBERT'S NEWEST SINGLE:“SUNDAY SLIDE” is Robert's newest single. It's been called “A fun, upbeat, you-gotta-move song”. Featuring 3 World Class guest artists: Laurence Juber on guitar (Wings with Paul McCartney), Paul Hanson on bassoon (Bela Fleck), and Eamon McLoughlin on violin (Grand Ole Opry band).CLICK HERE FOR ALL LINKSCLICK HERE FOR THE OFFICIAL VIDEO—-------------------------------------------ROBERT'S NEWEST ALBUM:“WHAT'S UP!” is Robert's new compilation album. Featuring 10 of his recent singles including all the ones listed below. Instrumentals and vocals. Jazz, Rock, Pop and Fusion. “My best work so far. (Robert)”CLICK HERE FOR THE OFFICIAL VIDEOCLICK HERE FOR ALL LINKS—----------------------------------------Audio production:Jimmy RavenscroftKymera Films Connect with the Follow Your Dream Podcast:Website - www.followyourdreampodcast.comEmail Robert - robert@followyourdreampodcast.com Follow Robert's band, Project Grand Slam, and his music:Website - www.projectgrandslam.comYouTubeSpotify MusicApple MusicEmail - pgs@projectgrandslam.com 

On Episode #182 of the PricePlow Podcast, Mike and Ben welcome back Max Fairchild alongside industry legend Chuck Letchman and marketing strategist Dan Pierce to explore the launch of Brew Shockalaka, a revolutionary zero-sugar coffee beverage that's redefining what functional drinks can be. This isn't your typical RTD coffee or energy drink - it's a complete reimagining of the category that combines dessert-inspired flavors with a powerful 1000mg nootropic matrix, all while maintaining zero sugar and zero dairy. Brew Shockalaka! Zero-Sugar Dairy-Free Nootropic Coffee That Tastes Amazing Max, who first appeared on the PricePlow channel back in 2018 during his Nutrex Research days, has partnered with distribution veteran Chuck Letchman to create what they call "the Deadpool of coffee" - a brand that refuses to take itself too seriously while delivering serious functional benefits. From the challenges of retort manufacturing to the strategic decision to launch in fitness channels first, this conversation reveals the complexities of beverage innovation and the power of industry relationships in bringing disruptive products to market. The team discusses their unique approach to product development, from sourcing natural caffeine from Colombian beans to incorporating CognatiQ coffee fruit extract and a strategic 560mg dose of potassium. With flavors like Salted Caramel, Caf̩ Mocha, and Maple Cinnamon Donut, "Brew Shock" is targeting the convergence of energy drinks, functional coffee, and nootropic supplements while building a brand identity that embraces music, comedy, and authentic consumer connections. https://blog.priceplow.com/podcast/brew-shockalaka-182 Video: Brew Shockalaka - The Coffee Revolution with Max Fairchild, Chuck Letchman, and Dan Pierce https://www.youtube.com/watch?v=1eDuXsHu2m0 Detailed Show Notes: Building the Zero Sugar Coffee Revolution (0:00) РIntroductions: Reuniting with Max Fairchild (2:15) РChuck Letchman's Industry Legacy and Partnership Philosophy (4:15) РDan Pierce: The Digital Marketing Strategist (6:00) РThe Genesis Story: From Powder to RTD Innovation (8:30) РManufacturing Challenges: The Retort Reality (12:00) РFlavor Development: Dessert-Inspired Innovation (17:00) РThe Science Behind the Buzz: Nootropic Innovation (22:00) РLabeling Strategy: Transparency as Differentiation (26:45) РThe Retort Advantage: Manufacturing as Competitive Moat (32:00) РThe Chuck Letchman Effect: Industry Relationships as Assets (38:45) РTeam Dynamics: Swiss Army Knife Approach (44:15) РStrategic Pacing: Growth Management Philosophy (50:30) РTarget Demographics: Coffee Culture Convergence (53:45) РBrand Personality: The Deadpool of Coffee (55:30) РAlcohol Collaborations: Expanding Usage Occasions (1:00:15) РStrategic Partnerships: Redefine Foods Collaboration (1:07:15) РDigital Marketing Revolution: TikTok Strategy (1:12:00) РInternational Expansion: Testing Global Waters Where to Follow and Learn More Brew Shockalaka: Company Website PricePlow.com/brew-shockalaka ...... Read more on the PricePlow Blog

