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Last time we spoke about the reaction after the surprise attack on Pearl Harbor. After four years of fighting Japan almost alone, China's Chiang Kai-shek learned of Pearl Harbor with profound relief. Japan's attack, meant to neutralize American naval power, instead galvanized the entire Western world against Tokyo. Within hours, Chiang declared war on the Axis powers, transforming China from an isolated nation to a recognized Allied member. The strategic mathematics were clear to Chiang: America's industrial might would ultimately crush Japan. China simply needed to survive long enough. The United States quickly formalized this partnership, pledging military support through Lend-Lease and elevating Chiang to leadership of Allied forces in the China theater. Yet Pearl Harbor brought catastrophe for Western civilians in China. Americans and Britons, previously protected as neutral foreigners, were suddenly rounded up and interned in camps. For many, decades of presence in China ended in hasty evacuation, leaving behind lives built over generations.   #216 The Battle of Hong Kong Part 1: The Approaching Storm Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. Japan emerged as a significant threat to British interests during the 1920s following the collapse of the Anglo-Japanese Alliance. This concern intensified dramatically after Japan's invasion of China, with the ensuing Sino-Japanese War escalating tensions further. British assets in the region came under direct assault, including attacks on Western military and commercial vessels such as HMS Ladybird. Yet despite these provocations, the British Government maintained an inconsistent stance toward Japan, responding with only feeble diplomatic and military countermeasures. This contradiction characterized London's approach: while diplomatic channels remained conciliatory, military planners viewed Japan with genuine apprehension. During the 1930s, Singapore and Malaya represented Britain's most valuable and prosperous holdings in the Far East and consequently received substantial garrison reinforcements. By contrast, Hong Kong was widely acknowledged to be indefensible—a conclusion reached repeatedly by successive military studies. Despite this consensus, the British Government proceeded with the Hong Kong Defence Scheme in 1936, which aimed to transform Hong Kong Island into a fortified redoubt while establishing delaying positions in Kowloon and the New Territories. The Hong Kong Garrison's mandate was straightforward: repel external attacks and prevent enemy use of the harbour and dry dock. The underlying strategy relied on a simple principle: hold Hong Kong Island as an impregnable fortress and await relief from the Royal Navy. Consequently, protecting the harbour became the paramount objective. Japanese strategists were correctly identified as Hong Kong's primary threat, with military planners anticipating attack from the sea rather than overland. To counter such an offensive, the defence scheme incorporated five successive layers of protection: naval mines fitted with indicator nets and anti-submarine booms formed the first barrier; coastal artillery provided the second; beach installations featuring pillboxes, wire entanglements and mines constituted the third; infantry strongpoints positioned on commanding heights guarded against amphibious landings; and finally, a mobile reserve force stood ready to counterattack and eliminate any successful enemy incursion. The 1936 plan also mandated extensive fortification of Kowloon's bottleneck approaches through bunkers, trenches and blocked passages, with a principal defensive line—resembling a miniature Maginot Line—constructed across the mountains immediately north of Kowloon. The garrison structure comprised three infantry battalions plus the Hong Kong Volunteer Defence Corps (HKVDC), a unit approximately regiment-strength equipped with armoured cars, engineers, artillery, anti-aircraft guns and infantry. These forces organized into three brigades: mainland, island, and garrison reserve. The air component was planned to be formidable: a reconnaissance squadron, a fighter-bomber squadron, two torpedo squadrons and a flight of auxiliary spotting aircraft operated by the HKVDC. Naval forces consisted of a modest destroyer contingent, an MTB flotilla, gunboats and patrol vessels. When Japan occupied Guangzhou, Hong Kong found itself effectively encircled. In response, limited conscription was implemented, though restricted to non-Chinese males for HKVDC service. Chinese personnel were largely confined to non-combat positions such as air-raid precautions and medical duties. The expanding Japanese threat prompted a substantial expansion of the Hong Kong Garrison to four regular infantry regiments—two British units (one specializing in medium machine-gun support) and two Indian regiments. Supporting forces included two coastal artillery regiments, a field artillery regiment-plus, and an anti-aircraft regiment. The Royal Navy expanded to include the 2nd MTB flotilla (eight 60-foot, 29-knot motor torpedo boats armed with twin torpedoes and eight Lewis guns each, plus two smaller 55-foot vessels), four shallow-draught river gunboats (HMS Cicala, Tern, Moth and Robin), four aging World War I S-class destroyers (HMS Thracian, Thanet, Scout and Tenedos—the last transferred to Singapore in 1939), HMS Cornflower sloop, and various auxiliary vessels including tugs, boom defence ships and minelayers. The Fleet Air Arm deployed three Supermarine Walruses—single-engine reconnaissance amphibians—at Kai Tak Airport. The Royal Air Force remained the weakest service, equipped with only four Vickers Wildebeest torpedo-bombers and a handful of HKVDC aircraft: one Avro Tutor, two Hornet Moths and two Cadet biplanes. When World War II erupted in Europe, Britain's focus necessarily shifted to national survival, inevitably leaving distant imperial outposts like Hong Kong neglected. Rather than receive reinforcements, Hong Kong actually lost capable personnel; many veteran troops were repatriated to Europe, leaving behind a less proficient garrison. Peacetime duties had proven a poor preparation for combat—officers and men had passed their time socializing rather than maintaining combat readiness. Governor Sir Geoffrey Northcote persistently urged London to adopt a firmer stance against relentless Japanese provocations: aircraft incursions, sinking of junks and fishing vessels, and infiltration by Taiwanese fifth columnists (Japan had colonized Taiwan in 1895). Recognizing the hopelessness of his position, Northcote recommended withdrawal in October 1940, arguing that defending the colony would inevitably result in mass civilian casualties and widespread destruction—a pragmatic assessment given Hong Kong's indefensible state. London categorically rejected this proposal, reasoning that withdrawal would demoralize China, embolden Japan and undermine American confidence in British resolve. Underlying this decision was an additional consideration: the long-standing dispute over Hong Kong's sovereignty. Since Britain acquired Hong Kong in 1841, the prospect of surrendering it, even temporarily, raised fears about reclaiming it afterward. Preserving the appearance of British determination was deemed crucial to demonstrating to Chiang Kai-shek, Nationalist China's leader, that Britain intended to retain the territory. Despite these political calculations, London consistently refused fresh troop deployments. Major-General A. E. Grasett, the China theatre commander, requested reinforcements only to face rejection—London offered only Indian or other colonial forces. Air Chief Marshal Sir Robert Brooke-Popham, appointed British commander in the Far East in 1941, likewise pressed for garrison strengthening, to no avail. The situation shifted dramatically after Grasett, a retired Canadian who had recently left his China post, travelled to Britain via Canada. Upon arriving in Canada, he independently approached his former classmate Major-General Crerar, Chief of the Canadian General Staff, and advocated for reinforcement. Grasett argued persuasively that deploying two or more additional battalions would enable the Hong Kong garrison to withstand an extended siege. When Grasett reached London in early September 1941, he presented this case directly to the British Chiefs of Staff, simultaneously proposing that Canada could provide the extra units. His arguments proved persuasive; the Chiefs of Staff altered course and convinced a reluctant Churchill to reconsider. In light of accelerating Japanese pressure, Britain substantially enlarged the Malaysia/Singapore garrison from nine to 32 battalions and despatched two capital ships—HMS Prince of Wales and Repulse—to the region, reasoning that this show of force would deter Japanese aggression against British Far Eastern interests, including Hong Kong. The original defence strategy envisaged holding Hong Kong Island exclusively while denying the harbour to attackers. A single battalion (the Punjabis) would execute delaying actions across the New Territories, followed by a three-battalion defensive stand on the Gin Drinkers Line. This brief mainland resistance would allow time for demolishing stores, power installations, docks and wharves, clearing food stocks and removing vital matériel before withdrawing to Hong Kong Island for a protracted resistance awaiting relief from Singapore or American forces from the Philippines. The Gin Drinkers Line—styled after the French Maginot Line in miniature—ran approximately 18 kilometres south of the Sino-Hong Kong border. Beginning near Gin Drinkers Bay west of Kowloon, it extended 17 kilometres across the Kowloon Peninsula hills toward its eastern extremity. The strategic expectation was that this line would delay the Japanese assault for three weeks or longer, permitting battalion withdrawal to Hong Kong Island for sustained resistance while mainland forces completed evacuation procedures. The 1937 war plan stipulated that four battalions would be necessary for an effective delaying action and seven for an adequate Gin Drinkers Line defence—figures which excluded the aircraft and naval support essential to success. With only a single army brigade available and virtually no air capability, planners abandoned the mainland defence concept, leaving defensive works incomplete and deteriorating under tropical conditions. Chinese personnel were conspicuously absent from initial war preparations and strategic planning, only being incorporated late in the process. The largest Chinese component was the volunteer contingent serving with the HKVDC. On the regular army side, approximately 150 Chinese recruits were enlisted in mid-1941 for the 5th Anti-Aircraft Regiment. The Hong Kong Chinese Regiment, hastily constituted on 3 November 1941, comprised officers borrowed from British and Indian units alongside 52 Chinese junior NCOs and other ranks with minimal training. A Royal Engineers troop staffed entirely by Chinese soldiers saw service, and some Chinese personnel served with the Royal Navy and Dockyard Defence Corps. Chinese participation increased substantially in auxiliary services—air-raid precautions, auxiliary police, nursing, St John Ambulance and fire brigades. This reluctance to fully integrate Chinese forces likely reflected prevailing attitudes of the era. Pre-war British propaganda had frequently mocked Japanese military capability, portraying officers and soldiers as myopic and incompetent. Japanese combat prowess was systematically underestimated; their victories in China were attributed to facing inferior opposition rather than evidence of genuine military strength. Japanese weaponry was dismissed as inferior to European standards. Consequently, British confidence remained high that the colony could hold indefinitely if adequately reinforced. In September 1941, Hong Kong received heartening news: two additional Canadian battalions would be deployed to the garrison. Brigadier John Maltby promptly revived the pre-war plan for defending the Gin Drinkers Line, developing a strategy centred on three mainland battalions (2nd Royal Scots, 5/7 Rajputs and 2/14 Punjab) supported by HKVDC elements and four artillery troop detachments, while three island battalions (1st Middlesex, Royal Rifles of Canada and Winnipeg Grenadiers) bolstered by the bulk of the HKVDC would hold Hong Kong Island. Command responsibility was divided between two brigades: the Island Brigade (Hong Kong Infantry Brigade) under Brigadier Lawson, a recently arrived Canadian, and the mainland Kowloon Infantry Brigade under Brigadier Wallis. The Canadian regiments arrived on 16 November 1941. Maltby was commissioned into the Indian Army in 1911, and  saw extensive service across multiple campaigns: World War I, the Persian Gulf (1913–14), and the North-West Frontier (1923–24). His early promise earned him selection for accelerated advancement through prestigious staff colleges at Quetta and RAF Andover. By 1937, he was again serving on the North-West Frontier, and by 1939 commanded both the 3rd Jhelum Brigade (later the Calcutta Brigade) and the 19th Infantry Brigade in Deccan. In 1940, posted to China, Maltby orchestrated the closure of the North China Command by withdrawing two infantry battalions from Shanghai. Promoted to major-general as GOC China in August 1941, he had only three months to prepare the colony's defenses, a race against time he could not win.  The Gin Drinkers Line occupied a naturally dominant position atop mountains spanning northern Kowloon's breadth, yet possessed inherent weaknesses that would prove fatal. The line lacked defensive depth and remained vulnerable to flanking manoeuvres, with two sectors representing particular danger: Customs Pass and the gap between Golden Hill and Laichikok Peninsula near Gin Drinkers Bay. Given the extended front, each battalion arranged its forces in a string of platoon positions with gaps covered by daytime fire and nighttime patrols. One company per battalion could be held in reserve within prepared positions guarding the most dangerous sectors. The reserve company of the centre battalion (2/14 Punjab) initially advanced as forward troops, screening demolition operations and delaying the enemy's initial thrust. The hasty decision to establish mainland defences meant that essential support systems—communication networks, artillery registrations, mortar calibrations—remained incomplete when combat commenced. Ammunition shortages compounded the problem. For instance, the 2/14 Punjab conducted only a single 3-inch mortar practice session before the attack; adequate ammunition arrived only in November and totalled a mere 70 rounds per battalion for both training and combat. These mortars were registered for the first time in their battle positions, with combat beginning just 12 hours later. The 2-inch mortar situation was even more desperate: troops received live ammunition only as fighting started, making their baptism of fire an actual combat situation. Transportation deficiencies—trucks and animals in short supply—forced manual ammunition transport across Hong Kong's challenging terrain, imposing severe physical demands on already stretched personnel.   On 6 November 1941, Imperial Japanese Headquarters ordered its Commander-in-Chief in China to prepare plans for capturing Hong Kong. The 23rd Army, part of the China Southern Expeditionary Army Group and commanded by Lt. Gen. Sakai Takashi with Maj. Gen. Kuribayashi Tadamichi serving as Chief of Staff, would form the invasion's backbone. All preparations were to be completed by the end of November 1941. The operation, designated 'Operation C', sought to 'seize Hong Kong within ten days'. Takahashi was the son of a factory worker, and rose through the ranks to become a veteran of China campaigns. He was tasked with capturing Hong Kong using the 38th Division normally assigned to the Southern Expeditionary Army Group. Despite setbacks and humiliation over requests for additional resources—particularly following intelligence reports of tanks (actually Bren carriers) in Hong Kong—Sakai remained determined to succeed. He served as Governor of Hong Kong from 26 December 1941 to 20 February 1942. Kuribayashi, best remembered as the Japanese commander at Iwo Jima, graduated from the Army Academy in 1914 specializing in cavalry. He served as deputy military attaché to Washington and Canada and studied at Harvard University. In December 1941, he held the position of Chief of Staff to the 23rd Army during the Hong Kong operation. Operation C followed a straightforward strategic framework. A blocking force would prevent Chinese interference from the rear, while the main invasion force would spearhead the assault. The 23rd Army, comprising four divisions plus a mixed brigade and two infantry regiments, received the assignment to attack Hong Kong. Of these four divisions, only the 38th played a substantive role in the invasion itself. The attack employed a combined-arms approach. Naval forces would establish a blockade and deliver bombardment while aircraft targeted key installations. Ground forces from the 38th Division—specifically the 228th, 229th, and 230th Regiments—would execute the land invasion using a three-pronged strategy. The right column would sweep westward in a wide arc, clearing Castle Peak Road and targeting the western flank of the Gin Drinkers Line near Laichikok Peninsula. The centre force would press directly through the line's middle, while the left column would cross Tidal Cove (Tolo Harbour) toward Kai Tak Airport and eastward toward Devil Peak, a crucial defensive position. The objective was to annihilate British forces on the mainland and compel Hong Kong's surrender through sustained bombardment. Should British forces resist, the island phase of the campaign would commence. Securing the rear against the Chinese National Army of the 7th Military District and Communist guerrillas fell to the 66th Regiment, normally part of the 51st Division but attached to the 38th for this operation. The 66th would simultaneously occupy and secure rear areas throughout the New Territories and Kowloon while the three assault regiments engaged the main defensive forces. This rearguard operation was organised into columns named after their commanding officers: Kitazawa, Kobayashi, Sato, and Araki. The Japanese selected the narrowest approach between Kowloon and Hong Kong Island, targeting the eastern coast near Lyemun Passage where only 410 metres of water separated the mainland from the island. Upon landing, forces would rapidly advance inland to seize the critical junction of Wongneichong Gap, then pivot westward and southward to capture Victoria City and the remainder of Hong Kong. The naval contingent divided into two groups: the Bombardment Group and the Attack Group. Approximately 300 personnel from the Special Naval Landing Force (SNLF) were attached to the invasion force. Air support came from the First Air Brigade under Col. Habu Hideharu, which contributed 56 light bombers and fighters. Their mission was to neutralise the Royal Air Force and Royal Navy, thereby securing aerial and maritime superiority for the ground campaign.   On the eve of war, the British garrison numbered 13,981 all ranks, including nursing staff and St John Ambulance personnel. Of these, 8,919 were British and Canadian, with 4,402 Indian and Chinese. The core infantry force comprised 5,422 regular soldiers, complemented by approximately 6,000 additional personnel across artillery, engineering, naval, and Hong Kong Volunteer Defence Corps (HKVDC) units. By 1941, the Royal Navy had become a shadow of its former self as the once-dominant China Squadron. Of the three World War I destroyers present on 8 December, two had been sent to Singapore—the third undergoing repairs—by 1930. This redeployment stemmed partly from the futility of defending the colony and partly from a commitment by senior US Navy officers: Britain would reinforce Singapore with Hong Kong's fleet in exchange for four American destroyers at Singapore. This American guarantee, however, never materialized. The defensive infrastructure focused primarily on countering a seaborne attack: twenty-nine coastal guns (9.2in., 6in., 4.7in., and 4in. calibres), ten 18- and 2-pounder beach defense guns, and twenty-eight field guns (60-pounder, 6in., 4.5in., and 3.7in. calibres). The Hong Kong Garrison's infantry comprised four regular army battalions—two British and two Indian—bolstered by five HKVDC infantry companies, each averaging 100 men. The 1st Middlesex Regiment, deployed in August 1937, served as a machine-gun battalion equipped with forty-eight Vickers medium machine guns. Having been abroad since 1931, the regiment had deteriorated through protracted garrison service, Hong Kong being among the softest postings available. From September 1939 onward, all regiments—including the 5/7 Rajputs (arrived June 1937) and the 2/14 Punjab—experienced systematic loss of experienced officers and NCOs to other theaters. The Royal Scots proved particularly hard hit, suffering disciplinary problems and an unusually high court-martial rate. Units like the Hong Kong and Singapore Royal Artillery suffered critical leadership gaps that went unaddressed. By December 1941, many formations fielded inexperienced replacement troops, significantly undermining combat readiness. The Punjabis exemplified these deficiencies. Stationed in Hong Kong since November 1940, they received their vehicles and mortars only in August 1941—three months before combat. Compounding this, forty percent of their strength consisted of raw recruits arrived just in October. When war erupted, artillery regiments found themselves relying on junior officers in senior roles, with British commanders unfamiliar with Urdu directing Indian troops, a handicap that severely compromised effectiveness. Deficient equipment compounded leadership shortages. Shells dating from 1918 detonated prematurely upon discharge, while ammunition shortages crippled operations. On 8 December, all field guns deployed with merely 100 rounds apiece, with 200 rounds held in reserve for the entire campaign, and coastal guns received only 25 rounds each. Insufficient cross-training meant many infantrymen failed to understand the artillery "clock face" targeting system, causing them to miss their objectives. Malaria devastated European troops, particularly the Royal Scots. Of approximately 770 personnel, at least 180 suffered recurring malarial episodes from the Shing Mun Redoubt area's notoriously endemic conditions. Staff shortages forced nearly every unit to promote junior officers to positions beyond their rank, exacerbating structural weaknesses. Although the Canadians' arrival bolstered the garrison, significant handicaps undermined their effectiveness. Both battalions carried a C-class designation—deemed unfit for foreign service—having spent years in soft garrison postings without rigorous training. The deficit was stark: each Canadian soldier received only thirty-five rifle practice rounds. The two battalions incorporated 115 men with fewer than sixteen weeks' training, while sixty-two of seventy-five recruits joining the Winnipeg Grenadiers in June came directly from a training depot lacking even basic rifles. Twelve percent of the Canadian force remained untrained. Equipment deficiencies proved even more damaging. A standard 1941 Canadian infantry battalion required 102 motor vehicles—including twenty-two Universal Carriers, thirty-seven ¾-ton trucks, thirteen 1-ton trucks, thirty-one bicycles, and twenty-two Boys anti-tank rifles. When the Canadians landed, logistical failures left them with only six Bren carriers, two water tankers, twelve ¾-ton trucks, and a single Boys anti-tank rifle. Although they carried 3in. mortars, neither ammunition nor radios accompanied them. Canada possessed only 300 3-inch mortar bombs in its entire inventory at that time, making any allocation to Hong Kong impossible. A second vessel, the SS Don Jose, was dispatched with replacement vehicles and equipment but never reached Hong Kong before 8 December. The Japanese seized it en route to Manila. Despite these shortcomings, the force departed on 27 October with 1,975 men and arrived on 16 November. Intelligence estimates regarding Japanese available forces varied widely, ranging from two to four divisions. On 6 December evening, Chinese reports confirmed the previous day's arrival of three Japanese divisions at Buji township, located eight miles from the border in what is now Shenzhen. Earlier, around 1 November, a Japanese deserter provided intelligence of significant troop concentrations north of the frontier, including large-calibre artillery indicative of at least divisional strength.   The Hong Kong invasion force comprised three service branches: the Imperial Japanese Army (IJA) deployed the 38th Infantry Division, the Imperial Japanese Navy (IJN) committed the Second China Fleet, and the Imperial Japanese Air Force (IJAF) contributed the 1st Air Group. Command of the ground assault rested with Lieutenant-General Sano Tadayoshi of the 38th Division, supported by Major-General Ito Takeo heading the infantry group, while supporting arms including artillery, engineers, armor, and transport fell under Sano's authority. The main assault force consisted of three infantry regiments from the 38th Division, each led by a colonel: the 228th under Doi Teihichi, the 229th under Tanaka Ryosaburo, and the 230th under Shoji Toshishige. The 38th Division itself was a standard 1940s B-class infantry division of approximately 20,000 troops (ranging from 18,000–21,000 depending on operational requirements), organized into three regiments with three battalions each. Reflecting the Japanese army's reliance on animal and human transport, each regiment fielded roughly 3,800 troops supported by some 700 horses. Battalion strength averaged around 1,071 personnel, with companies numbering approximately 180 men. Japanese infantry battalions of this period featured a distinctive organization: rifle platoons consisted of four sections (three equipped with rifles and light machine guns, one with light mortars and rifles), complemented by an additional heavy machine-gun company fielding twelve Type 92 weapons and a troop of light artillery—likely Type 92 70mm infantry guns. The divisional field artillery regiment operated 75mm Type 41 mountain guns organized into three 688-man battalions, each with two troops of two guns. Mountain artillery units, numbering 36 guns total, carried additional personnel (3,400) and animals (1,400) to navigate the terrain complexities of Hong Kong operations. Recognizing the need for overwhelming firepower to compel Hong Kong's surrender, the IJA augmented the invasion force with heavy artillery—15cm and 24cm howitzers commanded by Major-General Kitashima Kineo. News of the Canadian reinforcements arriving in Hong Kong forced a reassessment. Commander-in-Chief Sakai Takashi of the 23rd Army informed his superiors that the original ten-day timeline was unrealistic and requested additional troops. Although most formations were already committed to other operations, Imperial Headquarters eventually authorized two depot regiments from Japan to support the campaign. Intended for second-line duties rather than frontline combat, these units were to be returned promptly after freeing experienced personnel for Hong Kong operations. This arrangement allowed the 19th and 20th mixed brigades—approximately 6,000 men organized in five infantry battalions, a field artillery battalion, and an engineer battalion—to be released for Hong Kong. However, Sakai's request for reinforcements met with disapproval from Imperial Headquarters, and he received an unmistakable message: a swift, decisive campaign was essential. His situation worsened when Japanese agents mistakenly identified British Bren carriers as tanks, forcing Sakai to improvise armor by raiding the 1st Reserve Tank Battalion and tankette units from infantry depot divisions. In attempting to secure additional armor from the 11th Army's 9th Reconnaissance Regiment, Sakai encountered resistance. General Hata Shunroku lodged sustained complaints with senior officials, and Sakai received a sharp rebuke—further requests would not be entertained, and his replacement would follow if necessary. Stung by this loss of face, Sakai abandoned all additional requests and became even more determined to achieve success. Vice-Admiral Niimi Masaichi, commanding the 2nd China Expeditionary Fleet, oversaw the entire naval element, divided into bombardment and attack groups. His flagship, the light cruiser Isuzu, carried Captain Ura Koichi, who simultaneously commanded the bombardment group. This naval force assembled ships from various China Expeditionary Fleet units, particularly from the Canton Special Base Force, 15 Squadron, and 11 Torpedo Boat Division at Guangzhou. Reflecting Niimi's lack of confidence in the army's air support capabilities, the seaplane tender IJN Kamikawa Maru joined the operation on his insistence, providing organic naval aviation against the threat posed by British Wildebeests. Niimi also petitioned for destroyers IJN Wakaba and Yugure to counter the three British destroyers, though this request was denied. The Special Naval Landing Forces (SNLF) were assigned to conduct diversionary attacks south of Hong Kong Island, intended to distract British forces from the main land invasion thrust. The IJAF's 1st Air Brigade, commanded by Colonel Habu Hideharu, centered on the 45th Air Regiment with 34 Kawasaki Ki-32 Type 98 'Mary' light bombers. This composite force drew aircraft and units from airfields across China and Manchuria—Beijing, Shanghai, Taiwan, and Qiqihar—all assembled at Baiyun Aerodrome in Guangzhou on 7 December 1941. Supporting the 1st Air Brigade were the 10th Independent Squadron under Captain Takatsuki Akira with 13 Nakajima Ki-27 Type 97 'Nate' fighters, 3 Mitsubishi Ki-15 Type 97 'Babs' command reconnaissance aircraft from the 18th Independent Reconnaissance Squadron, and the 44th Independent Squadron fielding 6 Tachikawa Ki-36 Type 98 'Ida' observation aircraft. Years before the invasion, the Japanese cultivated an extensive network of agents and sleeper operatives in Hong Kong, methodically gathering intelligence and mapping military installations. This sophisticated network proved remarkably effective: invasion maps carried by IJA officers were actually Hong Kong Government and British military maps, overprinted with Japanese annotations and interpretations. British officers later discovered in captivity that the Peninsula Hotel's regular barber was a Japanese Navy lieutenant-commander who had exploited the intimate setting to extract valuable information about British force dispositions. Intelligence operatives infiltrated every level of Hong Kong society—the garrison tailor and barber both served as spies. This groundwork enabled exceptional accuracy in artillery fire and bombing campaigns. The Japanese further leveraged criminal networks, recruiting gangsters throughout Hong Kong and Guangdong province with money and arms, turning them into irregular auxiliaries supporting the invasion.   On Sunday, 7 December, seven hundred members of the 2nd Royal Scots and Middlesex Regiment marched to St John's Cathedral for the morning service. As Major-General Maltby read a passage from Matthew, his aide-de-camp, Lieutenant I. MacGregor, delivered an urgent message that would change everything. Preparations for conflict had already begun. On 5 December, the HKVDC had mobilized fully, yet Hong Kong's broader population remained unmoved—the Happy Valley racetrack reported record attendance that very day. The contrast was stark: while one institution prepared for war, another celebrated as though nothing threatened. Japanese forces had been positioned advantageously since autumn 1941. The 23rd Army was already stationed west of Guangzhou, with contingents scattered across Foshan Town, Zhuhai, and other locations on the Pearl River delta. Upon orders for war on 1 December, they faced minimal distances to cover. The army regrouped at Humen, Shilong Town, and Guangzhou itself—staging areas for the invasion. The first visible signs arrived on 4–5 December when Japanese forces landed at Mirs Bay; the 228th Regiment moved into its staging area at Buji Town, now part of Shenzhen City. Maltby received these reports and immediately departed the cathedral service to issue urgent stand-to orders. Yet skepticism persisted within military circles. Some dismissed the threat, dismissing such intelligence as "astonishingly erroneous." Meanwhile, the Imperial Japanese Navy massed in the waters beyond Hong Kong's horizon. The Kowloon Infantry Brigade held a stretched defensive line: the 5/7 Rajputs anchored the centre, the 2/14 Punjab the east, and the 2nd Royal Scots the west. Forward positions extended far—C Company, 2/14 Punjab, under Major S. Burns ranged along Castle Peak Road toward Yuen Long. The brigade screen, C Company of the 2/14 Punjab, held Shueng Shui and Taipo Market with four Bren carriers and two armoured cars from the HKVDC, backed by engineers and the 22nd Fortress Company. The Hong Kong Infantry Brigade held Hong Kong Island itself. The Winnipeg Grenadiers occupied Victoria City on the north-west coast, while the Royal Rifles of Canada stretched along the north-east shores from Saukiwan to Lyemun. Brigadier Lawson commanded from his headquarters at Wongneichong Gap in the island's centre. At 0355 hours on 8 December, the code word "Blossom Blossom" was transmitted. Eleven minutes later, Lieutenant-General Sakai ordered the invasion to commence. Fifty minutes after that, at 0445 hours, Major Charles Boxer—a fluent Japanese speaker formerly of the Lincolnshire Regiment—was roused by Radio Tokyo announcing that war was imminent. Governor Young and Major-General Maltby were informed at once. By 0500 hours, the forward demolition points had been blown by Major Gray, OC of C Company 2/14 Punjab, and the HKVDC engineers under Major J. H. Bottomley. At 0645 hours, the garrison received formal notification: Britain and Japan were at war. Seventy-five minutes later, air-raid sirens wailed. Within moments, smoke billowed from Kai Tak Airport as Japanese aircraft destroyed virtually the entire air garrison. The Wildebeests, Walruses, HKVDC biplanes, and several civilian planes were engulfed in flames. Only two Ju-52s of the Eurasia Corporation and one CNAC T-32 Condor escaped destruction—dispersal bays had never been built due to lack of funds. The Japanese then turned to secondary targets, bombing Shamshuipo Camp and the neighbouring police station. The Canadians suffered few large-scale casualties in the initial strikes, though Sergeant Routledge and Signalman Fairley of the signal platoon were wounded—the first Canadian soldiers injured in World War II. Remarkably, Hong Kong Island's theatres, cinemas, and restaurants continued operating as though the island faced no peril. Japanese demolition efforts proved only minor obstacles. Bridges blown were quickly replaced. The invasion proceeded on three fronts: the 230th Regiment advanced westward along the northern route toward Yuen Long and Castle Peak, targeting the northern slope of Tai Mo Mountain. The 228th Regiment drove down the centre, following the Sheung Shui–Taipo–Kowloon road toward Grassy Hill north of the Shing Mun Redoubt. The 229th Regiment, crossing at Sha Tau Kok and by boat at Starling Inlet, proceeded via Taipo toward Tai Shui Hang and Ma On Mountain. Whenever confronted with strongly defended positions, the Japanese bypassed them entirely rather than engage. The first day brought scattered but spirited resistance. Around 1300 hours, the Punjabis inflicted the first serious check, drawing blood from advancing Japanese forces. At 1830 hours, they ambushed and decimated several Japanese platoons south of Taipo market town. The HKVDC's armoured cars and Bren carriers struck similar successes nearby. The 2 Royal Scots' reconnaissance platoon clashed with elements of the 229th Regiment around Yuen Long. Despite these minor victories, Japanese momentum continued. Armed with stolen British maps and guided by fifth columnists, they pushed forward relentlessly. By late afternoon on the 8th, the Punjabis withdrew toward Grassy Hill to avoid being outflanked. The artillerymen of the 12th Battery engaged an IJN destroyer and Japanese forces around Taipo, inflicting heavy casualties. Farther south near Shatin, on the Taipo–Kowloon highway, rapidly advancing Japanese troops surprised the defenders and severed the fuse at an HKVDC demolition point. Their triumph proved momentary; the engineers completed the backup circuit and detonated the bridge, destroying it along with the Japanese soldiers crossing it. By early morning on 9 December, orders came to withdraw all mainland units to the Gin Drinkers Line. The Punjabis, already at Shatin Wai overlooking Tide Cove, held their position under pressure and continuous shelling for the next two days. The HKVDC withdrew to Fotan, a village south of Shatin. Maltby ordered D Company, 5/7 Rajputs, under Captain H. R. Newtons to Smuggler's Ridge to close the gap between the 2 Royal Scots and 2/14 Punjab. HKVDC armoured cars and Bren carriers continued patrols along Castle Peak Road while HMS Cicala, having survived two air attacks, maintained station in Castle Peak Bay. Despite an IJN blockade, the destroyers HMS Thanet and Scout slipped anchor and escaped to Singapore around 2130 hours. The surviving CNAC and Eurasia aircraft took off with high-value evacuees: Dr. Sun Yat-Sen's widow and her two equally renowned sisters—the Soong sisters—along with Chinese Finance Minister H. H. Kung. Also departing was Lieutenant-Colonel H. Owen-Hughes of the HKVDC, who carried orders to coordinate with the Chinese Nationalist Army for a rear-guard attack on Japanese forces to relieve the pressure on Hong Kong. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. On 8 December 1941, Japan attacked Hong Kong with the 38th Division, supported by naval and air forces. Despite British defenses manned by undertrained, under-equipped troops, Japanese forces advanced rapidly across three fronts. Within hours, the RAF was destroyed, demolitions proved futile, and British units withdrew toward the Gin Drinkers Line facing overwhelming odds.

