Podcasts about Tokyo

My guest for today's episode is Josh Kerr – mile world record holder. On July 18th at the London Diamond League, in front of 60,000 people, Josh ran 3:42.66 to break Hicham El Guerrouj's record that had stood for 27 years, which was the longest-standing mile world record in the history of the event, and one that many believed might never fall. He did it by calling his shot four months in advance, locking himself into a specific date and venue before he had even finished rehabbing the calf he tore at the World Championships in Tokyo last September.Josh is already one of the most decorated middle-distance runners of his generation — world champion, two-time Olympic medalist, two-time world indoor champion at 3000 meters. But the world record puts him in a different category entirely. He is now the seventh Brit to hold the mile world record, and the first since Steve Cram in 1985, joining a line that runs through Roger Bannister, Seb Coe, Steve Ovett, and Steve Cram. The race commentator on the world feed, Tim Hutchings, called it the ballsiest world record in the history of middle-distance racing. It was hard to disagree.This conversation was recorded two days after the race, with Kyle Merber joining as co-host. We get into the full arc of Project 222. We go deep on the spike Brooks built specifically for his foot strike and what it actually contributed to the margin. Josh walks us through the whiteboard session in Albuquerque where they debated every split for an hour, the 1200m time trial two weeks out that converted the last remaining skeptics, the mental performance framework that kept him in flow state when 60,000 people were watching, and what was happening internally when he cracked that smile before the gun and went completely deaf with 150 meters to go.We also get into what Tokyo taught him, the cage door philosophy Danny Mackey lives by, and who the performance was really for…which is not the answer you might expect.____________SUPPORT OUR SPONSORSCORE: The CORE 2 Thermal Sensor takes the guessing out of heat training. It reads your core body temperature in real time - no thermometer, nothing invasive, and you can actually see what's happening inside your body while you train. ⁠⁠⁠⁠⁠⁠⁠Take 10% off the CORE 2 with code CITIUS10 at checkout when you visit corebodytemp.com.⁠⁠⁠⁠⁠⁠⁠VELOUS: VELOUS makes recovery footwear designed to help runners bounce back faster between sessions. Their sandals feature Tri-Motion™ Technology: a technical three-density foam system and contoured footbed engineered to cushion impact, support your arches, and help your toes stretch and relax on every step. Run. Recover. Repeat. with VELOUS! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Get 20% off your VELOUS order with code CITIUSMAG20 at checkout including FREE Shipping!⁠⁠⁠⁠⁠⁠⁠

This Week In Startups is made possible by: Sentry https://sentry.io/twist Agree https://agree.com Northwest Registered Agent https://northwestregisteredagent.com/twist   Today's show: French ex-martial artist Bilal Kharouni is building his longevity startup from Okinawa, one of the world's "blue zones." (These are regions with the most people living long, healthy lives.) In this TWiST taping from Founder University in Tokyo, Jason investigates why a $200K raise in Japan can out-build a $2M raise in San Francisco, and why the best moat for biological AI isn't the model; it's the data no one else has. Plus a tactical and practical discussion of product market fit, why Ekei killed a growing side business to maintain focus, Japan's fast-track for regenerative medicine, and hitting the upper limits for consumer longevity gadgets. Plus a live Q&A with Founder U attendees. Guest Bilal Kharouni on LinkedIn: https://www.linkedin.com/in/bilal-kharouni/ Ekei Labs: https://www.ekeilabs.com/ Relevant Links Okinawa Institute of Science and Tech (OIST): ****https://www.oist.jp/ Life Biosciences: https://www.lifebiosciences.com/ NewLimit: https://www.newlimit.com/ Centivax: https://www.centivax.com/ Medical Daily: "First Human Trial to Reverse Aging Gets FDA Clearance": https://www.medicaldaily.com/first-human-trial-reverse-aging-just-got-fda-clearance-what-epigenetic-reprogramming-actually-476076 Tim Friede snake venom article from Science: https://www.science.org/content/article/he-injected-himself-venom-decades-can-his-antibodies-help-snakebite-victims Micro1: https://www.micro1.ai/ Whoop: https://www.whoop.com/ Station F Paris startup campus: https://stationf.co/ Japan Times: "PM Takaichi sleeps only 2-4 hours a night": https://www.japantimes.co.jp/news/2025/11/14/japan/politics/takaichi-sleep-overwork/ FDLI: "Japan's Regenerative Medicine Regulatory Pathways": https://www.fdli.org/2019/02/global-focus-japans-regenerative-medicine-regulatory-pathways-encouraging-innovation-and-patient-access/ FDA: "Right to Try": https://www.fda.gov/patients/learn-about-expanded-access-and-other-treatment-options/right-try STAT News: "Are Blue Zones Real?": https://www.statnews.com/2026/05/04/are-blue-zones-real-new-scrutiny-longevity-hot-spots/ Timestamps: 0:00 Founder University is back in Japan! 4:05 What Ekei Labs does 5:13 Why Japan is a longevity hub 8:52 The AI biological moat 10:05 Sentry - Your team should be focused on shipping features — not chasing down bugs. New users can get $240 in free credits when they go to https://sentry.io/twist and use the code TWIST 15:58 Right to try and the ethics of experimental therapies 22:30 Agree.com - Stop chasing invoices and automate your entire contract-to-cash stack. Go to https://agree.com and tell them Jason sent you to get 50% off for life! 24:49 Japan's fast-track regenerative medicine law 26:03 Raising in Japan vs. the US 31:32 Northwest Registered Agent - Get more when you start your business with Northwest. In 10 clicks and 10 minutes, you can form your company and walk away with a real business identity — Learn more at https://northwestregisteredagent.com/twist 40:44 Why Ekei killed a profitable service to focus 47:11 Have Blue Zones been debunked? 48:56 How socialization may extend lifespan 51:07 Founder Q&A: Booked vs. forecast revenue 55:42 Amazon's "bar raiser" framework 1:03:31 Social robots and loneliness 1:04:29 Jason on health and hustle culture   Subscribe to the TWiST500 newsletter: https://ticker.thisweekinstartups.com Check out the TWIST500: https://www.twist500.com Subscribe to This Week in Startups on Apple: https://rb.gy/v19fcp   Follow Lon: X: https://x.com/lons   Follow Alex: X: https://x.com/alex LinkedIn: ⁠https://www.linkedin.com/in/alexwilhelm   Follow Jason: X: https://twitter.com/Jason LinkedIn: https://www.linkedin.com/in/jasoncalacanis   Check out all our partner offers: https://partners.launch.co/   Great TWIST interviews: Will Guidara, Eoghan McCabe, Steve Huffman, Brian Chesky, Bob Moesta, Aaron Levie, Sophia Amoruso, Reid Hoffman, Frank Slootman, Billy McFarland   Check out Jason's suite of newsletters: https://substack.com/@calacanis   Follow TWiST: Twitter: https://twitter.com/TWiStartups YouTube: https://www.youtube.com/thisweekin Instagram: https://www.instagram.com/thisweekinstartups TikTok: https://www.tiktok.com/@thisweekinstartups Substack: https://twistartups.substack.com

Watch Us On YouTube! Announcing a new, ongoing benefit for annual subscribers of our Slack community. Annual subscribers receive a free Points Path Alerts subscription OR a 30% discount on Points Path Pro. Severe weather created another difficult weekend for travelers, and Richard opens the episode with the story of getting his sister home after JetBlue canceled her flight and could not offer another option for several days. The solution involved a train to Baltimore, a Southwest flight and a reminder of why keeping points available for emergencies can be so valuable. Ed then reviews his family's stay at the MGM Skylofts in Las Vegas, including the spacious two-bedroom accommodations, the aging room features and his lingering question about what guests are actually supposed to ask a hotel butler to do. He and Richard compare Skylofts with Aria Sky Suites and consider whether the additional luxury benefits justify the much higher price. The conversation shifts to the complicated Marriott–MGM relationship. Ed explains why MGM Gold status and direct booking can sometimes beat booking through Marriott, especially when resort fees and restaurant spending are considered. Richard also discovers an especially poor Marriott points redemption: nearly 17,000 points to avoid paying a $30 base room rate while still owing the resort fee. Later, the guys debate the best travel movies ever made, discuss whether Boeing should once again be allowed to certify its own aircraft, answer a listener question about choosing a Tokyo hotel for a short visit and examine why domestic award travel has become so painful for families. Get hydrated like Ed in Vegas with Nuun If you enjoy the podcast, I hope you'll take a moment to leave us a rating. That helps us grow our audience! If you're looking for a way to support the show, we'd love to have you join us in our Travel Slack Community.  Join me and other travel experts for informative conversations about the travel world, the best ways to use your miles and points, Zoom happy hours and exciting giveaways. Monthly access Annual access Personal consultation plus annual access We have witty, funny, sarcastic discussions about travel, for members only. My fellow travel experts are available to answer your questions and we host video chats multiple times per month. Follow Us! Instagram: https://www.instagram.com/milestogopodcast/ TikTok: https://www.tiktok.com/@milestogopodcast Ed Pizza: https://www.instagram.com/pizzainmotion/ Richard Kerr: https://www.instagram.com/kerrpoints/ ✈️ What We Cover in This Episode ✈️ Weather disruptions and emergency travel planning A canceled JetBlue flight Taking the train to BWI for a Southwest alternative Why points provide an important travel safety net ✈️ Ed's MGM Skylofts experience The two-bedroom layout Butler service and luxury-hotel benefits Skylofts versus Aria Sky Suites Whether the premium price makes sense ✈️ The Marriott–MGM partnership Booking through Marriott versus MGM Resort fees on Marriott award stays Why MGM Gold can make direct booking more attractive Missing Marriott credit for restaurant charges ✈️ Chase Sapphire Preferred's 100,000-point offer Why Richard applied again Rebuilding a transferable-points balance Marriott points versus Ultimate Rewards ✈️ The best travel movies Up in the Air Flight The Terminal Planes, Trains and Automobiles Back to the Future Catch Me If You Can ✈️ Boeing and FAA oversight Boeing regaining some aircraft-certification authority Whether Boeing can adequately oversee itself Increasing financial penalties for safety violations ✈️ Choosing a Tokyo hotel for a short trip Park Hyatt Tokyo versus Grand Hyatt Tokyo Why location may matter more than luxury Staying near a convenient subway station ✈️ Marriott and Japan Airlines A new JAL status-match opportunity Potential benefits for Marriott elites Rumors of JAL becoming a Citi transfer partner ✈️ The rising cost of domestic award travel Expensive flights for families Shrinking partner-award opportunities Why domestic points strategies are disappearing ⏱️ Episode 446 Timestamps 0:48 – Weather cancellations and getting Richard's sister home 2:28 – Ed reviews the MGM Skylofts 6:45 – Marriott points, resort fees and MGM booking strategy 11:26 – Chase Sapphire Preferred's 100,000-point offer 15:11 – Debating the best travel movies ever 21:58 – Boeing regains aircraft-certification authority 26:08 – Slack Community and Points Path benefits 27:35 – Where to stay during a short Tokyo visit 29:39 – Marriott's JAL status match and transfer-partner rumors 31:41 – Why domestic award travel is getting so expensive

The merging of big-technology with the CIA, and general intelligence community, alongside of social and mainstream media, is well-established in both fact and conspiracy lore. However, tracking down the origins of companies like Palantir, Axonius, OpenAI, ShieldAI, Flock Safety, etc., traces the origin of this system of total surveillance mostly to Israel, though countries like China play a role too - though they have worked heavily with Google. Many of the companies involved also derive their names from mythical realms and draw upon the inspiration of the all-seeing eye. Now that eye is infiltrating classrooms. Nvidia-backed Figure AI has been pushed by the White House directly, with its humanoid robot. Now the New York State Salamanca City Central School District is introducing Sally, a lifelike silicone teacher who will know students not by name but ID number. Sally is made by Reealbotix, which draws heavily from the language models of OpenAI, Meta and Google. Two are their hyper-realistic robots were given Hebrew names: Aria and David. Besides robotics, the U.S. has spent $30 billion to replace paper with digital devices in schools. This has reportedly led to a noticeable decline in cognitive ability among Gen Z. Although countries like Japan are famous for electronics, and have implemented similar policies in schools, Japanese students still outperform American students in most areas. Could this mean that perhaps the issue is far more related to effort and study than it is to technology? Then again, according to PISA (Programme for International Student Assessment), Japan had the lowest of all OECD (Organisation for Economic Co-operation and Development) countries for screen time. A study form the University of Tokyo also found that using paper strengthened brain activity more than screens, which has contributed to some schools taking a hybrid approach -- just like with gasoline and electric vehicles.*The is the FREE archive, which includes advertisements. If you want an ad-free experience, subscribe below.

『TOKYO CALLING 2026』第五弾出演アーティスト発表日本最大級のライブサーキットフェス 日本最大級のライブサーキットフェス、「TOKYO CALLING 2026」が今年も9月22日(火・祝)下北沢、9月26日(土)新宿、9月27日(日)渋谷の3日間にわたり、都内3エリアで開催される本日、新たに第五弾出演アーティスト70組と出演エリアを発表