In this special presentation, Lt. Gen. Tony Bauernfeind '91, USAFA's 22nd superintendent, shares an inside look into cadet development and answers graduate questions. Hosted by Lt. Col. (Ret.) Naviere Walkewicz '99, this episode dives into the Academy's mission and how it is preparing our nation's future warfighters.   FULL TRANSCRIPT SPEAKERS Guest:  Lt. Gen. Tony Bauernfeind '91  |  Host:  Lt. Col. (Ret.)Navire Walkewicz '99   Naviere Walkewicz This special edition of the Air Force Gradcast is a production of the Long Blue Line Podcast Network, presented by the U.S. Air Force Academy Association & Foundation. I'm your host, Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. We're honored to feature the superintendent of the United States Air Force Academy, Lt. Gen. Tony Bauernfeind, Class of '91. In this presentation, Gen. Bauernfeind will share important updates on current initiatives and developments at our Air Force Academy. Following his remarks, he and I will sit down for a conversation, during which he'll respond to questions submitted by graduates in our alumni community. So now, without further ado, Gen. Bauernfeind. Thank you for being here, sir.   Gen. Bauernfeind Well, Naviere, thank you so much for allowing us to come and share our story of our wonderful Air Force Academy. And thank you as well to the Association of Graduates and the Foundation for all of the incredible support that we receive to develop our future leaders into the warrior leaders that we need on Day 1 in our Air Force and Space Force.   Naviere Walkewicz Yes, sir, we are grateful you're here, and we can't wait to hear what you're able to share with us today, sir, so we can jump ahead if you're ready.   Gen. Bauernfeind Wonderful. So I would like to share with you an updated mission brief of where we are going at the United States Air Force Academy. And during this time, I'd like to share not only our leadership team that's taking on the transformation that has been mandated, but also to update our alumni on our mission, our vision, our priorities and our mission sets, as well as talk about how we are creating warfighters, leaders of character and quality, and critical thinkers, and provide an update of how we are transforming this amazing institution to develop those warrior leaders that we need to keep our adversaries at bay. So as always, I'd like to start all briefings with a little video that highlights what our cadets are doing and our incredible public affairs team and video team put together the following video that shows what our cadets have been doing over the last six months... ...So you can see that our cadets have been absolutely busy over the last few months, and I can attest that this summer is they brought the problems up even more and are bringing even more energy to their training, their education, their development. But let me first talk about the amazing team at the senior leadership levels at the United States Air Force Academy, because we cannot do what we're doing without this incredible team. So first, we're welcoming reader Gen. Nicholas Evans as our new vice superintendent, coming out as the 18th Wing commander at Kadena Air Base, bringing a wonderful operational experience to bear, as well as academic bona fides to be our vice superintendent. Our command chief remains Command Chief John Alsvig and our commandant remains to be Brig. Gen. Marks and Col. Steve Hasstedt is our acting dean as we work to bring a new dean into bear. Ms. Gail Colvin is our stalwart chief of staff, with her wisdom from the Class of '80 that keeps us moving forward. Ms. Jen Block is our executive athletic director. Mr. Nate Pine is our director of athletics, and our brand new wing commander, the 10th Air Base Wing, Col. Ahave Brown. And we all know that nothing happens at USAFA without the 10th Air Base wing providing the foundational support. But also Col. Taylor from the 306 Flying Training Wing, and Col. Silva is our space detachment commander, and it's important that we have all those leaders that are helping us transform USAFA. And to that transformation, we talk about our updated mission statement that was approved last fall. And that updated mission statement is that “USAFA's mission is to forge leaders of character motivated to a lifetime of service and developed to lead our Air Force and Space Force as we fight and win our nation's wars.” And for the alumni, as we went through this mission statement development, we realized that there are many activities we take on at the United States Air Force Academy. There's education, there's training, there's motivation, inspiration, development. And we realized that we are taking the most amazing women and men from all four corners of this United States, and we're bringing them here as raw materials, and we are taking them through high-stress military, academic and athletic programs to forge them into something stronger than what they were when they showed up. And those are the leaders of character. We also wanted to make sure that we highlighted that it's about delivering a lifetime of service to our nation. It doesn't mean that every graduate needs to do 34-plus years in active duty like I'm currently doing, but continue to give back, whether that's in active duty, the Guard the Reserve, to your community in the defense industry, as an elected official or as a key supporter in our alumni networks — keep serving our nation. And then finally, an acknowledgement that we, alongside our teammates at West Point and Annapolis, have a very special mandate that we are developing those warrior leaders that will fight and win our nation's wars. While we hope that we will achieve peace through strength and deter our adversaries, we must always be ready when the nation calls and we will go forward and deliver victory for our nation. So it's important in our mission, but a mission will only take us so far. And the next step is acknowledging that we must have a vision. What is our North Star? And our North Star is we will remain and continue to be the nation's premier service academy. That we're bringing in rigorous, adversary-focused military training, military training that achieves a standard, that achieves a requirement, and not just training for training sake. But also maintain our level as a nationally recognized academic program with highly competitive athletics, and acknowledging that for us to deliver on those four, we must continue to sustain a world-class installation. But more importantly, continue to bring in professional and dedicated permanent party into our faculty. Our coaches, our headquarters, our installation support requires our outstanding permanent party. And so our vision moves us forward. And from our mission and our vision, we have established three key priorities, and those priorities will guide our decision making. But let me take your attention to the bottom first. The bottom is our foundational aspect, that we build all of our aspects upon our service core values of our Air Force and our Space Force of integrity first, service before self, excellence in all we do, courage, character, connection and commitment. And those we build upon further foundationally to acknowledge that we are in the military and all aspects of military operations activities require a strict adherence to standard. What is the task that we are executing? What are the conditions on which we will execute those tasks? And what standards do we expect, especially in high end warfare, where our standards are so tight. We also acknowledge that what is special about us is our Honor Code. It is foundational to our character, and we'll talk more about that as we build upon this. But realizing that the Class of '59 that established our Honor Code. It has been foundational to the development of our leaders of character and quality as a board, and then adding into the fact that leaders who built lethal warfighting teams — they do it from a position of respect and teamwork, that they take their team and they support them, they hold them accountable, but they push them to rise above what they could think they could personally achieve. And how do we build those future leaders that are going to take teammates from all four corners of this United States and make sure every single teammate is seen, heard and valued and can give everything possible to the mission at hand? And that leads us to our priorities. That our priorities are we are here to forge warfighters to win, to inspire leaders of character and quality, and finally, to motivate critical thinkers to adapt, because all three are important. And that takes us to our mission sets, because those three priorities span across everything we do in a cadet's journey at the United States Air Force Academy. And the first is acknowledging the military training aspect. That military training goes beyond just learning how to put a uniform on, just how to march correctly, but also understanding how to operate inside of Air Force and Space Force norms and take on those military training activities that our Air Force and Space Force are taking on right now with Ready Airmen Training and the ability to execute agile combat deployment. And that's activities like being able to shoot, move, communicate, medicate and automate, but also acknowledging that we also must have that world-class academic program that challenges our future leaders not what to think, but how to think, and to do that from a warfighting-focused curriculum that is very STEM focused, but also leans in hard to how we can leverage the incredible intellect that these cadets are bringing in today and unleash them on some of the hardest Air Force and Space Force problems through our research programs as we lean into it. And then finally, as we talk about our competitive athletics, that athletics is a key aspect of the cadet's journey, whether it be through our 30 incredible intercollegiate sports teams, our intramural programs, our physical education programs, or finally our physical fitness tests that demonstrate the warrior ethos that is being expected of a military service academy, and it's important that we look across those. But let me talk about a little further of our priorities from those three lenses. The first is the aspect of warfighters win, of how we're bringing in training such as shoot, move, communicate, medicate and automate. And I've heard some teammates are going, “Why are we doing this ground focused training?” And at the end of the day, it's not ground focused training, it's joint force training. This is where our Air Force is going. That we still need to be able to succeed in the air, space, cyber domains, but we must also deliver excellence in these domains. With shoot, I requested that all of our cadets now become qualified in their long gun, the M4, and their sidearm, the M18, every single year. So now they'll have the confidence of their weapons when they have to go forward into harm's way. The same with move and communicate. Can they understand the aspects of mission command, especially in future fights where we may not have the best connectivity with our highest headquarters? Will they understand commander's intent and still be able to generate the combat power we need to keep our adversaries on their heels? Finally, to medicate. Over the last few decades, we have benefited from the golden hour, where we had such dominance that when we had a teammate isolated or injured, we would have medical care a rescue capability to them inside the hour. Future battlefields will likely not give us that luxury. So we must teach our future leaders those advanced medical capabilities to take care of their injured teammates while they're continuing to generate combat power. And finally, as we have seen from the Iranian wars and the Ukrainian wars, automation is here and part of modern warfare. And so how are we going to bring automation capabilities to our future leaders so they can develop the new TTPs that we are working through. And again, thank you to the Association of Graduates and Foundation, because you all provided the seed funding for our first automation efforts this summer. So thank you so much. And let me dig in a little further on why warfighters win. And from our president and our secretary of defense, it has been very clear that they want us to establish peace through strength, that we must develop our ways in three areas: to restore the warrior ethos, to rebuild our military and to reestablish deterrence. And we have gotten that guidance very clear from our leadership, and we will prepare our future leaders in that mind. And we have added that over the last year by bringing in year round warfighting training. So not only during the summer periods, but also through the academic year, are we asking our future warrior leaders to take on the military mission, the academic mission and the athletic mission as we move forward. And as discussed, it is directly aligned to our Air Force with Ready Airman Training and our agile combat employment. And over the last year, we took our baby steps. We're not where we need to be, but I can tell you I'm proud of how far we've come, because we moved forward with energy and violence through the fall and spring culminating exercises. I'm proud of how far we've come, but now for this year, we're gonna enter into the walk phase, because we have more to go. And with that in mind, there's been conversations of recognition and promotion, and that is tied not only to our leadership development, but also to our warfighting training. And it's an acknowledgement that for every year you at the Air Force Academy, we are purposely developing you and increasing your capabilities. And so we are going to provide the expectations for your year, whether you're four-degree, three-degree, two-degree or first-degree — a firstie — and you must meet those training standards, and if you do not meet the training standards, then we are not going to recognize you for your past work, but if you meet our standards, then we are going to recognize you for the good work and promote you to the next grade. But the ultimate promotion being a Second Lieutenant in our Air Force and Space Force as it goes forward. Over the last year, there are teeth of this. We did have 153 cadets that were not recognized due to not meeting the standards, but we are now providing them the options over the summer and this fall to now meet the standards as we move forward. Also this year, focusing on warfighting, is acknowledging that we must arm the cadets to be the instructors. Last year, we did it very quickly. Now we're going to take advantage of our incredible cadets, just like our cadets do exceptional things — teaching each other how to fly, teaching other each other how to jump during our freefall program — but now we are working through the cadet warfighter instructor course, a beta course, where we will teach cadets to be those instructors inside of our squadrons in the academic year, to take on how to teach, how to shoot, to move, to communicate, automate and medicate. And we are one more week left in our inaugural cadet warfighter instructor course. I know we will learn much from this beta iteration, but I'm excited to see what we learned from this as we go into the academic year and unleash these cadets and train ourselves. We're also very appreciative from the Foundation for the establishment of the Institute for Future Conflict. And the Institute for Future Conflict has been around for a couple of years and has already forced us to focus and think differently. And I would offer to you the reason behind that is because they are focused on our adversaries. So I like to call them our adversary focused disruptors. They are going to bring ideas to bear that force us to change the way we develop our cadets for the future, because they're looking at what our adversaries are doing. And as such, we made the decision to elevate them into Headquarters USAFA, so they can have a wider impact, not only within the dean of faculty, but also within the Cadet Wing and the Athletic Department, so we can ensure that we are bringing those disruptive thoughts and putting them into in place so we prepare our leaders for a very uncertain world, to include bringing realism into the training that our cadets are taking on. We're also acknowledging academically, there's more that we have to do with our intellect. And over the last year, we have added three additional warfighting minors, one on quantum, one on aerospace materials, and we're in the final stages of establishing a warfighting minor on future conflict. Hopefully that we will be able to start providing that to our cadets over the next year, as we went into that so very excited to the growth in our academic options. And then finally, athletically, we're updating our PT standards, and we're adding additional PE courses for our future leaders. Our future leaders — we will increase water survival, especially when we look to the future and the regions where we expect to potentially have conflict, increased water survival is important — as well as increased combatives, and we're still in the final stages of planning of how we can bring a team focused final warfighting capstone physical education course that brings all of that physical education together for a team-focused event for our firsties, but still in the planning stages of that. And as discussed, updating our PT standards to align with our Air Force and our Space Force, with an acknowledgement that simply what we were doing is adding minimums to each of the caveats to ensure that you must pass each individual event while also meeting a score-based event as we move forward. Again, aligning with our Air Force and Space Force. Now, as we transform, it's not just about warfighters to win. It's also about leaders of character and quality. As I like to say, it's developing leaders who do the right thing the right way, even if it's unpopular, because we must have leaders that are willing to stand up and do the right thing for the formation. And we focused on that. We have focused on reinforcing standards and accountability. While initially it was permanent party coming in fairly strong to establish the standards and accountability, what we quickly saw from our amazing future generation was cadets going, “We've got this. We will establish it. We will uphold our standards. We will uphold our accountability.” And to me, that's very important to see that our next generation is taking ownership of that key leadership aspect, to even include honor. As many know, we had a pretty