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Ron Lieback has loved motorcycles as long as he can remember. Despite a hectic schedule, he still finds time to ride at least 30,000 miles a year. Making the most of limited time is Ron's professional expertise. He has built a successful consultancy— 360 to Vision — teaching business owners and executives a proprietary framework for using each day's 1,440 minutes more wisely — and achieving greater professional and personal satisfaction. Ron is the author of Time Management Inverted: Live with Intentional Focus, Become the Best You, which challenges a basic assumption about productivity: We can't always manage time, but we can manage where we direct our focus. As Ron explains, gaining control of a demanding schedule requires much the same focus and foresight as safe motorcycling. The farther leaders can see down the road, the better prepared they are to avoid distractions, navigate obstacles, and reach their intended destination. Monday Morning Radio, now in its 15th season, is hosted by the father-son duo of Dean and Maxwell Rotbart. Photo: Ron Lieback, 360 to VisionPosted: August 10, 2026 Monday Morning Run Time:  38:24 Episode: 704

Ryan Belanger — Founder & CEO, Claro Advisors Most firms are adding AI to existing workflows. Ryan Belanger chose a different path, acquiring a fintech company and rebuilding Claro Advisors around an AI-native platform. He explains why he believes the future belongs to firms that rethink how they operate, not just the tools they use. In Summary Most firms view AI as another technology investment. Ryan Belanger sees it as a business strategy. Louis sits down with the Founder & CEO of Claro Advisors to discuss why his $1.5 billion RIA acquired a fintech company, built an AI-native operating platform, and believes the firms that gain the biggest advantage won't simply adopt new technology—they'll rethink how their businesses are built. The conversation also explores the broader philosophy behind that decision. Ryan shares why he's consistently chosen unconventional paths—from recruiting younger advisors and embracing a partnership model built around ownership to investing in proprietary technology instead of relying on third-party solutions. For advisors, the bigger question isn't simply how AI will change their workflow. It's how it may change what it takes to build a durable, differentiated advisory firm. The Storyline Every generation of wealth management has been shaped by a different competitive advantage. For some, independence paved the way to build unique branding and a bespoke client experience. Inorganic growth and M&A gave many firms access to scale and growth. Today, many believe the next advantage will come from artificial intelligence. But simply adopting AI may not be enough. Ryan Belanger has spent his career challenging conventional thinking. He left Morgan Stanley in 2012, well before independence became mainstream. He built Claro Advisors by investing in younger advisors instead of competing for established producers. He embraced a partnership model centered on advisor ownership rather than restrictive employment structures. And when AI began reshaping the industry, he made another unconventional decision: instead of licensing another technology platform, Claro acquired a fintech company and built its own AI-native operating system. Louis explores the reasoning behind each decision and the philosophy that connects them. Ryan explains why he believes proprietary technology will become a defining competitive advantage, how Claro's AI platform, Claire, is changing advisor workflows, and why the biggest opportunity isn't replacing advisors; it's giving them more time to do the work clients value most. The conversation also tackles practical questions facing every advisory firm: how to integrate AI responsibly, where human judgment continues to matter most, and why the firms best positioned for the future may be the ones willing to redesign their businesses instead of simply adding another layer of technology. Topics Covered AI-native advisory firms Acquiring a fintech versus licensing technology Building proprietary advisor technology Advisor productivity and workflow automation Recruiting and developing younger advisors 1099 partnership model and advisor autonomy Enterprise building and long-term differentiation AI governance and advisor trust The future of wealth management technology > Download a transcript of this episode… Listen and Learn Highlights for Advisors Why did Ryan launch independently long before it became common? (7:30) Ryan explains why leaving Morgan Stanley in 2012 wasn't simply about independence—it was about creating a better business model while betting on himself. Why recruit emerging advisors instead of established producers? (15:00) Ryan shares why investing in younger advisors has become one of Claro's greatest competitive advantages and succession strategies. Why would an RIA buy a technology company? (23:45) Rather than licensing another platform, Ryan explains why Claro acquired NDVR to build proprietary technology that could fundamentally change advisor workflows. How does Claire actually help advisors day-to-day? (33:00) From meeting preparation and client follow-up to portfolio management and workflow automation, Ryan walks through how AI is saving advisors meaningful time. Will AI replace advisors—or make them better? (36:30) Ryan discusses where AI belongs, where human advice remains essential, and why he believes technology should enhance – not replace – the advisor relationship. What does the advisory firm of the future look like? (38:20) Ryan shares his long-term view of how AI, proprietary technology, and advisor expectations will reshape wealth management over the next decade. Key Takeaways Ryan believes firms that build AI into the foundation of their businesses will create greater long-term differentiation than those simply adding new software. Claro's acquisition of a fintech company reflects a strategy of owning core technology rather than relying exclusively on third-party vendors. AI is most valuable when it eliminates administrative work, allowing advisors to spend more time serving clients. Recruiting younger advisors and investing in long-term talent has become a defining part of Claro's growth strategy. Advisor autonomy, equity participation, and technology can create stronger retention than restrictive employment models. Human relationships remain central to wealth management, even as AI becomes increasingly capable. The firms that adapt fastest may be those willing to rethink their operating model—not just their technology stack. https://youtu.be/7XvSXi0PzXI Quotable Moments “I wanted to build something that was integrated instead of just layering another tool on top.” “We're trying to make really good advisors become super advisors.” “Clients still want advice from a person—but they're going to expect that person to know how to use AI.” “The firms that win won't necessarily be the ones using the most technology. They'll be the ones building differently.” FAQs Why did Claro Advisors acquire a fintech company? Ryan believed owning proprietary technology would create greater long-term differentiation than licensing another collection of third-party tools. What is Claire by Claro? Claire is Claro Advisors' AI-powered chief of staff, designed to automate advisor workflows, prepare meetings, organize client information, and streamline operational tasks. How is Claro using AI differently than many RIAs? Rather than layering AI onto multiple disconnected applications, Claro built an integrated operating platform where AI has access to the advisor's workflow, planning, portfolio, and client information. Will AI replace financial advisors? Ryan believes AI will automate much of the administrative work advisors perform today, but that clients—particularly those with more complex needs—will continue to value human advice and relationships. How does Claro recruit advisors? The firm emphasizes advisor ownership, partnership, equity participation, technology, and operational support instead of relying primarily on acquisition-based recruiting models. What does Ryan believe will differentiate advisory firms in the future? He believes proprietary technology, integrated AI, and the ability to improve advisor productivity will become increasingly important competitive advantages. Ryan believed owning proprietary technology would create greater long-term differentiation than licensing another collection of third-party tools. Claire is Claro Advisors' AI-powered chief of staff, designed to automate advisor workflows, prepare meetings, organize client information, and streamline operational tasks. Rather than layering AI onto multiple disconnected applications, Claro built an integrated operating platform where AI has access to the advisor's workflow, planning, portfolio, and client information. Ryan believes AI will automate much of the administrative work advisors perform today, but that clients—particularly those with more complex needs—will continue to value human advice and relationships. The firm emphasizes advisor ownership, partnership, equity participation, technology, and operational support instead of relying primarily on acquisition-based recruiting models. He believes proprietary technology, integrated AI, and the ability to improve advisor productivity will become increasingly important competitive advantages. Related Resources Why AI Matters Now: Filling the Estate Planning Gap with Wealth.com Emotional Intelligence: The “Untouchable” Differentiator in an AI World Diamond Consultants Annual Advisor Transition Report Ryan BelangerChief Executive Officer & Founder Ryan founded Claro Advisors in 2012 after seven years at Morgan Stanley. He named the company after a Latin phrase “to make clear in the mind.” All Claro advisors strive to give their clients clarity and transparency, core tenants of the firm. Claro is continuously recognized within industry for its growth and thought leadership. In 2004, Ryan received a BA in Economics from The College of the Holy Cross and in 2009, he earned the Certified Financial Planner™ distinction. He is most proud of his philanthropic activity. Along with his wife Rachel, they started a foundation that raises money for genetic research in the name of their late daughter, Bella. Their focus is on extreme rare disease. Ryan resides in Boston’s Back Bay with his wife Rachel and their three children. He enjoys exercising, golfing, reading and spending time with his family. He has been featured in numerous magazines and industry publications and is regularly on television sharing his market thoughts. NOTE: The views and opinions expressed by the guests on this podcast are their own and do not necessarily reflect the views and opinions of Diamond Consultants. Neither Diamond Consultants nor the guests on this podcast are compensated in any way for their participation. View the transcript of this episode… Why AI Matters Now: How a $1.5B RIA is Building the Firm of the Future A conversation with Louis Diamond and Ryan Belanger, Founder & CEO of Claro Advisors.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Why AI Matters Now: How a $1.5B RIA is Building the Firm of the Future. It’s a conversation with Ryan Belanger, the Founder and CEO of Claro Advisors. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven, and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Artificial intelligence has quickly become one of the biggest topics in wealth management in the world. Almost every firm is experimenting with new tools, looking for ways to automate tasks, improve efficiency, or help advisors serve clients more effectively. But what if AI isn’t just another technology to plug into your business? What if it becomes the foundation for how your business is built? That’s exactly why I wanted to have Ryan Belanger on the show. Ryan is the Founder and CEO of Claro Advisors, a billion and a half dollar RIA that’s taken a very different path than most firms in the industry. Rather than simply adding AI to an existing tech stack, Claro acquired a FinTech company and is building its own AI native operating system designed specifically for advisors. What’s interesting is that this isn’t really a conversation about software, it’s about strategy. Ryan has consistently gone against the grain from leaving Morgan Stanley to launch an independent firm in 2012 before it became commonplace, to recruiting younger advisors when others chased established producers, to betting that proprietary technology will become one of the biggest competitive advantages an advisory firm can have. If AI is going to reshape wealth management, and I think it will, the firms that benefit most may not be the ones using the most tools. They may be the ones rethinking how the entire business operates. Ryan shares what that looks like in practice, what he’s seeing from advisors today, and why he believes the next generation of advisory firms will look fundamentally different from the firms we’ve known over the last two decades. There’s a lot to cover, so let’s get to it. Ryan, thanks for joining us today. Ryan Belanger: Yeah, nice to see you. Louis Diamond: You too, good to see you again. For those who aren’t familiar with you and your firm Claro, why don’t you walk us through your background and how you found your way into the industry to set the table. Ryan Belanger: Yeah, sounds good. So background was after college, I got a job at Morgan Stanley. I’d done an internship while in college and that gentleman, Morgan Dewey, said you should look at the Morgan Stanley. So I applied, got a job immediately, and just a couple weeks after graduating, I began as a financial advisor in a training program at Morgan Stanley and spent a good amount of time there and was able to develop skills necessary that really I had all along just growing up, a lot of entrepreneurial spirit I think is important in this business, how to relate to people, some competitiveness. I just happened to luck out and get into a profession that rewarded some of those skill sets. Louis Diamond: I’d say it was the right choice for you. So I think you started at Morgan Stanley in 2004. You were 21, 22 years old, just cutting your teeth, but the financial crisis happens a handful of years later. So what was it like being a relative newbie and seeing client accounts falling, the world crumbling every day? What did living through that crash teach you that’s shaped how you’ve built your business or serve clients now? Ryan Belanger: I did learn a tremendous amount at Morgan Stanley and I do still tell people if they’re looking to start at a big shop with big training programs and resources and really try to figure out what you like and then you can go off and get more specialized. But I do feel like it was a great place to get trained. They would post how many cold calls we were making every day. So on the board every morning you’d walk in and say, “Okay, where did you fall?” And I’m a competitive person, and I just want to make sure I was first every single day. So it was those type of things that really propelled me to keep interested in this business but also see the benefits. It’s really hard to get clients and that’s what people underestimate the most is to build the level of trust with someone that they’ll allow you to manage their retirement nest egg is it takes time. And I was 22, I looked really young, I had no experience, but I was fortunate to have two great mentors at Morgan Stanley, a gentleman named Todd Wetzel. He was brilliant at developing relationships, really caring for people. And then the gentleman that I had done an internship with went to Morgan Stanley as well, and he allowed me to work on some small accounts and really cut my teeth with some customers. And I was very fortunate to have done that, but you’d asked about the crash, and I think what I learned from that when people were literally weeping when their account values were down by 50%, 60% was that money is really emotional, and you have to understand how much it means to people, it’s not just the number on your screen. So having some empathy towards someone who’s really in a period of distress is now a critical skill that those of us have been around for this long understand. And there’s a whole generation, Louis, of advisors that have never experienced a real bear market, and I do fear for them at some point because when you go through that, it really changes the perspective that you have. But for me, it happened, I was four or five years into the business at that point, so I’m thankful that it happened just for my own personal development and I’ll never forget it. Louis Diamond: Yeah. Things have a way of happening for a reason and then the best advisors, best humans, they learn from them, and they’re better off for it. You’re very much right. I like that perspective about how the empathy around the emotions of money was something that you still carry and wear as a badge of honor today. So you left Morgan Stanley in 2012. I think you were 30 years old I read. One, that’s very young to consider leaving a firm like that nonetheless to go independent when in 2012, it wasn’t like everyone was going independent. There weren’t as many infrastructure providers or tech vendors or as much capital available as there is today. It definitely wasn’t a path that was as well-worn as it was. So two-part question, what pushed you to leave the firm presumably without a huge book of business? And second part, how’d you think about risk and reward at that age? Ryan Belanger: Yeah, what drove me was ultimately I felt like I was not seeing the value from the firm I was at, Morgan Stanley at the time. They were just taking an exorbitant amount of the revenue I felt. And I would see product managers strolling through and going to steak dinners, and I’m thinking, geez, I’m here every night on weekends. I’m busting my butt, and I should be creating more value to myself. And so that was one kind of thing. And I think there was a right level of naivete just to think that I could pull this off. I did believe that I had a small number of clients. I was hopeful that they would come because I had to hit a minimum for the custodian platform to start the RIA, which I was able to do. But I felt that they would come with me and that I had developed enough trust with them that I could be their advisor for a long time. And so for me, it felt like the technology wasn’t great. I was just told the mother-in-law is an expression. She says to my kids sometimes, “You get what you get and you don’t get upset.” Have you heard that expression? Louis Diamond: I have. My daughter reads a book where that line is repeated frequently. Ryan Belanger: Yeah, okay. So that’s how I felt then. I was like, “This is what you have and deal with it.” And to me, it just felt like there had to be a better way, but I didn’t have any capital backing, so I bootstrapped it. I Craigslisted an office from an estate planning attorney. I cold called Fidelity at the time they were our only custodian. I called to get some compliance help and I just thought that there’d be other people that would want to join. I named the firm, it’s a Latin phrase, it’s Claro Advisors, and it means to make clear in the mind. And I felt like not only was I trying to do that for clients, but I was trying to push advisors to challenge the norms here. There are other solutions out there. So I purposefully did put my name on it, I knew that there’d be other people that might feel the same way. I’ve always been a team sport guy. I like being around other people and collaborating. And I did have a good friend and credit to him. He said, “If you put this together, I’ll come with you.” And so just a couple weeks after I did, we talked and I said, “It’s up and running.” He came and Dana was our first, he’s still with us. And then a couple of months later, another guy I used to work with called and said, “Hey, I’m at this bank, and it looks like what you’ve done is interesting.” And I said, “We like it if you’d like to give it a try.” And so he came, his name’s Mike. He’s still with us. And so teams started to get put together. But I met someone in 2014, so I was two years in at that point and I was doing legitimately everything, not only as an advisor, but just all the stuff that you have to do to run the business. And it was becoming too much, especially the compliance. And I think nowadays starting an RIA, the threshold is so much higher. That’s why you see better than anyone else. You just see a lot more tuck-ins. But Jen Street was someone that I met and she really allowed me to catapult the business and scale it, so she took over all the operations and compliance and that really freed me up to be an advisor. And I really was just an advisor moonlighting as someone running. I would recruit a little bit or just be introductions, very soft. All that has changed based on what we’ve done in the last couple of years. Louis Diamond: Amazing. So thinking about risk spectrum, obviously now if you look back and say, “Hey, I had 30 million or whatever it was, I didn’t have anything to lose.” Right? But when you’re in it and you had income, you had recurring revenue, you had a paycheck versus the dynamic of, “I’m going to incur a bunch of expenses. I’m not positive who’s going to come with me. I’m not going to have a paycheck for a period of time.” Did the fact that your business was relatively small and you were just getting up and running, do you think it made it easier for you to reconcile that risk, or in some ways it was harder because your dispersion, if someone didn’t come, was that much higher? Ryan Belanger: I think it was easier for me, I knew I could always go to another firm. They would take me and whatever clients I had. I did it at a time when I had little personal risk, no kids, no mortgage. I didn’t have a wife at that point. So for me, it felt like the right time to take a risk. And I had been entrepreneurial in my life. I mean, I had a business in high school and my parents and grandparents were entrepreneurial. So that was in me, even if I didn’t really recognize it, was that I was okay with a good level of risk. And I do say this now to anyone that I’m hoping to partner with is that if you want to bet on yourself, I’ll go all in on you too. But you’ve got to be able to take that jump. I won’t let you fail, but you’ve got to be the one. I think that inertia is what a lot of advisors are like, “Geez, I don’t know, I got to give something up.” And that’s why the data’s important and you have all the data. The clients overwhelmingly go with the advisor. These days it’s just much harder to try to establish a new relationship with a trusted advisor than it is to just DocuSign some forms and move your account somewhere. So to me, it’s just trying to support people, and really push them to the edge and say, “No, this is possible. You should definitely explore this.” And I get it’s totally different, and you might be at a different life stage, but you know the numbers. I mean, tens of thousands of advisors are moving every year and not all of them have a small book like I did when I did it. Louis Diamond: Right, exactly. On one hand, making this entrepreneurial move as early in your career as you did, it was a benefit, right? Because you didn’t have as much to lose, like you said, the stage of life you’re in allowed you to absorb more risk. On the other end of the spectrum, if someone who has a massive business with immense value, they’re well situated financially, maybe their kids are through college, et cetera. And then most people are somewhere in the middle. So it’s interesting hearing that dynamic in real time. Let’s talk about Claro today. So you launched the business, like you said, you had to work hard to meet a minimum custodial threshold. So started from a very small base in 2012, but where is it today as far as assets, team size? Just give us some stats or perspective on what you’ve built in the last decade and a half or so. Ryan Belanger: Yeah, sure. So we enjoyed a tremendous amount of organic growth, Louis. We are not capital-backed. We don’t buy books of businesses, so I would recruit or partner with advisors that were coming from all the various places that you could think of that were finding us to be a very friendly place to work where you had a high level of autonomy, freedom, control, just great economics. We stayed out of people’s ways. We were just good people trying to help other good people, and it was just that friendly environment that allowed us to grow. And of course, we can’t discount market. I think markets had a tremendous growth for everybody in the business. And so the business as it stands right now, we’re about 1.5 billion in assets, 15 to 20 advisors. We got a 40-person team based primarily at a Boston headquarter, but we have advisors all over. And I think as we’ll get to, we’ve just gone through a really exciting new chapter for us where the next 15 years are going to look a lot different than the previous 15 years. Louis Diamond: Very cool. That’s amazing, and I’m in the recruiting businesses and doing recruiting yourself, it’s not easy to tell your story, get in front of the right people, the right like-minded people too, who are willing to take the leap to you, especially if you don’t have the capital backing and you can’t pay big deals or write big checks like others could, so that’s a massive testament to you and your vision. I know the average age of an advisor at Claro is around 40, yet the average advisor in the industry is 59, 60, 61, depending upon what data source you look at. What do you think you figured out about attracting, training, and really cultivating younger advisors that the rest of the industry either gets wrong or ignores? What’s been your hack in that regard? Ryan Belanger: I’ll just take a chance on people that others might not. And typically what that really means is someone with nothing, I’ll make them a deal and I’ll say, “Look, I believe in you. I think you’d be a great advisor. Let’s work on an arrangement where you feel like you can do this and I’ll support you.” And so our specialty was growing advisors from 20 million or 30 million into hundreds of million of client assets. And some of it was just being willing to look where others wouldn’t possibly want to spend their time. But when I was 22, someone took a chance on me, and so I owe it to the next generation to do that as well because there’s some great talent out there that really just isn’t getting the attention they deserve because they don’t have big books of business yet. But one of my core values is long-term thinking, and so that’s the way I frame my decisions is it doesn’t have to be a win today, but it can be a championship tomorrow or down three or five years from now. And so that’s how I’ve positioned it. I think that’s why we tend to get younger advisors. And then what happens when you get a lot of younger advisors, you have some older advisors say, “Hey, look, that’s an attractive bench of talent. I needed a succession plan. You guys seem to have a bunch of guys and gals that know how to do really great work and serve clients.” But I think that’s probably one of the things that I just was willing to take some chances on people at an earlier stage. Louis Diamond: Yep. I love it. I mean, once again, you said in the beginning, you developed an empathy for the emotional side of money and what people were going through that you carry through to this day. So not losing touch with the fact that you started. I mean, everyone starts in this business at some time, but I feel like once you’re successful or you’re through the first few years, you forget what it was like to be a newbie. So keeping that perspective and appreciation for the mentors you had, et cetera, is great. And honestly, from a business building standpoint, to me in this environment, unless you take on private equity capital, or you have capital from a BD or from a wirehouse behind you for recruiting, it’s really hard to win advisors with large books of business. So going in the blue part of the ocean instead of the red ocean, if anyone’s read that book, is very smart, looking under rocks that others don’t or really buying into or leaning into folks that you see something in that you know you can cultivate is a brilliant way. And it’s honestly more scalable, cheaper, you build a better business as well doing it the way that you do, but still, it’s hard. And my guess is the ROI is shorter. I’m sure you’ve made some hires that don’t pan out. So you have to have the tolerance and the demeanor to really invest in people. So long-winded way to say I love what you’re doing. How much of your recruitment of advisors and the retention of that talent as they become successful would you tie to how you compensate them, or equity if that’s available versus the culture of the firm and the mentorship that you and your team provide? Ryan Belanger: Yeah, I mean I’ll speak to what we’re offering now just because that’s more relevant, and so we are positioning ourselves now as the best home for advisors in the country and we really believe that’s the case, but our problem is we’re just a secret. We’ve just come to the market after our deal and all the technology that I know we’ll talk about. So we’re now marketing this message to advisors that want to partner with us. Economics will help them grow. We have a really interesting growth program. We’ll give them equity and Claro. I firmly believe that we should tie each other, just get in the same boat, so to speak. So our success is their success, but allowing them to operate in a 1099 model, which I know is not a popular strategy. I know everyone wants to buy books and own the assets and own the clients, but I feel there’s a tremendous amount of advisors that do not that probably should not be monetizing their businesses so quickly. And so I’m trying to foster a home for those like-minded advisors that want the autonomy to own their clients, maybe even still have a brand, but partner with a firm that’s got really credible technology, just unbelievable back office support and a firm of the future so that they can grow at 10X to what they could have on their own and then they could monetize. That’s what we’ve tried to put together here with our partnership model. Louis Diamond: Love it. Yeah, I mean it is definitely going against the grain a little bit, leaning into growing a 1099 model versus more of an acquisition model where everyone coming over as W-2s. So do you think about those trade-offs when it comes time to raising capital down the line or if you want to sell the business or even just an advisor wants to leave, that would stink if that happened. How do you think about those trade-offs? The ability to let advisors keep control and ownership. And honestly, in my view, probably