Last time we spoke about the Miluo River Catastrophe. On September 17, General Xue Yue, watching alarming reconnaissance telegrams, learns the Japanese 11th Army has massed across the north bank of the Xinqiang River—3rd, 4th, 6th, and 40th Divisions—alongside additional detachments. Chinese operatives even intercept a Japanese order directing divisions to prepare for an attack on September 18. Despite this, Xue Yue's decisions and readiness remain inadequate. By September 21–23, the fighting at and around the Miluo River and Dongting Lake destroys the 37th Army's ability to function as a coherent combat force. The disaster as both tactical collapse and a failure of planning: Japanese interception and decoding of radio orders allow them to shift toward encirclement, turning Chinese movements into a "trap" laid in advance.   #211 The Japanese Blunt China's Iron Army at Changsha 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. The four divisions that had stormed into northern Hunan had made good progress, achieving the victory of defeating three main Chinese armies in quick succession. General Anami Korechika, commanding the Japanese forces, was secretly pleased, but he dared not slacken his efforts in the slightest. He was a methodical man, and he understood that the contest was not yet decided. Every day, his intelligence officers placed before him a stream of intercepted Chinese military telegrams and aerial reconnaissance reports. What they showed gave him reason for both confidence and caution. Two significant forces were moving toward the battlefield — forces unlike those he had so far encountered. One of them was Chiang Kai-shek's elite 74th Army, a formation whose reputation had reached Anami long before, from his time at headquarters in Tokyo. The other was the 10th Army, considered second only to the 74th in quality and fighting spirit.   The 74th Army was no ordinary unit. It had been rigorously trained under German and Soviet instructors specially hired by Chiang Kai-shek, its officers schooled in both European combined-arms doctrine and Soviet tactical flexibility. It was characterized by its disciplined offensive and defensive tactics and was lavishly equipped by the standards of the Chinese military. Most remarkably, it had maintained an undefeated record on the battlefield since the beginning of the war — a distinction that had earned it the title of "Iron Army of the Anti-Japanese War" among the Chinese people. In the high command of the Imperial Japanese Army, it was referred to, with a mixture of respect and wariness, as the Tora no Ko — the "Tiger Child" — meaning, in essence, the ace in the enemy's hand.   The 10th Army was held in nearly equal esteem. The deployment of either of these two formations required the personal approval of Chiang Kai-shek himself. The Generalissimo's principle for employing them was clear and deliberate: they were to be committed only to the most critical battles, those that would decide outcomes, or to the most prominent ones, where their prowess could demonstrate the might of the Chinese army to a watching nation. Since the outbreak of the war, the 74th Army had been kept in reserve at Fenyi in Jiangxi Province, and the 10th Army at Hengyang in southern Hunan. Both forces had been conserving their strength, training, and waiting.   Now Anami's relentless offensive had forced Chiang Kai-shek's hand. The battle situation had tilted dangerously under the weight of Japanese pressure, and the fall of several elite units had left the Chinese commander of the Ninth War Zone, General Xue Yue, with little room to maneuver. Xue Yue had no choice but to appeal to Chongqing for help, and Chiang Kai-shek, reluctantly and with full awareness of the risks, agreed to release his two trump cards. Anami, having mastered his opponent's intentions through his intelligence apparatus, now found himself in the rare and advantageous position of a card player who could see his opponent's hole cards. He carefully planned his battle strategy, studying maps late into the night, conferring with his officers, and calculating how best to neutralize the Chinese elite before they could bring their full weight to bear. He knew that his life's honor, his career, and his legacy rested on this one gamble.   Li Yutang, the commander of the 10th Army, was from Guangrao in Shandong Province — a place that had given China more than its share of fighting men. He was a graduate of the first class of the illustrious Whampoa Military Academy, where he had trained alongside men who would go on to shape the fate of China. At the academy, he had been part of a celebrated group known informally as the "Four Lis of Shandong": himself, Li Xianzhou, Li Yannian, and Li Hanfan. The first three would all rise to significant commands in the Nationalist army. The fourth, Li Hanfan, a native of Changqing in Shandong, had taken an entirely different path, joining the Communist Party of China and fighting the same war under a different flag. In later years, the group became known as the "Three Lis of Shandong," the fourth having parted ways with his classmates long before the guns fell silent.   Li Yutang had not risen quickly or through privilege. He embodied the hardworking, resilient, and tenacious qualities long associated with the men of Shandong — qualities forged by a hard land and harder circumstances. He had climbed the ranks of the army step by step: platoon leader, company commander, battalion commander, regimental commander. Each step had been earned through performance under fire. When Japan launched its full-scale invasion in 1937, Li Yutang was serving as commander of the 3rd Division of the 2nd Army under Li Yannian, participating in the brutal Battle of Shanghai in August of that year. He fought in the grinding urban warfare along the Suzhou Creek, learning lessons in modern combat that would serve him for the rest of the war. The following spring, in March and April of 1938, he led his troops in the Battle of Xuzhou, holding the Linyi line northeast of Taierzhuang, blocking the Japanese 5th Division under Itagaki Seishiro from breaking through to reinforce the embattled Japanese forces at that critical engagement. His handling of the defense contributed to one of the few early Chinese battlefield successes of the war.   For his performance at Xuzhou, he was promoted to commander of the 8th Army. During the Battle of Wuhan in 1938, he led his troops in major engagements against the Japanese 101st and 106th Divisions along the Nanxun Railway, inflicting significant casualties on the attackers. After that campaign, General Xue Yue, recognizing both Li's talent and his Shandong origins — Shandong being home to Mount Tai, the foremost of China's Five Sacred Mountains — personally inscribed a banner reading "Mount Tai Army" and formally presented it to Li Yutang's 8th Army. Chiang Kai-shek added his own recognition, awarding Li Huazhou a medal. In the Battle of Nanchang, Li Yutang again distinguished himself, leading his troops in the defense of Wuning for ten days and ten nights of uninterrupted fighting. When the battle was over, Japanese soldiers lay piled in front of his defensive lines, and the name "Taishan Army" was on every officer's lips from Chongqing to the front. After the First Battle of Changsha in 1939, Chiang Kai-shek personally nominated Li Yutang to take command of the 10th Army — the posting that would now define his legacy. The orders came on September 20, 1941 — three days after the Japanese forces had broken through the Xiangbei defense line in the north. General Xue Yue's summons reached Li Yutang's headquarters in Hengyang, and the 10th Army began immediate preparations for movement to the battlefield.   The mobilization was extraordinary even by the standards of an army that prided itself on discipline and fighting spirit. Li Yutang addressed his men, and the response was unlike anything a commander might ordinarily expect. He received wave after wave of letters — requests to be placed at the front, declarations of determination, pledges to die before surrendering. Some of the letters were written in ordinary ink. Others had been written in blood, the soldier biting his own finger to draw enough for a few lines. These were not men who needed to be driven to battle. They were men who had spent months training for precisely this moment.   Their preparation had been rigorous to the point of fanaticism. For six months before the order came, the 10th Army had conducted intensive training in the three core skills of infantry combat: marksmanship, grenade throwing, and bayonet fighting. The Ministry of National Defense had set a standard that considered a unit successful if one quarter of its men scored "top-tier" in each category. Chiang Kai-shek had personally raised the bar for the 10th Army: eighty percent of every unit must score "top-tier," with the remainder no lower than "excellent." Any unit falling short would face elimination. When the assessments were completed, the result was unambiguous — one hundred percent of the army had met the standard.   Over 30,000 men boarded seven special trains at Hengyang, their military songs and mobilization slogans ringing through the station as families and bystanders watched them depart. The troops traveled by train to Zhuzhou, then transferred to motor vehicles for the road north to Changsha, arriving in the Jinjing area — some seventy kilometers northeast of the city — on September 22nd. They had moved with professional speed. What awaited them would test something no training exercise could fully replicate. From the moment of arrival, the situation was clear to any officer with eyes: the 10th Army had stepped into chaos. However, given the already established passive situation, the 10th Army was like a leaf caught in a whirlpool as soon as it arrived on the battlefield. General Xue Yue, at the Ninth War Zone Command, immediately ordered the entire army to support the besieged 37th Army and simultaneously launch an offensive against the Japanese 3rd Division. It was an ambitious order for troops who had just completed a multi-day journey and had not yet oriented themselves to the ground. Nevertheless, Li Yutang passed the order down and his divisions began to move.   The first division to feel the dislocating effect of high command's demands was Zhu Yue's 190th Division. On September 23rd, the vanguard regiment of the 190th made contact with Japanese forces and was preparing to engage. Before a single shot was fired in earnest, Division Commander Zhu Yue received a telegram from army headquarters ordering him to abandon his current position and rush immediately to Shending Mountain to relieve the siege of the 140th Division of the 37th Army. The order brooked no delay. The troops dropped their baggage where it lay and ran — truly ran, in light order — to the vicinity of Shending Mountain.   They had barely formed ranks at their new position when a second telegram arrived from General Xue Yue. The 190th Division was to immediately reverse course and return to the Fulipu area to establish a defensive line and block the Japanese advance southward. Another forced march, exhausting men who had already marched and traveled for days. They arrived at the designated position on time — a testimony to their conditioning — and Zhu Yue established his division headquarters at Liangjiaduan, near Fulipu. After all the aimless marching and countermanding orders, after all the wasted energy and fruitless attempts, the troops were running on the last of their reserves. They worked through the night constructing fortifications with shovels and bare hands. Just as the first light of dawn revealed the outline of their new positions, the Japanese army advanced.   General Toyoshima Fusataro's Japanese 3rd Division had not rested. It had decisively defeated the 37th Army on the night of the 23rd and turned immediately, without pause, to attack the 190th Division. The blow came from the sky before it came from the ground. At dawn, more than ten Japanese planes swept down over Zhu Yue's division headquarters — seemingly guided, as the Chinese soldiers would later say, as if they had eyes in their heads, so accurate was the targeting. The small village that housed the headquarters was bombed almost to the ground. Dust and smoke billowed over the ruins as the aircraft banked away, and before it had settled, over a thousand Japanese infantrymen, seemingly springing from the earth itself, rushed forward directly toward the headquarters position. The regiment commanders, still at their positions elsewhere, could not be recalled in time.   Division Commander Zhu Yue did not hesitate. He drew his pistol and began commanding his subordinate units to fight back, rallying the headquarters staff and support troops into a perimeter defense. Under the fierce and accurate Japanese fire, Zhu Yue was hit by a bullet in his right arm. Then another round struck him in the left leg, and he went down. Almost simultaneously, Deputy Division Commander Lai Shixiang took command of the nearest available men and attempted to lead a breakout with a machine gun. An enemy mortar round found its mark, and Lai Shixiang was killed instantly. The division headquarters personnel, already shocked by the swiftness of the attack and the wounding of their commander, broke into disorder. Chaos erupted on the battlefield. Many soldiers ran blindly in the smoke and confusion, dying in the crossfire from multiple directions.   Division Chief of Staff Tao Xiu, now acting as deputy division commander with Zhu Yue incapacitated, took hold of the situation as best he could. He led the remnants of the headquarters staff in retreat toward a hollow in a grove of trees near the edge of the village. When the headcount was taken, approximately twenty men remained capable of fighting. It was already ten o'clock in the morning. Tao Xiu gathered these few men and led them along a small path through the dense forest on the outskirts of the village, bypassing Liangjiaduan, searching for the dispersed units of the division.   Out on the main positions, the 568th, 569th, and 570th Regiments were simultaneously surrounded and attacked. The officers and soldiers, exhausted from days and nights of continuous fighting, summoned what remained of their endurance and put up a tenacious resistance. From dawn until the afternoon, several positions were cut off and divided by Japanese encircling movements. In the ever-shrinking pockets, each cluster of defenders became an isolated target for enemy aircraft and artillery. Completely losing the initiative, groups of officers and soldiers perished in the shelling. Many of them died not in defiance but in something closer to despair — regretting this humiliating reversal, the waste of their patriotic aspirations, their unfulfilled desire to fight and kill the enemy on their own terms.   By evening, the regimental commanders had lost control of their respective battalions and companies. The remaining soldiers on each position scattered and concealed themselves in whatever ground offered cover, hiding in all directions across the darkening hills. It was not until midnight that the lightly wounded and unwounded officers and soldiers managed to assemble, as the contingency plan had directed, in a dense forest on the southwest side of the position. Division Commander Zhu Yue, wounded in both his arm and his leg, had been sent to the rear to receive treatment. Acting Deputy Division Commander Tao Xiu stood before the assembled survivors — more than two hundred men gathered from the regiments — and offered them quiet words of comfort. There was little else he could give them. The people present carried the seriously wounded on improvised stretchers and supported the lightly wounded with their arms and shoulders, groping their way through the darkness toward Zhuzhou. The 10th Reserve Division, under Commander Fang Xianjue, had been assigned to hold the Jinjing line — a position that, on paper, formed an anchor of the defensive scheme. In practice, the situation was deeply flawed from the outset. The Ninth War Zone Command had placed the 10th Reserve Division alone at Jinjing with no depth behind it and no friendly forces on either flank — an isolated salient that offered the Japanese every opportunity for encirclement.   On the 23rd, the division captured the Kanai line at noon, an initial success that promised more than it delivered. Around six o'clock in the evening, as darkness gathered, General Kanda Masatsuka arrived at the front with the vanguard of the Japanese 6th Division. He was not a man to move without information. Before committing to a full assault, Kanda ordered a probing attack and watched its progress carefully through binoculars from a small hill behind the advancing force. What he saw gave him pause. However he searched for a weak point in the Chinese line, the defenders showed none. No gap in the wire, no position carelessly manned, no sector that sagged under pressure. Kanda lowered his binoculars and considered his next step. He felt this was indeed an elite unit with excellent tactical skills, and should not be underestimated. He ordered a halt to the attack and waited for the full arrival of his division's strength.   On the morning of the 24th, the Japanese launched their proper assault — a fierce attack from the east, north, and west simultaneously. The three-directional pressure was designed to pin the defenders and deny any lateral reinforcement. Kanda went further, requesting permission from General Anami to concentrate all thirty-plus bombers available for the entire battlefield and direct them at the 10th Reserve Division's positions in a single concentrated raid. Anami granted the request. The bombing was devastating. The defending positions were almost completely destroyed from the air. Yet in the ruins of their fortifications and bunkers, the soldiers of the 10th Reserve Division continued fighting, repelling Japanese ground attacks wave after wave through the rubble and the smoke.   At two o'clock in the afternoon, a report reached Fang Xianjue that halted him in his tracks. A Japanese regiment had executed a large-scale outflanking maneuver around the south side of Jinjing and was approaching the rear of the position. The encirclement was closing. Fang Xianjue was shocked. He now grasped in full the tactical impossibility of his assignment. The Ninth War Zone Command had placed the 10th Reserve Division here alone, exposed on all sides, without depth and without support. The order to "block the enemy's southward advance" had been an empty promise from the start. Fang Xianjue could not understand the strategic intention behind the deployment at all — there was none that made any tactical sense. The only purpose of holding out here, he concluded bitterly, was to theoretically be seen to be "fighting the Japanese." Before Fang Xianjue could translate his analysis into a decision, the Japanese troops launched another fierce attack from the front and both flanks, and one side of the defensive line was breached. The situation became critical. Fang Xianjue decided to withdraw before the encircling force to the south could complete its movement and seal off all escape. He did not have time to seek authorization from the war zone — there was no time. He ordered each regiment to organize its own breakout and reassemble at designated locations.   At four o'clock in the afternoon, Fang Xianjue led the division headquarters in the first withdrawal from the battlefield. Looking back as he departed, he watched as the regiments were cut apart by Japanese fire, large numbers of officers and soldiers falling among the mountain ridges and into the ditches and gullies. There was nothing more he could do for them.   By the 25th, approximately half of the division's troops had reached the designated reception point. After a hasty reorganization, they were ordered to occupy positions along the Xueshi Bridge line and prepare to resume the defense. That same evening, a portion of the Japanese 3rd Division — fresh from its defeat of the 190th Division — launched a fierce attack on Xueshi Bridge. The positions could not be held. The scene of the previous day's rout was repeated almost exactly, and this second defeat completed the destruction of the 10th Reserve Division as a coherent fighting force. General Xue Yue's rebuke reached Fang Xianjue shortly afterward, and the division commander had no way to express the depth of his frustration — the tactical position he had been placed in had made his assignment impossible before the first shot was fired. On the 26th, he led the surviving troops to be received and reorganized by war zone units near Changsha. Compared to the bitter fates of the 190th Division and the 10th Reserve Division, Zhou Qingxiang's 3rd Division wrote a different kind of story in these same days — one of extraordinary tactical competence maintained against mounting odds. In the equally fierce battles, the 3rd Division demonstrated the qualities of an elite force more effectively than any other unit on either side.   On the 22nd, the 3rd Division had been ordered to establish positions two kilometers east of Fulipu. At noon on the 24th, after the Japanese 3rd Division defeated Zhu Yue's 190th Division, a portion of the Japanese force turned and attacked the right flank of Zhou Qingxiang's position. It was repelled. That evening, the Japanese 4th Division, riding the momentum of its success against the 37th Army, launched a night attack on the 3rd Division's left flank. It too was repelled. On the 25th, Zhou Qingxiang's division was attacked from both sides simultaneously by the main forces of two Japanese divisions — forces that outnumbered the defenders several times over. The officers and soldiers of the entire division showed no fear. They fought bravely and with skill honed by months of intensive preparation, holding their lines despite heavy casualties and preventing the Japanese from breaking through at any point.   When word of this resistance was relayed to General Anami Korechika at his headquarters, he fell into a long, uncharacteristic silence. He studied the reports before him, the maps, the casualty tallies on both sides. Then he turned to his chief of staff, General Isamu Kinoshita. "This is the elite force," Anami said quietly. He paused a moment, and added: "I really want to go there and see for myself." The compliment, delivered in the private setting of a Japanese headquarters, was perhaps the most honest assessment of the fighting quality of Zhou Qingxiang's men that history has preserved.   Anami's response, however, was not admiration — it was determination to overwhelm. On the morning of the 26th, he concentrated nearly the entire combat power available to him against the single 3rd Division: units drawn from the Japanese 3rd, 4th, 6th, and 40th Divisions — close to 100,000 men — were directed to surround and destroy the Chinese formation. The 3rd Division stubbornly held its ground despite catastrophic casualties, the soldiers refusing to give way even as the perimeter contracted and the dead accumulated.   To ease the relentless pressure from enemy aircraft, the division commanders made a calculated decision: all positions were ordered to allow the Japanese troops to close to hand-to-hand fighting range. If the enemy was within arm's reach, the bombers above could not strike without killing their own men. Several instances of fierce hand-to-hand fighting erupted across the defensive line as a result — bayonets, shovels, pistols and bare hands in the broken earth and shell craters. By noon, the 8th Regiment had been divided and surrounded. Shortly afterward, the 7th and 9th Regiments met the same fate. Zhou Qingxiang moved the division headquarters to the position of the 7th Regiment to maintain command over his most accessible unit, while the deputy division commander and chief of staff were dispatched to coordinate the independent defense of the 8th and 9th Regiments respectively. For another half day, each of the three regimental pockets fought alone. At dusk, Zhou Qingxiang ordered a breakout.   As darkness fell, exploiting the brief respite that came when the Japanese halted their attacks for the night, each regiment burst simultaneously from its position. Carefully prepared covering detachments remained behind and created convincing feints toward false breakout directions, drawing the enemy's main pursuit forces away from the actual withdrawal routes. The deceptions worked. By the time the Japanese commanders understood what had happened, the breakout had succeeded. Officers and soldiers filtered into the designated reception point in small groups — three men here, five there — arriving through the night and into the following morning. When the count was complete, the 3rd Division was a remnant of less than one-fifth of its pre-battle strength. The finest infantry division in the 10th Army had bled itself almost dry, but it had done so on its own terms, and it had extracted as much as it was possible to extract from an impossible situation.   On September 27th, a chilly autumn wind blew across the city of Changsha. At the playground of Lizhong Middle School in the eastern part of the city, Li Yutang stood and watched the survivors of his divisions come in. A week before, on September 20th, more than 30,000 men had departed Hengyang aboard seven special trains. Their military songs had filled the railway station. Their letters of determination, some written in blood, had been stacked on Li Yutang's desk. Their training scores were the highest ever recorded for a Chinese army unit — a perfect one hundred percent of "top-tier" achievement across all three infantry skills. They had been, by every measurable standard, the finest army China could produce.   Standing now at the playground of a secondary school repurposed as a muster point, Li Yutang looked at what remained: a little over 2,000 men, including lightly wounded soldiers from Changsha who had been caught up in the fighting and bandaged civilians who had taken up arms. Two thousand, from thirty thousand. What had happened to the others? They were dead. They were injured. They were maimed. Some had broken under the pressure and run. The accounting was simple and devastating. Li Yutang's expression remained dignified as he inspected his survivors — the face of a commander who understood that bearing is required of officers precisely in the moments when bearing costs the most. But his heart was filled with tears. Perhaps soon, he reflected, there would be another 10th Army — still heroic and spirited, still singing loudly as it went to war. But it would not be the same one.   History has no gaps or blank pages. The story of the 10th Army's ordeal was barely complete before the next chapter began. Reluctantly, one must turn the page. Following the 10th Army, Wang Yaowu's 74th Army also suffered a crushing defeat. Wang Yaowu had received his orders from Commander Xue on September 21st and had immediately begun moving his three divisions from their cantonments at Fenyi and Xinyu in Jiangxi Province. The 74th Army was composed of three divisions: the 51st Division under Li Tianxia, the 57th Division under Yu Chengwan, and the 58th Division under Liao Lingqi. These were the formations that had kept the "Iron Army" undefeated through four years of brutal warfare. Their code names told their own story — the 51st Division was called "Frontline," the 57th was called "Tiger Warrior," and the 58th was called "Exhilarating." Wang Yaowu had personally chosen the code name for the army headquarters: "Brilliant." Chiang Kai-shek himself had once remarked, "Of all the code names, yours is the best." It was a small distinction, but one that Wang Yaowu quietly cherished.   What Wang Yaowu did not know — could not know, for Anami's intelligence network had kept the preparation perfectly concealed — was that Anami Korechika had been monitoring his movements since the order to deploy was first issued. The Japanese commander had already selected the terrain, positioned his units, and laid the trap. He was waiting for the 74th Army's arrival.   On the 25th, Wang Yaowu led the 57th Division into the battlefield first, marching rapidly as Xue Yue had directed to Chunhua Mountain on the north bank of the Laodao River, east of Changsha, to occupy positions and cover the main force's deployment. On the evening of the 25th, the 169th and 170th Regiments of the 57th Division arrived at the south side of Chunhua Mountain and encountered a Japanese search party of over a hundred men. The 169th Regiment swiftly cut off the small force's escape route, coordinating effectively with the 170th. The Japanese detachment suffered heavy casualties, and the survivors fled toward Chunhua Mountain. When part of the 170th Regiment reached the foot of the mountain, they ran into a much larger Japanese force coming down to meet them — and learned in that moment that Chunhua Mountain had already been occupied by the enemy.   Wang Yaowu responded instantly. To seize the initiative before the Japanese could consolidate, he ordered two regiments to assault Chunhua Mountain that same night. Around midnight, the troops advanced in silence through the dark. After a fierce night battle, two Japanese battalions were unable to hold against the assault and withdrew in the early hours of the morning. The 57th Division had its foothold. At dawn on the 26th, a regiment from the 57th Division followed up the night's success, and Yu Chengwan positioned the division along the Chunhua Mountain line. As the morning advanced, the 51st and 58th Divisions arrived to complete the deployment. Following Xue Yue's orders, Wang Yaowu spread his force across the line: the 57th Division at Chishi River, the 58th Division at Chunhua Mountain itself, and the 51st Division at Fengjiang Bridge. They were ready. Or so it appeared.   At dawn on the 27th, Wang Yaowu went on the offensive. The 57th Division launched a surprise attack on the camp of the main force regiment of the Japanese 3rd Division. The Japanese were caught entirely unprepared — the attack came in total darkness, and the camp was thrown into chaos before anyone could organize a coherent response. The Japanese managed to form some kind of defense only as the first light of dawn broke, and through the morning the two armies clashed furiously. By mid-morning, the Japanese had been forced back three kilometers — a genuine and significant victory achieved through aggression and timing.   Then, at eight o'clock, the Japanese 3rd Division launched its counterattack with the support of dozens of aircraft — fighter-bombers diving low over the Chunhua Mountain positions, strafing and bombing. Both armies knew themselves to be elite formations; each had its country's reputation riding on the outcome. They clashed with corresponding ferocity.   Around noon, Wang Yaowu climbed to the rooftop of a farmhouse and studied the Japanese battle line through his field glasses. What he saw was encouraging: a breach had appeared in the enemy's formation to the north of Chunhua Mountain — a gap that, if exploited quickly, could roll up the Japanese flank. He ordered Li Hanqing, the infantry commander of the 51st Division, to take two regiments and execute an outflanking maneuver through that gap, striking the Japanese from the side. An hour later, Li Hanqing's movement succeeded. The Japanese forces were thrown into disarray, breaking rearward in a rout. For one brief hour, it seemed as though the 74th Army might achieve a decisive success. Then the Japanese 4th Division arrived. It swept in from behind Li Hanqing's flanking force, surrounding his two regiments before they could extract themselves. In the desperate fighting of the breakout attempt, Li Hanqing was shot and killed.   In the afternoon, with two of its regiments lost to encirclement and its flanking stroke reversed, the 57th Division found itself holding off two full Japanese divisions alone. The fighting continued — artillery, rifle fire, close assaults — until nightfall dimmed the battlefield. The division had suffered over 3,000 casualties, and more than half of all commanders below battalion level had been killed or wounded. Division Commander Yu Chengwan conferred with Wang Yaowu over the field telephone, and together they decided to withdraw the troops to prepared positions to hold through the night.   Meanwhile, on the same 27th of September, Liao Lingqi's 58th Division at Chunhua Mountain was subjected to a separate and equally devastating assault by the Japanese 6th Division, reinforced by elements of the 3rd Division. The positions at Chunhua Mountain were compact and clustered — ideal targets for concentrated aerial bombardment. The Japanese bombers came in two waves, and after both had passed, the hastily constructed earthen fortifications were almost entirely destroyed. Across what had been the defensive line, limbs and broken bodies could be seen among the wreckage. The entire division had suffered devastating casualties.   Beginning at nine o'clock in the morning, tens of thousands of Japanese troops launched successive offensive waves, methodically dividing the defensive line into sections and breaking through each one in turn. The defenders engaged the Japanese in hand-to-hand combat at position after position, gunfire and the shouts of bayonet fighters filling the smoke-thickened air. At two o'clock in the afternoon, the Chunhua Mountain defense line collapsed. The surviving soldiers attempted to break out in small groups, but many were intercepted and cut down by Japanese forces waiting along the escape routes.   Wang Yaowu was seething. He directed the battle from wherever he could find a usable vantage point, issuing orders in rapid succession — one moment ordering the 51st Division to send reinforcements to Chunhua Mountain, the next directing the army's directly subordinate regiments to absorb the shattered remnants of the 58th Division, then ordering the 57th Division to block Japanese forces from reinforcing the encirclement. He was everywhere at once, doing the work of a staff of twenty, improvising responses to crises that unfolded faster than any plan could accommodate. And as he directed, the same thought played and replayed: wasn't the Ninth War Zone just feeding them to the wolves? They had jumped into the enemy's encirclement without any initiative, while the enemy could attack from whatever direction they chose. He had nowhere to vent his frustration on the battlefield, only able to fend for himself. While directing the battle, he cursed under his breath: "What kind of hell is this?!"   As dusk fell over the chaos, the gunfire gradually subsided. The Japanese as a rule did not launch night attacks — a pattern the Chinese had come to rely upon for the brief respite it offered. Li Tianxia, commander of the 51st Division, concentrated his troops from the flanks toward the center to consolidate a defensible perimeter. The 57th Division, adjacent to the 51st and badly diminished by the day's fighting, did the same. Both divisions settled into their positions, and the exhausted soldiers lay down fully clothed, weapons in hand, and tried to rest. At midnight, the battlefield exploded.   Fierce gunfire roused the soldiers from whatever shallow sleep they had found. Two elite regiments of the Japanese 6th Division had broken through the gap that had opened between the positions of the 51st and 57th Divisions — a gap created by both units pulling inward — and were driving directly toward the headquarters of the 74th Army. In Wang Yaowu's many years of battlefield experience, this was the only instance he ever encountered of a large Japanese force launching a major attack at night.   The knowledge of terrain displayed by the attacking Japanese regiments was so precise, the route to army headquarters so accurately selected, that it raised immediate suspicions of an intelligence compromise — an inside source who had provided the attackers with maps and positions. Whatever the explanation, the effect was devastating. The headquarters' directly subordinate regiment and guard battalion were outnumbered and quickly overwhelmed. They fought where they could, but the Japanese pushed through them.   The guard platoon leader, a man who had served at Wang Yaowu's side through numerous campaigns, gathered several of his best soldiers and formed a close escort. He led Wang Yaowu into the darkness as the Japanese closed around the headquarters compound. More than a hundred Japanese soldiers gave chase — moving through the dark with a sureness of foot that seemed almost preternatural, as if they had developed night vision. The platoon leader recognized that Wang Yaowu could not outrun a hundred men. He shouted to the general and the remaining escort: "Go quickly!" Then he and a single machine gunner turned and stayed behind. Wang Yaowu ran. A few minutes later, the machine gunner was killed. Shortly after that, the platoon leader was shot through the leg and fell to the ground. He was captured.   Wang Yaowu threw himself into the grass beside a drainage ditch and lay still as Japanese soldiers searched the ground around him, their voices close enough to touch. From his hiding place, he heard his platoon leader — the man who had been at his side day and night, who had chosen to stay behind so that his general might live — cursing the Japanese soldiers from the ground where he lay captured and wounded. Then a Japanese officer drew his sword. The cursing stopped. The Japanese soldiers moved on. The gunfire subsided. Wang Yaowu lay in the grass in the dark and did not move until he was certain they were gone. When he crawled out of the bushes, he looked up at the stars, found the direction of Liuyang, and began walking in the darkness with the few guards who had stayed close. He walked until dawn.   Since joining the army, Wang Yaowu had never allowed himself to think about fear of death. He had spent too many years on battlefields, seen too much death and bloodshed, to entertain it as a personal concern. This time, however, he was in tears. Not from sadness, and not from fear. From something harder to name and harder to bear: frustration — the frustration of a capable commander who had been committed to battle by a higher command that neither understood the ground nor provided him the support to fight on it, and who had watched good men die for orders that made no tactical sense.   In the aftermath of the battle, Wang Yaowu's grief was compounded by something beyond the ordinary losses of combat. The 27th alone had cost the 57th Division nearly half its strength, and the 58th Division had been essentially wiped out as a fighting formation. Of his three powerful divisions, only the 51st remained relatively intact. In war, such losses, however painful, are comprehensible. What happened next was not. Liao Lingqi, the commander of the 58th Division — one of the three officers Wang Yaowu had called his "tigers" — did not remain with his shattered troops to regroup and reorganize them. Instead, after the division's collapse, he slipped away from the battlefield with only his personal guards, changed into civilian clothes, and boarded a train bound for his hometown of Qiyang in southern Hunan to visit his family.   By unhappy chance, a senior staff officer from the Ninth War Zone was aboard the same train. He recognized Liao Lingqi and watched, saying nothing, as the division commander traveled south in civilian dress while his men lay dead on Chunhua Mountain. Upon arriving in Hengyang, the officer went directly to report the incident to General Xue Yue. Xue Yue instructed the Military Law Supervision Department to investigate and referred the case to the Military Commission's Military Law Enforcement Directorate on charges of desertion in the face of the enemy. At that point, in that situation, there was nothing Wang Yaowu could say. He had no words left. He had given everything he had to the battle, and this was what greeted him at the end of it.   The elite 74th Army, with its heroic spirit and its unbroken record, had captured the imagination of the Chinese nation and the hearts of countless young men. When soldiers of the 74th Army returned to their hometowns on leave, they wore their elite status openly, and the prestige of the unit was such that families sought them as sons-in-law. Young men who enlisted and were not selected for the 74th Army were known to weep. What a fine unit. But this time, the trap had been perfectly laid, and the intelligence had been mastered. Anami had looked at his opponent's hole cards and played accordingly. He had concentrated overwhelming force, moved with coordination and speed, and exploited the confusion generated by contradictory orders from the Ninth War Zone Command. The Chinese elite had fought with courage and skill that earned the admiration of their enemies. They had simply been outgeneraled at the operational level.   The Second Battle of Changsha, Phase Three, had cost China two of its finest armies. The 10th Army had departed Hengyang over 30,000 strong and returned barely 2,000. The 74th Army had suffered a crushing defeat from which it would require months to rebuild. Wang Yaowu had walked alone through the dark to Liuyang. Li Yutang had stood in the autumn wind at a schoolyard and looked at what remained of the men who had written their determination in blood.   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. Phase Three of the second battle of Changsha showed Anami Korechika using intelligence and planning to blunt China's elite forces as Chiang Kai-shek reluctantly deployed the "Iron Army" 74th and the 10th. Intercepted communications enable encirclement and heavy losses. Li Yutang's merit and experience shape resistance, yet Japanese strategy dominates from the outset through coordinated advances.