significant honor violation last year. The bad news is that occurred. The good news is it was the cadets themselves who came forward and said, “This happened, and this is our way forward.” As in all situations, though, anytime you point a finger at somebody, three fingers pointing back at yourself, we realized that institutionally, we had probably lowered the standards too far. We didn't expect enough, and we had parsed the Honor Code. And we made the decision to return to our roots and say, “No, the Honor Code is holistic. It will not be parsed.” But we do acknowledge that these amazing men and women that come from all four corners are coming to us in different stages of their character development, and so the sanctions that come from an honor violation for somebody with us for a few weeks or a couple months may be far different than the sanctions of somebody that are weeks or months out from commissioning and graduation. So ensuring that we have a tiered sanction system to deal with our honor violations. I'm very proud of the ownership that our cadets took with our honor system, and we are reinforcing their efforts as we move forward. We've also pivoted strongly to a four-class system. My observation was is through time at the Air Force Academy, we've ebbed and flowed from a four-class leadership development system to a fourth-class leadership development system. I would offer that we had gone to the point where the majority of training and focus was on the four-degrees, when we are blessed to have these our future leaders for 47 months, and we should be developing them the entire 47 months. And so we have developed the fourth-class leadership system, where for their four-degree year, we will focus them on being good teammates and followers. For the three-degree year, we will focus on them being good frontline engaged supervisors, two-degrees as team leaders and firsties as unit leaders, representing those roles in our Air Force from cadet squadron commander to DO, to executive officer, to A1 through A6 staff positions and flight commander and taking on those responsibilities. And again, just like we talked about work by training, there's assessment mechanisms for each of these that they must meet leadership assessments that will go into whether or not they are recognized and promoted to the next grade, as it moves forward. We executed the first year. Last year, I would offer that it was successful, but we've learned much from the process, and as we go into the second year, I think we're going to be able to go even further with our four-class leadership and development. We've also doubled down on discipline, that standards and accountability are important, and if you fail to meet our standards, then you must be held accountable, not only with punitive aspects, but also with rehabilitative aspects. It's a two-edged pincer movement as we went forward, and from my time at the Academy, I will offer to you, while I may not have enjoyed it at the time, I benefited greatly from both, because it forced me to reflect upon what got me in that situation and how I can take ownership of my own development as we move forward. So that is one of the aspects we return to. And then finally, for our National Character and Leadership Symposium: Let's focus on those character elements that we find through warfighting. And so last fall's was focused on, how are we going to develop warfighters to win? And then for next year, we're going to focus on the courage required to overcome adversity in a warfighting environment. And so I'm very excited as we get the speakers identified for both the fall, a shorter fall iteration, and the normal spring iteration, sharing those speakers with the wider alumni environment. And then finally, talking about those critical thinkers to adapt. I jokingly tell our cadets that, since I was in the '90s, we got to solve all the easy problems, and all that is left are all the wicked hard problems, but we need those critical thinkers to adapt, because they are going to bring the ingenuity, they're going to bring the innovation, and what I've challenged them is they also have to bring the courage to challenge the status quo. Too many times in our military, when we ask why we do something, if the answer is, “We've always done it that way,” then maybe we need to rethink and understand, are there better ways to do it? And I can tell you, our cadets bring that to bear. And so for this year, we're really focused on cadet empowerment and responsibility. Last year with the mandate, we moved very quickly, and we were more directive in nature. And what we heard loud and clear is that cadets hurdled over our expectations. What we heard loud and clear from them was, “We want to control the way forward.” And so how do we empower them more? And how do we make it clear that they are responsible not only for their mission, but their people? And adding to that of spending more time with them with these changes of why are we doing this change, and making sure that they understand the rest of the story. You may not always like the why, but if you have an appreciation of the why, its foundation will be able to execute mission command, because you now understand commander's intent, and you now can go, “I know the why. We can keep moving forward, because we can move forward with that.” We're also focusing on operationalizing all of the United States Air Force Academy, bringing that operational mindset to bear, from whether it would be establishing an A2 directorate in the headquarters and the cadet wing and in all cadet squadrons, and the DA2 director being our intelligence directorate, so that we can start to bring in classified intelligence briefings and give them not only to a permanent party, but to our future leaders. And we started that last January to great success, so that our future leaders can start to understand not only our and our allies capabilities, but our adversary capabilities and how we will conduct our joint warfighting aspects as we move forward. And it's important that we continue to bring in those operational matters so we prepare the cadets of today for the second lieutenants of tomorrow that can seamlessly nest in to how our Air Force and our Space Force operates. And that's a nicer way of saying is some of the USAFA unique things we've done— we probably need to think about how we're doing that in our Air Force and Space Force. We're also doubling down that cadet squadrons are the unit of action, just like it is in our Air Force, that the squadron is the unit of action. And it's tough at USAFA where you may prioritize your IC team, or your major, or your club, but at the end of the day, it's going to be the squadron that succeeds together as a team. And so we are focusing on making sure that we are reinforcing what the cadet squadrons are doing. They are going to go through their military training together. They're going to go through their culminating exercises together, same as recognition and promotion. And that's important as we focus on the four-class system of those teammates, followers, frontline engaged supervisors, team leaders, unit leaders, but also acknowledging that we must empower cadet leaders to own the responsibility of their units. And I recently sat down with cadet squadron commanders and their special staffs and said, “Congratulations, you're the cadet commanders. You are responsible for two things: your mission and your people. It's not just about marching at the front of a formation. It's about executing the mission you've been given, whether that mission be military, academics or athletics, and taking care of your people.” And as such, we have established special staffs inside of each cadet squadron, every wing in the Air Force, most groups and many squadrons have special staff to both support the unit, but more importantly, advise the commander, because the commander is the one who's ultimately responsible for their people. And so we are bringing cadet special staff — which they may not be the subject matter experts in equal opportunity, integrated prevention response, spiritual matters or medical matters. They are there to support the squadron, advise the commander and have that connectivity to our subject matter experts, whether it be our chaplaincy, whether that be our amazing medical group and cadet clinic, our amazing SAPR team and all the helping agencies across USAFA to make sure that we can support all of our cadets going through a high-demand developmental program at the United States Air Force Academy. And the twist on that is again, saying, “Commanders, you are the ones who are responsible.” And now let's give you the tools to be successful as the permanent party are there to advise and oversight, empower our cadets even more. And then the final one is a return to decorum training. We conducted a beta test last year to success, and now we're looking to see how we can bring forward that decorum training for the entirety of the Cadet Wing. I am not this is not a return to the days of wine pairings, you know, but it is an acknowledgement that as an officer in our Air Force and Space Force, when you go to events, you're not only representing yourself, you're representing your team, you're representing your unit. And what are those decorum skills you need to have at events so that you can develop networks with teammates that might be outside your normal operational circle, or how do you ensure how you engage with other teammates so you can learn more about the world you're in? And so it's important that we establish that decorum focus and looking forward to how we can squeeze that in into the complicated lives of all of our cadets as we move forward. And then, just to reinforce on the critical thinking, I've already talked about the three minors we added, but I'm proud to say that we're in close coordination right now with Gen. Tullos at Air University and about to sign the memorandum of understanding where we will start a beta test for offering master's degree classes at the United States Air Force Academy, with the long-term intent of offering master's degrees at United States Air Force Academy under the Air Force Institute of Technology certification. So we have much to learn, but the doorway is open, and I can tell you from looking at so many of our cadets that come in with 20, 30, 40 college credit hours already, I think we have cadets that are ready to take on that journey, and I look forward to giving an update on that after we get through some of our initial how does this work process. So just to summarize: Our mission, our vision, our priorities are delivering what we need. And it's those warrior leaders that are ready on Day 1 in our Air Force and Space Force. And thanks to our amazing team, whether it be in the senior leader team, but more importantly, those incredible permanent party that are working long hours, whether it's in Fairchild Hall, Sijan Hall, Vandenberg Hall, in the tunnels, in the heat plant, in the Child Development Center, down at Clune Arena, out in Jacks Valley — our permanent party are crushing it, and it's important because our nation deserves the best leaders that we can give the 330,000 airmen and guardians that are standing watch for our nation. Thank you.   Naviere Walkewicz Thank you for sharing the mission brief. I think many of us as graduates think we know what happens at the Academy, but you actually sharing what you accomplished in just a year is a bit mind blowing, sir.   Gen. Bauernfeind Thank you. And I, at times, am concerned at how fast we are moving, but I also know that we must move this fast. The adversaries are watching us, and they are choosing when is the right time to test our nation. And so in order to achieve peace through strength, we must display that deterrence, that warfighting ethos, that warfighting capability. So we keep our adversaries waking up every single morning going, “Today is not today to test the United States.”   Naviere Walkewicz Yes, sir, that is right on point. Yes, sir. Well, I would like to thank you in advance for taking on additional questions from our alumni and our graduate community. So if we might start, general, with some of the information across various channels that cuts about to our academics and the Department of Faculty, what would you be willing to share about the civilian workforce reductions and any next to the Academy's academic faculty?   Gen. Bauernfeind First and foremost, the reduction of civilians is not just civilian faculty. It's through all civilians at the United States Air Force Academy, and as we're tracking, throughout the entire Department of Defense. What makes it a little more challenging at the United States Air Force Academy is we have so many different civilian teammates, from firefighters to childcare workers to coaches to headquarters staff, personnel and faculty. And as we lean into the aspect, the conversations about all of our civilian teammates. The first challenge that we faced is historically, the United States Air Force Academy has been over our civilian paid budget, and we've received great support from the Department of Air Force to address our over execution. This year is a little different, and so that has to be a baseline consideration as we understand that— that we have to hire and maintain civilian teammates within the budget that the American public has given us as a lean forward. And to that point, thank you to the Association of Graduates and the Foundation, as well as other Academy-focused foundations that have provided volunteer and funded volunteer support to give us that additional margin of excellence that helps us mitigate this matter. With respect to fiscal year '25, our Air Force is going through a reduction of civilian personnel to the tune of 5,000 billets. Of those 5,000 billets, the portion of the United States Air Force Academy was a part of was a 140 billets. And as we have moved through that reduction of 140 billets, we identified 104 billets as we went through our prioritization that were unencumbered or empty, but lower priority. Unfortunately, there are 36 billets that were encumbered, so someone inside of that billet as we move forward. And the goal with that is to continually work over the coming months of how we can move teammates laterally into open billets, either at the United States Air Force Academy or other locations. So we keep their expertise inside of the greater Air Force, Space Force enterprise, and our A1 team continues to work that aspect. But it's also making sure that we're being very clear with our teammates that when those billets become unfunded, at some point without funding, we're having to pay for that billet via other means. And so it's important for us to have frank conversations with our teammates, to say, “Update your resume. Start looking. At some point this will move forward.” With respect to our faculty members, 16 took advantage of the government's deferred resignation program, which was a well-funded early retirement program which allowed them to leave in the spring under and basically on admin leave and retain their pay to later in the fall/winter timeframe as that moves forward. We also had three that already had planned retirements, so they were moving forward. Unfortunately, we see a hiring freeze so no backfill. But also three whose terms are many of our senior faculty, our term employees, at the end of their term came. And so we have backfilled them with active-duty and Reserve military faculty to keep our academic progress going forward. And thanks to our dean and their team, they are, you know, quickly adjusting, but they are making the changes they need to ensure that we continue to offer the majors that we promised through the Class of '26 and continue to offer the courses as we move forward. For the fall semester, in addition to the three minors we've added, we've also added four additional classes, and there are 10 classes of the 753 in our course of instruction, there are 10 that we will not offer in the fall semester, but we will continue to still move forward.   Naviere Walkewicz Yes, sir, thank you for that. You talked about backfills. Can you talk about some of the most important competencies for those instructors, as they were backfilling these positions right?   Gen. Bauernfeind As I testified to the Senate earlier this spring, the two most important things to me inside of our classroom is: One is subject matter expertise, and we value the subject matter expertise brought to us by our professors, associate professors, our assistant professors, our permanent professors, our senior military faculty, and the depth they provide, initially with a master's degree, but more importantly, those Ph.D.s that were an extreme depth of that subject matter expertise. But also as a military service academy— that operationally relevant experience, how do they apply what they're learning in the classroom into their futures in the Air Force and Space Force, whether that be in labs on operational units and future battlefields, and how they can connect that to the future. And we have many of our civilian faculty are also veterans, who are able to bring that strong connection to bear as it moves forward.   Naviere Walkewicz Yes, sir. Well, you mentioned you were adding a couple a few minors. Have there been any majors that have been removed from the program, and has this affected our accreditation in any way?   Gen. Bauernfeind No, ma'am, no majors have been impacted during this time. Every single year, we go through a curriculum review, and we have a curriculum review committee where we will adjust as we move forward based upon guidance we receive from the Air Force and Space Force, but also what demand signals we're seeing from our cadets. You know what they're signing up for. But that is just an annual aspect to make sure that we have the right instructor core to support the curriculum we need to develop and educate our future leaders what the Air Force and Space Force is expecting. But zero majors have been eliminated from the United States Air Force Academy.   Naviere Walkewicz Thank you, sir for clearing that up.   Gen. Bauernfeind Oh, and accreditation. We're in a good spot with accreditation. We maintain continual conversation with our accrediting bodies, whether it be the Higher Learning Commission or several of the engineering- or STEM-focused accrediting bodies such as ABET, we're still in a good spot. In fact, this year, we just approved our quality initiative, which is a key aspect to sustaining not only our accreditation, but showing that we're continuing to improve ourselves, and that quality initiative will focus strongly on data science, throughout all of our curriculum.   