win many people that you wouldn’t otherwise versus the stickiness, and the enterprise building abilities of owning the books of business. Ryan Belanger: Yeah, it’s a paradox because I understand why you want to own the client, but that’s a different business model. And frankly, I think it attracts different type of people. I had to really look myself in the mirror a couple years ago. We had enjoyed a tremendous amount of success, high growth and all organic, growing at 30% more per year on a CAGR basis. Nothing could stop us. But what happened was when private equity entered the space, everyone wanted to buy Claro. And to me, it didn’t feel like I did a lot of due diligence. I talked to a lot of firms. I didn’t see any differentiation in the market, Louis. To me from a technology perspective, everyone was doing the same thing. They’re using six to 12 different tools. We all know who they are. And now there’s a bunch of AI tools they’re layering on. And to me, it just didn’t feel like that was going to be any… There was no differentiation in the market. But admittedly, I had a couple of friends who I’d brought in at very low levels of AUMB that wanted to leave. And they said, “Look, I want to go to a firm that has more resources.” And so I had to just make a business decision and say, “Where do I want to take this?” And so it was only after some real adversity because you get emotionally attached to these people that you’ve developed friendships with and they still are friends, no doubt, but they can leave and they’re not captive. So we have to plan for that at Claro now, and I think we’ve got two ways that we’ve done that where it really ties the advisors to us, but in a way where they want to be here because we have something that’s really different. Louis Diamond: I like it. I’m sure we’ll get into that. But before we do, we’ll get into what you’re doing on the technology side, which is very cool and unique. How do you balance being an advisor and being a CEO? And what percentage of your time is advisor versus CEO and has that fluctuated or changed over time? Ryan Belanger: Drastically changed in the last year, two years or so. So the first 10, 12 years, I was really an advisor first and foremost. That’s inverse at this point, I’m strictly running the business. I have a great team here that deals with our clients, and I’ll still attend the client meetings and such, but I’m really laser-focused on running the business, trying to develop new partnerships with advisors, running an engineering team, sales and marketing. So the change for me has definitely occurred, and I’ll miss not keeping up with planning as much. I’m a CFP, but I just recognized that for me, I had to make a clear change and commit all my time to running the business, and so that’s the decision that I’ve made. Louis Diamond: It is a hard balance. I mean, there’s some people that try to do both, run a business, be an advisor, be a rainmaker, and something breaks. You’re not able to give all yourself to one thing. Then there’s others that would much prefer to be an advisor over a business owner. Others who say, “I’m over being an advisor. I want to be a business owner.” So I think the cool thing about doing what you’ve done is you get to choose, right? Some of it might be circumstances, but you really got to decide which elements of the business you personally want to invest your time in. And you really push your chips in the middle of the table. So let’s get into what you did in November of 2025. I read that you acquired a tech company of all things called NDVR. I’ve done this podcast for a while, speak to a ton of people. I can’t really think of anyone, any advisor or RIA that’s actually bought a tech company. So what made you puck the trend, buy a tech company and not just license all the FinTech that’s available today? Ryan Belanger: Yeah, that was the decision I had to make was do I really want to be different, or do I want to just say that I’m different? And so I was fortunate enough to get introduced to a gentleman named Michael Simon about 18 months ago, two years ago. And him and I immediately could see that we were both trying to solve the same problem, and we had perfectly mirrored image skills of one another so I had this deep wealth experience and he had a deep tech experience. And sometimes it’s just about timing in life, about catching someone at the right time. And I think we each caught each other at a really good time where we could see that coming together, we could create something really magical. And this AI wave was cresting. And I could see when I was talking to all the national PE firms or RIA firms about what people wanted to do, no one had quite figured out how AI was going to come into the technology mix, and it appears as though it’s just going to be another add-on tool to everything else. And for me, I wanted to try to build something that was integrated an all- in-one platform for an advisor so they didn’t have to use a ton of different tools. And I thought if you could do that, couldn’t you have AI that’s really much more rich and purposeful to help the clients? And so I felt like here’s an opportunity to elevate financial advice throughout the country, really give the clients all the value. And so what we’ve built allows advisors who are really good advisors to become super advisors because they’ve got this technology cape that no one else has that is allowing them to save a bunch of time and do all these really cool things for their clients. But it just felt like right time, right place. I’d been through a little bit of adversity and I felt like taking another swing just like I did 15 years ago going for it. I’ve really never been averse to risk, and so this felt like it was too good to pass up and so we went for it. Louis Diamond: Interesting. So that makes sense on the build or acquire versus rent dynamic, wanting to own the IP that makes you actually different. What does NDVR actually do? Ryan Belanger: Yeah, so everything’s all integrated. So we’ve kept the Claro Advisors name. We feel like clients really want to know that they’re still getting a person to deliver the advice. And so having the advisor’s name in our brand is important, but we have a Claro Intelligent Hub, and that’s where it’s an AI native operating system for the advisors. They spend their entire day in there, Louis. So they’re not toggling between 10 different Chrome tasks to perform all their business. And so what that allows them to do is not only it’s CRM, calendar, contacts, emails, messages, but we also have all the portfolio information. So trading history and we can do tax loss harvesting and factor-based investing. So we’ve got institutional grade portfolio management, and that’s really what Endeavor had created through their R&D was the hyper-personalized portfolios where you have a customer’s financial plan directly tied to their account. So there’s never any de-linking between the two. It’s really sophisticated technology that we can provide to our clients. So that’s all integrated as well. And so we’ve since continued to build the build upon that layer of integrated proprietary technology. Louis Diamond: It’s very interesting. And we have to imagine part of you maybe now or in the future is, okay, we’ve built this amazing technology mousetrap for our advisors, but do we become a FinTech? Is there any thought of eventually licensing what Endeavor is doing for your business and your clients to other RIAs? How do you think about that dynamic of just building something unique and different for Claro that advisors can latch onto versus making what you and your partners have developed into something that someone else can take and license themselves? Ryan Belanger: Yeah, it’s a fair question. We get it a good amount. While there might be a possibility that we license this to some other businesses, our main goal right now is to keep it captive to RIAs that want to partner with Claro. And so we feel like this gives them a true level of differentiation in the market, and so that’s the approach that we’re taking right now. Being a FinTech company, there’s a lot of different skills. The setup and tear down of getting someone to use the platform and I think all that time and resources we want on sales and marketing to try to attract new advisors and continue to develop just jaw-dropping technology for the existing advisors. Louis Diamond: Very cool. Let’s talk a little bit about your partnership model. So it does sound unique in that you have people that are 1099, but you don’t usually also hear partner. So how does it work? Ryan Belanger: Yeah, so we’re offering advisors to come and use Claro as a back office so you can have your own brand if you want or you can just be a Claro advisor. We have both here and you’ll be a 1099 advisor so you’ll still own the business that you’ve owned. So if you were at a wirehouse or something, you would actually now be creating some enterprise value for yourself. But if you’re an existing REA, you’d be coming to us because you’re tired of doing tech vendor due diligence all the time or you’re tired of the compliance, the AI regulations. That’s just coming. So that’s going to be a huge challenge for REAs, so we’re seeing a lot of interest from REAs saying, “Look, you’re not asking me to give up really anything except the stuff that I hate to do anyway, so this sounds great.” So they partner with us. In return, they get all access to our technology And we’ll provide all the back office support, office space, dedicated resources, planning, everything you could want to have to operate a business. We do have a growth program that’s really interesting. And then we’ve got this equity in Claro. As you’re a partner with Claro, you should get equity so we give stock options to our advisors who are here and every year thereafter. And naturally, that’s a way to stay connected with the advisor. So hopefully they never want to leave, and I do believe that once you experience our technology, you never want to go back to trying to do it the way you were doing it before. Louis Diamond: It’s like instead of building the most enclosed box that you keep people in with sticks and with locks and keys like a lot of firms do, it’s we’re going to keep advisors here, but not by force, but because they have the stock options, because you’re delivering value, because they have this amazing technology. To me, that’s the dynamic that so many firms across the industry get wrong is that they try to keep advisors where they are by restrictive covenants and by fear, and by retribution rather than if we just do good work for people, we add value, we make ourselves indispensable to the advisor. To me, it creates a healthier dynamic. I think firms would actually retain more even if it’s a gentler approach. And I love what you’re doing there. I think it’s the exact right way to think about we have advisors that are 1099, so yeah, they could leave us, but we’re doing things that make it that they don’t want to leave us. And that’s your charge as the owner to create the infrastructure and the structure where people could go out on their own, but there isn’t an advantage to do so. Ryan Belanger: Yeah, I think the culture is a big thing for us. And if you have people here that don’t want to be here, that’s a problem. And I think that’s what you see in a lot of the wirehouses. Frankly, they scare people and they don’t. It’s like, oh my God, if I leave. And for us, it’s like personally, life is too short. I want to work with people that want to work with me. I’ve got other things going on in my life and these things are just work things. And so I want to enjoy being in the office every day with people that want to be here. And if you think you’ve found a different place, you should go explore that. It’s really a soft approach. I know it’s not the most popular approach, but that’s just the style that I have. Louis Diamond: Yeah. I mean, it sounds like the trend in your career and in launching Claro was we’re going to do things that aren’t popular, but that work for us, like hiring younger advisors that may not have a book or have a small book, buying a tech company instead of licensing it, being 1099 when you’re recruiting instead of owning books of business. There’s a series of decisions you’ve made as the business owner that they’ve worked out, they’ve paid off, but they’re definitely against the grain. And I very much respect that. Ryan Belanger: I really have never been afraid to be a little different, and so I think typically you find other people that might be interested, but it’s a big pool out there. There’s 300,000 advisors so there’s something for everyone, which is awesome. Louis Diamond: Totally agree. Let’s get back to the AI platform that you’ve built, or that you’re building. Maybe give a real tangible example. If I’m a Claro advisor, how has my life changed now that I’m using this platform versus before? So the old model was I log in, like you said, to 10 different Chrome tabs. I’m meeting with clients, doing planning, et cetera. What is the day in the life? How does it look different from what an advisor’s actually doing today versus before this platform was rolled out? Ryan Belanger: Yeah. All right. I’ll just give you a couple examples. So a client will send you a request and say, “Louis, I need $25,000.” And so a typical advisor would either write a note down, go drop it off at the CSA’s desk, or maybe forward that email to the CSA and then that person would have to input it into their CRM, and they go perform the task. And then the advisor would want to know where things are in that process so that there’s a lot of back and forth. With our system, Claire, our intelligent chief of staff, AI chief of staff, you just forward that task to tasks@claroadvisors.com. It recognizes the email address that the client is emailing from, it knows the account number. It talks to our portfolio engineer. It knows which account to raise the cash from because it knows the tax jurisdiction, and otherwise, and it performs the task. And the last push of a button is that CSA just moving money from the custodian. So all along the way, the advisor can check on the task and see where it is in the process. It’s beautifully integrated in the intelligent hub, but you could see how that would save a tremendous amount of time and it’s a better customer experience. The mistakes get limited. So it really allows the advisor to get things done at a much higher level. So we’re raising productivity quite a bit. First of all, she’ll establish your meetings, Claire will. So she’ll schedule them for you. She’ll prep them for you. So we have a button, say prep the meeting because we have all the notes, emails. If you’re texting portfolio data, because she has all that information in about 30 to 45 seconds, she’s going to present to the advisor a really nice meeting summary that, “Hey, here’s the things that we should talk about.” She’s going to surface things that the advisor’s forgotten about because she doesn’t forget things. And so she’s prepped the meeting for you, so you’ve saved a couple hours there. She joins the meeting, she takes all of your notes, stores them in the system. She’ll give you a follow-up email. She knows your writing style, so she’ll know that you like to call this client this, and you send these emails typically at this time. And so she’ll deliver a nice follow-up email instantly for the advisor. They click that button, that’s done. So there’s just a lot of things that where she’s efficiency-wise where on 20, 30 hours a week that we’re saving advisors just on the productivity tools alone, so that’s where we’re seeing advisors seeing a ton of value in this. Louis Diamond: It’s very cool. Ryan Belanger: And then there’s a whole portfolio management capabilities, sweeping idle cash and tax loss harvesting and rebalancing that gets done while advisors are having a cup of coffee. They don’t have to think about these things. It just gets done for them. Louis Diamond: It’s so cool because it’s like I think I can conceptualize or think of building in Claude any one of those functionalities for the most part, but the way that the flow of things works and the journey of it is unique. I think every advisor would be interested in that type of promise of saving that much time. So how do you think now in the future, how do you think about the human advisor interaction, and what the human and the advisor will do versus what can be offloaded to AI? Ryan Belanger: Yeah, certainly a lot of the non-client-facing activity can be unloaded and that’s where advisors spend, according to recent studies, almost 60% of their time non-client-facing. So we’re trying to take all that off of their plates for them. We strongly believe clients still want the message to come from a person that has a level of experience and understands them. But at the same point, I think there’s a growing curiosity about, geez, what could it do for me? And so shouldn’t my advisor know how to use it? And so I think you’re seeing a lot of advisors put their head in the sand and say, “I don’t know. I’m just going to hope people don’t really want to use this and adopt it.” They’re a little bit shortsighted there. Our bet is that clients are going to want an advisor that knows how to use tech, has really sophisticated tech, but it isn’t just another tool layered on top that now my data is in that tool. The reason our system is so beautiful and integrated is because it captures everything in a structured and secure way. So all of the compliance is in there. We whitewash all the PII that’s sensitive information, so we’re not layering another tool on, because it’s integrated, we have an AI governance committee that really takes it seriously. How are we using this information? And so we’ve got an approach and we’ve put guardrails around what it can do and what it can’t do. Might there be a generation, Louis, that wants an AI advisor? I don’t know, that could happen. A twin, a digital twin where you say, “Look, I want to talk to Louis.” It’s 10 o’clock at night. He might be in a different time zone than me. He’s got little kids, but I do have this question. And so we’re iterating ideas on how we can surface that for an advisor to be advisable 24/7 without actually having to be available 24/7. Louis Diamond: Seven. It’s amazing to think about. I mean, obviously you’re deeply in this. You have a front row seat into the power of AI, how it’s transforming your business, doing due diligence on acquiring this technology five years from now, 10 years from now, what does the industry look like as a result of AI? What’s your big bet? Ryan Belanger: A lot of the big firms are going to try to figure out how to layer in tech. It’s going to be very difficult to do that. It’s built on extremely old legacy technology. They’ll be slow. They’ll figure out how to do some things. What we’re already seeing from advisors is the wow factor. Wow, I didn’t know this was even possible, and so I think just given our size and where we are, we have an advantage that we can build things from the ground up very quickly. I mean, what used to take an engineer a couple of months or years can be done in a couple of days or weeks, so things have really sped up in terms of the development. It’s much easier to build it than buy it. And so I think you’ll see a lot of firms trying to do what we’ve done, really build proprietary technology. And I think there’ll be a few winners that are able to do that, but being tech forward and aligned with someone who’s thinking about it, I think is what a lot of advisors are going to want to be. That’s the type of firm people would want to partner with, I think. Louis Diamond: What about the dynamic of, like you said, the digital twin thing is equal parts cool as it is terrifying, how do you see, we’ll say the threat of AI impacting the profession of being a financial advisor? Do you look at it as the entire pie is going to grow because everyone’s more efficient? Or do you look at it as it’s going to take out a lot of the advisor capacity we have because it’s no longer necessary? Where do you fall on that spectrum? Ryan Belanger: So robo-advisors came and went, you remember those. I mean, not that they went, but they never took off the way that it was projected. They’re still great businesses, but the human advisor won that battle. Clients do want an advisor, particularly at the higher end, and so I think at the lower end of the market, you’re going to see some AI solutions where people are perfectly comfortable just talking to someone in AI, and they’ll figure out if there’s a hallucinization or not. But I think there’s definitely going to be a market for it, and so I think it just depends on where the clients are and what level of complexity they have. On the higher end, I do feel like the advisors will continue to have a huge advantage there. But we’re building tools to give optionality to advisors. There might be some advisors who say, “Look, I’ll charge half the fee that I used to charge so you can get my digital twin. And that’s a win-win situation for everybody.” Louis Diamond: Yep, that’s fair. So do you look at your competitive ecosystem now? Not for recruiting advisors, let’s say for winning clients. Do you look at Farther and Savvy and different AI or FinTechs as your competition or do you still look at it as the wirehouses and other traditional RIAs? Ryan Belanger: I mean, Farther and Savvy have done a great job of going after this market. I think we’re not as well known yet as they are. We’ve certainly built out what we think is tremendous technology second to none. There’s a huge market of the IBD space that is just these guys and gals are stuck on these old platforms and things are okay, but they’re not super compelled to switch until maybe they see something like this, and so we have a massive pipeline of advisors and I’ve been recruiting for a long time. I’ve never had a pipeline like this. So I know it feels different to me. People really are interested in this. It’s enough for them to want to see tech demos and come visit us and really understand, okay, this is a firm that is challenging what’s possible and that’s someone that maybe I want to be aligned with, and so I think that there’s a lot of places where we can get the talent. And so for us, it’s just trying to find the right people that we want to partner with for the long term. Louis Diamond: Very cool, I got two more questions for you. It’s pretty remarkable that to get from where you started to now, the recruiting you’ve done, buying a FinTech, integrating it, that you still don’t have private equity investor outside capital. So you think it’s on the roadmap, whether it’s a certain size or you’re looking for personal liquidity where the business will just need it because it’s expensive to operate a FinTech platform and to scale up and to keep growing the firm. Do you think there’s a world in which you take on external capital to fuel your growth? Ryan Belanger: Most certainly. I mean, things have developed for us very quickly here, and outside capital and venture particular is a space that we’re actively in discussions with firms that believe in our vision, understand the value that we can create, and there’s just no doubt that you have to have some wind at your back to get to the market, and so while we’re not a household name right now, I’m confident in two years we will be, and our plan is to grow to hundreds and thousands of advisors across the country. Louis Diamond: Wow, big vision, but I love it. Last question for you. If you were 30 years old again, which I think everyone would kill for that opportunity, leaving Morgan Stanley today instead of in 2012, what do you think you would do differently knowing what you know now? Ryan Belanger: At that point, interest rates were near zero, Louis. Valuations you remember were two to three times revenue. It felt expensive then. Obviously things have changed quite a bit. So I would’ve begged, borrowed, and stole all the money I could from friends and family and said, “I need to buy as many businesses as I could at two times, three times revenue and pay, I don’t know, 3% loan.” Just in hindsight, that’s what everyone should have done. That’s not the path that we chose, but I think there’s a huge opportunity in front of us to elevate financial advice across the country, make really good advisors even better by putting that super cape on them. And so we’re very excited about the future, what we’ve got in store, and what we’re going to deliver to the market. And it seems like just yesterday that I walked out of Morgan Stanley with very little assets and tried to start this RIA, but I’m very thankful for all the people that have been supporting me throughout this journey. Louis Diamond: Amazing. And that’s a great spot to end, but let me ask the inverse of that question. Let’s say you leave in 2026, so leave today, you’re 30 years old, but you have the benefit of hindsight. You know what you know now. What would you do differently around the transition or building the firm other than of course be amazing if you can buy businesses for a fraction of what they cost today? Ryan Belanger: I would want to make sure that I’ve got an integrated solution. I don’t want to be picking a bunch of different vendor tools. I know that’s going to become way too time-consuming for me. So I would really try to figure out how you can get something that’s integrated that can scale, but I wouldn’t change anything about the people. I think you got to be able to connect with people that are like-minded and you still take the risk. What I can’t believe, Louis, is that people that sit at the wirehouses take a home team discount and they’re so fearful of leaving Morgan Stanley or Merrill Lynch or UBS, but why are they taking that? The market says you should be paid double what you paid. And it’s not just like that’s 20, 30 years of data here that show that. And so I just would keep pushing people to bet on yourself. Your clients will come with you. Yes, that firm that you love will be the first ones to try to steal your clients. They’re going to call them, and that’s one way, loyalty. Another thing I don’t understand, but that’s the way the business is structured. I think there’s a huge opportunity to just educate advisors about what’s out there and I would take the risk. Louis Diamond: Love it. Ryan, this has been very fun. What you’ve accomplished, like I said earlier, gone against the grain at every turn. Leaving on the younger side without a huge business, buying and integrating a technology company, recruiting younger advisors without books of business. Every single thing you’ve done has been a different playbook. So I’m pumped to watch how we make Claro a household name and how this approach is going to pay off in spade. So I appreciate hearing this different perspective, and I know our listeners did as well, so much appreciated today. Ryan Belanger: Well, thanks for having me on. I know it’s a long time coming. Thanks for your patience. I wanted to make sure we had something really exciting to talk about when we finally did this, and hopefully I can come back in a couple years and catch up. And congratulations on everything you guys have built. You guys are just a premier name out there, and it’s been fun to watch your success as well. Louis Diamond: Thank you, Ryan, I appreciate it. Mindy Diamond: As a financial advisor, you hold yourself to the highest standards of integrity, honesty, and credibility. You are successful because you take your professional responsibilities seriously and are dedicated to your clients. But are you living your best business life? Are your goals aligned with your firms or could a better option exist? Should I Stay or Should I Go? is a book written with you in mind. It’s a self-guided journey that walks you through the key steps that we take with our advisor clients. This strategic thought process and roadmap to professional self-discovery is designed to help you ask the right questions and think critically and objectively whether you’re considering change or not. Learn how to get your copy at diamond-consultants.com/thebook. Why AI Matters Now: How a $1.5B RIA is Building the Firm of the Future A conversation with Louis Diamond and Ryan Belanger, Founder & CEO of Claro Advisors.      Louis Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Why AI Matters Now: How a $1.5B RIA is Building the Firm of the Future. It’s a conversation with Ryan Belanger, the Founder and CEO of Claro Advisors. I’m Louis Diamond, and this is the Diamond Podcast for Financial Advisors. Mindy Diamond: At Diamond Consultants, we help elite advisors identify the right environment for their businesses to thrive, whether that’s at a wirehouse, boutique, or independent firm. With nearly three decades of experience, we’ve guided thousands of advisors and represented more than a quarter of a trillion dollars in assets transitioned. And each year, one in four advisors managing a billion dollars or more who change firms are our clients. Our process is education driven, and based on building relationships, starting as your strategic partner well before you’re even thinking of a move. To schedule a confidential conversation, call us at (908) 879-1002. Wondering why advisors change firms and where they’re headed? Are transition deals going up or down? Those very questions and more inspired us to create our annual Advisor Transition Report. It’s the award-winning data-driven resource designed for advisors that connects the dots between the motivations around movement and the firm’s appetite for top talent. Arm yourself with the knowledge you need to make smart decisions. Download your copy at diamond-consultants.com/transitionreport. Louis Diamond: Artificial intelligence has quickly become one of the biggest topics in wealth management in the world. Almost every firm is experimenting with new tools, looking for ways to automate tasks, improve efficiency, or help advisors serve clients more effectively. But what if AI isn’t just another technology to plug into your business? What if it becomes the foundation for how your business is built? That’s exactly why I wanted to have Ryan Belanger on the show. Ryan is the Founder and CEO of Claro Advisors, a billion and a half dollar RIA that’s taken a very different path than most firms in the industry. Rather than simply adding AI to an existing tech stack, Claro acquired a FinTech company and is building its own AI native operating system designed specifically for advisors. What’s interesting is that this isn’t really a conversation about software, it’s about strategy. Ryan has consistently gone against the grain from leaving Morgan Stanley to launch an independent firm in 2012 before it became commonplace, to recruiting younger advisors when others chased established producers, to betting that proprietary technology will b