Oh, no - there goes Tokyo! Joseph and Mike take on the world of tokusatsu and daikaiju and how they both came to love the adventures of Godzilla, Ultraman, and other kaiju brethren. Mothra, Gamera, Rodan, and the Gargantuas are all up for discussion in this episode. But first it's time for the mix-tape challenge of planes, trains, and automobiles and Joseph answers the added challenge of being able to make a mix containing songs from one singular artist!

Te la do io Tokyo - Trasmissione del 20/07/2026 - Tutte le notizie su www.marione.net

Notre investigation azuréenne se poursuit à la découverte de l'entrepreneuriat local

Le linee guida di EBU e European Athletics su come fare le riprese delle gare di atletica femminile. Fonti: video “Marcell Jacobs 9.80 oro sui 100 metri Tokyo 2020 - Telecronaca RAI Franco Bragagna - Stefano Tilli” pubblicato sul canale Youtube Trash is life il 2 agosto 2021; video “Levchenko leads Ukrainian 1-2 in the Women's High Jump in Xiamen - Wanda Diamond League” pubblicato sul canale Youtube Wanda Diamond League il 27 maggio 2026; account Tiktok benedettabottin, 26 giugno 2026; account Tiktok Leo Mel, 4 ottobre 2024; account Tiktok GiovanniFois, 4 aprile 2025; account Tiktok carlottagagna, 29 maggio  2025. Scopri i corsi della New Media Academy, la scuola di podcasting e digital journalism di Chora e Will: https://newmediacademy.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

A child's mutilated torso surfaced from the Thames near Shakespeare's Globe in 2001, and more than two decades later no one has been convicted of killing the boy investigators could only call Adam.EPISODE BLOG PAGE (includes sources): https://weirddarkness.com/TorsoInTheThamesREAD or DOWNLOAD the full transcript of this episode: https://weirddarkness.tiny.us/3h6yrmk5FEATURED STORIES IN THIS EPISODE: Most people, when they think of the end of their lives, want to feel that they have accomplished something of significance. To leave a lasting legacy. But it is much more rare for someone to accomplish something significant – after they are dead! (Done By The Dead) *** Mrs. Elizabeth G. Wharton was a pillar of society in Baltimore, Maryland in the late 1800s. That is, until she was accused of murdering General William Scott Ketchum. (The Baltimore Borgia) *** For every legitimate and fascinating find by geologists, there seems to be a fraudulent find somewhere else trying to fool the masses. This has been a problem since geology became a thing – and one of the most fascinating of these true tales is the one about Baringer's Lying Stones. (The Lying Stones) *** A strange, ape-like creature with glowing eyes in England might really be, as some believe, a specter of the night. (Man-Monkey of the Night) *** It's hard to understand how human sacrifice has ever been a reality in any point in history – but what if you were to learn that evidence of it showed up in London, England… in 2001? (Torso In The River) *** A would-be geisha murders her lover… but the events leading up to and during the death make for a fascinatingly dark story. (The Murderess Geisha) *** When it comes to spectral animals, we're more than familiar with black dogs or hell hounds, ghostly cats, horses carrying a headed or headless phantom, even a ghost bear rumored to haunt the Tower of London… but have you ever heard of the American Southwest's ghost camels? (America's Ghost Camels)CHAPTERS & TIME STAMPS (All Times Approximate)…00:00:00.000 = Show Open00:02:24.699 = America's Ghost Camels00:09:18.422 = Done By The Dead ***00:22:00.457 = The Baltimore Borgia ***00:27:35.655 = The Lying Stones00:36:08.415 = Torso In The River ***00:42:13.573 = The Murderess Geisha00:54:03.666 = Man-Monkey of the Night ***00:58:48.550 = Show Close*** = Begins immediately after inserted ad breakLISTEN ON PODCAST APPS: Look for this podcast on Apple Podcasts, Spotify, iHeart Radio, Amazon Music, Pandora, TuneIn Radio, and other podcast apps. Get a list of free listening apps here: https://weirddarkness.com/wdapps*No AI Voices Are Used In The Narration Of This Podcast*SOURCES and RESOURCES:“Man-Monkey Of The Night” by Nick Redfern for MysteriousUniverse.com: https://weirddarkness.tiny.us/bdhdevrr“Done By The Dead” by Kyle D. Walter for ListVerse.com: https://weirddarkness.tiny.us/y62afnj6“America's Ghost Camels” by Kathy Weiser-Alexander for LegendsOfAmerica.com: https://weirddarkness.tiny.us/2p979beb“The Baltimore Borgia” by Robert Wilhelm for MurderByGaslight.com: https://weirddarkness.tiny.us/y2whacb9“Torso In The River” by Richard Hoskins for MysteryConfidential.com: https://weirddarkness.tiny.us/bdd5u543“The Murderess Geisha” by Dr. Romeo Vitelli for Providentia: https://weirddarkness.tiny.us/yzy4v3wy“The Lying Stones” by Brent Swancer for MysteriousUniverse.com: https://weirddarkness.tiny.us/2p854d9e(Over time links may become invalid, disappear, or have different content. I always make sure to give authors credit for the material I use whenever possible. If I somehow overlooked doing so for a story, or if a credit is incorrect, please let me know and I will rectify it in these show notes immediately. Some links included above may benefit me financially through qualifying purchases.)WeirdDarkness® is a registered trademark. Copyright ©2026, Weird Darkness.Originally aired: January, 2021This episode of Weird Darkness moves from ghost camels haunting the Arizona desert to corpses that kept making history after death, a Baltimore poisoning that gripped a courtroom for weeks, a professor fooled by carved stones, a child's murder in the Thames that London police have never solved, a Tokyo geisha who killed the man she loved, and a glowing-eyed creature on an English canal bridge.It opens in the American southwest, where the U.S. War Department imported some seventy-two camels in 1857 to haul supplies, only to turn the animals loose in the desert when the Civil War broke out and the soldiers tired of their foul temper and habit of spooking horses. Wild camels roamed Arizona for decades afterward, and one became legend as the Red Ghost — a beast blamed for trampling a woman to death in 1883 and later seen carrying a dead man lashed to its back, a rider who eventually decayed until a human skull dropped from the saddle in front of a group of startled prospectors. An Arizona farmer finally shot the animal in 1893, still wearing the leather straps that had held its corpse rider in place.From there the episode turns to figures who kept shaping the world after they died. A gang of Chicago counterfeiters led by "Big Jim" Kennally plotted in 1876 to steal Abraham Lincoln's body from his Springfield tomb and ransom it for a jailed engraver, foiled by a Secret Service informant working for the very agency Lincoln himself had signed into existence. A grave robber broke into George Washington's crypt at Mount Vernon in 1830 hunting the president's skull and made off with the wrong one. The British philosopher Jeremy Bentham left instructions to have his body dissected and mummified, and it sits on display at University College London to this day. And in the ninth century Pope Stephen VI dug up his predecessor Formosus, dressed the rotting corpse in papal vestments, propped it up for trial, found it guilty, and had it thrown into the Tiber.Next comes Baltimore in 1871, where Elizabeth Wharton, a respected society widow, hosted General William Scott Ketchum in her home on Hamilton Place until he fell suddenly ill and died with twenty grains of tartar emetic in his stomach — fifteen is enough to kill. Police discovered she had bought sixty grains days earlier, and a financial advisor named Eugene Van Ness nearly died the same way after she served him a drink. Her forty-two-day poison trial in Annapolis exhausted the medical and chemical experts of the day, and after deliberating through the night the jury acquitted her of murder.The episode then crosses to Germany, where Johann Beringer, a celebrated professor at the University of Würzburg, spent 1725 collecting strange carved stones dug up on Mount Eibelstadt by teenage boys he had hired — figures of birds, lizards, comets, and the name of God rendered in Hebrew. Convinced they were the handiwork of God himself, he published a book on them called the Lithographiae Wirceburgensis, only to learn the nearly two thousand stones had been planted by two envious colleagues, J. Ignatz Roderick and Johann Georg von Eckhart, who thought him an arrogant know-it-all and wanted to humble him.From an academic hoax the episode moves to an unsolved horror. On September 21st, 2001, a child's headless, limbless torso surfaced from the Thames near the Globe Theatre, wrapped in orange cloth, and London's Metropolitan Police could give the boy no name but Adam. Forensic analysis of poison and minerals in his remains traced him to the Benin region of Nigeria and showed he had been paralyzed and drained of blood in what investigators believed was a muti ritual killing. Nelson Mandela made an international appeal for information, and traffickers including Kingsley Ojo and a caregiver named Joyce Osagiede were investigated, but no one has ever been convicted and the boy's true identity has never been confirmed.The episode carries that darkness into 1936 Tokyo, where Sada Abe strangled her lover Kichizo Ishida in an inn after a days-long affair, then took a kitchen knife to his body and carried a severed part of him away in her handbag. Her capture two days later set off a national obsession the papers called "Sada mania," and her testimony about killing the man she refused to share became a bestseller in a country where such candor was scandalous. She was sentenced to six years, served her time as a model prisoner, and vanished from public life sometime after 1970.The episode closes on a cold English night in January 1879, when a furniture hauler crossing Bridge 39 over the Shropshire Union Canal near the village of Ranton was charged by a shaggy, ape-like creature with glowing eyes that leapt onto his cart and terrified his horse. When he swung his whip at the thing, the lash passed straight through its body, and the creature bolted down toward the canal and vanished. The folklorist Charlotte Burne later learned from the village constable that the sightings had begun only days after a man drowned in that same canal, in a place where people believed a violent death could send someone back in the shape of a beast.