Naviere Walkewicz Yes, sir. I think that's wonderful. I know a lot of graduates were, you know, maybe didn't have all the information, so I think that's wonderful that you just shared that. Something interesting you talked about your brief was some master's, a beta testing for a master's program, working with AFIT. Can you expand a bit more about that? And then do you see the Academy becoming a five-year institution, or we will stay four years, 47 months?   Gen. Bauernfeind Right now, I believe that we will still stay a 47-month program because our academic program is 47 months; our athletic program is 47 months, and most importantly, our leadership development and military program is 47 months. For the AFIT program, the vision is — these amazing young Americans come in with so much academic credit. Many of them now are part of the Martinson Scholar Program. And thanks to Mr. Martinson's great support, we have a program that can focus on them going even further. What we can offer them now, the majority are taking multiple majors and multiple minors. What if, in the future, you didn't want to do multiple majors or minors, but you want to go and start on your master's degree, which many other institutes of higher learning are offering in a parallel aspect? And so in conversation with Gen. Tullos, how can we start allowing cadets as early as their junior year start taking master's programs and achieve what would be required? Initial assessment is we will have some that can probably achieve it in 47 months, but probably the greater group will need to stay the Academy for maybe six or 12 more months as a second lieutenant to finish up their AFIT courseware. So they would stop their 47-month USAFA program, but continue with their master's program in the classroom in Fairchild and finish out their master's here. Is the vision— and we're working through this. I want to be very clear that this is beta. We have a lot to learn in this. And from my perspective, as I work with the Air Force to get greater support for this, this is going to be a strong cost saver for the Air Force. When our Air Force officers go to get master's degree, as a general rule, they are out of their operational career field for two years as they go to execute their 18-month AFIT program, plus two associated PCSs. Now we show not only a time saving, but a cost savings. And now these second lieutenants are entering, a portion of them, are entering their air force or Space Force with a master's degree. And it is not uncommon for many of our second lieutenants right now to even start their initial training, depending on what training is available until the spring of the next year after they graduate. So I see a strong promise, but we've got a lot of work to do to make it a reality.   Naviere Walkewicz Yes, sir. Well, that's creative and innovative thinking right there. I think that we're very excited to hear more about that, especially as the beta testing moves forward. Sir, maybe we can move into the warfighting realm. Graduates have been very interested in the renewed focus on warfighting that you've taken over the past year. What recent programs or military training taking place at USAFA right now are really supporting this development of the warfighter. Ready to lead on Day 1?   Gen. Bauernfeind So I believe we've always had a strong foundation of warfighting training, whether it be our airmanship programs, our powered flight programs, our jump programs, our special warfare programs and basic cadet training and cadet survival. But we're building upon that, and we're adding to those as great examples. As discussed earlier, if we can fight for the ammunition, we will have every single cadet qualify on both weapons every single year. The Class of '29 for the M18, the pistol, they qualified at a rate at about 65%. For the M4, the long gun, at a rate of 93%. I'm very proud of those numbers, because many of those young men and women— that was the first time they touched a weapon in their lives. And now, if they do it three more times before they graduate, those qualification rates are going to skyrocket, and they're going to have the confidence, when they deploy into harm's way, of their weapons. Additionally, thanks to the great work by the Cadet Wing, we have received 4,000 sets of chemical gear. And so not only in basic training, are they learning how to establish a forward operating base, defend it, but we're going past the days of where we walked into a tent, took our mask off and then dealt with the wonderful fluids that came out of our bodies. But now, going forward, to how are you going to conduct ATSO operations, or the ability to survive and operate in deployed locations with chemical gear on? And we're very proud to partake in some of that training with the basic cadets, and they are really taking to understanding what is required. And then the final aspect is, as discussed, the cadet warfighter instructor course, is acknowledging that to be really good at those items, we need some subject matter expertise. But the subject matter expertise required to lead, train and certify 4,000 cadets every year, we have to rely on cadet leaders, and as discussed, they're in the field as we speak in the inaugural cadet warfighter instructor course. And I look forward to seeing the feedback of how they will come back and do the squadrons. And tying that back to the cadets wanting more ownership of their training — the intent is 12 cadets inside of each cadet squadron that will now take on the responsibility through the academic year of that warfighter training that we will assess in the fall CULEX, and the ultimate assessment in the spring CULEX.   Naviere Walkewicz Sir, it really shows how you're building that expertise within the squadron to support the squadron commander so they really are taking care of their people. I think that's outstanding.   Gen. Bauernfeind And very excited about it.  And I just want to say thank you again, because it was due to the generosity of the Foundation that got us the seed to start the automation, with 29 Group 2, the smaller UAVs, as we see automation and all monitor warfighting, unleashing the cadets on how they're going to use those UAVs to defend their forward operating bases, to understand what's across the ridgeline as they move forward. And very excited to see where the cadets will take us in this, because I'm sure they're gonna be far more innovative than my generation.   Naviere Walkewicz Our generation, sir, yes, sir. Well, you talked about the four-class system and I think that was really relevant for our graduates to hear. How are cadets feeling motivated through this process? And have you seen them evolve over the past year since you started implementing that?   Gen. Bauernfeind I think the first aspect was— it took them time to truly understand what we were laying out as it went forward. And every year we do this, we will get a little more advanced at the end of the day. I think our four-degrees understood it. That was good. It was that they understood what it meant to be a teammate. What it meant to be a teammate, follower, and that was an easier aspect to develop them through. The team leaders at the senior NCO level for the two-degrees and the firsties as unit leaders, they started understanding that. The biggest challenge we saw was with the three-degrees. What does it mean to be a frontline, engaged supervisor? And we have to troop lead them through, “This is what it means to be a frontline, engaged supervisor.” That they are your subordinate. But to take best care of your people, you should know where they're from. You should know about their parents. You should know their dog's name. You should know where their birthday is. You should know when their next chemistry test is, when their next PT test is. And while you may not be able to tutor them on chemistry, you can gather and motivate them for, “Hey, if the PT test is three weeks out, let's go run together. Let's go get on the pull up bar together. Let's, you know, be engaged.” And the more you know your teammates, what I offer to you, whether it be in morning formation, noon meal formation, at the tables at Mitchell Hall, in the halls of your squadron, inside of 30 seconds you're gonna see your teammates, your subordinate, and you're gonna know if they're gonna have a good day or bad day, because you're close enough to know, just quickly, OK, they're gonna have a great day or something's going on. “Let's go take a walk. Let's figure out what's driving you down. And how can I, as a frontline engaged supervisor, start taking barriers out of your way?”   Naviere Walkewicz I mean, I can only imagine that giving them more pride, even now that they understand, “This is how I can be a frontline supervisor,” when you give us very specific examples. Well, if we might shift gears a little bit to admissions and graduation. Since we just had a class join us, and we had a class recently graduate, maybe you can tell us how the Class of '29 how they're faring so far.   Gen. Bauernfeind The Class of '29 are doing great. I am impressed by their professionalism. I'm impressed by their energy. And as you saw, as we just did the recent march back, they were loud and proud. That was really good as it went forward. And for the Class of '29, I'm proud to report that they are faring very well. Just so everybody knows, we had over 9,000 completed applications. We offered 1,411 offers of admission, and 1,112 took the oath on I-Day as it moved forward. We had cadets from every single state and territories of Guam and Puerto Rico, as well as 12 international cadets that joined us. Of those, 117 from Prep School came up the Hill. And then 76 are, you know, part of a prior Long Blue Line as it's coming forward as it goes. Of the Class of '29, 55% were in the top 10% of their class, and 96 were all invited on varsity sports. Right now we are, as coming out of basic training, of 1,095 and during that time, they're still going strong. We did have some teammates that didn't have a full appreciation of what military life was, or may not have been as impassioned about the Academy as their parents, and so we've parted ways with a few small numbers. But during basic training, I can proudly say— we talked about the qualifications on the weapons, but also say they took their very first PFT test, and looking back over the last five years, they, on average, scored 15 points higher than the last five years. And that's a testament to two teams, I would offer to you, well, not only the cadets themselves, who had to do it, but all of our admissions team that's out there saying, “Hey, congratulations, you've been admitted. Start preparing now.” But also our athletic director, athletic department team that was out there giving them good, focused training to prepare them for those physical fitness tests. And they just took PFT No. 2 a couple days ago, and we're accessing the data but all indications are it's trending up.   Naviere Walkewicz No, yes, sir. Those are outstanding numbers. As a country, we're seeing admission rates and the challenge of getting the best of the best into the door, the fact that we had such wonderful numbers coming in, and we're attriting very low, I think it's something we should be proud of.   Gen. Bauernfeind I'm very proud of it, but acknowledge it's a tough— it's a knife fight to get the best of the brightest, and so thanks to Air Education and Training Command and Accessions Command, we are going to try a new marketing contract this year to further make sure that the amazing young Americans throughout all four corners truly understand the opportunity in front of them with the Air Force Academy, and make sure they're aware of it. So I'm excited to see how that marketing campaign goes to even up our numbers, even a little bit more.   Naviere Walkewicz Awesome. Yes, sir. Well, sir, in the realm of athletics, last year, you shared an emphasis for cadet support and participation at more of our athletic events. What have you seen come from that? And what can you share about athletics, intramurals most currently?   Gen. Bauernfeind It's one of our three mission sets: athletics. And it's not just for our IC athletes. I jokingly tell some of the teammates to say, “Tell me about a cadets life.” It's like, well, they have three full time jobs, a military job, an academic job and an athletic job, and they really get a bachelor of science in time management. And that's as we go forward. But I've asked the athletic department, you know, during COVID, our intramural program atrophied, and now we have to see, how can we really enhance our intramurals as it goes forward. But I'm especially also proud of our intercollegiate athletes, 30 intercollegiate programs. When we talk about the blood, sweat, tears, the hard work that our IC athletes representing 25% of the Cadet Wing — they are really jumping in hard. And my expectations as the superintendent is all 30 of those programs earn home field advantage. And so we've recently published an operation order to the team as we look into the fall sports. And the basic synthesis of it is, protect this house. We will come strong to all home events, and we're working through that aspect. And so as a whole, not only will we figure out how to be strong at all of our home events, whether it be, you know, this fall with women's soccer, men's soccer, cross country, water polo, volleyball and, importantly, football. And proud to report here at our AOG that the entire Cadet Wing will be marching onto the football field and protecting this house and our amazing stadium at home games.   Naviere Walkewicz Yes, sir, thank you for that. That's fantastic. Sir, you know, you can't come out of this Air Force Academy, this 18,000 acres of amazing Academy, without seeing some of the changes, whether it's facilities or capabilities. You know, of course, there are two questions we hear often about the chapel in the box. When will the chapel be done? And then also, you know, what about the visitor center? When can we actually get into it?   Gen. Bauernfeind No, those are two great questions, Naviere. First of all, I think that the box has become so routine there that we received a formal request from cadet. So how can we have a — no kidding — drive in movie theater screen? And the request came in at $300,000 so we thought the prudent action was, let's get the chapel done so we can take the box down instead of putting up a new theater. But right now, for our chapel, again, it is an amazing piece of architecture, and to maintain the historical relevance and the hard work that went behind it, it's going to take time. Right now, we're on schedule for 2028 and we are focused on making sure all the involved teams take every single day out and we can find out as soon as possible when we have any sort of deviation, so we can swarm it. And so as such, we hold monthly meetings with IMSC — the Installation Management Sustainment Command — Air Force Civil Engineering Command, the Corps of Engineers, to go through all of our military construction projects so that if something comes up, we are aware of it within days of the issue, and we swarm it together instead of letting issues boil for a long period of time. And so excited to get the chapel back open as such a spiritual icon of the United States Air Force Academy. And spirituality is so important to the holistic leader's readiness— not just physical, mental, social, family, but also spiritual. And I think it will be important for that development. And then to the visitor center. We're on track to open up in May of '26 before the graduation, and excited to finally open that visitor center and share with a much wider audience what all of our alumni and we know of the amazing story behind the Air Force Academy, all the amazing exemplars who have come from our Academy. And I will share with you, I'm excited to get a whole ton of young Americans inside the visitor center so they can start getting excited about being part of the Class of 2032, 2038 and beyond.   Naviere Walkewicz Yes, sir. Well, they say things are worth the wait, good things are worth the wait, and I think the interactive displays that are gonna come with this are really gonna help people understand truly what our cadets go through.     Gen. Bauernfeind Absolutely. And thank you again to the AOG and Foundation. As money got tight, the Foundation came forward and we now have that beautiful glider, you know, in position that shows what all of our cadets are working through.   Naviere Walkewicz Yes, sir. Well, our sole existence is to support the Academy, serve our grads and prserve the heritage. Well, sir, I'm cognizant of your time. We're so grateful you're here today. Mind if I ask you one final question?   Gen. Bauernfeind Please do.   Naviere Walkewicz What's on your mind that you want to leave with our graduates to be thinking about when you think about our Academy and your vision and mission. What can you leave us with?   Gen. Bauernfeind I just want to thank the Long Blue Line. We are 55,000-plus strong. There have been so many of our alumni, every single one of us that have gone through this journey. And we're proud of this institution. And I just say, continue to support this amazing institution. Spread the good word of what our Air Force Academy is, because we want amazing young women, amazing young men that are in your communities, in your churches, at your work centers, to say, “Hey, have you heard about the Air Force Academy? That's the place for you, because our nation deserves the best.” And just a final thanks to the alumni, and as a superintendent, I'm proud to be in this position with my amazing teammates. And any alumni that wants to ask me, “What's the rest of the story?” I am always available. Please hit me up in the hallways, on the Terrazzo, on the field, and I look forward to your conversations.   Naviere Walkewicz This has been a special edition of the Air Force Gradcast. On behalf of the Long Blue Line Podcast Network and the U.S. Air Force Academy Association & Foundation, thank you for joining us. It's been a privilege to hear directly from Lt. Gen. Bauernfeind and to share updates and perspectives relevant to graduates across our Academy community. Thank you for your continued connection, commitment and support of our United States Air Force Academy. I'm Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. Until next time.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