AP's Lisa Dwyer reports that heavy smoke has moved into more areas from the great Lakes to the Mid-Atlantic.

AP's Lisa Dwyer reports that Canada is bristling a criticism from President Trump over their wildfire management.

Officers' row (ruins), looking west, before the National Park Service acquired Fort Davis National Historic Site. The Frontier Forts: Guarding West Texas Hello friends, and welcome back to Hidden History of Texas. Last time, we crossed the Pecos River and entered one of the most remarkable landscapes in our state, the Trans-Pecos. We discovered a Texas of mountains instead of rolling hills... deserts instead of forests... vast distances instead of crowded settlements. It is a beautiful country. But it could also be a dangerous one. Today, I'd like to answer a simple question. How did people safely travel through this immense wilderness? The answer lies in a network of frontier forts that stretched across West Texas. Their purpose wasn't to conquer the land. It was to connect it. When we hear the word fort, many of us picture thick stone walls, cannons, and soldiers preparing for battle. The reality on the Texas frontier was often much different. Most frontier forts weren't castles. They were working communities. Soldiers lived there. Families lived there. Blacksmiths, teamsters, doctors, cooks, laundresses, merchants, scouts, and civilians all played a role in keeping these isolated outposts alive. In many ways, a frontier fort was less like a military base and more like a very small town whose primary mission happened to be protecting the frontier. By the 1850s, more settlers, ranchers, and merchants were moving westward. Stagecoaches carried passengers and mail. Freight wagons hauled supplies. Ranches expanded into new country. Yet the farther west people traveled, the farther they moved from established communities. Water became scarce. Distances became immense. Travelers could spend days crossing country where there were few signs of civilization. For many, reaching the next fort meant safety. Among the most important of these posts was Fort Davis. Nestled in the cool elevations of the Davis Mountains, the fort occupied one of the most strategic locations in West Texas. It guarded the San Antonio–El Paso Road, one of the principal overland routes across the Southwest. If you've ever driven Interstate 10 across West Texas, you're following a path not terribly different from the one travelers depended upon more than 150 years ago. The landscape may look timeless. But for generations, this road represented connection. Mail. Commerce. Communication. Hope. Fort Davis also tells another important story. Following the Civil War, many of its soldiers belonged to the African American regiments that history remembers as the Buffalo Soldiers. These men escorted wagon trains... protected mail coaches... constructed roads... and patrolled enormous stretches of difficult country. Their assignments often took them across hundreds of miles of mountains and desert. The work was demanding. The conditions harsh. Yet their contributions became an essential part of opening West Texas to settlement and commerce. Today, Fort Davis remains one of the best-preserved frontier military posts in the nation, allowing visitors to walk through the very buildings where these soldiers lived and served. Farther east stood another important outpost. Fort Stockton. If Fort Davis owed its existence to mountain passes and transportation routes... Fort Stockton owed its existence to something even more valuable. Water. Specifically, Comanche Springs. Long before there was a military fort... long before Texas became a state... Native peoples knew these springs well. Spanish explorers depended upon them. Travelers crossing the desert planned their journeys around them. In the Trans-Pecos, water wasn't simply convenient. It was survival. The Army recognized the importance of Comanche Springs almost immediately. A fort built near reliable water could protect travelers while providing soldiers with the resources they needed to remain in one of the harshest environments in North America. Like Fort Davis, Fort Stockton became an important stopping point for stagecoaches, freight wagons, mail carriers, and settlers moving across West Texas. It represented more than military protection. It represented certainty. After days of dust, heat, and uncertainty, travelers knew there would be fresh water ahead. One thing I've come to appreciate while studying these frontier forts is that they weren't isolated places. They formed a network. Each supported the others. Each protected a different section of the transportation routes that connected San Antonio with El Paso and points beyond. Without that network, settlement across much of West Texas would have been far slower and far more dangerous. The forts helped make the frontier accessible. Not easy... but possible. Today, many visitors stop at Fort Davis or Fort Stockton because they enjoy history. Others simply happen to pass through on their way to Big Bend or El Paso. Yet these quiet places remind us of something important. The highways we drive today didn't simply appear. Long before there were interstates... before paved roads... before automobiles... there were wagon trails. Mail routes. Stagecoaches. Horse patrols. And frontier forts that made those journeys possible. As I travel through West Texas, I'm always struck by the silence. The distances remain enormous. The mountains still dominate the horizon. The desert still commands your respect. It's not difficult to imagine a soldier standing watch here 150 years ago, looking out across the same landscape and understanding that help was many miles away. Perhaps that's why these forts continue to capture our imagination. They remind us that courage isn't always found in dramatic battles. Sometimes courage is found in showing up each day... doing your duty... and standing watch in a place where few others were willing to go. Next time, we'll leave the forts behind and visit the communities that grew around them. We'll travel to Alpine, where the cool mountain air helped shape a ranching community that would become the gateway to the Big Bend. Until then, remember that history isn't only written in great cities or famous battlefields. Sometimes it's written beside a mountain pass... or around a spring in the desert... where ordinary people quietly made extraordinary journeys possible. I'm Hank Wilson, and this has been Hidden History of Texas. Until next time... keep asking questions... because history always has another story waiting just down the trail.

One commentator has said that a parable is “storytelling with a message,” that also declares a truth, and that also asks for a response. So, when Jesus is telling a parable, it's not just a literary exercise or a brain teaser. He's using a story to call His listeners into some kind of transformation. But whether it ends up being an "ah-hah" moment for the listener depends upon their heart. Maybe parables are the ultimate heart detectors. Art credit: "Heart and Soul" by Jan Camerone. Other photos Pastor Chris referred to in this sermon: Model of a working first century Judean fishing boat. Model of the “Jesus Boat” they found at the Sea of Galilee in 1986. The actual “Jesus Boat” on display. The Sea of Galilee from Capernaum. Farther up the hill looking down toward Capernaum. “The Sower” by Millet (1850). “The Sower” by Van Gogh (1888). “The Sower” by Melani Pyke (contemporary).

John Flavel in the 5th Volume of his Works begins on Page 437 and continues to Page 494 in relating 12 Cases in which a Christian may keep his own heart under many different situations. In our previous Sessions we have looked at Cases 1 and 2 . Case 1 – How a Christian may keep his heart from pride and carnal security, under the smiles of providence, and constancy of creature-comforts. And Case 2 – How a Christian under great afflictions may keep his heart from repining, or desponding under the hand of God? Under this 2nd Case he gives us nine special helps. (We have looked at 6 special helps under this 2nd Case) Tonight I will attempt to go through helps 7 & 8. Help # 7 says – Again, It may stay your heart, if you will consider that in these troubles, God is about that work which you saw the design of it, your soul would rejoice. Help # 8 – Farther, It would much conduce to the settlement of your hearts, to consider, That by fretting and discontent, you do yourselves more injury than all the afflictions you lie under could do; your own discontent is that which arms your troubles with a sting; it is you that make your burden heavy, by struggling under it.