Do you want to hear about MRAHHH BUSINESS regarding BBC Studios and the BBC's annual report for the better part of an hour? Well, you're going to, along with keen insights into the NHK man prowling Tokyo looking for license fee avoiders, James Bond musings, the continued myth of Christopher Nolan films having minimal CGI and more! Plus exciting Jo Martin sonic screwdriver news, more Big Finish analysis, and the exciting second part of our "Warriors of the Deep" Special Edition Classic Series Commentary with a new, pizazz-filled Myrka! Links: Support Radio Free Skaro on Patreon BBC Studios Boss Confirms It Will Compete To Become The Next Producer Of 'Doctor Who' Broadcast: BBC Studios revenues stable as profits rise BBC Boss Says 'Doctor Who' Disruption Is Opportunity For Creative Regeneration BBC 2026 Annual Report released BBC License Fee Payers Plummet By Half A Million How BBC Studios' CEO Thinks About Mega-Mergers Reshaping the Media Landscape New Fugitive Doctor sonic scredriver unveiled, will debut in "The Kaleidoscope" book Doctor Who: Circuit Breaker producer confirms why Fugitive Doctor has a sonic screwdriver after fan confusion Circuit Breaker #1 on Hoopla Doctor Who on Pop Culture Jeopardy Big Finish: Doctor Who – The Twelfth Doctor Adventures: The Second Death released Big Finish: Doctor Who – Rutans vs Sontarans: Peace at Last released Big Finish: Doctor Who – The Second Doctor Adventures: The Haunted Windmill due August 2026 Commentary Warriors of the Deep Part Two