In this episode Erin Fairchild shares her love for documenting everyday moments through her journaling practice. Erin has found that having the intention of capturing everyday moments in your journal helps be more present in those moments so easily overlooked and creates beautiful time capsules of all aspects of one's life. This becomes a practice of deep gratitude. This chat is beautiful!

Episodio veraniego llamado¡o "INSIDE EXTRA" Donde intentamos mantenerlos entretenidos con extractos de audios grabados durante la grabación del especial que hicimos sobre "Los 8 Traidores de Silicon Valley" Lo que vais a escuchar son partes de diferentes dias de grabación donde vamos comentamos como iremos haciendo los episodios y por supuesto salen otros subtemas que no tienen nada que ver sobre el episodio en cuestión (como suele ser habitual en este podcast ). Espero os entretenga este audio hasta que volvamos de vacaciones que sera el lunes 1 de setiembre. Buen verano a todos los Applelianos. NUESTRO PATROCINADOR https://seoxan.es //Enlaces https://seoxan.es https://uptime.urtix.es/login.php //Donde encontrarnos Canal Youtube https://www.youtube.com/c/ApplelianosApplelianos/featured Correo electrónico applelianos@gmail.com Amazon https://amzn.to/30sYcbB X https://x.com/ApplelianosPod Apple Podcasts https://podcasts.apple.com/es/podcast/applelianos-podcast/id993909563