Hello friends, and welcome back to Hidden History of Texas. This is episode 93 The Trans-Pecos: Texas Beyond the Mountains (NOTE: This is not a verbatim transcript) Last time, we visited El Paso, a city whose story began centuries before there was a Republic of Texas. It reminded us that Texas has never been just one history or one culture. Today, I'd like to take you somewhere that many Texans have heard of, but relatively few have truly explored. Where? The Trans-Pecos. Now, if you're like most people, you've probably seen the name on a map or heard it mentioned in a weather forecast. But what is the Trans-Pecos? The answer is actually quite simple. "Trans" means across or beyond. The Pecos is, of course, the Pecos River. So the Trans-Pecos is literally the land beyond the Pecos River. Simple enough. But don't let that simple definition fool you. Because once you cross the Pecos River heading west, you enter what may be the most surprising landscape in all of Texas. When most people picture Texas, they imagine rolling ranchland... fields of bluebonnets... oak trees... mesquite... perhaps oil pumps slowly nodding against the horizon. And yes, that's certainly Texas. But it isn't all of Texas. Because when you cross the Pecos River, the land begins to change. The horizon grows wider. The distances grow longer. Mountains begin rising where you least expect them. Rain becomes scarce. Water becomes precious. The vegetation changes. The sky seems larger somehow. You begin to realize that you're no longer simply driving across another part of Texas. You've entered an entirely different world. I sometimes think that if someone were dropped into the middle of the Trans-Pecos without knowing where they were, they might guess Arizona. Perhaps New Mexico. Maybe northern Mexico. Texas probably wouldn't be their first answer. Yet this landscape has been part of Texas for nearly two centuries. It simply reminds us that Texas is far more diverse than most of us imagine. The Trans-Pecos is dominated by the Chihuahuan Desert, the largest desert in North America. Now when many people hear the word "desert," they imagine endless sand dunes. That's Hollywood. The Chihuahuan Desert is something altogether different. It's a landscape of rugged mountains... rocky basins... grasslands... canyons... ocotillo... creosote bushes... yucca... prickly pear... and, after a good rain, wildflowers that can transform the desert almost overnight. It's a place that rewards patience. The longer you look, the more beauty you discover. Perhaps the biggest surprise for many Texans is this. Texas has mountains. Real mountains. Not hills. Mountains. The Guadalupe Mountains rise dramatically from the desert floor. The Davis Mountains offer cooler temperatures and forests that seem almost out of place in the desert. Farther south, the Chisos Mountains stand alone like an island rising from a sea of desert. Each mountain range tells a story written not by people, but by geology over millions of years. And yet, despite all this grandeur, the most important feature of the Trans-Pecos isn't the mountains. It's water. Or perhaps I should say... the lack of it. In East Texas, rivers and rainfall helped determine where communities would grow. In the Trans-Pecos, a single spring could mean the difference between life and death. For thousands of years, Native peoples learned where those precious water sources could be found. Spanish explorers depended on them. Stagecoaches depended on them. The Army depended on them. Ranchers depended on them. Entire towns owe their existence to a spring that still bubbles from the earth today. When we visit Fort Stockton in a future episode, we'll discover how one remarkable spring sustained travelers for centuries. Long before maps showed county lines or highways, this was home to Native peoples who understood the land in ways newcomers could scarcely imagine. They knew where water could be found. Which plants could be eaten. How to travel safely across immense distances. How to survive where others could not. For those arriving from wetter parts of North America, the Trans-Pecos could be unforgiving. For those who knew it well, it was home. When Spain pushed northward from Mexico, explorers quickly learned that crossing this region required careful planning. Distances were enormous. Water was uncertain. Supplies had to be carefully managed. The landscape itself became both obstacle and guide. Later, when Texas became part of the United States, the challenges remained much the same. The frontier wasn't simply remote. It was isolated. Mail routes stretched for hundreds of miles. Stagecoaches crossed lonely deserts. Travelers often went days without seeing another settlement. Protecting those routes became one of the Army's greatest responsibilities. That story will take us to Fort Davis, where the frontier soldiers, including the famed Buffalo Soldiers, helped keep those lifelines open. The arrival of the railroad changed much of Texas. It changed the Trans-Pecos as well. Communities that had once depended on wagon trails suddenly found themselves connected to the rest of the nation. Ranches expanded. Mining increased. Trade flourished. New towns appeared. Old settlements adapted. But even with the railroad, one thing never changed. Distance. People who have never driven across West Texas often underestimate its scale. You don't simply pass through the Trans-Pecos. You experience it. The miles encourage reflection. The silence becomes part of the journey. And somewhere along the way, you begin to understand why so many people fall in love with this remarkable country. Over the next several episodes, we're going to explore this fascinating region together. We'll visit Alpine, the community nestled high among the mountains that became the gateway to Big Bend. We'll travel to Fort Davis, where soldiers stood watch over one of the most remote frontiers in America. We'll stop at Fort Stockton, where life itself depended upon the waters of Comanche Springs. And we'll journey to Pecos, a town that proudly proclaims itself "Where the West Begins," and discover why generations of travelers believed that to be true. Each community has its own story. Each landscape has its own personality. And together, they remind us that there isn't one Texas. There are many Texases. As we close today, I'd like to leave you with one final thought. History is often shaped by people. But sometimes... history is shaped by the land itself. The forests of East Texas. The rolling plains of Central Texas. The Gulf Coast marshes. And here... the mountains and deserts of the Trans-Pecos. If we want to understand the people who lived here, we first have to understand the country that shaped them. I'm Hank Wilson, and this has been Hidden History of Texas. Until next time... keep asking questions... because history always has another story waiting just beyond the next mountain.

This far you may come, but no farther. [NKJV]

What does it actually take to build a girls' running program from three athletes to a full roster, and what does it cost the coach who gets it there? That's at the heart of this conversation with Miran McCash: high school cross country and track head coach at Highline High School, and owner of ANA Run Coaching, an all-women adult running coaching business based in Seattle. Host Heather Caplan, RDN, and Miran talk about what it's really like to be a woman in a head coaching role, how she's creating space for girls to talk about their bodies and their periods, and why representation on the coaching staff is the reason girls stay in sport. 08:54- Teaching girls' weight training and building confidence in the weight room 11:11- Growing up with all-male coaches and how it shaped her 15:31- Growing the girls' cross-country team from 3 athletes to a full roster 16:29- Incentives, belonging, and why cross-country culture matters 23:28- How Miran talks to her athletes about periods, REDs, and changing the language around bodies 29:18- Balancing the financial and emotional load of coaching at a Title I school 36:59- Why women aren't signing up for coaching positions 40:16- Over-scheduling, under-recovering: the injury surge Miran is watching in real time 46:09- Going part-time teaching to grow ANA Coaching, and South End Running Exchange Resources mentioned: Bras for Girls: the organization Miran brought to her school to provide sports bras to female athletes across all spring sports Better, Faster, Farther by Maggie Mertens- includes the story of Bobbi Gibbs running the Boston Marathon before Katherine Switzer, in a bathing suit (no sports bras yet) Lane 9 Episode with Mary Cain mentioned Follow Miran on Instagram Follow Miran's business, ANA Coaching, on Instagram Follow the South End Running Exchange on Instagram Connect + get support: Are you an athlete? Find a sports dietitian, DPT, therapist, or coach who understands athletes at lane9project.org/directory. Are you a clinician or coach? If this conversation resonated with you professionally, Lane 9 Membership was built for you. Join a community of dietitians, DPTs, psychologists, sports medicine providers, and coaches who are doing this work, and get listed in the Lane 9 Directory so athletes can find you. Future clinicians and coaches are welcome too. Follow us on Instagram and get in touch anytime!

Big K Hour 01: The U.S. and Iran exchange missile strikes as a peace deal seems farther than ever full 2065 Thu, 11 Jun 2026 11:46:31 +0000 ArmS8jMzFbGniZ0CtxYfCO8V2zJF0OAO news The Big K Morning Show news Big K Hour 01: The U.S. and Iran exchange missile strikes as a peace deal seems farther than ever The Big K Morning Show 2024 © 2021 Audacy, Inc. News

Which Is Farther North, NYC or London? The correct answer could win you $1,000 on The Andie Summers Show with Minute To Win It!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

It's a few days out from Toronto's 2026 Walk with Israel, and volunteers and walkers are still sharing their impressions and experiences of participating in the largest Jewish pride event in Canadian history, Sunday's Walk was noteworthy because it had a record turnout of 60,000 people. It required a massive police presence that successfully kept most of the anti-Israel protests farther away than previous editions, with six people arrested. Last year only one person was arrested and charged. Yet this year's Walk also took place just hours after two Canadian synagogues were targeted by hate crimes, and also a few days following Prime Minister Mark Carney's nationally-televised speech acknowledging that antisemitism in Canada has reached levels not seen since the Second World War. As a result, despite the walk being better protected than before, many participants told The CJN they feel less secure than ever living openly as Jews in Canada. Which is why wanted to come show their Jewish pride and solidarity, and also to express anger and frustration at some of Canada's political leaders. Neither Carney nor Toronto's Mayor Olivia Chow attended the walk in person, but activists from Jewish advocacy group Tafsik made sure the politicians' absence was front and centre: they supplied life-sized, cardboard cutouts of both leaders to carry along the parade route. On today's episode of The CJN's North Star podcast, host Ellin Bessner shares the sights and sounds she encountered along the route. Related stories: This Sunday's Walk with Israel set attendance records, in The CJN . Why not everyone is comfortable with how Israel is central to large Jewish events and walks: Phoebe Maltz-Bovy opinion in The CJN . After another difficult year, Toronto prepared to walk for Israel again, with tightened police protection, on The CJN's North Star June 5, 2026. Credits Host and writer: Ellin Bessner ( @ebessner ) Production team: Zachary Kauffman (senior producer), Izzie Helenchilde (producer), Michael Fraiman (executive producer), Alicia Richler (editorial director) Music: Bret Higgins Support our show Subscribe to The CJN newsletter Donate to The CJN (+ get a charitable tax receipt) Subscribe to North Star (Not sure how? Click here ) Watch our podcasts on YouTube. Help others find this podcast by leaving us a review for “North Star” on Apple Podcasts via your iPhone or iPad device, or with your Android. (Spotify allows only starred ratings but you can do that, too!)

"Why does God say v3 'return to me and I'll return to you' if He intends to return to them before they return to Him?" "I think it's cool that vs16 God says he has returned even though the temple wasn't rebuilt. So was the temple truly symbolic as his dwelling place? Where is God dwelling then?" "Where do we get the idea that the Angel of the LORD, while being seen to be God, is in some way distinct from God? Is it reading too much into the OT to say that the Angel of the LORD is the pre-incarnate Jesus?" "Is the angel of the LORD distinct from God the Farther, Son and Spirit? If so how are they related?" "What is the measuring line in Zech 1:16? When it is used in other prophets, it is often used as an image for God's judgement, but hasn't God's judgement already fallen on Israel in the exile?" "Was the vision in part prophetic to Jesus? (as a carpenter)" "Is there a connection between the carpenters in Ezra 3, Zechariah 1, and Jesus being a carpenter?" "I don't understand the 4 craftsmen images?” "Is repentance a once off thing or something we need to keep doing as Christians?"

We're continuing our Overcoming series and beginning a new topic, fear.  Fear is universal Adam and Eve experienced fear in the garden Farther we go from God and the more disobedient we are, the greater the fear that we experience Our world offers a continual diet of fear Economy World conditions Medical concerns See Reader's Digest illustration p. 82 LaHaye Joseph Fort Newton, former pastor of St. James Church, Philadelphia Had newspaper article called "A ministers mail" His column "everyday living" reached millions of people One article was about fear and he said that "fear leads to worry and worry is a tiny rivulet seeping into the mind like slow poison, until it paralyzes us and cuts a channel into which all other thoughts are drained." Fear is personal We fear failure We fear that our kids will be hurt We fear retirement We fear not having medical help Parents in our culture especially battle with fear Fear of leaving our kids in a church nursery Fear of letting our kids attend youth ministry Fear of losing our kids to the world Singles battle fear Fear of getting married to the wrong person Fear of being deceived by someone you marry Fear is costly 92% of our fears NEVER take place Emotionally - fear leads to any number of emotional issues Anxiety Doubts Timidity Indecision Superstition Withdrawal Loneliness Overagression Worry Inferiority Cowardice Suspicion Hesitancy Depression  Haughtiness Social shyness Socially Fear keeps us from speaking Fear keeps us from serving Physically Fear affects our health in a variety of ways Spiritually Quenches the Holy Spirit Stifles our soul wining Compare Paul and Silas with the Philippian jailor Prevents us from pleasing God

Eric Ries is an author, podcaster, and founder of The Lean Startup. He hosts The Eric Ries Show and his notable books Incorruptible: Why Good Companies Go Bad... and How Great Companies Stay Great, The Lean Startup, Farther, Faster, and Far Less Drama, The Leader's Guide, and The Startup Way. Greg and Eric discuss why startups and corporations lose their mission through shifts from founder-to investor-control, changing from long-term focus to short-term focus, and purpose-driven to profit-driven behavior. Eric argues governance is “organizational soul craft” and critiques shareholder primacy as a recent, judge-and-academic-driven ideology that creates unaccountable short-term pressure, metric surrogation, and value destruction, even for shareholders.  Eric also explains how markets reward short-term cost-cutting (e.g. reduced R&D), and why mission-driven companies can outperform. He outlines practical protections such as writing mission primacy into charters, converting to Public Benefit Corporations, and stronger structures like foundation ownership (e.g. Novo Nordisk and Patagonia). *unSILOed Podcast is produced by University FM.* Episode Quotes: Mission-driven or mission-hopeful? 12:39: So I think for companies, we're seeing this world now where we have a divergence between the mission statement and the actual mission or purpose of the organization. So the mission statement is lofty. I tell the story in the book of Silicon Valley Bank before it collapsed. Its mission statement was something like, “To advance the innovation economy,” or whatever. But its actual legal purpose was just maximize shareholder value. So this divergence caused the collapse of the bank. And so, first of all, if you have a mission statement, but your purpose says “any lawful act or activity,” you're lying. Just so you know, you are lying to your customers. You are lying to your employees. You're lying to everyone you say that mission to because, according to current legal theory, you could be replaced at a moment's notice by your investors, who will then can change the mission to whatever they want. I call that not being mission-driven. You are mission-hopeful. You're hoping nobody will do this to you in the future. Governance is organizational soul craft Governance sounds really boring, but it's really the art of organizational soul craft. It's actually really interesting. And if we can get leaders and founders to pay more attention to it, they can have a much higher probability of their organization enduring. The age of temporary organizations 27:46: I say we've entered an era of temporary managers running temporary organizations for the benefit of temporary owners because executive tenure, company lifespan, and average holding period of stocks have all collapsed in the last, especially the last twenty-five years, let alone the last forty years. So, I don't think it's possible to really have—it's very difficult to build a value-creating organization in that span, and the markets will punish you for doing so. Show Links: Recommended Resources: Governance Shareholder Primacy Overlapping Consensus Silicon Valley Bank Andy Rachleff Environmental, Social, and Governance Mark Zuckerberg Guest Profile: LinkedIn Profile Wikipedia Page The Lean Startup Social Profile on X Guest Work: The Eric Ries Show YouTube Channel Amazon Author Page Incorruptible: Why Good Companies Go Bad... and How Great Companies Stay Great The Lean Startup by Eric Ries – How Today's Entrepreneurs Use Continuous Innovation to Build Successful Businesses The Leader's Guide The Startup Way: How Modern Companies Use Entrepreneurial Management to Transform Culture and Drive Long-Term Growth Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Title: Tuesday Severe Weather: Southern Plains to Mid-South Summary: Get ready for Tuesday's severe weather outlook! The Storm Prediction Center has issued a slight risk (level 2 out of 5) for severe thunderstorms across eastern Oklahoma, northeast Texas, and Arkansas, extending into the Mid-South. Isolated to scattered strong to severe storms are possible Tuesday afternoon and evening. A strong southwesterly flow will bring richer moisture northward, with dew points in the 60s expected from the Sabine Valley into Arkansas. This moisture, combined with daytime heating and increasing wind shear, creates an environment ripe for severe weather. The most favored zone appears to be near the surface triple point and cold front in eastern Oklahoma and Arkansas by Tuesday evening. If storms remain discreet, large hail and even a tornado or two are possible. However, a rapid transition to a linear storm mode could shift the threat more towards damaging wind gusts. Farther southwest, in parts of Oklahoma and Texas, a conditional risk for large hail exists if storms can break the cap. Residents in the outlook area should review their severe weather plan, ensure they can receive warnings, and know where to go if a tornado warning is issued. This is a Day 3 outlook, so details may change. Stay weather aware and keep an eye on forecast updates! Hashtags: #SevereWeather #WeatherForecast #SouthernPlains #MidSouth #Oklahoma #Texas #Arkansas #Thunderstorms #Hail #Tornado #DamagingWinds #WeatherSafety #SPC #WeatherAlert #WeatherAwareBecome a supporter of this podcast: https://www.spreaker.com/podcast/weather-with-enthusiasm--4911017/support.

This episode is a special one — it was recorded live at the Boston Marathon Expo during an episode of For The Long Run.I joined Jon Levitt for a conversation all about what it really means to “go farther” — not just in running, but in life. And whether you're chasing your first 5K, trying to PR your marathon, stepping into ultras, or taking on a goal that scares the hell out of you, this episode is all about helping you believe that you're capable of more.In this episode, we talk about:How running helped me go from addiction to 7 years soberWhy “going farther” doesn't always mean running more milesHow to choose goals that scare you in the right wayWhy failure is never really failure if you learn from itHow to use hard moments in running to become stronger in lifeWhy your “why” matters when things get hardThe power of self-talk when you're deep in the pain caveHow to approach uncertainty, fear, and big goals with confidenceHuge thank you to Jon Levitt and For The Long Run for having me on, and to Mount to Coast for hosting this live event at the Boston Marathon ExpoSHOW LINKS:Want to be coached by me and my team to crush your next ultramarathon in our 1:1 coaching program?⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠Book a free call here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ with one of our coaches to see if we are a good fit!Want to work with me to crush your next ultramarathon in our group coaching program? Sign up for our group coaching program here:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠https://www.theeverydayultra.com/group-coaching⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Follow Joe on IG:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/joecorcione/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Everyday Ultra YouTube Channel:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠https://www.youtube.com/channel/UCUelKGeptWZivD6yRIDiupg⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Try Mount to Coast shoes, designed specifically for ultramarathons, and get 10% off your order with code EVERYDAYULTRA by ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠going to the link here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠.Try HYPERLYTE Liquid Performance running nutrition and get 15% off your order when you use code EVERYDAYULTRA at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.hyperlyteliquidperformance.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Try PlayOn Pain Relief Spray and get 20% off with code EVERYDAYULTRA at⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠playonrelief.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Try Bear Butt Wipes and get 10% off your order with code EVERYDAYULTRA at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠bearbuttwipes.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Try Janji apparel at janji.com/everydayultraCreate running routes easily with Footpath, the app designed to help you manage routes simply. Download for free and get a free trial at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠footpathapp.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠/everydayultraTry CurraNZ to boost recovery and performance and get 15% off your first order with code EVERYDAYULTRAPOD at ⁠⁠⁠⁠⁠www.curranzusa.com⁠⁠⁠⁠Listen to For The Long Run Podcast: https://www.forthelong.run/

There is a powerful quote that says, "You can go fast alone… but you can go FARTHER with mentors." Today's episode is all about Mentors, including sharing several of my top lessons learned from my personal mentors. I believe there is a ton of value in these lessons and can certainly expedite your learning curve in many different areas of business & life. Some of the things included in Part 1 of this 2-part series on Mentorship includes: Hearing lessons from 7 of my 12 Mentors, including Pastor David Jeremiah, Coach Warren Wolf, Wayne Cotton, Randy Hetrick, Tom Dexter, Tom Davin, & Patti Durkin. Why mentors matter and can make a big difference in your life. 6 "macro" lessons from mentors. 5 reasons why some people don't have mentors. In conclusion, here are some of the questions to consider: Who are some of your mentors that have served you? Who is/are your mentor(s) now? What are some of the powerful lessons they have taught you? Where do you need the most wisdom or divine discernment these days? If you enjoyed today's episode, please do a few things: 1. Make sure you are subscribed to receive the podcast. 2. Please share this episode with you family, friends, or on your SM. Please be sure to tag me at: IG: @ToddDurkin   You want a deep, intensive 3.5 Days of Mentorship from urs truly?! If so, my Annual 3.5 Day Mentorship is coming up May 14-17th , 2026, and there are still a few spots. If you would like to be one of the just 20-people in the room, email me back or SIGN-UP TODAY!!! [Click Here to Sign Up Today!] Additionally, you could bring a spouse, business partner, GM or key employee/teammate with you for just 50% of the fee. Contact us today and let's get you dialed-in!!

Glorify Your Farther with Weslay Hazel

Brandon Woodside and Ryan Stephens from TXD Family of Brands join the episode to discuss their journey and leadership challenges. They highlight the importance of team collaboration and transitioning owners out of sales roles, emphasizing the care for team members and fostering a positive business culture. The conversation addresses misconceptions about business as family and defines success through personal stories like Ron's turnaround and Michael's transformation. They delve into marketing strategy, autonomy, and leadership retreats, alongside investing in technology and AI integration. The episode wraps up with advice to their younger selves and reflections on people, process, and technology's role in scaling the AEC industry.