World Heath Disclosure David Eells 7-19-26 (audio) Restored Republic via a GCR Update as of Sat. 18 July 2026 by Judy Byington, Welcome To The Great Awakening Next 48 Hours, Critical Next Ten Days, Historic Next 30 Days Changes Civilization “Most don't realize how hard it is to speak the truth to a world full of people who don't realize they're living a lie.”…Edward Snowden Judy Note: On Thurs. 16 July 2026 a ceasefire was activated in Israel – confirming a global reset of Mid East stability. Hamas freed the last living Israeli hostages, while Israel released 2,000 Palestinian prisoners. It all happened just as Q predicted: “Israel would be last.” Though the next day on Fri. 17 July 2026, the US Navy resumed a full naval blockade on Iranian ports in the Strait of Hormuz. The day before Iran had bombed a US Military base, ensuring a permanent break of the ceasefire. Trump's attack was mainly financial. The blockade was costing Iran $400 million a day, while US Central Command (CENTCOM) pounded targets in wave after wave of strikes on bridges, trains and other infrastructure that would affect any trade Iran could do outside the country. Of course, Iran refusing peace and making war would keep them out of the Global Currency Reset and financial system. Trump declared, “We gave them a chance… they shot first. Big mistake.” It was a typical Trump reaction. Because of the Global Military Alliance led by the US President and Commander-in-Chief, Deep State Elites were finally collapsing, while Sovereigns of the World were reaching out to grasp peace and Constitutional Law under God, governed by We The People. Q said it best on Telegram today: “The UN is now obsolete, because Trump is doing their job for them. The UN does not carry out its intended function, so Trump unilaterally took over as the new UN.   “Trump created the Board of Peace, brokered all the peace deals worldwide, and is shutting down threats to the people of the world, like Iran's nukes, the American cartels, ISIS in Syria, Yemen, Nigeria, etc. “Trump is using tariffs and military precision, to operate as the UN is supposed to. Trump is now the new global peacemaker, whether you like it or not. “Nothing gets done at the UN, so Trump took matters into his own hands.” Trump had already assured that Free Energy was on it's way to every household, and with the Global Currency Reset (GCR) that just launched, currencies across the World were trading at a 1:1 with each other as backed by gold and other assets. Our financial future was safe and finally away from the fiat dollar. The GCR had caused the Deep State's privately owned IRS to find it's grave, while their Illuminati's over taxing of the American people suddenly vanished. The Cabal's Federal Reserve now held a new position under the US Treasury where at last, bankers would be held accountable for their actions. The Deep State Elite's petrodollar was dead, Oil Monopoly, dismantled. When announcements came about the new financial system, Stock Markets would collapse; banks fail; the old wealth, evaporate. Though, The People would thrive with the new gold/asset-backed currencies of 209 nations. The Health Industry around the World was being forced to actually help the body heal itself using light and sound frequencies of free Med Bed treatments. Trump was placing Med Beds in hospitals and other facilities worldwide. Thus, these health providers would have the tools to promote health and no longer could tear down our bodies through dependence on their expensive drugs, surgeries and other over priced medical procedures. With Trump's Thursday Executive Order that released free Med Bed treatments to the public, Big Pharma was finally facing accountability through massive legal consequences for their crimes. For centuries they had forced on the population, dependency on drugs that not only didn't heal the body, but actually contributed to ill health. Peace and Freedoms wouldn't come easy. Mr. Pool Q on Telegram said that the next 48 hours were critical. The next ten days were historic. The next 30 days would change civilization.   Within the next 24 hours, seven trumpets were set to sound over every phone, tablet, TV, radio and communication device on Earth to introduce seven Emergency Broadcast System (EBS) messages in 22 languages that explained what's going on. And, what was actually going on? Liberty and Peace were winning. The Great Awakening was here. One of the Liberties that Trump had already given People of the World (that they were yet to know about) was that of good health through Med Beds. Trump's Military Alliance was opening up Med Bed Centers around the World to give free regenerative treatments that healed the body without drugs. On Fri. 17 July 2026 a nurse from Walter Reed Military Hospital leaked her testimony on Med Beds. She had worked in Walter Reed's Med Bed Wing for seven years: She contacted us through an encrypted channel 48 hours ago. Her identity has been verified by three independent sources. She worked at Walter Reed National Military Medical Center from 2017 to 2024 — in a section that does not appear on any public floor plan. She calls it “Sub-Level 3.” Situation Updates: Fri. 17 July 2026 Situation Update: Byington Bombshell Report: America Now Sovereign Under Constitutional Law – Trump Signs EO Releasing Free Regenerative Med Beds to Public | Politics | Before It's News Fri. 17 July 2026: BREAKING FREE: Mind Control, S-----c Ritual A---e, and Jenny Hill's Extraordinary Journey in Twenty Two Faces [JUDY BYINGTON] – amg-news.com – American Media Group Thurs. 16 July 2026 Situation Update (video): WTPN SITUATION UPDATE FEATURING RESTORED REPUBLIC & MORE   A Quantum Space Q Phone will be provided free of charge to all people on Earth. It will be used for internet connectivity on the new Starlink Satellite System: texting, calling, banking, voting and much more, such as used as a credit tool and to make both local and international financial transactions of retail consumption and commercial business. On Thurs. 16 July 2026 Hamas freed the last living Israeli hostages, Israel released 2,000 Palestinian prisoners and the ceasefire in Iran and the Middle East was active. Fri. 17 July 2025, Edward Snowden: Two years ago today, President Trump was shot on stage in Butler Pennsylvania. Trump was putting his life on the line by being President. Since then we have seen: • 2025 security lapse at Trump National Golf Club • 2025 Air Force One security incident • February 2026 Mar-a-Lago Secret Service shooting • March 2026 Mar-a-Lago no-fly zone violation • 2026 White House Correspondents' Dinner shooting • 2026 National Mall Secret Service shooting • 2026 White House Memorial Day Weekend shooting • Multiple threats by Iran. Possible Timing: …Juan O Savin (JFK Jr.?) On Tues. 14 July 2026: GCR and QFS live in 209 nations. Tier 4B funds Med Bed networks. White Hats seize last Fed strongholds. Deep state cartel exposed hiding healing tech. Health revolution ignites! On Wed. 15 July 2026: Zim payouts build Med Bed centers everywhere. Rescued children from tunnels get instant healing erasing t-----e. Big Pharma collapses. Innocent healing begins now! On Thurs. 16 July 2026: Mass arrests hit Pentagon traitors. Med Beds confirmed with Alliance after decades hidden. Veterans and jab injured get priority. On Fri. 17 July 2026: Starlink locks EBS. Med Bed training done. Sick care empire ends. Regenerative tech restores perfect health. Humanity reclaims life! On Sat. 18 July 2026: 48-hour blackout starts. Banks dark under QFS. Supplies ready for darkness. Med Bed systems stand by. Cabal grip on health shattered! Sun. 19 July 2026 OPERATION FINAL-SEAL: Military tribunals go LIVE. 47 Deep State arrests BEGIN. Final rescues free hundreds more children. Victims to Med Beds for renewal.   On Mon. 20 July 2026: Free QFS app appointments begin. At appointments, those with Humanitarian projects receive priority for Med Bed treatments. EBS tests global success. On Tues. 21 July 2026: QFS links Med Bed codes. Patriots priority access. DNA repair on. Aging reverses, diseases vanish. On Wed. 22 July 2026: Alliance rolls out Med Beds worldwide. Free for all after EBS. Children and critical first. Cancer and chronic illness gone. Golden age dawns! On Thurs. 23 July 2026 FINANCIAL RESET: Petrodollar DIES. Quantum system LIVE. Federal Reserve FINISHED. Martial Law declared. Black Hawk helicopters conduct Capitol storm drills in Washington, D.C., signaling full readiness for Martial Law enforcement. At the Same Time Global activation sequence begins. BRICS Alliance goes live alongside NESARA–GESARA implementation and full roll out of the Quantum Financial System (QFS). On Fri. 24 July 2026: EBS launches truth broadcast. Mass arrests as nightmare ends. Med Beds activate for rescued, veterans, then all. Pain ends, paradise starts! On Sat. 25 July 2026 ANNOUNCEMENT: Trump reveals 2020 election PROOF. Declassified documents. Video evidence. MASS ARRESTS: Tribunals execute verdicts. Deep State REMOVED. On Sun. 26 July 2026: NESARA GESARA gives free Med Bed access. No one left behind. Elite tech for masses. Patriots whole again. Alliance promise kept! On Mon. 27 July 2026: Trump confirms victory. QFS and Med Beds anchor Republic. No income tax, tariffs only. Deep state extinct. Health and f Possible Timing of Med Bed Activation: On Sat. 27 June 2026: The first 1,500 Med Bed units activated in hidden US facilities. Initial sessions delivered complete reversal of advanced cancers, spinal and brain regeneration, and age reversal of 20 to 40 years within two-hour treatments using quantum frequencies that interface directly with the body's intelligence and eliminate all Cabal-introduced toxins and pathogens. On Sun. 28 June 2026: Med Bed Centers in Nevada, Ohio and Georgia activated that specialized in DNA genome repair, metabolic reset eliminating obesity and fatigue, and age reversal. On Mon. 29 June 2026: Trump ordered synchronized Med Bed expansion with QFS activation, along with income tax abolition for middle class Americans. This delivered both financial and physical sovereignty to patriots. On Tues. 30 June 2026: Global deployment reaches over 8,300 Med Bed centers across 209 QFS-aligned nations. Success rates top 99 percent for previously incurable conditions. On Wed. 1 July 2026: Public registration opens via QFS portals in key regions. On Tues. 7 July 2026: Tesla Med Beds activate in secure facilities. On Wed. 8 July 2026 sources confirmed hidden technologies including Tesla Free Energy and suppressed medical advancements known as Med Beds officially began unveiling to the general public. On Fri. 10 July 2026: More QFS funded Med Bed centers activate in humanitarian hubs. Veterans from Cabal wars receive full restoration. On Sat. 11 July 2026 EBS protocols engage with Med Bed centers opening worldwide. On Sun. 12 July 2026: Med Beds opened free restoring health and youth everywhere.   On Tues. 14 July 2026: 8000+ Med Bed centers activate worldwide. QFS ensures free access prioritized for awakened patriots and light workers. On Wed. 15 July 2026: First Med Beds activate in Texas, Florida bases for veterans, traumatized children. On Fri. 17 July 2026: Final calibrations complete on Med Bed units powered by Tesla free energy. On Sat. 18 July 2026: Trump confirms Med Beds as cornerstone of new sovereign QFS healthcare. QFS unlocks massive funding for over one thousand Med Bed centers globally. Starlink blocks all Cabal sabotage. Wealth transfers fuel expansion. On Sun. 19 July 2026: Miraculous cures emerge with cancer patients recovered, diseases vanishing, and age reversal visible. Suppressed tech truth explodes. Tribunals advance from Med Bed evidence exposing Cabal atrocities. Awakening surges! On Mon. 20 July 2026: Redemptions provide endless resources for Med Bed rollout everywhere. Free QFS app appointments begin. Full public Med Bed access expands. Those with Humanitarian projects receive priority. On Tues. 21 July 2026: EBS tests confirm readiness as Med Beds enter public phase under military guard. Trump calls it the ultimate defeat of deep state medical control. World awaits total health freedom! On Wed. 22 July 2026: Huge healing events launch worldwide in secure sites. Children and elderly regain vitality. Leaked footage crushes media blackouts. Arrests of medical figures escalate with swift justice for deliberate harm! On Thurs. 23 July 2026: Free global Med Beds access starts for all. Smart systems slash wait times. Longevity treatments begin. GESARA promises fulfilled as Republic rejoices and Cabal power crumbles! On Fri. 24 July 2026: Every neighborhood gets Med Bed hubs with clean energy. Tech shared globally ending health inequality. Patriots celebrate end of sickness weaponization. Deep state illness control shattered!   On Sat. 25 July 2026: Global celebrations mark Med Beds era and restored Republic. Trump credits the tech for crushing Cabal remnants. Transformed citizens power the Great Awakening to final victory for patriots! On Tues. 28 July 2026: Med Beds online free worldwide. On Thurs. 30 July 2026: Starlink frequencies bring healing to remote areas instantly. On Sat. 1 Aug 2026: Trump's epic Independence event unveils Restored Republic and QFS rebirth. Freedom rings worldwide. On Mon. 3 Aug 2026: Home frequency Med Beds activate via Starlink. Instant healing 24/7 everywhere. Golden Age of Health and Abundance begins. Global Currency Reset: Judy Note: On Fri. 17 July 2026 several different sources indicated that the Admiral's Group has begun their exchanges, Tier3 Native Americans have received 90% of their monies and Bond Holders were scheduled to receive the balance of their exchange this weekend. Tier4b (us, the Internet Group) were next and expected to be notified to set exchange/redemption appointments at by the early part of next week. Fri. 17 July 2026 MarkZ: Indian Nations are 90% done exchanging. Bond Groups receive their balance this weekend. Tier4a should be finishing exchanging this next week – then Tier4b (us, the Internet Group). Fri. 17 July 2026 Med Bed Activation on Telegram: On Mon. 20 July 2026 Free QFS app appointments begin. Redemptions provide endless resources for Med Bed rollout everywhere. Full public Med Bed access expands. Those with Humanitarian projects receive priority. Thurs. 16 July 2026  Bruce, The Big Call The Big Call Universe (ibize.com)  667-770-1866 A source said Tier4b (us, the Internet Group) could be notified over the weekend and start exchanges Mon. 20 July. Judy Note: No one knows the exact date for notification of appointments for Tier4b (us, the Internet Group) to exchange foreign currencies, but deadlines shown in the above Timing indicate it to be very soon. We have been told that Wells Fargo, which is controlled by the Chinese Elders – (the ones who own the gold behind the Global Currency Reset) – will send out emails to currency and bond holders worldwide telling them how to set redemption & exchange appointments. It is advised to exchange/redeem your foreign currency at an official Redemption Center (RC) rather than a bank. You can only redeem Zim at a RC, the Dinar Contract Rate can only be given at a RC and banks will offer you lower exchange rates than what you can obtain at a RC. You can only set up your new wallet (bank account) at a RC. It was my understanding that most banks were under control of the Cabal and would soon play a different roll in the Global Financial System.   Mass Arrests: On Mon. 7 July 2026 Operation Military Cleanse was activated:  847 Pentagon officials detained  234 Generals and high-ranking officers arrested  678 Military operatives removed from active duty  4,000 Troops deployed across 19 states for domestic operations  50 States coordinated simultaneously Charged With:  Treason against the United States  Coordination with foreign adversaries  Conspiracy to overthrow the government  Crimes against Humanity  Violation of Military Code of Justice What We Think We Know as of Sat. 18 July 2026:   Med Beds Thurs. 16 July 2026 BREAKING: TRUMP JUST SIGNED EXECUTIVE ORDER 2026-1947. MEDBED TECHNOLOGY DECLASSIFIED FOR CIVILIAN USE. THE PHARMACEUTICAL INDUSTRY HAS 90 DAYS. …Tier4b ISO 20022 on Telegram July 15, 2026. 04:00 AM EST. This was signed in silence. No press conference. No cameras. No media briefing. Executive Order 2026-1947: “Declassification and Civilian Deployment of Electromagnetic Regeneration Technology.” THE ORDER STATES:  All frequency-based healing technology currently classified under Department of Defense medical programs is hereby declassified for civilian research and deployment.  The FDA is prohibited from blocking, delaying, or interfering with the distribution of electromagnetic regeneration devices to the American public.  Pharmaceutical companies have 90 days to disclose all suppressed clinical trials involving frequency-based treatments — or face criminal prosecution under 18 U.S.C. § 1001.  Military medical facilities currently operating regeneration technology will begin civilian intake within 120 days. THE PANIC: Pfizer stock dropped 14% in pre-market trading. Johnson & Johnson emergency board meeting called at 5:00 AM. Moderna CEO sold $47 million in personal shares before market open. They KNEW this was coming. They tried to sell before the collapse. WHY NOW?: Trump's medical advisors presented him with a 3,400-page classified report documenting 61 years of suppressed frequency healing research. The report contained: — 847 successful clinical trials hidden from the public — 12,000+ patients fully cured of terminal conditions using electromagnetic frequency — Cost analysis showing MedBed treatment at $0.003 per session vs. $150,000 average cancer treatment Trump read the cost analysis. Then he signed the order. THE TIMELINE:  Day 1-30: Full declassification of all research documents  Day 31-60: FDA forced to approve frequency-based devices  Day 61-90: Pharmaceutical disclosure deadline (criminal penalties)  Day 91-120: First civilian MedBed centers open in 12 states THE DEEP STATE RESPONSE: They are already trying to k--l this. Three major media outlets received calls from pharmaceutical lobbyists at 5:30 AM demanding they do NOT report on EO 2026-1947. CNN has been silent. NBC has been silent. ABC has been silent. Their silence IS the confirmation. If this order was fake, they would be laughing at it on every channel. Instead — total blackout. Total silence. Total panic. THE TRUTH: The pharmaceutical industry just received its death sentence. 90 days. That's all they have left. After that, the technology that cures cancer in 42 minutes will be available to every American citizen. They had 61 years of profit. 61 years of human suffering. 61 years of suppression. It ends now. Fri. 17 July 2026 Fox News: MAJOR PUSH ON CAPITOL HILL: WAR ON FRAUD RAMPING UP, BILLIONS STOLEN FROM TAXPAYERS Social media investigator Nick Shirley testified today exposing rampant fraud — from Somali day care scandals in Minnesota to massive Medicaid scams in NYC with Dr. Oz. DOJ milestone: Trade Fraud Task Force hit over $1 BILLION in recoveries in under a year. Dr. Oz & others highlighting adult day care mills, fake billing, durable medical equipment scams (twice as many in parts of Florida as McDonald's), and personal care services as NYC's top “job.” This isn't red or blue, it's right vs. wrong. Hardworking taxpayers are getting robbed. Every dollar stolen is one less for real Americans. Restored Republic via a GCR Update as of Sun. 19 July 2026 by Judy Byington, On Sat. 4 July the Constitutional Republic Restored, While US Inc. Dissolved On Thurs. 16 July the Quantum Financial System Went Live Worldwide Also on Thurs. 16 July President Trump signed Executive Order 2026-1947 – a Declaration That Med Bed Technology Had Been Released to the Public. Global Martial Law Was Not Only The Only Way, But Was On It's Way The Republic of United States of America Was Being Restored Trust The Plan Save The Children _____________________________________________________ Judy Note: The Constitutional Republic has been restored. The Global Currency Reset to gold/asset-backed currency of 209 nations has been released. Med Bed technology – giving the body the ability to heal itself – was being released. The Illuminati Cabal, who for centuries had been working towards having complete control over our society, didn't like those ideas, and was fighting back big time. Trust The Plan. “On Sat. Evening 18 July 2026 the White House in Washington DC turned all red, signifying Mass Arrests were in motion.” …Q “In the coming hours, the World as we see it will be changed forever as Michael Jackson emerges on the Emergency Broadcast System – alive and ready to speak. It's time for the whole World to know the truth.” …Emergency Broadcast System on Telegram “The US Army Special Forces raided a hidden Obama property in the Virginia countryside, where they discovered “The Lucifer Codex.” The files proved that Obama was the high priest who personally opened the main hell portal under Washington DC in 2009.” …Martial Law on Telegram Temporary Martial Law has been raised to maximum alert nationwide. The EBS is preparing to release the first decoded pages within hours.   Prepare for ten days of communication darkness. We are in a silent war – the final battle of the planet. In the next couple of weeks the World will change and tremble. One of the most dramatic changes: Free Med Bed Treatments will soon be available to the general public across the Globe. The non invasive treatments, which generally take under an hour, use certain wave lengths to help the body heal itself. Since 2019 the American Medical Association has been actively fighting against allowing the public to have the healing treatments, saying they will create a financial crisis to the healthcare industry and force a complete overhaul of our medical, health insurance and pharmaceutical companies. In 2019 the American Medical Association (WHO) sent an internal email to every licensed physician in America – 847,000 doctors: The email acknowledged the positive effects of Electromagnetic therapy (Med Beds), but threatened the doctors with loss of license and criminal prosecution if they used it because of the financial affects it would have on the medical, insurance and pharmaceutical industries. The Email: “Updated Clinical Guidelines: Non-Pharmaceutical Electromagnetic Interventions — Position Statement: The AMA acknowledges that peer-reviewed evidence supports the biological efficacy of PEMF therapy in tissue regeneration, pain management, and immune modulation. However, widespread adoption would destabilize existing treatment revenue models and insurance reimbursement structures. Any physician who recommends, prescribes, endorses, or refers patients to electromagnetic frequency-based therapy will face immediate license revocation, removal from insurance networks, and potential criminal liability under state medical practice statutes.” The bottom line was that your doctor knew that frequency heals, that the MedBed principle was scientifically valid, that most of what he prescribed managed symptoms, not cured disease. He cannot tell you because his license would be revoked and he would face criminal liability by the American Medical Association. On Thurs. 16 July 2026 at 03:17 am Geneva time the World Health Organization deleted over 14,000 pages from their database – all related to the documented clinical effectiveness of electromagnetic frequency therapy on human disease (Med Beds). The deletion happened 14 hours after President Trump signed Executive Order 2026-1947 – a declaration that Med Bed Technology was now released to the public.The WHO knows that once MedBed technology enters civilian deployment, every document they ever buried becomes evidence of a crime against humanity. On a brighter side: “A senior Treasury Department official claims that the Quantum Financial System was live and the Global Currency Reset was happening now. Everything you know about money is about to change forever.” …Tier4b ISO20022 on Telegram The senior US Treasury official contacted us 48 hours ago through a secure channel. Her identity verified by six independent financial intelligence sources. She worked in Treasury's Special Financial Operations Division 2008-2026. She calls it “The Awakening.” Her words. Unedited: “July 4, 2026. U.S. Corporation dissolved. Constitutional Republic restored.” “July 16, QFS went live globally. Every major bank connected. Old system dead.” “GCR happening now. Every currency revalued. Gold-backed. Transparent.” “NESARA/GESARA implemented across 209 countries. Debt jubilee. End of Fed.” “Saint Germain Trust ($890 trillion) is being activated. Going to the people.” “I have the activation codes. I have the account numbers. I have the proof that this is happening right now. In 18 years, I witnessed:”  The QFS development from concept to deployment  209 countries signing onto NESARA/GESARA  The Saint Germain Trust verification ($890 trillion)  The U.S. Corporation dissolution documents  The Constitutional Republic restoration protocols “Trillions stolen by Fed. People enslaved by debt. We had the solution. I couldn't sleep. For 18 years.” WHY SHE'S TALKING NOW: “Activation complete. If I speak, people understand what's happening. I have 18 years of documentation. QFS architecture. Proof old system finished.” “The banks will announce the revaluation. The media will call it a crisis. It's not a crisis. It's liberation. I am ready to testify. Under oath. Before Congress. Before the world.” HER FINAL MESSAGE: “To every person who lost their home to the Federal Reserve: Your debt is forgiven. Your home is yours. The jubilee is here.” “To every person who worked their entire life for money that's about to be worthless: You will be compensated. The Saint Germain Trust is for you.” “To the Federal Reserve leadership: Your time is finished. The QFS is live. You cannot stop it anymore.”   OPERATION FINANCIAL FREEDOM ✓ ACTIVATED PHASE 1: QFS Activation ✓ LIVE (July 16) PHASE 2: Currency Revaluation ⟳ JULY 25 – AUGUST 8 PHASE 3: Wealth Distribution ⟳ AUGUST 15 – SEPTEMBER 30 PHASE 4: New Economy ⟳ OCTOBER 1 The Quantum Financial System is live. The Global Currency Reset is happening. NESARA/GESARA is being implemented. The old system is dead. The new system is born. The people are being liberated. Trump knows. The military knows. The intelligence agencies know. They are protecting the transition. PREPARE FOR ABUNDANCE. PREPARE FOR FREEDOM. PREPARE FOR THE NEW EARTH. The financial reset is here. The Tier 4B activation is complete. Everything changes now. Right now Military Forces are positioning for activation of the EBS. Systems are being readied, Global shutdown protocols are in motion. The Blackout is nearing. Disclosures are on the horizon. Large scale arrest Since 2007 the US Military has been using Red Light Therapy (Med Beds) to extend the operational lifespan of it's soldiers. There were discovered to be thousands of pages of foreign IP address sending and receiving data to election precincts and servers outside the United States during the 2020 Election. CISA, DHS, the FBI, and the CIA knew all about it because they were in on it. The Deep State rot runs deep, but not for much longer. The Mar-a-Lago unredacted search warrant CONFIRMS that the Biden DOJ, FBI, and GSA engineered and manufactured the plot to frame Donald J. Trump! On Thurs. 16 July 2026 the U.S. military went deep into Iran and expanded operations. Bridges and supply routes were no more. Airports went up in smoke. Infrastructure vaporized. The IRGC was being wiped out. The goal was to destroy Iran's infrastructure and its military capability would collapse. When its military broke, its regime would fall. The old world of Iranian tyranny was dead. The New World of American dominion begins. The oil runs freely. The cash was rolling in. Peace comes. …Nesara Gesara QFS on Telegram. The CIA knew about cures for cancer 50 years ago. …Nesara Gesara on Telegram Nick Shirley just went on national television and dropped this revelation: The Chinese and Korean Mafia is LOOTING MEDICAID and running a kickback scheme in NYC A nurse from one of America's hardest-hit C---D hospitals in NYC described gross medical mismanagement where clueless healthcare workers were straight-up k-----g patients. Survival wasn't about medicine — it was about whether your caregiver actually knew what they were doing. Medicare paid hospitals MORE when patients died. The system incentivized death over life.   Possible Timing: “On Sat. 18 July 2026 at 3:17 AM EST the RV/GCR exploded – Iraq, Vietnam, Zimbabwe, all revalued sky-high while the Cabal's Federal Reserve Note collapses in real time.” …Dr. Jim Willie Patriot Truth Archive on Telegram Global Currency Reset: Sat. 18 July 2026 The dollar is dead, the reset is here, and the traitors are about to lose everything. …Patriot Truth Archive on Telegram Dr. Jim Willie just went nuclear: the United States Corporation is bankrupt, the fiat dollar has been deliberately crashed by white hats, and the quantum financial system flipped live overnight. The RV/GCR exploded at 3:17 AM EST today Sat. 18 July 2026 – Iraq, Vietnam, Zimbabwe, all revalued sky-high while the cabal's Federal Reserve Note collapses in real time. Willie laid it out raw: The BRICS nations, led by Trump's secret alliance with Putin and Xi, just pulled the trigger. Over 209 countries locked into gold-backed currencies, the SWIFT system is offline forever, and the Rothschild central banks are being seized as we speak. NESARA/GESARA fully activated – all bank debt, mortgages, credit cards, student loans WIPED OUT starting tomorrow morning. Redemption centers on full lockdown, military guarding Tier 4B notifications going out within hours. The real bombshell? GITMO executions began at dawn – top bankers, Fed chairs, and deep state money launderers hanged for treason after the gold standard was restored. Med Beds rolling out next week, suppressed energy tech released, and the biggest wealth transfer in human history is hitting patriot accounts first. Trillions in restitution flowing to those who held the line and printed fake money. America is being shaken awake – power outages are tactical, internet blackouts cover the arrests, and the EBS is primed for the 10 Days of Darkness starting any moment. The storm isn't coming – it's here. The fake Biden corpse regime ends this week, Trump sworn in on the real Constitution, and the Republic rises from the ashes of their burned-out corporation. Anons, this is the moment we bled for. The dollar dies so we can live free. The evil empire of debt slavery is over. They stole our wealth for 150 years – now we take it all back with interest. The Hat is dropping truth like napalm: the shock is just beginning, and the cabal is screaming as their money turns to dust. Get ready for the greatest week in history. Notifications any second. Redemption appointments flood in. The Golden Age starts NOW. The shaking isn't destruction – it's liberation. Nothing can stop what's coming. Patriots are about to be richer than kings while the wicked burn. NCSWIC. Judy Note: No one knows the exact date for notification of appointments for Tier4b (us, the Internet Group) to exchange foreign currencies, but deadlines shown in the above Timing indicate it to be very soon. We have been told that Wells Fargo, which is controlled by the Chinese Elders – (the ones who own the gold behind the Global Currency Reset) – will send out emails to currency and bond holders worldwide telling them how to set redemption & exchange appointments. It is advised to exchange/redeem your foreign currency at an official Redemption Center (RC) rather than a bank. You can only redeem Zim at a RC, the Dinar Contract Rate can only be given at a RC and banks will offer you lower exchange rates than what you can obtain at a RC. You can only set up your new wallet (bank account) at a RC. It was my understanding that most banks were under control of the Cabal and would soon play a different roll in the Global Financial System. What We Think We Know as of Sun. 19 July 2026: Sat. 18 July 2026 Fox News: Nick Shirley just went on national television and dropped this revelation: The Chinese and Korean Mafia is LOOTING MEDICAID and running a kickback scheme in NYC “In Queens, adult day cares [have] pharmacies set up, it's this big racket where they BILL all these people with medical beneficiary numbers from seniors in the adult day cares. They make so much money from Medicaid, THEY GIVE KICKBACKS to the seniors.” “So you have these Korean and Chinese mafias, quite literally, looting the government from Medicaid, and then giving the kickbacks to the seniors!”   INGRAHAM: “So wait, the old people get the money themselves?” SHIRLEY: “Well, they make so much money, these pharmacies and these little day cares, that they then have a referral program set up for these seniors. So it's like bringing a friend will give you a hundred bucks.” Med Beds Sat. 18 July 2026 YOUR DOCTOR KNOWS. HE WAS TOLD TO STAY QUIET. HERE'S THE EMAIL THAT PROVES IT. …Tier4b ISO20022 In 2019, an internal email was sent to every licensed physician in the American Medical Association network. 847,000 doctors received it. The subject line read: “Updated Clinical Guidelines: Non-Pharmaceutical Electromagnetic Interventions — Position Statement” The email contained one directive: “Any physician who recommends, prescribes, endorses, or refers patients to electromagnetic frequency-based therapy will face immediate license revocation, removal from insurance networks, and potential criminal liability under state medical practice statutes.” Your doctor read that email. And then he looked you in the eye and said: “There's nothing else we can do.” THE EMAIL WAS NOT ABOUT SAFETY. Buried in paragraph 14 — the paragraph no one reads — was this sentence: “The AMA acknowledges that peer-reviewed evidence supports the biological efficacy of PEMF therapy in tissue regeneration, pain management, and immune modulation. However, widespread adoption would destabilize existing treatment revenue models and insurance reimbursement structures.” Read that again. Slowly. They ACKNOWLEDGED it works. Then they BANNED doctors from using it. Not because it's dangerous. Because it's too effective. WHAT YOUR DOCTOR ACTUALLY KNOWS: Every physician trained after 2005 was taught — in medical school — that:  Cells respond to electromagnetic stimulation (this is in every biophysics textbook)  PEMF accelerates bone healing (FDA approved since 1979 for fractures)  Transcranial magnetic stimulation treats depression (FDA approved 2008)  Electrical stimulation regenerates nerve tissue (published in Nature, 2019) They ALREADY know frequency heals. They use it in narrow, controlled applications where pharmaceutical profits aren't threatened. But the moment you ask: “If magnets can heal my bones, can they heal my cancer?” Your doctor goes silent. Changes the subject. Writes another prescription. Because he read the email. And he chose his license over your life.   THE DOCTORS WHO REFUSED TO STAY QUIET: Dr. Jerry Tennant — Published “Healing is Voltage.” Proved that every disease correlates with a measurable voltage drop in affected tissue. Restore the voltage, cure the disease. His medical license was “reviewed” three times. Dr. Dietrich Klinghardt — Documented frequency therapy curing Lyme disease in 85% of patients. Lost hospital privileges at two institutions. Dr. Thomas Lodi — Achieved 90%+ cancer remission using integrative frequency protocols. Forced to relocate his practice to Mexico. Dr. Lee Merritt — Spoke publicly about suppressed electromagnetic healing. Removed from every medical board she served on. They didn't lose their careers because they were wrong. They lost their careers because they were RIGHT — and they refused to be silent. THE MATH OF SILENCE: Average doctor salary: $350,000/year Average medical school debt: $241,000 Years to pay off debt: 13 years Cost of losing license: Everything They designed a system where speaking the truth costs a doctor their entire life's investment. 13 years of training. $241,000 in debt. Their home. Their family's security. The AMA didn't just threaten doctors. They built a financial prison that makes silence the only rational choice. Your doctor is not evil. He is trapped. But YOU are not trapped. You don't have a license to lose. You don't have $241,000 in debt holding you hostage. You have nothing to lose by knowing the truth. THE TRUTH: Your doctor knows that frequency heals, that the MedBed principle is scientifically valid, that most of what he prescribes manages symptoms, not cures disease. He cannot tell you. The email made sure of that. 847,000 doctors received one email. 847,000 doctors chose silence. The email has been leaked. The silence is over. Your doctor knew. Now you know too. On Thurs. 16 July 2026 at 03:17 am Geneva time the World Health Organization deleted over 14,000 pages from their database – all related to frequency healing. …EBS activated with Trump on Telegram A digital forensics team monitoring the World Health Organization's public research database flagged a mass deletion event. 14,247 pages of archived research — removed in a single batch operation. Every deleted file had one thing in common: They documented the clinical effectiveness of electromagnetic frequency therapy on human disease. THE DELETED FILES INCLUDED:  1,847 peer-reviewed studies on PEMF (Pulsed Electromagnetic Field) therapy showing 70-94% efficacy in tissue regeneration  3,200 pages of WHO internal memos from 1998-2015 discussing “the frequency problem” — their own term for the threat that non-pharmaceutical healing posed to global health economics  6,400 pages of clinical trial data from 11 countries showing frequency-based cancer remission rates between 67-89%  2,800 pages of correspondence between WHO directors and pharmaceutical executives discussing “containment strategies” for frequency healing research HOW WE KNOW: The Wayback Machine captured snapshots of 4,100 of these pages before deletion. Digital forensics teams archived another 7,300 through automated scraping protocols that were triggered by the mass deletion event. They deleted 14,247 pages. We recovered 11,400. They failed. WHAT THE MEMOS REVEAL: A 2003 internal WHO memo — now recovered — contains this exact sentence: “If electromagnetic frequency therapy achieves mainstream clinical adoption, the global pharmaceutical revenue model becomes unsustainable within 18-24 months. Containment is not optional. It is existential.” Signed by three WHO department heads. Names redacted in the original. Digital forensics has identified two of the three. A 2011 memo is more direct: “Recommend classification of all PEMF efficacy data as ‘inconclusive' regardless of outcome metrics. Peer review panels must be briefed accordingly.” They didn't suppress the research because it didn't work. They suppressed it because it worked TOO WELL. WHY NOW: The deletion happened 14 hours after Executive Order 2026-1947 was signed – Trump's declaration that Med Bed Technology was released to the public. This is not coincidence. This is panic. The WHO knows that once MedBed technology enters civilian deployment, every document they ever buried becomes evidence of a crime against humanity. They are destroying evidence. In real time. Right now. But the internet never forgets. And neither do we. THE NUMBERS THEY TRIED TO ERASE: — Breast cancer: 78% complete remission using 10.5 Hz PEMF (WHO Study WH-2007-4491, now deleted) — Type 2 diabetes: 64% reversal using 7.83 Hz exposure, 30 min/day for 90 days (WHO Study WH-2012-8823, now deleted) — Alzheimer's: 41% cognitive restoration using Gamma frequency 40 Hz stimulation (WHO Study WH-2014-1157, now deleted) — Chronic pain: 91% elimination using Alpha frequency 10 Hz (WHO Study WH-2009-3340, now deleted) These are not alternative medicine claims. These are the WHO's OWN studies. Conducted with their own funding. Showing their own results. And they just tried to delete them from existence. THE QUESTION: If frequency healing doesn't work — why delete 14,000 pages at 3AM? If MedBeds are “conspiracy” — why panic after a presidential executive order? If electromagnetic therapy is “pseudoscience” — why did the WHO spend 17 years studying it and then HIDE the results? Their actions are the confession. The deletion IS the proof. They spent 20 years hiding the cure in their own database. Then they tried to burn the database. The fire came too late. We already have the files. Share this. The evidence is secured. The deletion failed. Sat. 18 July 2026 BREAKING: JAPAN JUST BECAME THE FIRST COUNTRY TO OFFICIALLY APPROVE MEDBED TECHNOLOGY FOR PUBLIC HOSPITALS. THE MEDIA BLACKOUT IS TOTAL. …Tier4b ISO20022 on Telegram July 17, 2026. Tokyo, Japan. The Japanese Ministry of Health, Labour and Welfare just issued Directive MHLW-2026-7714: “Authorization of Electromagnetic Frequency Regeneration Devices for Clinical Deployment in National Healthcare Facilities.” This is not a trial. This is not a study. This is FULL APPROVAL. Starting September 1, 2026, electromagnetic frequency regeneration chambers will be installed in 340 national hospitals across Japan.   [Incomplete text due to character limit. Please see UBM website for links and full text]