tvScientific CEO and co-founder Jason Fairchild joins the pod a second time to discuss fundraising strategies. Tips for Open Marketers include taking more at-bats, choosing the right timing and making the success of the company feel inevitable, making strategics' success a part of your success, and surrounding yourself with the right people, especially for your first company. Joe also lectures Jason and Eric on proper sunscreening habits.

Welcome to "In The Trenches with Dave Lapham," presented by First Star Logistics.  In this episode, Dave Lapham joins Dave Berk to offer an in-depth preview of the Cincinnati Bengals' second preseason game against the Washington Commanders. They also tackle the pressing issue of the contract stalemate with star defensive end Trey Hendrickson. The conversation kicks off with a look at the heightened importance of the second preseason game. While the starters are expected to see some action, this matchup is a crucial evaluation opportunity for rookies, free agents, and players on the roster bubble who are fighting to make an impression.  Lapham draws on his own experience as a former player, emphasizing the immense pressure these athletes face to perform and secure their spot on the team. A significant portion of the discussion is dedicated to the offensive line. Rookie offensive guard Dylan Fairchild, who had an impressive debut, is now tasked with the challenge of "stacking" another strong performance to prove his consistency. Lapham notes that while Fairchild's success isn't surprising given his pedigree at Georgia, the ability to consistently perform is what separates good players from great ones in the NFL. Conversely, they touch on the struggles of right guard Lucas Patrick and how that has opened up a battle for the position, with players like Jalen Rivers and Cody Ford in the mix. The conversation then shifts to the ongoing contract negotiations with Trey Hendrickson. Both Daves agree that a trade seems highly unlikely given Hendrickson's immense value to the team, not just as a premier pass rusher but also as a person and a leader. Lapham highlights Hendrickson's incredible work ethic and his status as the most productive pass rusher in the league over the last two seasons. They discuss the complexities of the negotiation, suggesting it's likely a matter of structuring the contract and the amount of guaranteed money, rather than a question of whether a deal will get done. Lapham expresses strong confidence that both sides will come to an agreement, as letting a player of Hendrickson's caliber go would be a massive loss for the Bengals. Looking ahead to the game against the Commanders, Lapham shares what he'll be watching for. Offensively, he wants to see the first-team offense, led by Joe Burrow, continue to execute at the high level they displayed in their first preseason outing. Defensively, he's looking for the unit to "up the ante" and play a cleaner, more cohesive game. He believes the Bengals' defense has the potential to be one of the best in the league under new coordinator Al Golden and wants to see them take a step towards realizing that potential. This episode of "In The Trenches" is a must-listen for any Bengals fan looking for expert analysis on the key storylines heading into the second week of the preseason. From individual player battles to high-stakes contract talks, Dave Lapham provides unparalleled insight into the state of the Cincinnati Bengals. Don't forget to like, subscribe, and hit the notification bell to stay up-to-date with all the latest from "In The Trenches with Dave Lapham," presented by First Star Logistics.  First Star Logistics is one of the fastest-growing companies in Cincinnati and is looking to expand its brokerage department. Visit firststarlogistics.com for more information on how you can join their team.

Welcome to "In The Trenches with Dave Lapham," presented by First Star Logistics.[1] As the Cincinnati Bengals prepare to kick off their 2025 preseason, legendary Bengals offensive lineman and longtime broadcaster Dave Lapham joins Dave Berk to provide an in-depth preview of the first matchup against the Super Bowl champion Philadelphia Eagles. This episode is packed with expert analysis on key players, crucial position battles, and what fans should be watching for as the team begins its journey. Joe Burrow: A Talent Aging Like 'Fine Wine' A significant portion of the discussion is dedicated to the exceptional talent of quarterback Joe Burrow. Berk, who has watched Burrow since his high school days, offers unparalleled insight into his development. Lapham describes Burrow's continuous improvement as being "like a fine wine," noting that every year he gets better. This isn't just about natural talent; it's about a relentless work ethic and a profound understanding of the game. Lapham breaks down the nuances of Burrow's mechanics, his pinpoint accuracy, and his flawless footwork.  He emphasizes that Burrow's ability to process defenses, both pre- and post-snap, is what truly sets him apart. According to Lapham, Burrow was "born and bred to throw a football," and his ability to place the ball exactly where it needs to be, with velocity, is a sight to behold. Berk and Lapham agree that the difference between Burrow and any other quarterback in camp is immediately obvious, highlighting his status as a truly elite, once-in-a-generation player. The Trenches: A 'Huge Battle' on the Offensive Line The conversation naturally shifts to the men tasked with protecting the franchise quarterback. Lapham identifies the interior offensive line, specifically the guard positions, as the most critical area to watch this preseason. He calls it a "huge battle" that could very well determine the success of the Bengals' entire season. The guards were a weak link last year, and the team has made a concerted effort to address this through the draft and free agency. A major focus is on rookie offensive lineman Dylan Fairchild from Georgia. Lapham is incredibly high on Fairchild, calling him one of the most "finished products" he's seen coming out of college in a long time. He praises Fairchild's technical skill, his powerful feet, and his hand usage. Having played in the highly competitive SEC and for a national championship-winning program, Fairchild has been tested against the best and understands what it takes to win. Lapham believes he is destined for an "outstanding career" and will likely start at guard for the Bengals. The development of depth at offensive tackle behind starters Orlando Brown Jr. and Amarius Mims is also a key storyline, as the long NFL season always tests a team's resilience. New-Look Defense and Key Players to Watch Under new defensive coordinator Al Golden, the Bengals' defense is another area of intense focus. While the preseason schemes will be "pretty vanilla," Lapham explains that the coaches will be evaluating individual performances, consistency, and accountability. Golden is instilling a culture of meticulous detail, ensuring every player understands not just their assignment, but how it fits into the broader defensive concept. The goal is to build a unit where teammates can trust each other to execute on every snap. The hosts also highlight specific players fans should keep an eye on, including Desmond Ritter, who is competing for a backup quarterback role, and the new, young linebackers who are expected to bring speed and energy to the field. Conversely, several key players are not expected to play in the first preseason game, including Dax Hill, B.J. Hill, Cam Taylor-Britt, and Mike Gesicki. "In The Trenches" is proudly presented by First Star Logistics, one of the fastest-growing companies in Cincinnati. They are expanding their brokerage department and looking for individuals seeking a fast-paced career in the logistics industry. Visit FirstStarLogistics.com to learn more about joining their team at one of the top places to work in the area. Don't forget to LIKE this video, SUBSCRIBE to the channel for more exclusive Bengals content, and SHARE it with fellow fans! Who Dey

In this episode, Bracey and Anna talk with Erica about the ways her relationship with empathy and anxiety breaks the mold, how she's able to connect with a variety of people, and FOMO! We also get into a recent-ish dating story that left us both laughing, plus a glimpse into an alternate life path. It's honest, warm, and full of giggles.Some episodes you may have missed….Here's some good ones from the archives!Big Friendship ReviewAll Systems Go!Over-Functioning: What it Looks Like and Where it Takes UsIf you've enjoyed any of our episodes, we'd appreciate it if you'd share with a friend. That's how podcasts grow - through connection - and we appreciate you helping us grow! This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit likehearted.substack.com

On this episode of On the Brink with Andi Simon, I had the immense pleasure of speaking with Jessica Fairchild—an extraordinary lawyer, entrepreneur, and advocate for a new kind of workplace culture. Jessica's story is one of continual reinvention, courageous pivots, and an unwavering commitment to values-driven leadership. Jessica is the co-founder and partner at Fairchild and Bair, a Chicago-based law firm built on flexibility, trust, and purpose. As you'll hear in our conversation, her 25-year legal career has not followed a traditional path. And that's exactly what makes her story so compelling. From Accounting Major to M&A Trailblazer Jessica didn't grow up dreaming of being a lawyer. In fact, she studied accounting in college and only considered law school after enjoying a business law class. With no attorneys in her immediate family, this leap was both unexpected and bold. But as she puts it, “I followed my gut.” After cutting her teeth in a large Chicago law firm, she took a big risk—leaving to become general counsel for Chicago's Olympic bid. That three-year detour turned out to be a pivotal moment in her journey. The experience showed her how law could intersect with leadership, creativity, and impact. It also sparked her entrepreneurial spirit. Building a Firm with Flexibility at Its Core Jessica founded her own firm in 2010, without a business plan but with a clear sense of purpose: to build a law practice where she—and others—could bring their authentic selves to work. In 2019, that mission expanded with the merger that formed Fairchild and Bair, alongside like-minded partners. Today, the firm boasts nearly 100 lawyers and a business model that reflects the realities and values of a new generation. What sets Jessica's approach apart? It's the deliberate culture of flexibility and inclusion. Whether accommodating a lawyer working remotely from Madrid or welcoming professionals who've stepped away from the workforce, the firm embraces nonlinear career paths. “We meet people where they are,” Jessica explains. That philosophy has helped them attract top talent from firms where rigid structures no longer fit. If you would like to watch our interview, it is on YouTube: Law as Business, Practice, and Purpose Jessica is as much a business leader as she is a legal expert. She emphasizes that today's law firms must be more than traditional billable-hour machines. They must be responsive to change, open to new technologies (including AI), and built around human-centered leadership. Her firm is exploring how AI can make legal work more efficient—not to replace lawyers, but to empower them. And in a profession where many still define themselves by their titles or roles, Jessica is carving out space for lawyers to live full, multidimensional lives. As she wisely notes, “You've got to find a place where you can be your authentic self.” Key Takeaways Jessica offers two powerful insights for all professionals—not just lawyers: Find a place where you can be your authentic self. If your current environment doesn't support who you are, there are others that will. Think of your career as a journey, not a destination. Jessica's path has included pivots, risks, and new beginnings. That's what made it rich and meaningful. Why This Matters Now This episode couldn't come at a better time. With workplaces in flux, AI reshaping industries, and the next generation demanding purpose and flexibility, Jessica's story provides a blueprint for a new kind of leadership—one that balances innovation with humanity. Tune In & Take Action Enjoyed this episode? Subscribe, share with a colleague, and send us your thoughts atinfo@andisimon.com. Want more stories like this? Check out my books On the Brink, Rethink, and Women Mean Business on Amazon.  