Artemis II astronauts on a lunar flyby mission have broken Apollo 13's distance record as humans travel further from earth than ever before. The crew are witnessing the moon from roughly 4,000 miles above its darkened surface as it eclipses what will appear to be a basketball-sized Earth in the distant background. They're now cruising along a path in the moon's gravitational sphere of influence that will take them over the shadowed lunar far side. - فضانوردان ماموریت آرتمیس ۲ در یک پرواز عبوری به دور کره ماه، ریکارد فاصله ماموریت آپولو ۱۳ را شکسته اند؛ و انسان ها اکنون بیش از هر زمان دیگر از زمین دور شده اند. فضانوردان در این ماموریت،کره مهتاب را از فاصله نزدیک به ۴ هزار مایل بالاتر از سطح تاریک آن مشاهده کردند؛ جایی که زمین در پس زمینه دوردست به اندازه یک توپ باسکتبال دیده می شود، آنها اکنون در مسیری در حوزه نفوذ جاذبه ماه در حرکت اند؛ مسیری که آن ها را از فراز بخش تاریک و پنهان اطراف ماه عبور خواهد داد.

Artemis II astronauts on a lunar flyby mission have broken Apollo 13's distance record as humans travel further from earth than ever before. The crew are witnessing the moon from roughly 4,000 miles above its darkened surface as it eclipses what will appear to be a basketball-sized Earth in the distant background. They're now cruising along a path in the moon's gravitational sphere of influence that will take them over the shadowed lunar far side.

Do you like this episode format? I've been thinking about doing a series of these "quick fixes" for word confusion, pronunciation, and grammar. That is, if you like the format. So please be honest! In the meantime, check out the Academy! Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today is International Transgender Day of Visibility, and who better to share Nashville's untold queer history than historian and founder of Nashville Queer History, Sarah Calise? Joined by host Marie Cecile Anderson, they celebrate the lives of trans and queer Nashvillians who lived authentically and the ways their courage and joy paved the way for others. Learn more about the sponsors of this March 31st episode: Freely Fest Get more from City Cast Nashville when you become a City Cast Nashville Neighbor. You'll enjoy perks like ad-free listening, invitations to members only events and more. Join now at membership.citycast.fm/nashville Want some more City Cast Nashville news? Then make sure to sign up for our City Cast Nashville newsletter.  Follow us @citycastnashville You can also text us or leave a voicemail at: 615-200-6392 Interested in advertising with City Cast? Find more info HERE.

When Monks Fed Body and Soul: The Story of the Pretzel and Its Holy CompanionsIn the quiet hills of early medieval Europe, around the year one thousand six hundred twenty, a humble monk in a secluded monastery—perhaps in the north of Italy or along the edges of France—faced the long, lean days of Lent. With eggs, milk, and fats forbidden by the strict rules of fasting, he worked with what the earth and the Rule of Saint Benedict allowed: simple flour, water, and a pinch of salt. One afternoon, watching village children struggle to memorize their prayers and catechism verses in the dim light of the chapel, an idea took shape in his mind like dough rising in the warmth.He rolled thin strips of the plain bread dough between his palms, then twisted them into loops that mimicked the posture of a child at prayer—arms crossed over the chest, hands resting gently on opposite shoulders in humble devotion. He baked them until they turned golden and crisp at the edges, creating three open spaces, or "holes," that he quietly explained to the little ones as symbols of the Holy Trinity: Father, Son, and Holy Spirit. "These are your pretiola," he told them with a gentle smile, "monk's little rewards for your faithful hearts.” The poor. The children beamed as they received the twisted treats, the shape itself a silent reminder to pray without ceasing. Word of the monk's invention spread slowly through neighboring villages and other monasteries; soon, these braided "little arms" were handed out as alms to the poor, carried in baskets by traveling friars, and even sketched in the margins of illuminated manuscripts. Over centuries, the name shifted—from Latin bracellae to German brezitella—and the pretzel journeyed northward, eventually adorning bakers' guild signs and becoming a beloved snack across the continent.Yet this was no isolated miracle of monastic ingenuity. In the stone dairies of French and Italian abbeys, other brothers tended herds of cows and sheep, turning milk into wheels of cheese that could last through winter fasts and lean seasons. Picture a Cistercian monk in the Burgundy hills of the 12th century, carefully pressing curd into molds for what would become the ancestors of Cîteaux or the creamy, bloomy-rinded Brie de Meaux—practical gifts born of the same spirit of self-sufficiency that shaped the pretzel. These cheeses were not mere food but lifelines, aged in cool cellars and traded to support the community, their golden rinds carrying the quiet labor of men who rose before dawn to chant and churn.Farther north and east, in the misty valleys of Belgium, Trappist monks followed an even older brewing tradition. Guided by centuries-old recipes, they fermented barley and hops in massive copper kettles, producing ales rich and dark or golden and crisp—beers like Westvleteren or Chimay that nourished body and soul alike. The work was meditative: stirring vats in silence, tasting for balance, bottling with care. These brews, labeled with the official Trappist seal, became more than drink; they funded orphanages, repaired cloisters, and reminded the world that even austerity could yield something profound and sustaining.And in the remote French Alps, the silent Carthusian brothers guarded an even more mysterious craft. Since the early 17th century, they had distilled a secret elixir from 130 herbs gathered under the moonlight—plants whose names and proportions remained locked in ancient parchment. The resulting Chartreuse liqueur, vibrant green and intensely aromatic, began as a medicinal tonic for weary travelers and the sick, its complex flavors a testament to monastic herbal wisdom passed down through generations of cloistered hands.Read the full contentMore PodcastsFood Tours Chef Walter's Cooking School

Welcome to "Treasure Galaxy," an exhilarating kids podcast where the vastness of space meets the thrill of adventure! Join MC, the daring junior pilot for the Space Alliance, and her loyal friends, Zeke and Malachi, on a quest across the cosmos in search of the elusive Solar Diamonds. This kids podcast is a universe of excitement, mystery, and exploration, perfect for young listeners who dream of distant galaxies and interstellar adventures.Producers: Storybutton, Steven Forbis, Lisa BiggsWriters: Caeli Faaist, Steven ForbisSound Design & Mastering - Nicolas Gutierrez GarciaSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Episode 624T is brought to you by:Lewitt Microphones (⁠⁠⁠⁠GIVEAWAY HERE⁠⁠⁠⁠)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Chase Bliss⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Stringjoy⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Use code: HUM to save 10%⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Reverb⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Support this channel on Patreon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Want to send us mail?60 Cycle Hum9450 Mira Mesa Blvd #615San Diego, CA 9212600:00 Intro02:25 Let's talk about practice. Not the game31:53 Thanks Patreon!35:48 This song was sent by Blugubrious and is called "Farther" (https://www.youtube.com/@BlugubriousMusic)----------------------------------60CH on Patreon: https://www.patreon.com/60CycleHumcastAffiliate Links: https://60cyclehum.com/affiliate-links/Social Media: https://60cyclehum.com/social-links/

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Today we're joined by author, speaker, record setter, and highly decorated thru-hiker Heather "Anish" Anderson. Heather just released a new memoir about her attempt to be the first woman to complete the Calendar Year Triple Crown: "Farther." Here she goes into her new book, her journey as a hiker and a writer, and the complicated but beautiful places in between.In this episode, Heather tells us about:Her writing journeyDealing with grief and post trail depression, and ways to overcome themThe best advice for going for your goals (whether you're going for your first thru-hike, or an FKT) & more!Connect with Heather & buy "Farther" or her other books:Website: https://wordsfromthewild.net/Instagram: @_wordsfromthewild_Facebook: https://www.facebook.com/AnishHikesStay tuned and follow the ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠THRU-r Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ account for an upcoming book giveaway!Sign up for the ⁠⁠⁠⁠⁠THRU-r mailing list ⁠⁠⁠⁠⁠so you don't miss a thing! (No spam, no selling, just thru-hiker things.) Help fellow hikers find the show by following, rating, and reviewing the podcast on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠!Connect With THRU-r & Cheer:⁠⁠⁠⁠THRU-r Mailing List⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Join The Trail Family⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠THRU-r Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠THRU-r Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠THRU-r Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠THRU-r Youtube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠THRU-r Threads⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Cheer's YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Cheer's Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Episode Music: "Communicator" by Reed Mathis

I was writing an article last night and all of a sudden this flood of thoughts just came rushing into my brain. I never did finish that article and I ended up writing something else. You're about to hear what came flooding into my brain, because it's what's been going on in the world. We all know, look at the news. The world is like exploding. And this is the conflict in the Middle East right now, dominates the news - and the hearts of a lot of people. The world is once again, we've been here before, plunged into a season of unnerving peril and uncertainty. Not long ago, remember? I know you do, it was a mutated virus. This time it's drones and missiles and terror. I'm Ron Hutchcraft, and I want to have A Word With You today about "Dangerous Times, Destiny Times." And the Apostle Paul's sober warning to his young protégé Timothy echoes across the centuries at times like these: "In the last days, perilous times will come" (2 Timothy 3:1). He went on to describe why it would be so dangerous as history's fourth quarter approaches. It's not because of weapons or wars. But because of what people will become. The description here, I'll have to say, is disturbingly familiar. He said, "People will love only themselves and their money. They will be boastful and proud, scoffing at God, disobedient to their parents, and ungrateful. They will consider nothing sacred. They will be unloving and unforgiving... and have no self-control. They will be cruel and hate what is good." You know I can probably go on social media right now and find everything I just read about. But don't you get the feeling that there's something much bigger going on here than just global politics and converging crises? Maybe you're feeling what I'm feeling... There's something profoundly spiritual going on in our world right now. In our world, in our time! Like something climactic. I don't have words for it. Except to say - our world is increasingly starved for a Messiah. Someone who can fix what seems hopelessly broken. But we're increasingly disillusioned with all the messiahs we've tried, all the things and people we thought might be a messiah for us. And waiting at the threshold of human history - and billions of fearful hearts - there stands Jesus. Returning one day to the world that the Bible says, "crucified the Lord of glory" (1 Corinthians 2:8). But this time coming as "King of kings and Lord of lords" (Revelation 19:16). To a world described in Biblical prophecies as remarkably like our own. So my bottom line is simple: all that really matters is what will matter when Jesus comes! Now the truth is, a lot that won't matter then tends to matter too much to us. And a lot that will matter then kinda gets pushed to the margins. Now, once again, I hear Paul's voice, this time giving Timothy his marching orders. It's our word for today from the Word of God; it's in 2 Timothy 1:7-8, and chapter 4 beginning with verse 1 - "God has not given us a spirit of fear and timidity, but of power, love and self-discipline. So never be ashamed to tell others about our Lord... I solemnly urge you in the presence of God and Christ Jesus, who will someday judge the living and the dead... preach the Word of God... work at telling others the Good News." Man I want to see what Jesus sees when He looks at the people in my world. I want to see those "Sheep without a shepherd." "Lost." "Perishing." In Him, we have the Hope people have despaired of ever finding. We have the peace that defies the storm. We have the love that finally fills these empty hearts of ours. We have the Message that changes eternities! Friends, we have the Gospel! And with our eyes on the fourth quarter game clock, we need to be spreading that Good News as never before! Faster. Farther. Better. God has assigned us here "for such a time as this." Hard times? Yes. But it's harvest time!

I was writing an article last night and all of a sudden this flood of thoughts just came rushing into my brain. I never did finish that article and I ended up writing something else. You're about to hear what came flooding into my brain, because it's what's been going on in the world. We all know, look at the news. The world is like exploding. And this is the conflict in the Middle East right now, dominates the news - and the hearts of a lot of people. The world is once again, we've been here before, plunged into a season of unnerving peril and uncertainty. Not long ago, remember? I know you do, it was a mutated virus. This time it's drones and missiles and terror. I'm Ron Hutchcraft, and I want to have A Word With You today about "Dangerous Times, Destiny Times." And the Apostle Paul's sober warning to his young protégé Timothy echoes across the centuries at times like these: "In the last days, perilous times will come" (2 Timothy 3:1). He went on to describe why it would be so dangerous as history's fourth quarter approaches. It's not because of weapons or wars. But because of what people will become. The description here, I'll have to say, is disturbingly familiar. He said, "People will love only themselves and their money. They will be boastful and proud, scoffing at God, disobedient to their parents, and ungrateful. They will consider nothing sacred. They will be unloving and unforgiving... and have no self-control. They will be cruel and hate what is good." You know I can probably go on social media right now and find everything I just read about. But don't you get the feeling that there's something much bigger going on here than just global politics and converging crises? Maybe you're feeling what I'm feeling... There's something profoundly spiritual going on in our world right now. In our world, in our time! Like something climactic. I don't have words for it. Except to say - our world is increasingly starved for a Messiah. Someone who can fix what seems hopelessly broken. But we're increasingly disillusioned with all the messiahs we've tried, all the things and people we thought might be a messiah for us. And waiting at the threshold of human history - and billions of fearful hearts - there stands Jesus. Returning one day to the world that the Bible says, "crucified the Lord of glory" (1 Corinthians 2:8). But this time coming as "King of kings and Lord of lords" (Revelation 19:16). To a world described in Biblical prophecies as remarkably like our own. So my bottom line is simple: all that really matters is what will matter when Jesus comes! Now the truth is, a lot that won't matter then tends to matter too much to us. And a lot that will matter then kinda gets pushed to the margins. Now, once again, I hear Paul's voice, this time giving Timothy his marching orders. It's our word for today from the Word of God; it's in 2 Timothy 1:7-8, and chapter 4 beginning with verse 1 - "God has not given us a spirit of fear and timidity, but of power, love and self-discipline. So never be ashamed to tell others about our Lord... I solemnly urge you in the presence of God and Christ Jesus, who will someday judge the living and the dead... preach the Word of God... work at telling others the Good News." Man I want to see what Jesus sees when He looks at the people in my world. I want to see those "Sheep without a shepherd." "Lost." "Perishing." In Him, we have the Hope people have despaired of ever finding. We have the peace that defies the storm. We have the love that finally fills these empty hearts of ours. We have the Message that changes eternities! Friends, we have the Gospel! And with our eyes on the fourth quarter game clock, we need to be spreading that Good News as never before! Faster. Farther. Better. God has assigned us here "for such a time as this." Hard times? Yes. But it's harvest time!

Chris is back!! Today we answer the simple question - Why do we see a predictable geologic and topographic progression as we drive from flat plains into mountains? We use examples from Michigan to Tennessee, the Canadian Rockies, Glacier, the Bighorns, Colorado, and the Appalachians to walk through a common sequence: we start on broad areas of mostly flat-lying sedimentary rocks (sandstones, shales, limestones) deposited in shallow seas, rivers, intertidal settings, and deserts; as we approach the range, we cross subtle, long-wavelength, low-amplitude folds that are often hard to notice without measurements; then we enter the fold-and-thrust belt where anticlines, synclines, and large thrust faults stack sedimentary packages and create dramatic ridges, valleys, and cliff faces (thin-skinned deformation). We explain how the growing mountain load flexes the plate to form a foreland basin that fills with sediment eroded off the range, typically thickening and coarsening toward the mountains. Farther inboard, we describe how erosion and unloading help exhume deep, high-grade metamorphic “roots” in metamorphic core complexes (gneiss, schist, and other intensely metamorphosed rocks), and how overthickened crust can later relax and extend, aiding exhumation. We also discuss how some mountain belts preserve suture-related features like ophiolite complexes, while others show subduction-related batholiths (e.g., Sierra Nevada, Idaho Batholith), and we note modern analogs such as the Persian Gulf foreland basin.Download the CampGeo app now at this link. On the app you can get tons of free content, exclusive images, and access to our Geology of National Parks series. You can also learn the basics of geology at the college level in our FREE CampGeo content series - get learning now!Like, Subscribe, and leave us a Rating!——————————————————Instagram: @planetgeocastTwitter: @planetgeocastFacebook: @planetgeocastSupport us: https://planetgeocast.com/support-usEmail: planetgeocast@gmail.comWebsite: https://planetgeocast.com/

CEO Chris Urmson called it a “superhuman” moment, adding that Aurora's trucks can now carry freight 1,000 miles in 15 hours — faster than what a human driver can legally accomplish. Learn more about your ad choices. Visit podcastchoices.com/adchoices

In today's Cloud Wars Minute, I analyze hyperscaler Q4 numbers and reveal why growth rates matter more than size right now.Highlights00:02— We've got the final hyperscaler numbers in now, so we can do some comparisons here. AWS reported a very strong Q4 numbers late last week. I want to talk about that in two contexts. First of all, those numbers themselves and the very nice performance AWS put together.00:42 — The second one, though, is relative to its big competitors, specifically Google Cloud and Microsoft. AWS, in spite of good numbers itself in Q4, continues to fall behind the pace being set by the leaders, particularly Google Cloud. Its revenue is up 24% to $35.6 billion. I think that's about a $142 billion annualized run rate.01:44 — Very impressive, excellent growth rate. Each quarter this year, their growth rate has gone up: Q1, 17%; then 17.5%; then 20%; and now 24%. Best quarter in more than three years for them. And their backlog, they said, was up 40% to $244 billion. But at the same time, Google Cloud's explosive Q4 numbers show that they have a 48% growth rate versus AWS's 24%.02:16 — That's twice as much. So AWS is twice as big as Google Cloud, but Google Cloud is growing twice as fast. The growth rate now — 48% in Q4 for Google Cloud, 26% for Microsoft Cloud, and AWS 24% — that is really an outlier there. One is in incremental quarter-over-quarter revenue. So the revenue in Q3, then look at the revenue in Q4.03:02 — AWS is in the lead: $2.6 billion incremental revenue in Q4 versus Q3. Google Cloud, $2.5 billion. Microsoft Cloud, $2.4 billion. AWS is twice as big as Google Cloud, but Google Cloud matched them on this incremental new growth. Microsoft is three times bigger than Google Cloud, but Google Cloud actually exceeded, by a little bit, what Microsoft did in Q4 over Q3.04:27 — Those numbers in any other industry would absolutely be astonishing, unprecedented. In the Cloud Wars, though, as good as those AWS numbers are, it's only third-best. Oracle is expected to grow 40% to 44% in numbers that will come out in about a month, when it reports its most recent quarter. Microsoft is bigger than AWS, and it's growing faster. Visit Cloud Wars for more.

I was so happy to be a guest on the Run Farther and Faster episode. Julie, Lisa, and I talked about the Dietary Guidelines differentiating between evidence-based nutrition and outdated diet culture, how to fuel for energy, performance, and health, why one size fits all guidelines don't work, and what matters most.You can find out more about Run Farther and Faster on:Instagram: @runfartherandfasterWeb: www.runfartherandfaster.com

Pastor Mich Michener - Sunday 01/04/2026

Breaking 30 minutes in the 5K isn't about trying harder; it's about finally training the right engine.In this episode, I break down exactly why the common three-day training plan often fails the biology of a 5K and how shifting your schedule unlocks the specific aerobic engine required for speed. I walk you through the exact physiological systems you need to target, the specific pacing strategy that prevents the dreaded mid-race burnout, and the essential strength moves that keep you healthy enough to finally crush your goal time.Key TakeawaysA sub-30 5K is mostly an aerobic challenge, and building the right engine matters more than just pushing harder.Switching from three days of running to a four-day structure changes everything because it finally creates the volume and balance needed for real progress.Clear pacing, smart workouts, and simple recovery habits work together to prevent blow-ups and help you stay strong through the final third of the race.Timestamps[00:43] What You'll Learn[01:42] The Problem: Why You're Stuck at 30:15[03:59] The Training Split That Actually Works[06:57] Sample Four-Day Sub 30 Min 5k Training Week[08:14] Get the Free Training Plan[09:08] Run Training — VO2 Max, Speed Intervals, Threshold Work Long Run[10:37] VO2 Max Work[13:44] Lactate Threshold Work[14:53] Long Run[15:32] Race Pacing Strategy: The Game Plan[19:32] Do This to Help Another Runner Go Sub 30 Minutes[19:54] 5 Best Bodyweight Strength Exercises for Runners[23:16] Recovery and Nutrition Hydration[25:37] Mental/Belief Shift: Why Sub-30 Is Actually Possible[26:38] Use This to Fix Your Run FormLinks & Learnings

The U.S. Coast Guard is pursuing an oil tanker in international waters near Venezuela. A U.S. official told The Epoch Times on Sunday that the vessel part is of Venezuela's "illegal sanctions evasion." It comes as tensions are increasing in the Caribbean, with the United States building up a naval presence in the region, and striking alleged drug boats.Utility crews in San Francisco are working to restore power to thousands of residents and businesses after a widespread outage on Saturday. A fire at an electrical substation knocked out power for about 130,000 customers. Farther north, residents in Redding, California experienced flash flooding, leaving at least one dead. The heavy rains flooded highways and roads, leaving several vehicles stranded.A Russian general was killed in an apparent car bombing in Moscow. Russian officials are blaming Ukraine for the latest assassination of a senior military officer. Officials said Lieutenant General Fanil Sarvarov died on Monday morning. Russian officials say investigators are considering various motives for the attack, including a theory it was organized by Ukrainian special forces.