Fluent Fiction - Japanese: Satoshi's Summer Breakthrough: The Power of Pause Find the full episode transcript, vocabulary words, and more:fluentfiction.com/ja/episode/2026-07-19-07-38-19-ja Story Transcript:Ja: 窓の外は、眩しい夏の日差しで輝いていました。En: Outside the window, the blinding summer sunlight was shining brightly.Ja: 東京の広いオフィスの中は、エアコンの涼しい空気と、キーボードを叩く音で満たされています。En: Inside the spacious office in Tokyo, the cool air from the air conditioner and the sound of keyboards being tapped filled the atmosphere.Ja: オフィスの壁には、色鮮やかな提灯や飾りが、迫りくるお盆の雰囲気を醸し出しています。En: On the office walls, brightly colored lanterns and decorations exuded the approaching mood of Obon.Ja: サトシは、デスクで資料を見つめながら、心の中でため息をつきました。En: Satoshi sighed inwardly as he stared at the documents on his desk.Ja: 彼は優れたプロジェクトマネージャーとして認められたかったのです。En: He wanted to be recognized as an excellent project manager.Ja: しかし、厳しい期限と低下するチームの士気は、彼にとって大きなストレスの原因でした。En: However, the tight deadlines and the declining team morale were major sources of stress for him.Ja: 彼の隣には、アキラが仕事をする姿が見えます。En: Next to him, Akira could be seen working.Ja: アキラはいつも落ち着いていますが、最近のプロジェクトの進捗には心配していました。En: Akira was always calm, but he was worried about the progress of the recent project.Ja: 「サトシ、少し休憩しないか？」アキラが優しく声をかけました。En: "Satoshi, why don't we take a little break?" Akira gently suggested.Ja: 「お盆も近いし、みんな少しリフレッシュが必要だよ。」En: "With Obon coming up, everyone needs a little refreshment."Ja: 「わかってる。でも、プロジェクトを成功させなきゃ」とサトシは重い口調で言いました。En: "I know. But I have to make this project a success," Satoshi said with a heavy tone.Ja: 彼は、チームのために最良の選択をしたいと思っていましたが、時間は決して増えることはありません。En: He wanted to make the best choices for the team, but time was never on his side.Ja: お盆が近づくにつれ、チームメンバーはそわそわし始めました。En: As Obon approached, the team members started to get restless.Ja: 家族や友人と祭りを楽しむために気持ちが浮足立っていました。En: Their hearts were light as they looked forward to enjoying the festival with family and friends.Ja: サトシは深く考えました。En: Satoshi thought deeply.Ja: チームを休ませて成果を出すか、このまま働き続けてもらうか。En: Should he let the team take a break to deliver results, or have them continue working as they were?Ja: ついに決心しました。En: He finally made up his mind.Ja: サトシは会議室にチームを集めて言いました。「みんな、今日は早めに切り上げて、少しお盆を楽しもう。明日からまた頑張ろう！」En: Satoshi gathered the team in the meeting room and said, "Everyone, let's wrap up early today and enjoy some Obon. Let's work hard again starting tomorrow!"Ja: チームは歓声を上げました。En: The team cheered.Ja: 短い休みと思い出の時間が、その後の仕事への活力になると信じていました。En: They believed that a short break and some memorable moments would become energy for their subsequent work.Ja: 翌日、オフィスは活気に満ちていました。En: The next day, the office was full of energy.Ja: リフレッシュしたチームは、一致団結してプロジェクトに取り組みました。En: The refreshed team worked together in unity on the project.Ja: 締め切りが迫る中で、次々とタスクが完了していきました。En: With the deadline approaching, tasks were completed one after another.Ja: 最終的に、プロジェクトは無事に期限内に完成しました。En: Eventually, the project was successfully completed on time.Ja: 上層部からの評価も高く、サトシはチームのために最良の決断をしたことを確信しました。En: The evaluation from the higher-ups was high, and Satoshi was confident that he had made the best decision for the team.Ja: この経験を通じて、サトシは大切な教訓を学びました。チームの健康を考慮することが、単に締め切りに従うよりも効果的であることです。En: Through this experience, Satoshi learned an important lesson: considering the team's well-being is more effective than simply sticking to deadlines.Ja: そして、アキラはサトシの横で微笑んでいました。En: And Akira smiled gently beside Satoshi.Ja: 「時には休むことも大事だね」と優しく言いました。En: "Sometimes taking a break is important too," he said kindly.Ja: 外には、祭りの提灯がまだ揺れていました。En: Outside, the festival lanterns were still swaying.Ja: それは、短いながらも楽しいひとときを象徴しているようでした。En: They seemed to symbolize that brief but enjoyable moment. Vocabulary Words:blinding: 眩しいspacious: 広いlanterns: 提灯exuded: 醸し出していますinwardly: 心の中でdeclining: 低下するmorale: 士気refreshment: リフレッシュheavy tone: 重い口調restless: そわそわwrap up: 切り上げてevaluation: 評価well-being: 健康swaying: 揺れてsymbols: 象徴keyboard: キーボードtapped: 叩くatmosphere: 雰囲気recognized: 認められたexcellent: 優れたsources: 原因suggested: 声をかけましたapproaching: 迫りくるsuccess: 成功cheered: 歓声を上げましたunity: 一致団結subsequent: その後のcompleted: 完了higher-ups: 上層部confident: 確信しました

俳優/アーティスト のんが、様々なジャンルのイノベーターをお迎えする"トークセッション"「FROM THE NEXT ERA」。対話の中からイノベーションの種を導き出します。今回は、脚本家の北川亜矢子さんをお迎えして、新ドラマ『Tokyo middle 30』の裏側について、また、脚本家という仕事についてなどたっぷり伺います。

Te la do io Tokyo - Trasmissione del 19/07/2026 - Tutte le notizie su www.marione.net

Show Notes This week on MSB: Domon takes our Gundam Boy Evaluation Test and scores off the charts in one metric, Schwarz Bruder remembers the old ways, the Death Army displays unexpected potential, Master Asia finds some new students, Nina has theories, and Thom finds himself on desperate ground. Mobile Suit Breakdown is written, recorded, and produced within Lenapehoking, the ancestral and unceded homeland of the Lenape, or Delaware, people. Before European settlers forced them to move west, the Lenape lived in New York City, New Jersey, and portions of New York State, Pennsylvania, Delaware, and Connecticut. Lenapehoking is still the homeland of the Lenape diaspora, which includes communities living in Oklahoma, Wisconsin, and Ontario. You can learn more about Lenapehoking, the Lenape people, and ongoing efforts to honor the relationship between the land and indigenous peoples by visiting the websites of the Delaware Tribe and the Manhattan-based Lenape Center. Listeners in the Americas and Oceania can learn more about the indigenous people of your area at https://native-land.ca/. We would like to thank The Lenape Center for guiding us in creating this living land acknowledgment. You can subscribe to Mobile Suit Breakdown for free! on fine Podcast services everywhere and on YouTube, visit our website GundamPodcast.com, follow us on Twitter, Instagram, and Facebook, or email your questions, comments, and complaints to gundampodcast@gmail.com. Mobile Suit Breakdown wouldn't exist without the support of our fans and Patrons! You can join our Patreon to support the podcast and enjoy bonus episodes, extra out-takes, behind-the-scenes photos and video, MSB gear, and much more! The intro music is WASP by Misha Dioxin, the recap music Window by 1000 Handz, and the outro is Long Way Home by Spinning Ratio, all licensed under Creative Commons CC BY 4.0 licenses. All music used in the podcast has been edited to fit the text. Mobile Suit Breakdown provides critical commentary and is protected by the Fair Use clause of the United States Copyright law. Gundam content is copyright and/or trademark of Sunrise Inc., Bandai, Sotsu Agency, or its original creator. Mobile Suit Breakdown is in no way affiliated with or endorsed by Sunrise, Bandai, Sotsu, or any of their subsidiaries, employees, or associates and makes no claim to own Gundam or any of the copyrights or trademarks related to it. Copyrighted content used in Mobile Suit Breakdown is used in accordance with the Fair Use clause of the United States Copyright law. Any queries should be directed to gundampodcast@gmail.comRead transcript

Whoa…triple Concert Report this week: Wallflowers at First Avenue the night before Maya leaves for Asia, The World Rainforest Music Festival, and Father John Misty at the Palace Theater. Hot take: can we set some rules around encores, please? Also, Amy makes up a fake son for Producer Tyler. Maya & Producer Tyler go to Asia! Singapore, Malaysia, Indonesia, and Japan! There's a lot of planes and hotels and an earthquake. Producer Tyler wins 2nd place for best-dressed male at the big family party. Maya and Tyler rediscover 90210 in Indonesia and bring the rewatch vibes home. Kelly's mom goes off the rails! Amy mocks the way Maya says Pluto. Maya changes her mind about Tokyo. Sad news: Harrison, Maya and Tyler's dog took a turn and had to cross the rainbow bridge. RIP Buddy. 