Check out the Video of this Episode Here! EPISODE 371 Rebecca and Rey step into this milestone issue of Moon Knight with plenty of pip and vigour... It's a huge occasion so who can blame them? Caught up in the action-packed finale, both High Priests take time to analyse the trajectory of Marc and Tigra through the MacKay lens, as well as the visual assault for our eyes, courtesy of Devmalya Pramanik! It's all here in all it's glory! This, and Loony feedback too...the celebrations have only just begun! Fist of Khonshu Vol. 1 #10 "God of Gangsters" Release Date July 23rd, 2025 Cover Date Septamber, 2025     Writer(s) Jed MacKay Penciler(s) Devmalya Pramanik Inker(s) Devmalya Pramanik Colorist(s) Rachelle Rosenberg Letterer(s) VC's Cory Petit Editor(s) Devin Lewis Shine those idols, and dust off the cape....IT'S TIME TO GET YOUR KHONSHU ON! SHOW NOTES:  Fist of Khonshu Vol. 1 #10 Tales from the Stack WHERE TO HEAR US: Podcast Page Podchaser Apple Podcast Google Play Music Spotify Overcast SoundCloud Stitcher Tunein Podbean Into the Knight RSS Feed YouTube DROP US A LINE: Website: intotheknight.libsyn.com Email: feedback@itkmoonknight.com FB Page: Into the Knight- A Moon Knight Podcast Page FB Group: Into the Knight- A Moon Knight Fan Base Bluesky: Into the Knight - Bluesky X: @ITKmoonknight Instagram: ITK Moon Knight Discord ITK Server: ITK Server   CHECK OUT THESE OTHER SHOWS I CO-HOST! Sons of the Dragon - An Immortal Iron Fist Podcast DCAU - The DC Animated Universe Podcast  Capes & Lunatics Sidekicks To Know Her Is To Fear Her: The Spider-Woman Podcast Predator & pREY - a Yautja Podcast Rey Plays Games!   OFFICIAL ITK MERCHANDISE @ DASHERY - BUY HERE! Thinking of starting your own podcast? Check out our special offer from Libsyn!   CREDITS: ITK Logo Graphic Design by The High Priests of Khonshu ITK Graphic Design produced and assisted by Randolph Benoit ITK Opening Sequence for video by Chris Kelly Music Written, Performed and generously provided by Deleter Co-Producers Wayne Hunt Josh Johnson Anthony Sytko Matthew Howell Jonathan Sapsed Dan Newland Executive Producers Justin Osgood Derek O'Neill Daniel Doing Mario Di Giacomo Odin Odinsword Produced by Reynaldo Gesmundo The music for this episode contains excerpts from various songs and music copyrighted by Deleter and Brian Warshaw. The music agreed for use on Into the Knight - A Moon Knight Podcast is licensed under an Attribution License;

Chris Fairchild, Chair of Fluvanna County Board of Supervisors, Jesse Rutherford, Nelson County Board of Supervisors, and Neil Williamson, President of Free Enterprise Forum, joined Keith Smith on “Real Talk With Keith Smith” powered by YES Realty Partners and Yonna Smith! “Real Talk” airs every Friday from 10:15 am – 11 am on The I Love CVille Network! “Real Talk With Keith Smith” is presented by Charlottesville Settlement Company, LLC, El Mariachi Mexican Bar & Grill, Fincham & Associates, Inc., Free Enterprise Forum, Intrastate Service Co, Mejicali and YES Realty Partners.

In this gripping detective story, Philip Marlowe is drawn into a web of mystery involving threats against Bruce Gordon, a photographer living with his wife Isabel at the Fairchild estate. As Marlowe investigates, he uncovers a kidnapping plot that leads to unexpected revelations about the true nature of the threats and the identity of the kidnapper. The story unfolds with suspenseful encounters, character dynamics, and a twist that reveals the complexities of human relationships and motivations.takeawaysThe story begins with a mysterious case involving threats.Isabel Gordon seeks help from private detective Philip Marlowe.Bruce Gordon's life is threatened by unsigned letters.The Fairchild estate is filled with complex family dynamics.Marlowe encounters danger while investigating the case.The kidnapping plot unfolds with unexpected twists.The identity of the kidnapper is revealed in a shocking twist.A receipt for a Panama hat becomes crucial evidence.Marlowe's investigation leads to a deeper understanding of the characters.The story concludes with a reflection on human nature.Philip Marlowe, detective story, mystery, kidnapping, noir, crime, suspense, private investigator, 1940s, storytelling

Full 3 hr episode on Patreon Part III of the non-cybernetics series focused on the little explored contributions of American Indian knowledge systems to the development of computation and algorithms. Mickey Newbury and songwriting, Navajo code-talkers during WWI/WWII, variations in native dialect, coyotes and stardust, sustaining genetic diversity, tricksters and their influence on probability studies, AIM takeover of the Fairchild semiconductor plant, indigenous anarchy and post-politics, Claude Shannon-Weaver method applied to Ojibwe scrolls, The Iroquois Confederacy as a model for the US constitution: symbolism of the arrows, the suspicious rise of Global Village Coffeehouse and tribal aesthetics in the early 90's, the vanishing native, the phrase “standing on business”, KB's postcard snail mail network, Marcel Mauss, Bataille, and the potlatch economy as a precursor to the feedback network, biodiversity in agriculture, multi-colored corn harvests, + more

Developing a valuable mineral exploration project starts with building the right footprint, and Fairchild Gold Corp. (TSXV: FAIR) is advancing just that with its Nevada Titan Property.Executive Chairman Nikolas Perrault shares recent milestones, including the acquisition of several mineral exploration targets that expand the property and the collection of 160 additional samples from historic mine sites to further confirm the property's potential. He also outlines the company's next steps to ensure scalability and long-term value for its shareholders. Watch the full interview to learn how the Nevada Titan Property's advantageous infrastructure, highly mineralized targets, and expanding land package have the potential to support the critical mineral supply for emerging tech, including AI. Discover Fairchild Gold's portfolio: https://www.fairchildgold.com/Watch the full YouTube interview here: https://youtu.be/ftbClbWzB_YAnd follow us to stay updated: https://www.youtube.com/@GlobalOneMedia?sub_confirmation=1

Developing a valuable mineral exploration project starts with building the right footprint, and Fairchild Gold Corp. (TSXV: FAIR) is advancing just that with its Nevada Titan Property.Executive Chairman Nikolas Perrault shares recent milestones, including the acquisition of several mineral exploration targets that expand the property and the collection of 160 additional samples from historic mine sites to further confirm the property's potential. He also outlines the company's next steps to ensure scalability and long-term value for its shareholders. Watch the full interview to learn how the Nevada Titan Property's advantageous infrastructure, highly mineralized targets, and expanding land package have the potential to support the critical mineral supply for emerging tech, including AI. Discover Fairchild Gold's portfolio: https://www.fairchildgold.com/Watch the full YouTube interview here: https://youtu.be/ftbClbWzB_YAnd follow us to stay updated: https://www.youtube.com/@GlobalOneMedia?sub_confirmation=1

Most people protect their identity. Andy Grove would rewrite his, again and again. He started as a refugee, became a chemist, turned himself into an engineer, then a manager, and finally the CEO who built Intel into a global powerhouse. He didn't cling to credentials or titles. When a challenge came up, he didn't delegate, he learned. This episode explores the radical adaptability that made Grove different. While his peers obsessed over innovation, he focused on something far more enduring: the systems, structures, and people needed to scale that innovation. Grove understood that as complexity rises, technical brilliance fades and coordination becomes king.  You'll learn how he redefined leadership, why he saw management as a creative act, and what most founders still get wrong about building great companies. If you're serious about getting better—at work, at thinking, at leading—this is the episode you'll be glad you didn't miss.  This episode is for informational purposes only and most of the research came from The Life and Times of an American by Richard S. Tedlow, Only the Paranoid Survive by Andy Grove, and Tom Wolfe's profile of Robert Noyce available here. Check out highlights from these books in our repository, and find key lessons from Grove here — ⁠⁠https://fs.blog/knowledge-project-podcast/outliers-andy-grove/⁠ (05:02 ) PART 1: Hungarian Beginnings(06:48) German Occupation(09:27) Soviet Liberation(11:01) End of the War(12:35) Leaving Hungary (14:10) PART 2: In America(16:50) Origin of Silicon Valley(20:04) Fairchild (22:54) PART 3: Building Intel(25:15) Becoming a Manager(29:39) Intel's Make-or-Break Moment(31:35) Quality Control Obsession(34:41) Orchestrating Brilliance(37:49) The Microprocessor Revolution and Intel's Growth(40:32) Intel's Growth and the Microma Lesson(30:51) The Grove Influence(47:00) The Birth of Intel Culture(49:42) ​​The Fruits of Transformation(50:43) The Test Ahead (53:07) PART 4: Inflection Points(55:23) The Valley of Death(58:26) The IBM Lesson(01:01:18) CASSANDRA's: The Value of Middle Management(01:04:09) Executing a Painful Pivot (01:08:25) Reflections, afterthoughts, and lessons Thanks to our sponsors for supporting this episode: MOMENTOUS: Head to ⁠⁠livemomentous.com⁠⁠ and use code KNOWLEDGEPROJECT for 35% off your first subscription.  NOTION MAIL: Get Notion Mail for free right now at ⁠notion.com/knowledgeproject Upgrade — If you want to hear my thoughts and reflections at the end of all episodes, join our membership: ⁠⁠⁠⁠⁠⁠⁠⁠⁠fs.blog/membership⁠⁠⁠⁠ and get your own private feed. Newsletter — The Brain Food newsletter delivers actionable insights and thoughtful ideas every Sunday. It takes 5 minutes to read, and it's completely free. Learn more and sign up at ⁠⁠fs.blog/newsletter Learn more about your ad choices. Visit megaphone.fm/adchoices