Last time we spoke about the beginning of the battle of lake Khasan. On a frost-bitten dawn by the Chaun and Tumen, two empires, Soviet and Japanese, stared at Changkufeng, each certain the ridge would decide their fate. Diplomats urged restraint, but Tokyo's generals plotted a bold gamble: seize the hill with a surprise strike and bargain afterward. In the Japanese camp, a flurry of trains, orders, and plans moved in the night. Officers like Sato and Suetaka debated danger and responsibility, balancing "dokudan senko", independent action with disciplined restraint. As rain hammered the earth, they contemplated a night assault: cross the Tumen, occupy Hill 52, and strike Changkufeng with coordinated dawn and night attacks. Engineers, artillery, and infantry rehearsed their movements in near-poetic precision, while the 19th Engineers stitched crossings and bridges into a fragile path forward. Across the river, Soviet scouts and border guards held their nerve, counting enemy shadows and watching for a break in the line. The clash at Shachaofeng became a lightning rod: a small force crossed into Manchurian soil in the restless dark, provoking a broader crisis just as diplomacy teetered.   #179 From Darkness to Crest: The Changkufeng Battle Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. As remarked in the 19th division's war journal "With sunset on the 30th, the numbers of enemy soldiers increased steadily. Many motor vehicles, and even tanks, appear to have moved up. The whole front has become tense. Hostile patrols came across the border frequently, even in front of Chiangchunfeng. Tank-supported infantry units were apparently performing offensive deployment on the high ground south of Shachaofeng." Situation maps from the evening indicated Soviet patrol activity approaching the staging area of Nakano's unit near the Tumen, moving toward Noguchi's company to the left of Chiangchunfeng, and advancing toward Matsunobe's unit southwest of Shachaofeng. Russian vessels were depicted ferrying across Khasan, directly behind Changkufeng, while tanks moved south from Shachaofeng along the western shores of the lake. The 19th division's war journal states "Then it was ascertained that these attack forces had gone into action. All of our own units quietly commenced counteraction from late that night, as scheduled, after having systematically completed preparations since nightfall." Meanwhile, to the north, the Hunchun garrison reinforced the border with a battalion and tightened security. All evidence supported the view that Suetaka "in concept" and Sato"(in tactics" played the main part in the night-attack planning and decisions. Sato was the only infantry regimental commander at the front on 30 July. One division staff officer went so far as to say that Suetaka alone exerted the major influence, that Sato merely worked out details, including the type of attack and the timing. Intertwined with the decision to attack Changkufeng was the choice of an infantry regiment. The 76th Regiment was responsible for the defense of the sector through its Border Garrison Unit; but the latter had no more than two companies to guard a 40-mile border extending almost to Hunchun, and Okido's regimental headquarters was 75 miles to the rear at Nanam. T. Sato's 73rd Regiment was also at Nanam, while Cho's 74th Regiment was stationed another 175 miles southwest at Hamhung. Thus, the regiment nearest to Changkufeng was K. Sato's 75th, 50 miles away at Hoeryong. Although Suetaka had had time to shuffle units if he desired, Sasai suggested that troop movements from Nanam could not be concealed; from Hoeryong they might be termed maneuvers. Suetaka undoubtedly had favorites in terms of units as well as chiefs. K. Sato had served longest as regimental commander, since October 1937; Okido's date of rank preceded K. Sato's, but Okido had not taken command until 1938. He and Cho were able enough, but they were unknown quantities; T. Sato and Cho were brand-new colonels.  Thus, K. Sato was best known to Suetaka and was familiar with the terrain. While he did not regard his regiment as the equal of units in the Kwantung Army or in the homeland, K. Sato's training program was progressing well and his men were rugged natives of Nagano and Tochigi prefectures. From the combat soldier's standpoint, the Changkufeng Incident was waged between picked regulars on both sides. The matter of quantitative regimental strength could have played no part in Suetaka's choice. The 74th, 75th, and 76th regiments each possessed 1,500 men; the 73rd, 1,200. Even in ordinary times, every unit conducted night-attack training, attended by Suetaka, but there was nothing special in July, even after the general inspected the 75th Regiment on the 11th. It had been said that the most efficient battalions were selected for the action. Although, of course, Sato claimed that all of his battalions were good, from the outset he bore the 1st Battalion in mind for the night attack and had it reconnoiter the Changkufeng area. Some discerned no special reasons; it was probably a matter of numerical sequence, 1st-2nd-3rd Battalions. Others called the choice a happy coincidence because of the 1st Battalion's 'splendid unity' and the aggressive training conducted by Major Ichimoto, who had reluctantly departed recently for regimental headquarters. Coming from the 75th Regiment headquarters to take over the 1st Battalion was the 40-year-old aide Major Nakano. By all accounts, he was quiet, serious, and hard-working, a man of noble character, gentle and sincere. More the administrative than commander type, Nakano lacked experience in commanding battalions and never had sufficient time to get to know his new unit (or they, him) before the night assault. He could hardly be expected to have stressed anything particular in training. Since there was no battalion-level training, the most valid unit of comparison in the regiment was the company, the smallest infantry component trained and equipped to conduct combat missions independently. Sato valued combat experience among subordinates; Nakano's 1st Battalion was considered a veteran force by virtue of its old-timer company commanders. All but one had come up through the ranks; the exception, young Lieutenant Nakajima, the darling of Sato, was a military academy graduate. For assault actions synchronized with those of the 1st Battalion, Sato selected Ito, the one line captain commanding the 6th Company of the 2nd Battalion, and Takeshita, 10th Company commander, one of the two line captains of the 3rd Battalion. In short, Sato had designated five veteran captains and a promising lieutenant to conduct the night-attack operations of 30-31 July, the first Japanese experience of battle against the modern Red Army. During the last two weeks of July, numerous spurious farmers had gambled along the lower reaches of the Tumen, reconnoitered the terrain, and prepared for a crossing and assault. Scouts had operated on both the Manchurian and Korean sides of the river. Major Nakano had conducted frequent personal reconnaissance and had dispatched platoon and patrol leaders, all heavy-weapons observation teams, and even the battalion doctor to Sozan Hill, to Chiangchunfeng, and close to enemy positions. In Korean garb and often leading oxen, the scouts had threaded their way through the Changkufeng sector, sometimes holing up for the night to observe Soviet movements, soil and topography, and levels of illumination. From this data, Nakano had prepared reference materials necessary for an assault. Hirahara, then located at Kucheng BGU Headquarters, had established three observation posts on high ground to the rear. After Chiangchunfeng had been occupied, Hirahara had set up security positions and routes there. Regarding Changkufeng, he had sought to ensure that even the lowest private studied the layout. Formation commanders such as Takeshita had volunteered frequently. Sato had also utilized engineers. Since the order to leave his station on 17 July, Lieutenant Colonel Kobayashi had had his regiment engage in scouting routes, bridges, and potential fords. Sato's 1st Company commander had prepared a sketch during 3% hours of reconnaissance across from Hill 52 during the afternoon of 18 July. Captain Yamada's intelligence had contributed to the tactical decisions and to knowledge of Russian strength and preparations. The most important information had been his evaluation of attack approaches, suggesting an offensive from the western side, preferably against the right flank or frontally. This concept had been the one applied by the regiment in its night assault two weeks later; Yamada had died on the green slopes he had scanned. Cloudy Saturday, 30 July, had drawn to a close. The moment had been at hand for the 75th Regiment to storm the Russians atop Changkufeng. Setting out from Fangchuanting at 22:30, Nakano's battalion, about 350 strong, had assembled at a fork one kilometer southwest of Changkufeng. The roads had been knee-deep in mud due to intermittent rain and downpours on 29–30 July. Now the rain had subsided, but clouds had blotted out the sky after the waning moon had set at 22:30. Led by Sakata's 1st Platoon leader, the men had marched silently toward the southern foot of Changkufeng; the murk had deepened and the soldiers could see no more than ten meters ahead. It had taken Sakata's men less than an hour to push forward the last 1,000 meters to the jump-off point, where they had waited another two hours before X-hour arrived. Scouts had advanced toward the first row of wire, 200–300 meters away. Platoon Leader Amagasa had infiltrated the positions alone and had reconnoitered the southeastern side of the heights. Sakata had heard from the patrols about the entanglements and their distance and makeup. While awaiting paths to be cut by engineer teams, the infantry had moved up as far as possible, 150 meters from the enemy, by 23:30. Although records described Changkufeng as quite steep, it had not been hard to climb until the main Russian positions were reached, even though there were cliffs. But as the craggy peak had been neared, the enemy defenses, which had taken advantage of rocks and dips, could not have been rushed in a bound. It had been 500 meters to the crest from the gently sloping base. The incline near the top had been steep at about 40 degrees and studded with boulders. Farther down were more soil and gravel. Grass had carpeted the foot. Japanese Army radio communications had been in their infancy; wire as well as runners had served as the main means of linking regimental headquarters with the front-line infantry, crossing-point engineers, and supporting guns across the Tumen in Korea. From Chiangchunfeng to the 1st Battalion, lines had been installed from the morning of 29 July. Combat communications had been operated by the small regimental signal unit, 27 officers and men. In general, signal traffic had been smooth and reception was good. Engineer support had been rendered by one platoon, primarily to assist with wire-cutting operations. Nakano had ordered his 1st Company to complete clearing the wire by 02:00. At 23:30 the cutters had begun their work on the right with three teams under 1st Lieutenant Inagaki. Since the proposed breach had been far from the enemy positions and there were no outposts nearby, Inagaki had pressed the work of forced clearing. The first entanglements had been breached fairly quickly, then the second. At about midnight, a dim light had etched the darkness, signaling success. There had been two gaps on the right. On the left side, Sakata's company had hoped to pierce the barbed wire in secrecy rather than by forced clearing. Only one broad belt of entanglements, actually the first and third lines, had been reconnoitered along the south and southeastern slopes. Sakata had assigned one team of infantry, with a covering squad led by Master Sergeant Amagasa, to the engineer unit under 2nd Lieutenant Nagayama. Covert clearing of a pair of gaps had begun. The Russian stakes had been a meter apart and the teams cut at the center of each section, making breaches wide enough for a soldier to wriggle through. To the rear, the infantry had crouched expectantly, while from the direction of Khasan the rumble of Soviet armor could be heard. At 00:10, when the first line of wire had been penetrated and the cutters were moving forward, the silence had been broken by the furious barking of Russian sentry dogs, and pale blue flares had burst over the slopes. As recalled by an engineer "It had been as bright as day. If only fog would cover us or it would start to rain!" At the unanticipated second line, the advancing clearing elements had drawn gunfire and grenades. But the Russians had been taken by surprise, Sakata said, and their machine guns had been firing high. Two engineers had been wounded; the security patrol on the left flank may have drawn the fire. Sakata had crawled up to Lieutenant Nagayama's cutting teams. One party had been hiding behind a rock, with a man sticking out his hand, grasping for the stake and feeling for electrified wire. Another soldier lay nearby, ready to snip the wire. The enemy had seemed to have discerned the Japanese, for the lieutenant could hear low voices. Although the cutters had been told to continue clearing in secrecy, they had by now encountered a line of low barbed wire and the work had not progressed as expected. Forced clearing had begun, which meant that the men had to stand or kneel, ignoring hostile fire and devoting primary consideration to speed. The infantrymen, unable to delay, had crawled through the wire as soon as the cutters tore a gap. Ten meters behind the small breaches, as well as in front of the Soviet positions, the Japanese had been troubled by fine low strands. They had resembled piano-wire traps, a foot or so off the ground. The wires had been invisible in the grass at night. As one soldier recalled "You couldn't disengage easily. When you tried to get out, you'd be sniped at. The wires themselves could cut a bit, too." Sakata had kept up with the clearing teams and urged them on. On his own initiative, Amagasa had his men break the first and third lines of wire by 01:50. Meanwhile, at 01:20, Nakano had phoned Sato, reporting that his forces had broken through the lines with little resistance, and had recommended that the attack be launched earlier than 2:00. Perhaps the premature alerting of the Russians had entered into Nakano's considerations. Sato had explained matters carefully, that is, rejected the suggestion, saying Changkufeng must not be taken too early, lest the enemy at Shachaofeng be alerted. The entire battalion, redeployed, had been massed for the charge up the slope. In an interval of good visibility, the troops could see as far as 40 meters ahead. A little before 02:00, Nakano had sent runners to deliver the order to advance. When the final obstructions had been cut, Nagayama had flashed a light. Then a white flag had moved in the darkness and the infantry had moved forward. Sakata's company, heading directly for Changkufeng crest, had less ground to traverse than Yamada's, and the point through which they penetrated the wire had been at the fork, where there appeared to have been only two lines to cut. The soldiers had crawled on their knees and one hand and had taken cover as soon as they got through. It had been 02:15 when the battalion traversed the barbed wire and began the offensive. The Japanese Army manual had stated that unaimed fire was seldom effective at night and that it had been imperative to avoid confusion resulting from wild shooting. At Changkufeng, the use of firearms had been forbidden by regimental order. Until the troops had penetrated the wire, bayonets had not been fixed because of the danger to friendly forces. Once through the entanglements, the men had attached bayonets, but, although their rifles had been loaded, they still had not been allowed to fire. The men had been traveling light. Instead of the 65 pounds the individual rifleman might ordinarily carry, knapsack, weapons and ammunition, tools, supplies, and clothing, each helmeted soldier had only 60 cartridges, none on his back, a haversack containing two grenades, a canteen, and a gas mask. To prevent noise, the regulations had prescribed wrapping metal parts of bayonets, canteens, sabers, mess kits, shovels, picks, and hobnails with cloth or straw. The wooden and metal parts of the shovel had been separated, the canteen filled, ammunition pouches stuffed with paper, and the bayonet sheath wrapped with cloth. Instead of boots, the men had worn web-toed, rubbersoled ground socks to muffle sound. Although their footgear had been bound with straw ropes, the soldiers occasionally had slipped in the wet grass. Considerations of security had forbidden relief of tension by talking, coughing, or smoking. Company commanders and platoon leaders had carried small white flags for hand signaling. In Sakata's company, the platoons had been distinguished by white patches of cloth hung over the gas masks on the men's backs, triangular pieces for the 1st Platoon, square for the second. Squad leaders had worn white headbands under their helmets. The company commanders had strapped on a white cross-belt; the platoon leaders, a single band. Officer casualties had proven particularly severe because the identification belts had been too conspicuous; even when the officers had lay flat, Soviet illuminating shells had made their bodies visible. On the left, the 2nd Company, 70–80 strong, had moved up with platoons abreast and scouts ahead. About 10 meters had separated the individual platoons advancing in four files; in the center were Sakata and his command team. The same setup had been used for Yamada's company and his two infantry platoons on the right. To the center and rear of the lead companies were battalion headquarters, a platoon of Nakajima's 3rd Company, and the Kitahara Machine-Gun Company, 20 meters from Nakano. The machine-gun company had differed from the infantry companies in that it had three platoons of two squads each. The machine-gun platoons had gone through the center breach in the entanglements with the battalion commander. Thereafter, they had bunched up, shoulder to shoulder and with the machine guns close to each other. Kitahara had led, two platoons forward, one back. The night had been so dark that the individual soldiers had hardly been able to tell who had been leading and who had been on the flanks. The 2nd Company had consolidated after getting through the last entanglements and had walked straight for Changkufeng crest. From positions above the Japanese, Soviet machine guns covering the wire had blazed away at a range of 50 meters. Tracers had ripped the night, but the Russians' aim had seemed high. Soviet illuminating shells, by revealing the location of dead angles among the rocks, had facilitated the Japanese approach. Fifty meters past the barbed wire, Sakata had run into the second Soviet position. From behind a big rock, four or five soldiers had been throwing masher grenades. Sakata and his command team had dashed to the rear and cut down the Russians. The captain had sabered one soldier who had been about to throw a grenade. Then Master Sergeant Onuki and the others had rushed up and overran the Russian defenses. The Japanese had not yet fired or sustained casualties. There had been no machine guns in the first position Sakata had jumped into; the trenches had been two feet deep and masked by rocks. To the right, a tent could be seen. Blind enemy firing had reached a crescendo around 02:30. The Russians had resisted with rifles, light and heavy machine guns, hand grenades, rifle grenades, flares, rapid-fire guns, and a tank cannon. "The hill had shaken, but our assault unit had advanced, disregarding the heavy resistance and relying only on the bayonet." The battalion commander, Major Nakano, had been the first officer to be hit. Moving to the left of Sakata's right-hand platoon, he had rushed up, brandishing his sword, amid ear-splitting fire and day-like flashes. He had felled an enemy soldier and then another who had been about to get him from behind. But a grenade had exploded and he had dropped, with his right arm hanging grotesquely and many fragments embedded in his chest and left arm. After regaining consciousness, Nakano had yelled at soldiers rushing to help him: "You fools! Charge on! Never mind me." Staggering to his feet, he had leaned on his sword with his left hand and pushed up the slope after the assault waves, while "everybody had been dashing around like mad." Sakata had encountered progressive defenses and more severe fire. The main body of the company had lost contact with other elements after getting through the entanglements. Sakata had thought that he had already occupied an edge of Changkufeng, but about 30 meters ahead stood a sharp-faced boulder, two or three meters high, from which enormous numbers of grenades had been lobbed. The Japanese, still walking, had come across another Soviet position, manned by four or five grenadiers. Sword in hand, Sakata had led Sergeant Onuki and his command team in a rush : "The enemy was about to take off as we jumped them. One Russian jabbed the muzzle of his rifle into my stomach at the moment I had my sword raised overhead. He pulled the trigger but the rifle did not go off. I cut him down before he could get me. The others ran away, but behind them they left grenades with pins pulled. Many of my men fell here and I was hit in the thighs".  Onuki had felled two or three Russians behind Sakata, then disposed of an enemy who had been aiming at Sakata from the side. It had been around 03:00. On the right, the 1st Company had made relatively faster progress along the western slopes after having breached two widely separated belts of barbed wire. Once through the second wire, the troops had found a third line, 150 meters behind, and enemy machine guns had opened fire. Thereupon, a left-platoon private first class had taken a "do or die" forced clearing team, rushed 15 meters ahead of the infantry, and tore a path for the unit. At 03:00, Yamada had taken his men in a dash far up the right foot of the hill, overran the unexpected position, and captured two rapid-fire guns. The company's casualties had been mounting. Yamada had been hit in the chest but had continued to cheer his troops on. At 03:30, he had led a rush against the main objective, tents up the hill, behind the antitank guns. Yamada had cut down several bewildered soldiers in the tents, but had been shot again in the chest, gasping "Tenno Heika Banzai!" "Long Live the Emperor!", and had fallen dead. His citation had noted that he had "disrupted the enemy's rear after capturing the forwardmost positions and thus furnished the key to the ultimate rout of the whole enemy line." Sergeant Shioda, though wounded badly, and several of the men had picked up their commander's body and moved over to join Lieutenant Inagaki. On the left, Kadowaki had charged into the tents with his platoon and had played his part in interfering with the Russian rear. After this rush, the unit had been pinned down by fire from machine-gun emplacements, and Kadowaki had been wounded seriously. His platoon had veered left while watching for an opportunity to charge. Eventual contact had been made with Sakata's company.   The assault on the right flank had been failing. With the death of Yamada, command of the company had been assumed temporarily by Inagaki. He and his right-flank platoon had managed to smash their way through the entanglements; Inagaki had sought to rush forward, sword in hand. Furious firing by Soviet machine guns, coupled with hand grenades, had checked the charge. Losses had mounted. Still another effort had bogged down in the face of enemy reinforcements, supported not only by covered but by tank-mounted machine guns. Russian tanks and trucks had appeared to be operating behind Changkufeng. Sergeant Shioda had been trying to keep the attack moving. Again and again, he had pushed toward the Soviet position with five of his surviving men, to no avail. The left-flank platoon had sought to evade the fierce fire by taking advantage of rock cover and hurling grenades. Finally, a private first class had lobbed in a grenade, rushed the machine gun, and silenced the weapon. By now, precious time and lives had been lost. Either instinctively or by order, the 1st Company had been shifting to the left, away from the core of the enemy fire-net. Inagaki had decided to veer left in a wide arc to outflank Changkufeng from the same side where the 2nd Company and most of the battalion were at-tacking. There would be no further attempts to plunge between the lake and the heights or to head for the crest from the rear. Military maps had indicated tersely that remnants of the 1st Company had displaced to the 2nd Company area at 04:00, sometime after the last charge on the right by Yamada. On the left front, in the sector facing the main defenses on Changkufeng crest, Sakata had fallen after being hit by a grenade. A machine gunner had improvised a sling. "I had lost a lot of blood," Sakata had said, "and there were no medics. Onuki, my command team chief who had been acting platoon leader, had been killed around here. I had ordered Warrant Officer Kuriyama to take the company and push on until I could catch up." As Sakata lay on the ground, he had seen the battalion commander and the Nakajima company move past him in the darkness. Nakano had said not a word; Sakata had not known the major had been maimed. "I still hadn't felt intense pain," Sakata had recalled. "I had rested after the first bad feelings. In about 15 minutes I had felt well enough to move up the hill and resume command of my company." With both Nakano and Sakata wounded, individual officers or noncoms had kept the assault moving. The 1st Platoon leader, Kuriyama, had been securing the first position after overrunning it but had become worried about the main force. On his own initiative, he had brought his men up the hill to join the rest of the company, while the battalion aide, 2nd Lieutenant Nishimura, had made arrangements to deploy the heavy machine guns and reserve infantry in support. Before 4 A.M., these troops under Kitahara and Nakajima had caught up with the remnants of the 2nd Company, which had pressed beyond the third position to points near the Soviet Crestline.   By the time Sakata had regained his feet and moved toward the peak, somewhere between 03:30 and 04:00, the Japanese had been pinned down. Most of the losses had been incurred at this point. "Iron fragments, rock, sand, blood, and flesh had been flying around," Akaishizawa had written. Grenades had caused the preponderance of wounds after the men had penetrated the barbed wire. Deaths had been inflicted mainly by the Soviet "hurricane" of small arms and machine-gun fire and by ricochets ripping from man to man. Six Russian heavy weapons had kept up a relentless fire from three emplacements, and milk-bottle-shaped grenades had continued to thud down on the Japanese. The grenades had hindered the advance greatly. Mainly at the crest, but at every firing position as well, the Russians had used rifle grenades, primarily to eliminate dead angles in front of positions. There had been low piano wire between firing points, and yellow explosive had been planted amidst rock outcroppings and in front of the emplacements. "The Russians had relied exclusively on fire power; there had been no instance of a brave enemy charge employing cold steel." Only 20 meters from the entrenchments atop Changkufeng, Kitahara had been striving to regain the initiative and to hearten the scattered, reeling troops. One Japanese Army motto had concerned the mental attitude of commanders: "When surprised by the enemy, pause for a smoke." Kitahara had stood behind a rock, without a helmet, puffing calmly on a cigarette—a sight which had cheered the men. Sakata could not forget the scene. "It really happened," he had said, respectfully. As soon as Sakata had reached the forward lines, he had joined Kitahara (the senior officer and de facto battalion commander till then) and three enlisted men. All had been pinned behind the large boulder, the only possible cover, which had jutted in front of the Soviet crestline positions. Fire and flame had drenched the slopes, grenades from the peak, machine guns from the flank. The eastern skies had been brightening and faces could be discerned. Troubled by the stalemate yet not feeling failure, Sakata had said nothing about his own wounds but had told Kitahara he would lead his 2nd Company in a last charge up the left side of Changkufeng if only the machine gun company could do something about the enemy fire, especially some Soviet tanks which had been shooting from the right. "The enemy must have learned by now," the regimental records had observed, "that our forces were scanty, for the Soviets exposed the upper portions of their bodies over the breastworks, sniped incessantly, and lobbed illuminating shells at us." Agreeing with Sakata that the "blind" Japanese would have to take some kind of countermeasure to allow his two available heavy machine guns to go into concerted action, Kitahara had ordered illuminating rounds fired by the grenade dischargers. He had clambered atop the boulder and squatted there amidst the furious crossfire to spot for his guns, still only 20 meters from the Russian lines. Perhaps it had been the golden spark of Kitahara's cigarette, perhaps it had been the luminescence of his cross-bands, but hardly a moment later, at 04:03 am, a sniper's bullet had caught the captain between the eyes and he had toppled to his death. Nakajima had wanted to support Sakata's stricken company as well. The lieutenant had seen the advantage of outflanking the emplacements from the far left of Changkufeng where the fire of two Soviet heavy machine guns had been particularly devastating. Nakajima had swung his reserve unit around the crest to the southwest side, pressed forward through deadly grenade attacks, and had managed to reach a point ten meters from the Russian positions. Perched on the cliff's edge, he had prepared to continue: "Nakajima, who had been calming his men and looking for a chance to advance, leaped up and shouted, "Right now! Charge!" Sword in hand, he led his forces to the front on the left and edged up against the crest emplacements. But the enemy did not recoil; grenades and machine gun fusillades burst from above on all sides. Men fell, one after another. [During this final phase, a platoon leader and most of the key noncoms were killed.] A runner standing near Nakajima was hit in the head by a grenade and collapsed. Nakajima picked up the soldier's rifle, took cover behind a boulder, and tried to draw a bead on a Russian sniper whom he could see dimly 20 meters away through the lifting mist. But a bullet hit him in the left temple and he pitched forward, weakly calling, "Long Live the Emperor!" A PFC held the lieutenant up and pleaded with him to hang on, but the company commander's breath grew fainter and his end was at hand. The time was 4:10 am". Nakajima's orderly said of the event "Lieutenant Nakajima charged against the highest key point on Changkufeng, leading the reserve unit, and ensured the seizure of the hill. The lieutenant was wearing the boots which I had always kept polished but which he had never worn till this day." Akaishizawa added that Nakajima had purified himself in the waters of the Tumen before entering combat, in traditional fashion. Lieutenant Yanagihara had penned a tribute to his young fellow officer, the resolute samurai "Lt. Nakajima must have been expecting a day like today. He was wearing brand-new white underclothes and had wrapped his body with white cloth and the thousand-stitch stomach band which his mother had made for him. .. . Was not the lieutenant's end the same as we find in an old tanka verse? "Should you ask what is the Yamato spirit, the soul of Japan: It is wild cherry blossoms glowing in the rising sun."  On this main attack front, Soviet heavy machine guns and tanks had continued to deliver withering fire against the Japanese remnants, while Russian snipers and grenadiers had taken an increasing toll. Shortly after 04:00, enemy reinforcements had appeared at the northeast edge. Of the company commanders, only Sakata had still been alive; the other three officers had died between 03:30 and 04:30. A machine gunner who had been pinned down near the crest had commented: "It must have been worse than Hill 203" (of bloody Russo-Japanese War fame). Between a half and two-thirds of each company had been dead or wounded by then. Sakata had still been thinking of ways to rush the main positions. After Kitahara had been shot down, he had moved around to investigate. A colleague had added: "The agony of the captain's wounds had been increasing. He rested several times to appease the pain while watching intently for some chance to charge once more." Now, Sakata had been wounded again by grenade fragments tearing into the right side of his face. "It hadn't been serious," Sakata had insisted. As he had limped about, he could see his platoon leader, Kuriyama, sniping at a Russian grenadier.   Much would depend on the effectiveness of supporting firepower. With the death of Kitahara, control of the machine-gun company had been assumed by Master Sergeant Harayama. There had been almost no time to coordinate matters before Kitahara had fallen, but Harayama as well as Sakata had known that the infantry could not break loose until the Soviet heavy weapons had been suppressed. Working with another sergeant, Harayama had ordered his gunners to displace forward and rush the positions 20 meters away. The one heavy machine gun set up for action had been the first to fire for the Japanese side at Changkufeng, after its crew had manhandled it the last few meters to the first Soviet trench below the crest. The trench had been empty. Thereupon, the gunner had opened up against tents which could be seen 20 meters to the rear. Other friendly machine guns had begun to chatter. Kuriyama had dashed up and secured the southeast edge of the heights. Enemy resistance had begun to slacken. What appeared to be two small Soviet tanks, actually a tank and a tractor had been laying down fire near the tents in an apparent effort to cover a pullback. The two vehicles had advanced toward the Japanese and sought to neutralize the heavy machine guns. A squad leader had engaged the tractor, set it afire, and shot down the crewmen when they had tried to flee. Next, the tank had been stopped. The Japanese lead gun had consumed all of its armor-piercing (AP) ammunition—three clips, or 90 rounds—in 10 or 15 seconds. No more AP ammunition had been available; one box had been with the last of the six squads struggling up the heights. "More AP!" had yelled the 1st Squad leader, signaling with his hand—which had at that moment been hit by a Russian slug. A tank machine-gun bullet had also torn through the thumb and into the shoulder of the squad's machine gunner, whereupon the 21-year-old loader had taken over the piece. Similar replacements had occurred under fire in all squads, sometimes more than once in the same unit. "It had been a fantastic scene," Sakata had commented. "Just like grasshoppers! But they had finally neutralized the heavy weapons." The knocked-out Russian vehicles had begun to blaze while the eastern skies had lightened. New enemy tanks (some said many, others merely three) had lumbered up the slopes, but the Japanese heavy machine guns had continued to fire on them, and the tanks had stopped. If the machine guns had gone into action minutes later, the Russian armor might have continued to the top, from which they could have ripped up the surviving Japanese infantrymen: "So we gunners fired and fired. I could see my tracers bouncing off the armor, for there was still no AP. We also shot at machine guns and infantry. Since we carried little ammo for the night attack, my gun ran out, but by then the enemy had been ousted. We had originally expected that we might have to fire in support of the infantry after they took the crest. We lost none of our own heavy machine guns that night, overran four Maxims and captured mountains of hand grenades. By dawn, however, our machine gun company had lost more than half of its personnel—about 40 men".  The light-machine-gun squad leader had been wounded in the hand by a grenade near the site where Sakata had been hit. Nevertheless, the superior private had clambered up the slope with his men. After 04:00, when he and his squad had been pinned down with the infantry below the crest, he had heard Japanese heavy machine guns firing toward the foe on the right: "Our units were in confusion, bunched up under terrific fire in a small area. Getting orders was impossible, so I had my light machine gun open up in the same direction at which the heavies were firing. We could identify no targets but tried to neutralize the enemy located somewhere on the crest. Although Soviet flares were going off, we never could glimpse the enemy clearly. But we heard the Russians yelling "Hurrah!" That ought to have been the signal for a charge; here it meant a retreat".  But, of the ten men in this Japanese machine-gun squad, only four had been in action when dawn had come. The turning point had arrived when the machine-guns belonging to Sakata, and the reserves of the late Nakajima, had torn into the Russian emplacements, tanks, and tents behind. Others had said the key had been the fire of grenade dischargers belonging to the same units. A high-angle weapon, the grenade discharger, had been light, effective, and ideal for getting at dead space. In terms of ammunition, it had been especially useful, for it could fire hand grenades available to the foot soldier. Undoubtedly, the combined action of the grenade dischargers and machine guns (heavy and light) had paved the way for a last charge by the infantry. The four light machine guns of the 2nd and 4th companies had played their part by pouring flank fire against the Russians, who had clung to the position although Kuriyama's platoon had made an initial penetration. At about 04:30, Japanese assault forces could be seen dimly, in the light of dawn, exchanging fire with the Russians only a few meters away on the southern edge of Changkufeng Hill. At the same time, on the northern slopes, enemy reinforcements numbering 50 men with trucks and tanks had been scaling the hill. Around 04:45, Japanese grenades began to burst over the heads of the last enemy atop Changkufeng; the Russians had wavered. After the heavy weapons had finally begun to soften up the Soviet positions, Sakata had judged that there were not many Russians left. He had jumped into the first trench, ahead of his only surviving platoon leader, Kuriyama, and several soldiers. Two or three Russians had been disposed of; the rest had fled. By then the 2nd Company had been chopped down to a platoon; about 40 men still lived. There had been no cheer of banzai, as journalists had written; it would have drawn fire to stand up and raise one's arms. But Sakata had remained proud of the assertion by Sato that, from Chiangchunfeng, he had observed the last rush and knew the "real story," that "Sakata was the first to charge the peak." The regimental eulogist had written that Sakata's earnestness "cut through iron, penetrated mountains, and conquered bodily pain." As for Inagaki, about 15 or 20 minutes after the badly wounded Sakata had managed to reach the point where Kitahara and Nakajima had been pinned down near the Crestline, the lieutenant had arrived with the remnants of Yamada's company, probably by 04:20. The records would have us believe that Sakata had been able to coordinate the next actions with Inagaki despite the storm of fire: "The acting battalion commander [Sakata] resumed the charge with a brand-new deployment—his 2nd Company on the right wing and the 1st Company on the left." Actually, all Sakata could think of had been to charge; it had been too confused a time to issue anything like normal orders as acting battalion commander: "About all I remember asking Inagaki was: "What are you doing over here? What happened to your company commander?" I think he told me that Yamada had been killed and resistance on the right flank had been severe. Undoubtedly, he acted on his own initiative in redeploying. Nor was there any particular liaison between my company and Inagaki's force." To the left of Sakata's survivors were the vestiges of Nakajima's platoon, and further to the left, the outflanking troops brought up by Inagaki. These forces gradually edged up to the rear of the foe, in almost mass formation, on the western slope just below the top. "The enemy soldiers who had been climbing up the northern incline suddenly began to retreat, and Inagaki led a charge, fighting dauntlessly hand-to-hand." As a result of the more or less concerted Japanese assaults, "the desperately resisting enemy was finally crushed and Changkufeng peak was retaken completely by 05:15," three hours after the night attackers had jumped off. Akaishizawa had said that the troops "pushed across the peak through a river of blood and a mountain of corpses. Who could withstand our demons?" Sato's regimental attack order had called for the firing of a green star shell to signal success. At 05:15, according to the records, "the signal flared high above Changkufeng, showering green light upon the hill; the deeply stirring Japanese national flag floated on the top." Sakata thought that this must have been 10 or 20 minutes after the hill was taken, but he remembered no flare. "After the last charge I had no time to watch the sky!" The flare had probably been fired from a grenade launcher by the battalion aide or a headquarters soldier. After the final close-quarter fighting, Sakata had pressed forward while the survivors came up. The captain had deployed his men against possible counterattack. Later he had heard that Soviet tanks had lumbered up to reinforce the peak or to counterattack but that, when they observed the Japanese in possession of the crest, they had turned back. Only after his men had secured the peak had Sakata talked to Inagaki about sharing defensive responsibility. The records described Sakata's deployments at 05:20, but there had been painfully few men to match the tidy after-action maps. Did Sakata and his men push across the peak? "Not downhill a bit," he had answered. "We advanced only to the highest spot, the second, or right-hand peak, where we could command a view of the hostile slope." He had merely reconnoitered to deploy his troops. The senior surviving Japanese officer atop Changkufeng heights had been Sakata. What had happened to Major Nakano, who had been wounded shortly after jump-off? Although his right arm had been shattered, he had dragged himself to his feet, once he had regained consciousness, and kept climbing to catch up. His men had pleaded with him to look after his terrible wounds, but he had insisted on advancing, leaning on his sword and relying on spiritual strength. "Left! Move left!" he had been heard to shout, for the faltering Japanese had apparently been of the opinion that they were at the enemy's rear. Instead, they had pressed against the Russians' western wing, directly in front of the enemy works, from which murderous fire had been directed, especially from machine-gun nests ripping at their flanks. With sword brandished in his uninjured hand, high above his head, Nakano had stood at the corner of the positions. The explosion of an enemy grenade had illuminated him "like the god of fire," and he had been seen to crumple. He had died a little before 0500, to the left of where young Nakajima had fallen at 0430. His citation had said: "The battalion commander captured Changkufeng, thanks to his proper combat guidance and deployments. He provided the incentive to victory in the Changkufeng Incident." A eulogist had called Nakano a "human-bullet demon-unit commander": "All who observed this scene were amazed, for it was beyond mortal strength. One could see how high blazed the flame of his faith in certain victory and what a powerful sense of responsibility he had as unit commander. Major Nakano was a model soldier." When Nakano had pitched forward, badly wounded PFC Imamura had tried to protect the commander's corpse. Imamura had killed a soldier who appeared from behind a boulder, had lunged at another two or three, but had toppled off the cliff. Two other Japanese privates—a battalion runner and PFC Iwata—had been lying nearby, hurt seriously; but when they saw Imamura fall to his death, leaving the major's body undefended, they had dragged themselves to the corpse, four meters from the foe. Iwata, crippled and mute, had hugged Nakano's corpse until other soldiers managed to retrieve it. While death had come to Nakano, Sakata had been fighting with no knowledge of what was going on to his left. Pinned behind a boulder, he had had no way of checking on the battalion commander. Only after Sakata had charged onto the crest and asked for the major had he been told by somebody that Nakano had been killed. He had not even been sure where the commander had fallen. Such had been the time of blood and fury when battalion chief, company commanders, and platoon leaders had fought and died like common soldiers, pressing on with saber or pistol or sniping rifle under relentless cross-fire. Pretty patterns of textbook control had meant nothing. Life—and victory—depended on training, initiative, raw courage, and the will to win. The result of this combination of wills could not be ascertained, on 31 July 1938, until dawn brightened the bleeding earth on Changkufeng Hill. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. Tokyo gambled on a night strike to seize Changkufeng, while diplomacy urged restraint. Amid mud, smoke, and moonless skies, Nakano led the 1st Battalion, supported by Nakajima, Sakata, Yamada, and others. One by one, officers fell, wounds multiplying, but resolve held. By 05:15, shattered units regrouped atop the peak, the flag rising as dawn bled into a costly, hard-won victory.