Fluent Fiction - Japanese: Moonlit Bloom: The Quest and Harmony at Shinjuku Gyoen Find the full episode transcript, vocabulary words, and more:fluentfiction.com/ja/episode/2026-07-18-07-38-19-ja Story Transcript:Ja: 夏の夜、東京の真ん中にある新宿御苑は静かで、しかし、無数の小さな命が息づいていた。En: On a summer night, Shinjuku Gyoen, located in the heart of Tokyo, was quiet, yet countless small lives were brimming within it.Ja: 庭園の一角で、アキラは珍しい花の噂に夢中になっていた。En: In one corner of the garden, Akira was captivated by rumors of a rare flower.Ja: 彼は植物学者として、長い間この花を探してきた。En: As a botanist, he had been searching for this flower for a long time.Ja: 名は不明のままだが、古い記録によれば、その花は月夜にだけ咲くという。En: Its name remained unknown, but according to old records, this flower only bloomed on moonlit nights.Ja: アキラには強い信念があった。En: Akira had a strong conviction.Ja: 彼はこの花を見つけ、世界にその美しさを伝えたいと思っていた。En: He wanted to find this flower and share its beauty with the world.Ja: でも、彼のライバルのシュンは違った考えを持っていた。En: However, his rival, Shun, had different ideas.Ja: シュンは花の存在を否定し、アキラの理論をも覆したいと思っていた。En: Shun denied the existence of the flower and wanted to overthrow Akira's theory.Ja: ジャーナリストのマイもまた、その花に興味を持っていた。En: A journalist named Mai was also interested in the flower.Ja: 彼女は驚くべきストーリーを求めていたが、アキラは彼女の注目が騒ぎを起こすのではないかと心配していた。En: She was in search of a remarkable story, but Akira worried that her attention might cause a commotion.Ja: ある蒸し暑い日、アキラは新宿御苑の中で、竹林のそばに隠された古い小道を見つけた。En: On a sweltering day, Akira discovered an old hidden path near a bamboo grove within Shinjuku Gyoen.Ja: そこには美しい緑の葉に隠れた場所があった。En: There was a place concealed by beautiful green leaves.Ja: アキラはここで花が咲くと思った。En: Akira thought that the flower might bloom there.Ja: でも、アキラの行動を知ったシュンは、影でその邪魔をしようと計画していた。En: However, knowing of Akira's actions, Shun secretly planned to interfere.Ja: そして、マイはこの状況を面白がる記者を引き連れて来た。En: Meanwhile, Mai, amused by the situation, brought along curious reporters.Ja: 夜、満月が明るく庭を照らす中、アキラは緊張していた。En: At night, under the bright full moon illuminating the garden, Akira's tension was palpable.Ja: 彼の計算が正しければ、今夜その花は咲くはずだった。En: If his calculations were correct, the flower should bloom tonight.Ja: シュンはライバルとしての計画を進めるつもりだったが、同時に心の奥で、その花を一目見たいとも思っていた。En: Shun intended to carry out his plans as a rival, yet deep down, he wanted to see the flower with his own eyes.Ja: 時間が過ぎ、静けさの中、香りが漂い始めた。En: As time passed and tranquility persisted, a fragrance began to spread.Ja: アキラとシュンはその香りに驚いた。En: Akira and Shun were astonished by the scent.Ja: 同時に、マイのカメラは魅惑的な光景を捉えた。En: Simultaneously, Mai's camera captured the enchanting scene.Ja: 花がゆっくりと開く様子に、三人は言葉を失った。En: The three were rendered speechless as they watched the flower gradually open.Ja: その瞬間、アキラは決心した。En: At that moment, Akira made a decision.Ja: 彼はマイと協力し、公正な方法でこの発見を伝えることにした。En: He chose to collaborate with Mai and convey this discovery in a fair manner.Ja: シュンも不本意ながらその美しさには逆らえず、彼の賢明さを認めざるを得なかった。En: Even Shun, unwilling as he was, could not deny the beauty and had to acknowledge its wonder.Ja: 朝日が昇る頃、アキラとマイは共に花の写真と情報を世界に発信した。En: By the time the sun rose, Akira and Mai had shared photos and information about the flower with the world.Ja: 花の保護についても注力し、無事にその美しさを守ることができた。En: They also focused on its protection and successfully preserved its beauty.Ja: アキラは初めて、知識は分かち合うものだと気づいた。En: Akira realized for the first time that knowledge is meant to be shared.Ja: この新しい友情と協力は、彼らの心に深く刻まれたのだった。En: This new friendship and collaboration were deeply etched in their hearts.Ja: 新宿御苑は再び静けさを取り戻し、夏の風が穏やかに吹いていた。En: Shinjuku Gyoen regained its tranquility, and the summer breeze blew gently. Vocabulary Words:brimming: 息づいていたcaptivated: 夢中になっていたconviction: 信念rumors: 噂journalist: ジャーナリストsweltering: 蒸し暑いgrove: 竹林concealed: 隠れたinterfere: 邪魔amused: 面白がるtension: 緊張palpable: 中にfragrance: 香りastonished: 驚いたenchanting: 魅惑的なrendered speechless: 言葉を失ったcollaborate: 協力convey: 伝えるdenied: 否定しoverthrow: 覆したいmoonlit nights: 月夜commotion: 騒ぎhidden path: 隠された小道calculations: 計算simultaneously: 同時にacknowledge: 認めざるを得なかったpreserved: 無事に守ることができたnew friendship: 新しい友情etched: 刻まれたtranquility: 静けさ

Te la do io Tokyo - Trasmissione del 18/07/2026 - Tutte le notizie su www.marione.net

Big Dipper and Meatball are joined by comedian Nori Reed to discuss the craziest thing she's ever seen on a plane, doing stand-up in Tokyo, and her appearance in the series finale of Hacks. Plus, the group unpacks internet brain worms, innovative popper technology, conversations with the universe, parking lot hookups at Schlitterbahn, plastic surgery fantasies, and whether Meatball is suffering from a severe case of main character syndrome. Also: is “mama bear” the next great gay identity label?Listen to Sloppy Seconds Ad-Free AND One Day Early on MOM Plus⁠Call us with your sex stories at 213-536-9180!Or e-mail us at ⁠sloppysecondspod@gmail.com⁠⁠FOLLOW SLOPPY SECONDS⁠⁠FOLLOW BIG DIPPER⁠⁠FOLLOW MEATBALL⁠⁠SLOPPY SECONDS IS A FOREVER DOG AND MOGULS OF MEDIA (M.O.M.) PODCASTSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

This week: in the aftermath of the Great Kanto Earthquake, thousands of Koreans living in Tokyo were massacred by angry mobs as well as policemen and soldiers. What animated the survivors to engage in such horrific violence, and how does it reflect both the wider history of the Japan-Korea relationship and the mindset many of us carry into our darkest moments? Note: no new episode next week, as I'm traveling in Japan.  Show notes here.

Nina Conti is on board Alan Air and it's as brilliantly bonkers as you'd expect. She reveals the skiing holiday where her dad's booming voice bolted her into action, the holiday romance with an American Marine that ended very badly, losing Monkey on a flight to Austria, why Tokyo didn't live up to expectations, and why she escapes to yurts, road trips and Arthur's Seat whenever she gets the chance. Plus, Alan and Nina reminisce about winning the BBC New Comedy Award, swap Edinburgh Fringe stories, chat about her directorial debut "Sunlight" and Nina's hilarious new C*nti Cabaret, coming to the Underbelly at Bristo Square at this year's Edinburgh Fringe. Book your tickets here: https://www.edfringe.com/tickets/whats-on/nina-s-c-nti-cabaret 00:00 Welcome aboard, Nina Conti! 01:40 The skiing holiday that ended in dad shouting 03:30 Why Nina loves American road trips 04:15 Making Sunlight in a monkey suit 05:50 Returning to the Edinburgh Fringe 08:05 Inside Nina's hilarious C*nti Cabaret 12:15 Arthur's Seat and Nina's Edinburgh recommendations 14:05 Losing Monkey on a flight to Austria 16:05 Why Tokyo disappointed her 17:45 The holiday romance with a Marine 22:10 Growing up with Tom Conti and Shirley Valentine 24:00 Escaping to yurts and embracing nature 26:10 Celebrity holiday encounters, from John Travolta to Andrew Scott 29:45 Costa Rica tops Nina's travel bucket list 30:10 Quick Fire, making our descent #LifesABeach #NinaConti #AlanCarr #EdinburghFringe #Edinburgh #ComedyPodcast #TravelPodcast #Monkey #HolidayRomance #RoadTrips #TravelStories #Podcast Learn more about your ad choices. Visit megaphone.fm/adchoices

The biggest buzz at the London Marathon this year wasn't just the racing, it was around Nomio. It's a performance shot used by athletes like Cole Hocker and Conner Mantz. Nomio is used before their key sessions and races, whether it's breaking the American Marathon record or getting WC gold in Tokyo. If you want to check it out yourself, it's at drinknomio.com and if you're in Australia or New Zealand, you can find it at Aid Station, and over at The Running Company. This weekend's interview on the Inside Running Podcast, Brady Threlfall sits down with Coach, Adam Didyk. How do you break a national marathon record? We dive into that and plenty of training talk with coach Adam Didyk in this interview. Adam is one of Australia's leading distance running coaches, guiding both Australian marathon record holders, Jess Stenson and Haftu Strintzos. In this episode, we unpack the principles behind elite marathon performance, training philosophy, race preparation, and the key ingredients that go into producing record-breaking performances. Patreon Link: https://www.patreon.com/insiderunningpodcast Opening and Closing Music is Undercover of my Skin by Benny Walker. www.bennywalkermusic.com Join the conversation at: https://www.facebook.com/insiderunningpodcast/

《蓝色巨星》是由石冢真一于2013年开始创作的一部关于爵士乐的漫画，10年前景看过后爱不释手，推荐给大非之后成为二人最喜爱的音乐漫画。 多年来，漫画中对于角色充满生命力的的刻画，关于人与人之间美好和自由的表达，创作【看得见的音乐】这一对爵士乐的描绘，成为我们一直在讨论和分享的话题，今年当得知漫画的欧洲篇简体中文版由新星出版社出版发行，兴奋之余马上通过bob联系到了漫画的编辑笑笑老师，邀请她来到电波，通过【听】的方式，聊一聊这部漫画在出版的过程中遇到过哪些令人动容的故事，以及我们每个人在【看】的时候，到底都听到了什么样的声音。 爵士乐只需聆听，不需要定义，积极和消极，麻木与热烈，存在与虚无，迷茫和理性，自我与他我，一切的感受都没有既定与排序，把自己毫无保留的交给音乐就好。 本期节目歌单由景编排，感谢大家跟着我们一起去感受。 友情提示：本期节目音乐部分音量比往期要高，因为爵士乐需要用尽量大的音量去感受，请大家自行调节音量大小。 Shownotes:00:00 节目开始之前，三则小广告02:05 欢迎第一次来电波的景和新星出版社的编辑笑笑04:14 漫画《蓝色巨星》欧洲篇中文版上市了08:56 毫无道理的相信自己和朋友的男主12:02 为什么会出版这部可能不太好卖的漫画16:01 实体漫画背后的英雄：嵌字师20:36 让我们用音乐来讲《蓝色巨星》欧洲篇的故事20:51 《On Green Dolphin Street》 - 宮沢昭 29:20 跟大一样真挚的态度，同样也是平地抠饼的江湖套路32:40 善待他人是很美好的事，世界就应该如此运转35:17 作者的王道人生让他笔下的世界如此广阔40:24 《Moanin'》 - Charles Mingus48:28 接受一个事物本来的面目，自己决定是否前进是一种自由54:36 人员的流动是历史发展的结果57:13 《The Bridge》 - Jim Hall,Sonny Rollins 63:14 经历低谷时大跟大师做的事是一样的68:24 爵士乐的定义？把自己交给它就好了70:10 强调一个东西的面相时，他的另一个面相就消失了75:34 《Siodmawka》- Zbigniew Namysłowski,Zbigniew Namyslowski Quartet 84:42 对波兰爵士乐的印象更多的是波兰斯基的电影89:19 景的两个迷思90:52 Bud on Bach (Rudy Van Gelder Edition) - Bud Powell94:02 机场上演的平均律和乡间车内的动人一幕96:37 交换是最直接的交流101:14 《で恋を吹いてみた》（星野源）- venova cover101:14 很多奇怪的乐器给了普通人试一试的勇气108:52 登上北海音乐节的水平到底是个什么样110:34 《Tokyo's Bad Boys》- Joris Posthumus Group119:34 作者敢画，读者都不敢想121:51 一个爵士乐手要是上了草莓音乐节，爵士乐这事儿就成了125:05 再怎么说讨厌，谁又不想急头白脸的合唱一曲《wonderwall》呢127:22 《Haze》- 上原ひろみ,Anthony Jackson,Simon Phillips 133:51 面对上原老师作者甚至害羞的说不出一句话137:16 主角在大桥下练习的原因139:02 如何能让读者看到音乐140:18 《1972.7.13. Alto1》- 阿部薫151:39 脑海中在大桥下拼命链接的大154:00 《I'll Close My Eyes》- 沖至トリオ,川下直広,波多江崇行164:10 用命吹的大和做出改变的大165:44 赴死一样的托住彼此，演奏完成之后去突破自己，这就是爵士乐167:57 最后再感谢一下印纸老师能让读者拿到精美的实体170:16 《Chim Chim Cheree》- John Coltrane Quartet 主持人：大非嘉宾：景（野点电台）、笑笑（新星出版社）、bob 联系我们：邮件：Biewave@yishiyise.com微博：@别的电波小红书：@别的电波微信群：加小助手微信17777819336