Join Dave Lapham In The Trenches for an insightful deep dive on the Bengals two new draft picks with Cincinnati Bengals Offensive Line Coach, Scott Peters. This episode, brought to you by First Star Logistics explores the unique background and coaching philosophy of a key figure shaping the Bengals' front line.   Scott Peters' unique coaching methodology: How wrestling and MMA principles translate to dominant offensive line play.   The "Toolbox" Concept: Equipping linemen with diverse techniques to counter any defender.   Developing Talent: Discussing the process for draft picks (like Dylan Fairchild, Jalen Rivers) and free agents (like Lucas Patrick).   We want to thank Coach Peters for being a fantastic guest and for joining us today on In the Trenches with Dave Lapham brought to you by First Star Logistics. We also look forward to growing our new central channel, First Star Media Group, and having you fans follow us along the ride. A lot more content is coming soon so definitely hit that subscribe button so you never miss one of our uploads! As always Who Dey!   Want to win great prizes from First Star Logistics during the Bengals season? During the 2025 Cincinnati Bengals season, First Star Logistics will give away some great and unique prizes. Follow @FirstStarLog, @DLInTheTrenches, and @JoeGoodberry for details each week on how you can win.

The Commodities Global Expo 2025 is fast approaching—set for May 11–13 at the Four Seasons in Fort Lauderdale, Florida—and among the key companies attending is Fairchild Gold (TSXV: FAIR | FRA: Y4Y).In this interview, Executive Chairman Nikolas Perrault discusses the potential of the company's flagship Nevada Titan Project, which they believe is sitting on a large copper system. He also talks about the project's highlights, its strong management team, and explains why Fairchild Gold is well-positioned to help meet rising copper demand in the U.S.Watch the full interview to learn why Fairchild Gold stands out as a promising copper-gold exploration company.Secure your spot at the Commodities Global Expo 2025 and connect with Fairchild Gold: https://topshelf-partners.com/Watch the full YouTube interview here: https://youtu.be/5t1U7y-ZxAwAnd follow us to stay updated: https://www.youtube.com/@GlobalOneMedia?sub_confirmation=1

The Commodities Global Expo 2025 is fast approaching—set for May 11–13 at the Four Seasons in Fort Lauderdale, Florida—and among the key companies attending is Fairchild Gold (TSXV: FAIR | FRA: Y4Y).In this interview, Executive Chairman Nikolas Perrault discusses the potential of the company's flagship Nevada Titan Project, which they believe is sitting on a large copper system. He also talks about the project's highlights, its strong management team, and explains why Fairchild Gold is well-positioned to help meet rising copper demand in the U.S.Watch the full interview to learn why Fairchild Gold stands out as a promising copper-gold exploration company.Secure your spot at the Commodities Global Expo 2025 and connect with Fairchild Gold: https://topshelf-partners.com/Watch the full YouTube interview here: https://youtu.be/5t1U7y-ZxAwAnd follow us to stay updated: https://www.youtube.com/@GlobalOneMedia?sub_confirmation=1

In 1916, the National Institution for Moral Instruction had a contest to see who could come up with the best morality code. For kids. Evolving views on childhood, child labor laws, patriotism, and eugenics influenced this effort. Research: “$5000 Prize Winners Announced Oct. 1” Dean Bennion in Race.” Daily Utah Chronicle. April 23, 1917. https://www.newspapers.com/image/289878324/?match=1&terms=%22Morality%20Code%22%20winner “93 Virtues Make the Perfect Man.” Tulsa World. Dec. 22, 1919. https://www.newspapers.com/image/884436330/?match=1&terms=Iowa%20%22character%20education%22%20 Brimi, Hunter. “Academic Instructors or Moral Guides? Moral Education in America and the Teacher’s Dilemma.” The Clearing House, vol. 82, no. 3, 2009, pp. 125–30. JSTOR, http://www.jstor.org/stable/30181093 Character Education Inquiry. “Studies in the nature of Character.” New York. Macmillan. 1928. https://archive.org/details/studiesinnatureo0001char/page/n7/mode/2up “Character Education Methos Research.” Atlanta Constitution. Sept. 30, 1917. https://www.newspapers.com/image/26907400/?match=1&terms=%22Morality%20Code%20Competition%22 “The Children’s Morality Code.” Virginia Teacher. March 1924. https://commons.lib.jmu.edu/cgi/viewcontent.cgi?article=2194&context=va-teacher “College Professors and Others in All States Take Part in Contest to Decide Best Method of Character Building in the Growing Generation.” Washington Post. March 4, 1917. https://www.newspapers.com/image/28849374/?match=1&terms=%22Morality%20Code%20Competition%22 Davis, Emily C. “Why Children Lie.” Springfield Daily Republican. May 20, 1928. https://www.newspapers.com/image/1062989775/?match=1&terms=%22Character%20Education%20Inquiry%22 “Dean Competes in $5000 Contest.” Daily Utah Chronicle. Nov. 23, 1916. https://www.newspapers.com/image/289875150/?match=1&terms=%22National%20Morality%20Codes%20Competition%22 DEPARTMENT OF THE INTERIOR BUREAU OF EDUCATION. “Character Education.” REPORT OF THECOMMITTEE ON CHARACTER EDUCATION OFTHE NATIONAL EDUCATION ASSOCIATION. Washington Government Printing Office. 1926. https://files.eric.ed.gov/fulltext/ED541955.pdf “Educational Body Offers Big Prize.” New Britain herald. April 4, 1922. https://chroniclingamerica.loc.gov/lccn/sn82014519/1922-04-04/ed-1/seq-12/ “Efficiency Methods Applied to Task of Codifying Ethics.” Times Herald. Jan. 27, 1917. https://www.newspapers.com/image/79883841/?match=1&terms=%22Morality%20Code%20Competition%22 “Educating Body Offers Big Prize.” New Britain Herald. April 04, 1922. https://chroniclingamerica.loc.gov/lccn/sn82014519/1922-04-04/ed-1/seq-12/ Fairchild, Stephen G. “Character education in the United States.” University of Georgia, PhD Dissertation. Mary Frances Early College of Education. 2006. https://esploro.libs.uga.edu/esploro/outputs/doctoral/Character-education-in-the-United-States/9949334479002959 Hartshorne, H., & May, M. A. (1930). A Summary of the Work of the Character Education Inquiry. Religious Education, 25(7), 607–619. https://doi.org/10.1080/0034408300250702 Hutchins, William J. “The 5,000 Prize Code of Morals for Children.” The Mahoning Dispatch. September 13, 1918. https://chroniclingamerica.loc.gov/lccn/sn84028473/1918-09-13/ed-1/seq-4/ Jackson, Allison. “THE CHARACTER EDUCATION WORK OF MILTON FAIRCHILD: A PRISM FOR EXPLORING THE DEBATE BETWEEN LIBERAL PROGRESSIVES AND CONSERVATIVE PROGRESSIVES IN THE EARLY 20TH CENTURY.” Notre Dame of Maryland University. https://www.proquest.com/dissertations-theses/character-education-work-milton-fairchild-prism/docview/2125417636/se-2 “Keating-Owen Child Labor Act (1916).” National Archives. https://www.archives.gov/milestone-documents/keating-owen-child-labor-act “New Statement of Old Principles.” Democrat and Chronicle. April 4, 1916. https://www.newspapers.com/image/135312787/?match=1&terms=%22Morality%20Code%20Competition%22 “The plans of the Interstate Character Education Method … “ Kansas Teacher. April 1, 1918. https://www.newspapers.com/image/390015780/?match=1&terms=%22Character%20education%20methods%22 “VERIFIED AND REVISED CHILDREN’S MORALITY CODE.” The Journal of Education, vol. 100, no. 5 (2491), 1924, pp. 130–32. JSTOR, http://www.jstor.org/stable/42750282 “What a Child Should Do in a Moral Emergency.” Richmond Times-Dispatch. May 21, 1916. https://chroniclingamerica.loc.gov/lccn/sn83045389/1916-05-21/ed-1/seq-49/ Yarrow, Andrew L. “History of U.S. Children’s Policy, 1900-Present.” First Focus. April 2009. https://firstfocus.org/wp-content/uploads/2014/06/Childrens-Policy-History.pdf See omnystudio.com/listener for privacy information.