Learn how to sponsor the Seven Figure Medicare Agent Summit:https://sevenfiguremedicareagentsummit.com/On this episode of the Seven Figures or Bust Pod, we break down real-world examples showing that AI isn't nearly as advanced as people assume. We highlight the moments where AI still struggles, gets things wrong, or just can't replace human judgment. It's a reality check on what AI can actually do today versus the hype.

Stu Burguiere looks at the incredible (and potentially performative) backlash at Chuck Schumer for caving to the Republicans on the government shutdown and speculates what a post-Schumer, left-sprinting party could look like. Then, BlazeTV host Sara Gonzales joins to detail her victory over drag shows for children in Texas. And Stu looks at the Supreme Court's newest topic of discussion: mail-in ballots. TODAY'S SPONSOR AMERICAN GIANT CLOTHING Use the promo code “THEBLAZE” for 30% off at http://www.american-giant.com Learn more about your ad choices. Visit megaphone.fm/adchoices

From China's war zones to a gospel movement in Taiwan and beyond, Dick Hillis learned that God's strength begins where ours ends. This episode tells the remarkable story of how one man's simple prayer—“Oh God, make me willing to go one mile farther”—became a life's calling that reached across continents and generations. For advertising requests or to reach out: Contact UsORSend us a message at:revivedthoughts@gmail.comSteel in His Soul PDFCheck out our newly updated shopSupport this podcast at — https://redcircle.com/martyrs-and-missionaries/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In the latest episode of the Pick Six Podcast, Sam McKewon and Evan Bland break down Nebraska's "do-over," aka the Huskers' home game against No. 23 USC.

Fidelity matters, yet rigidity can stall growth. In this follow-up episode, we revisit the balance between fidelity and flexibility in math improvement and explore how two district partners faced this exact challenge.You will hear how they committed to implementing with fidelity, ensuring consistency, clarity, and shared language, while avoiding the trap of rigid adherence that stifles innovation and teacher agency. Drawing from Janice Fraser's Farther, Faster, and Far Less Drama and her leadership motions, we highlight how leaders can apply these ideas in real math contexts.Listeners will learn how to:See why fidelity builds consistency, shared language, and measurable impact.Recognize where rigidity creeps in—like over-policing or “book says so” practices.Apply Fraser's leadership motions (Orient Honestly, Leverage the Brains, Value Outcomes, Make Durable Decisions) to math initiatives.Anchor to outcomes like fluency, reasoning, and discourse rather than rigid scripts.Tune in to see how fidelity fuels traction while flexibility keeps systems responsive to student and teacher needs.Not sure what matters most when designing math improvement plans? Take this assessment and get a free customized report: https://makemathmoments.com/grow/ Math coordinators and leaders – Ready to design your math improvement plan with guidance, support and using structure? Learn how to follow our 4 stage process. https://growyourmathprogram.com Looking to supplement your curriculum with problem based lessons and units? Make Math Moments Problem Based Lessons & Units Show Notes PageLove the show? Text us your big takeaway!Get a Customized Math Improvement Plan For Your District.Are you district leader for mathematics? Take the 12 minute assessment and you'll get a free, customized improvement plan to shape and grow the 6 parts of any strong mathematics program.Take the assessmentAre you wondering how to create K-12 math lesson plans that leave students so engaged they don't want to stop exploring your math curriculum when the bell rings? In their podcast, Kyle Pearce and Jon Orr—founders of MakeMathMoments.com—share over 19 years of experience inspiring K-12 math students, teachers, and district leaders with effective math activities, engaging resources, and innovative math leadership strategies. Through a 6-step framework, they guide K-12 classroom teachers and district math coordinators on building a strong, balanced math program that grows student and teacher impact. Each week, gain fresh ideas, feedback, and practical strategies to feel more confident and motivate students to see the beauty in math. Start making math moments today by listening to Episode #139: "Making Math Moments From Day 1 to 180.

There is a hip trend among the degenerate online "Right" to side with Gaza and the Muslim Brotherhood while blaming Israel for everything. They claim to want to rid ourselves of foreign influence, but they are the ones who are in fact corrupted by the worst forms of foreign influence. On today's special episode with Middle East analyst Jordan Schachtel, we look at the Gaza war two years later and raise concerns about the Trump deal. The objective on the Right was to dial back our focus on the Middle East, but Qatari business interests and influence ops are actually getting us sucked in farther on behalf of the most radical Islamists. Hamas seems to always get a free pass to blow through deadlines. Jordan is also concerned about what this international peace force in Gaza will do and who will be on the ground. Arab influence continues to corrupt the conversation on the Right and create a circle of stupidity whereby people who claim Islam is incompatible with the West have no problem with its influence or even foreign aid to their prerogatives.   Learn more about your ad choices. Visit megaphone.fm/adchoices

All the Episodes of the Heidelcast Subscribe to the Heidelcast! Browse the Heidelshop! On X @Heidelcast On Insta & Facebook @Heidelcast Subscribe in Apple Podcast Subscribe directly via RSS Call The Heidelphone via Voice Memo On Your Phone The Heidelcast is available wherever podcasts are found including Spotify. Call or text the Heidelphone anytime at (760) 618-1563. Leave a message or email us a voice memo from your phone and we may use it in a future podcast. Record it and email it to heidelcast@heidelblog.net. If you benefit from the Heidelcast please leave a five-star review on Apple Podcasts so that others can find it. Please do not forget to make the coffer clink (see the donate button below). SHOW NOTES How To Subscribe To Heidelmedia The Heidelblog Resource Page Heidelmedia Resources The Ecumenical Creeds The Reformed Confessions The Heidelberg Catechism Recovering the Reformed Confession (Phillipsburg: P&R Publishing, 2008) Why I Am A Christian What Must A Christian Believe? Heidelblog Contributors Support Heidelmedia: use the donate button or send a check to: Heidelberg Reformation Association 1637 E. Valley Parkway #391 Escondido CA 92027 USA The HRA is a 501(c)(3) non-profit organization

PREVIEW: SOUTH CAUCASUS: Colleague Anatol Lieven reports the PRC is building a vast tunnel for a truck road from China to Russia and farther. More to come. 1900 TBLISI