This is the Art Life Faith Podcast, and I’m your host, Roger Lowther. I’m excited to announce to you that we just released a new book, Consolations of a Christian by Japanese writer Kanzo Uchimura. Written in 1893, it has never before been translated into English, which is surprising because this is the book that made Uchimura famous, instantly becoming a bestseller and launching his career as a writer. Here’s some backstory for this book. In 1890, the Emperor of Japan issued an Imperial Rescript on Education. Kanzo Uchimura was at that time a teacher in one of the top schools in the country, but he did not bow deeply enough to the Emperor’s signature on the document, for as a Christian, he saw this as a kind of idolatry. However, his fellow faculty members saw this as a huge sign of disrespect, and the press saw it as an act of treason. His name and face were plastered on newspapers across the country. He was fired from his job. His friends distanced themselves from him. He fell into deep poverty. And from all the stress, he got really, really sick, even to the point of death. While his wife was caring for him, she too got very sick, and then she died. This was especially crushing because they were newlyweds, having been married little more than a year. Uchimura hit rock bottom in his life, but rather than giving up, he cried out to God in ink, brush, and paper, capturing the minds and hearts of so many with his uniquely Japanese understanding of the Bible. And his book came out during a time when Christian books were mostly just translated Western authors. This book is fascinating for many reasons, but I can tell you from personal experience that I was greatly encouraged working on this project, and so I know it can be a great consolation and comfort to you as well, and anyone going through a difficult time in their life. Let me say a quick word about the translator. Chris Born is a longtime friend of our Grace City Church community here in Tokyo. First, he came for a year to work on his doctoral thesis on Uchimura, and during that time he and his family poured into the church community, helping with many of the ministries. Then he returned to the States, where he’s the Associate Professor of Japanese and Asian Studies at Belmont University in Nashville, Tennessee. But he recently came back to Japan for post-doctoral research and to write a number of books including this one. Again, he and his family poured into the community, and even his oldest daughter worked with us as an intern, giving piano concerts, leading worship with her playing and singing, and helping out in so many ways. They go back to America this month, and we’re very sorry to see them go. They will be missed. Let me also say a word about the cover designer, created by the immensely talented Emma Grace von Fange, one of the interns who worked with us this summer. She did such a beautiful job getting inspiration from the text and making it appealing while also giving a sense of what we find inside. It’s a very attractive cover and really a work of art. I’m so grateful for her hard work on this project. Recently we had the launch day, and one of the church members threw a dinner party for the event. So I took a few minutes to sit down with a translator just before the party to invite all of you into the celebration. Here’s our conversation. Roger So today is the launch day of Consolations of a Christian by Kanzo Uchimura, translated by Christopher Born, who is sitting right next to me. Thank you so much for being with us tonight. Chris Thanks for having me, Roger. This is awesome. Roger Yeah, so we are meeting in a friend’s home downtown Tokyo. We’re going to have a launch party tonight. Some of us are already here preparing the food, and others are going to be arriving soon. You’re probably going to hear some doorbell ringing… Chris So pull up a chair and hang out with us. Roger I’m just so thankful that it’s finally out in the world as of today, July 13, 2026. Chris Wow. Unbelievable. Roger A lot of time has gone into this, hasn’t it? Chris Yes, from your own kind encouragement for me to follow through and get it done from about 10 years ago when I started it to bringing it to completion just now. It’s been quite a journey, but exciting to be part of it and also be working so closely with an amazing team. Really, you assembled a wonderful cover designer, and you’ve done so much of the editing. Roger She was great. Chris She was fantastic, and you put it together so quickly. I mean, you really have a lot of talent behind this project. You just made it pop and shine. I’m grateful. Roger I really like that about putting out books. It’s not just about the writer writing solo in a solitary room somewhere, but there are a lot of people who are part of the whole project and are excited for it when it comes out. Chris That’s right. It’s a big production team. Roger Yeah. So, how did you get into this project? Why did you translate this book? Chris So that’s a great story for me. I’ve been studying Uchimura since about 2009. When I was working at a seminary, and I was able to take courses while I was working there as like staff. I took a course called Christianity in East Asia because that was always interesting to me. And when I did my master’s in East Asian studies, we covered some tangential aspects about Christianity in the Meiji period and how it influenced social movements, how there was a big missions movement that helped grow women’s education and the YMCA, things like that, but we never focused on Japanese Christian thinkers. So this course was the first time I was exposed to an actual Japanese Christian thinker who not only originated a number of writings but also had his own theological perceptions from a Japanese perspective that he wanted to add to sort of global Christianity. And he really thought that if Japan learned about Jesus and became more Christian, it would be a light to the world. So I thought that was an interesting entryway. Roger Okay, so using Western years, when are we talking about? Chris Uchimura lived from 1861 to 1930. He became a Christian around 1873 when he went off to Sapporo Agricultural College, which is now University of Hokkaido, one of the larger state schools. And when he became a Christian, he realized monotheism was the answer to a lot of his problems because he had such a strong religiosity as a kid and would bow to every shrine and every temple. And as he got older as a student, he really still held on to those beliefs. But when monotheism was presented to him, he really didn’t want to become a Christian. He was sort of pressured into it, but he went along with it primarily because he said, well, there’s only one God I need to worship, then I don’t need to worry about all the other gods. So that I thought was interesting because Japanese are famously known for having 8 million gods or something like that. Roger Okay, so for those who don’t know their Japanese history, this is like the very beginnings of Protestant church planting in Japan. Chris Yes. Roger So he’s one of the first of modern Christians. Chris That’s right. Christianity was banned from about 1609 to 1872. In the interim, in 1859, there was some missions activity but it was kind of underground. Uchimura was a part of the early generation of the different bands. There’s the Sapporo Band and the Yokohama Band and the Kumamoto Band in Kyushu. So these were sort of early Christian groupings. Uchimura was from up north. But yeah, he was active in the 1890s when he came back to Japan. He had studied abroad in America in the 1880s and sort of grew. He was always good at English, but he went to, Amherst College and then went off to Hartford Seminary before realizing— Roger Near Boston. Chris Near Boston, yes. Northeast. In the book, you’ll see a lot of references to northeastern literature and sort of abolitionist thinkers. He loved them. Roger Yeah, actually that was fun for me because I grew up near Boston, so a lot of the things he’s mentioning only people in Boston know. Like Mount Monadnock, a mountain I climbed with my dad. Chris Does it look like Fuji? Roger Well, it stands on its own and it is kind of conical, but it’s really short. It’s not a very tall mountain at all. It’s more like a tall hill. Chris There you go. So even better comparison to how much more grandeur Fuji has, which he keeps referring to. But yeah, he loved the northeast. In his other book that was written in English called How I Became a Christian, or Diary of a Japanese Convert, he talks about his experiences in the northeast. Roger How can you explain why Uchimura is important? Why should we care? That was a long time ago. Chris As one of Japan's earliest modern Christians—I mean, his collected works are 40 volumes. He was an important thinker for the time period. Not only did he write in a Christian vernacular of the time, he attracted a number of future authors who would become aware of Christianity, at least in terms of their own understanding of the world. Even if they didn’t become Christians, they embraced a partially Christian worldview or romantic worldview. So from a literary perspective, which is what my main focus of my academic work was on how he’s an important literary figure, but I knew that he was an important Christian figure. And for Japanese theologians in general, anybody who’s going to seminary knows who Uchimura is and has read him. Now, the reason this book is important is everyone suffers, right? Everyone has a hard time. We get sick. Our wives get sick. People die. People we love are gone in an instant. We don’t know what tomorrow is going to look like. We can lose our job. We can get canceled because of the things we say and do. Even if we’re speaking the truth, we get punished for it. Roger Mm-hmm. Chris Uchimura suffered for telling the truth as he saw it, and he was willing to take that on and be that lightning rod in a society that was quickly becoming anti-Western and anti-Christian. And especially in the mid-1880s when he was still in America, there was a big turn toward emperor worship and connecting the state to religion in a very strong way, and in the 1890s when the Imperial Rescript on Education came out and later the 1891 Constitution, they really pointed to the emperor as the Confucian father of the nation that everyone must worship and obey. And Uchimura’s like, “Look, I respect the emperor as much as the next guy. He is my sovereign, but I’m not going to bow down and worship him in that way.” And as a result, that made him become persona non grata. That turned him into an anti-patriot to like the worst of the worst, the most disloyal of the disloyal, and of course in a Confucian samurai heritage worldview, that’s terrible. Disloyalty is the worst thing, right? So Uchimura suffered as a result of his own public intellectual beliefs, and then as a result, he lost everything, and part of losing everything meant he had to reinvent himself, and so he became an author as part of that process. Roger One of my favorite parts of the book is in the afterword where he’s talking about when he was writing the book and an American missionary, came in and said, so Mr. Uchimura, what are you working on? And he’s like, well, I’m writing this book. And he’s like, oh, what are you translating? He’s like, no, I’m not translating. I’m writing it, my own words. And the missionary was, was surprised and like, how can you be doing that? I mean, because Christianity came from the West, what right do you have as a Japanese to write? That was the attitude of the time. Chris Yeah, it was a very culturally bound enterprise, reproducing Western culture, civilizing the world, so to speak. And many Westerners didn’t think Japan was civilized. They had no idea how civilized it was. Roger Yeah. And you were explaining to me earlier how he was trying to figure out what it means to be Japanese and be Christian because there wasn’t— Chris It’s an identity issue. Roger There wasn’t any literature at that time. They were only looking at translated Western literature. And so he was kind of delving into this to try to figure it out, right? Chris That’s right. When he did become a Christian, the amount of stuff they had at Hokkaido University or Sapporo Agricultural College was so small. The amount of things they had to work with were so small. They were just some tracts, a few— they had a Western Bible, they had some parts of the Bible translated that was still in process, and they had things from many different denominations, so they didn’t know what was what and which one to ally with. And he became a Christian through the Methodists, but in Sapporo you had a Methodist church and an Episcopal church, and he wanted to work with both, and sort of create an independent Japanese church in Sapporo, but there was really no way to do that. They had to make it up themselves. And when the Western missionaries who they borrowed money from got wind of this, they were like, “You have to give us all our money back because you’re not part of us anymore.” So they scrimped and saved and did everything they could to pay it back. So there is this sense that independence, Japanese theology from a Japanese perspective became his life’s work. Roger So Uchimura is part of the birth of the church in Japan. So to me, as a missionary here, it’s especiallyinteresting. This is the first time ever that this book is in English. Chris That’s right. Roger I mean, it was published in 1893. Chris Yes. Roger And it’s incredibly important to missionaries today, and yet there’s never been an English version. And you translated it from classical Japanese. Chris That’s right. Roger So it’s really difficult Japanese. Chris It’s really difficult. It’s a long process of learning to be able to parse all that out. There is a modern translation now, but the original I thought was best to go from and take it from Uchimura’s own words. Roger It uses a lot of characters that aren’t used anymore. You showed me your manuscript, which is a work of art, by the way, all your notes around all of his, all the earlier published version, but like, I don’t even know what to call that. I mean, just various characters that are… Chris Yeah, kyujitai. Most Japanese don’t read it. I was talking to some students earlier today at a campus here, just kind of explaining that this book’s coming out and what it’s about, and I think maybe one or two knew who Uchimura was, and they knew about this fukeijiken or this incident of disloyalty to the emperor, or lesè-majesté as they call it, but they said they’d never read him, and when I mentioned it’s all written in this kind of really classical style Japanese, they’re like, “Yeah, we don’t really read that.” Yeah, I imagine not. He’s still unknown, so we can also help people understand that you can get a modern Japanese translation too, but I think Americans especially who want to know more about Japan at that time and about sort of authentic Japanese Christians and just from the perspective of a very sensitive soul who loves God and is searching for answers to his pain. Roger Right, that’s what I love about this book. He’s not afraid to basically be cry out to God, Why are you allowing these things things? And trying to search for the answers as a Japanese person, not trying to look for pat answers, but asking in his context, really what’s going on, how can I apply to it? And it’s just so interesting? Chris Right? Because one of the most important questions any human being will ever ask is, who is Jesus Christ and why does he matter? Roger Right. Chris And Uchimura knew who he was and why he mattered, but in the midst of this sort of dark doldrums of the soul why Jesus really mattered wasn’t just a nice, you know, it’ll all be okay someday, and just being a Christian makes everything all right. No, it’s like, Lord, you are my God, and I’m imploring you to give me an answer and give me strength and understanding to get through this situation. Roger Okay, so now you touched on this briefly. It’s called Consolations of a Christian. Why is this book important to people who may have little interest in Japan? Chris Sure, well, it certainly is full of what we call classical allusions to both Japanese literature, nature, history, and culture that are written for a Japanese audience. So he wasn’t writing it for us. So as a foreigner looking in on that, we can get a glimpse on the conversation which Uchimura is having with his own people about Christianity. Roger And with himself. Chris And of course with himself, and with God, and all the other little demonic voices that are harassing him. Roger You know, one of the things I thought was really interesting about the book, you’ve mentioned to me in conversation just how there’s a number of places where he lists scripture verses, but he doesn’t print it out. Chris That’s right. Roger And you said it was your idea that perhaps it was because he was wanting people to open the Bible for the first time. Most of the people who read this book were not Christians. Chris That’s right. Roger Because he wanted people who didn’t know anything about Christianity, very few did at that time, to read this and become interested in the God of the Bible. And he really makes that clear at the end of the book, right? Especially on the last two pages. “We looked at different answers throughout this book, but it’s clear the Bible is going to offer these answers that you really are searching for. God has those answers. Don’t stop until you find those answers.” That kind of thing. Chris That’s right. All of his literature points back to that. He doesn’t waver on that one bit. And in fact, he devoted his life to becoming a journalist for a while. He wrote for the Yorozu Choho for about 5 years, which was kind of like a New York Post or a LA Times kind of magazine, a little bit sensationalist but very political. He was the English language editor of that for a number of years until he decided to quit that and start his own work, which was called Seisho no Kenkyu (the Study of the Bible). And it was a magazine that he put out, which was all his own reading, parsing, interpreting the Bible and applying it to daily life. Roger To the general public, right? Not only to churches or Christians, but to everybody? Chris A lot of people were reading this even if they weren’t Christian. They were curious. Consolations of a Christian was a bestseller. And then as a result, he became hired as a journalist, then those copies of Yorozu Joho were also circulating, and then Seishun no Kinkyu as well. So, he really did use the words that he wrote as a way of reaching people in an evangelical way and pushing them to look at the Bible. That’s what all his life was about. Roger Well, this book was very meaningful for me. The fact that he, in the lowest point in his life, that he would turn to writing, crying to God, and trying to bring the nation along with him to cry out to God. He didn’t fall into despair, but he gave that anguish to God. Chris Yes. Roger And that's just such an important message for all of humanity. Chris Yes. Roger You know, anywhere in the world, we all suffer. Chris That’s right. Roger And the fact that he writes a whole book addressing that and trying to help us turn to God through that is so important. Chris Yeah, because the Bible says God draws near to those who are suffering, and we suffer with Christ. But Christ was there with him in that suffering. In that moment, he knew it, but he had to put that anguish towards and use it for something. And that’s what’s really cool. He never wasted the experiences he had. He says it’s not my autobiography, but it’s a record of an authentic person who’s trying to struggle with being Christian. I think that’s gorgeous. Roger So I hope many of you who are listening to this will download this book, either buy the paperback, buy the hardcover, buy the ebook, go get the Kindle. It’s such a blessing that you’ve done this. Thank you so much. Chris Thank you so much for working with me and giving me the opportunity. Roger Yeah, so I guess we better get this party started. Chris Let’s enjoy this gathering around this table in many ways similar to what Uchimura would have done. Roger All right, so thank you for talking with us now. Chris Thank you. Thanks so much. Roger You’ve been listening to the Art Life Faith Podcast. You can pick up a copy of Consolations of a Christian by Kanzo Uchimura wherever you buy your books online. As we say in Japan, “Ja, mata ne!” We’ll see you next time. BUY “CONSOLATIONS OF A CHRISTIAN”

Meet Kenny, a rickshaw driver in Asakusa, Tokyo, who sits down to talk to us about what its like to work as one of these traditional tour guides. He tells us about his professional rugby career, his plans to open a mochi shop, and what it takes to be a rickshaw driver.--0:00 Intro0:50 Meet Kenny2:08 Starting as a rugby player6:25 Going pro10:37 Playing in Australia18:52 Looking back on rugby career21:53 Mochi shop26:30 Becoming a rickshaw driver33:04 Work as rickshaw driver36:52 Tour guide in & out of Tokyo43:37 Working with rickshaw company45:10 Secret to good service49:37 Plans for mochi shop51:43 Most difficult skill for rickshaw drivers--Follow Kenny:https://www.instagram.com/asakusa_rickshawhttps://www.tiktok.com/@kenny_rickshawFollow us:https://unpacking.jp/https://www.instagram.com/unpacking_japanhttps://www.tiktok.com/@unpackingjapanhttps://www.facebook.com/unpackingjapanhttps://www.youtube.com/@unpackingjapanshortshttps://www.x.com/unpacking_japanhttps://creators.spotify.com/pod/profile/unpackingjapanSubscribe for more in-depth discussions about life in Japan! Interested in working at a global e-commerce company in Osaka? Our parent company ZenGroup is hiring! To learn more, check out https://careers.zen.group/en/

"Listen more than you talk." "Try to be as inclusive as possible." "Transparency at all times, especially in bad times." "The founder is the mood maker." "Leadership is all about providing clarity, providing direction, but also letting the individual get to that endpoint themselves."   Sean Travers is the Founder and Representative Director of MESHD, a Tokyo-based executive search firm specialising in deep technology. The company works extensively with Japanese corporations operating in robotics, industrial automation, mobility, artificial intelligence, machine learning and other advanced engineering fields. Born in the United Kingdom and raised in Perth, Western Australia, Travers began his career selling large-scale capital equipment to the mining and resources sector. The work involved multimillion-dollar transactions, extensive travel to remote mining sites and direct negotiations with tough, highly practical decision-makers. This environment shaped his early commercial instincts, resilience and results-oriented leadership style. After marrying his Japanese wife and starting a family, Travers moved to Tokyo more than 20 years ago. With limited Japanese-language ability and few obvious career options for a foreign professional at the time, he entered recruitment. He subsequently built a career in specialist executive search, including establishing the Japan operation of a global energy recruitment company. The 2015 oil and gas downturn became a defining moment. Despite the Japan business performing well, Travers was instructed by overseas headquarters to decide within 24 hours which employees should be terminated. The experience convinced him that even a successful local leader remained vulnerable to decisions made by distant executives. He eventually launched his own company with several long-standing colleagues. Over the following decade, Travers expanded beyond conventional executive search. His businesses have helped establish and incubate specialist recruitment ventures, including firms focused on software, chemicals and hospitality. His leadership journey in Japan has required him to move from a highly directive, perfectionist management style towards a more inclusive approach built on listening, transparency, autonomy, trust and cultural adaptability.   Sean Travers' leadership journey in Japan began far from Tokyo's corporate offices. Raised in Western Australia, he learned to sell multimillion-dollar capital equipment in the mining and resources industry. Success depended on abandoning formal appearances, visiting remote worksites and earning credibility with blunt, experienced equipment operators. It was a demanding commercial education that rewarded toughness, directness and persistence. Those qualities later helped Travers succeed in executive recruitment, but they also created leadership challenges. After moving to Japan more than 20 years ago, he entered the recruitment industry and eventually took responsibility for teams and entire business operations. His initial approach was highly prescriptive. As a perfectionist, he expected employees to follow the methods that had worked for him. Team members with similar personalities often performed well, but many others struggled. Feedback from his manager and trusted friends forced Travers to reconsider his assumptions. Leadership could not be based on expecting everyone to respond to the same instructions, pressure or communication style. He gradually became more attentive to individual differences, emotional reactions and the need to adapt his expectations. This remained compatible with accountability, but it required him to separate high performance standards from unnecessarily militant behaviour. Leading Japanese employees created another layer of complexity. In meetings, employees might nod, indicate understanding and appear to agree, only for Travers to discover later that they did not understand, support or trust the direction. He learned that setting a clear objective was not enough. Leaders must ask questions that confirm understanding, create alternative channels for feedback and consult trusted internal colleagues who can explain how a message was actually received. This awareness also influenced the way he recruited people into his own company. Joining a new boutique recruitment firm involves considerable perceived risk, especially in Japan, where candidates may consult family members and carefully assess a company's stability. Travers found that trust could not be created through a single persuasive interview. Some candidates required regular discussions over 18 to 24 months before they were ready to join. Rather than continually selling the opportunity, he shared honest updates about clients, target industries, business progress and organisational challenges. His commitment to the team was tested during COVID-19. When revenues fell, Travers and his leadership group chose salary deferments rather than headcount reductions. Travers personally went without a salary for approximately two and a half years. The decision reflected both loyalty and commercial logic. Experienced recruiters require considerable time and investment before becoming productive, and rebuilding the team after the recovery would have been expensive and disruptive. Transparency became central to maintaining engagement. However, Travers does not interpret transparency as disclosing every concern to every employee. Leaders must judge which information should be shared across the organisation and which should remain within the leadership team. The purpose is to provide enough truth for employees to understand decisions without creating unnecessary fear or instability. As the company grew, Travers also had to create opportunities for quieter employees to contribute. Weekly all-hands meetings were useful, but the same confident people tended to speak. He therefore began arranging individual lunches and conversations with team members who were less likely to contribute publicly. Anonymous surveys and live digital voting also provided safer channels for candid feedback. The company's culture evolved with its needs. Its early atmosphere was highly sales-driven and dominated by aggressive dealmaking. Travers recognised that a business composed only of competitive "hunters" would struggle to attract the broader mix of people needed for sustainable growth. Team lunches, off-sites, greater financial visibility and discussions about employees' backgrounds and ambitions helped create a more balanced environment. Travers believes the founder's behaviour has a disproportionate impact in a smaller company. The founder becomes the organisation's "mood maker". A leader who arrives visibly discouraged or negative can lower the energy of the entire workplace. Leadership therefore includes the discipline to demonstrate constructive energy even during difficult periods. His advice to new foreign leaders in Japan is grounded in this experience: listen more than they talk, include people without placing them under uncomfortable pressure and remain transparent, particularly when circumstances deteriorate. Japanese-language ability helps, but it does not guarantee success. Character, attitude, discipline and the willingness to understand people matter more. Ultimately, Travers defines leadership as establishing the destination and providing the emotional support, clarity and guardrails that allow others to reach it. Leaders should give employees autonomy, trust them to perform and provide direct feedback when they deviate. The leader sets the endpoint, but the individual must have room to determine the route. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires close attention to what is not stated directly. Travers discovered that apparent agreement in a meeting may not represent genuine understanding, commitment or trust. Japanese employees may nod, acknowledge an instruction and avoid openly challenging a senior leader, while privately remaining uncertain or unconvinced. This makes confirmation essential. A leader cannot simply deliver a clear message and assume it has landed. Questions must be used to test understanding without creating embarrassment. Trusted internal supporters can also provide valuable insight into how particular employees interpreted the discussion. Indirect feedback is especially important. Travers has used respected colleagues to speak privately with employees and uncover concerns that might never be raised in a formal meeting. This resembles a practical form of nemawashi: gathering reactions, identifying resistance and building alignment through quieter conversations before expecting visible consensus. Trust also takes time. Employees and candidates may evaluate not only the leader but also the organisation's long-term stability. Consistent behaviour, repeated contact, honest business updates and a willingness to acknowledge mistakes are more persuasive than a polished recruitment pitch or inspirational speech. Why do global executives struggle? Global executives often struggle because they transfer a leadership formula that succeeded elsewhere without adapting it to the people or context in Japan. Travers initially relied on the direct, forceful style he had developed in Western Australia. He assumed that employees would succeed by following the same methods that had produced his own results. This approach worked with a minority of employees who shared his temperament, but it was ineffective for many others. The experience demonstrated that leadership success is not automatically transferable. The leader must adjust communication, coaching and expectations according to the individual. Foreign executives may also misinterpret politeness as commitment. A meeting can appear successful because no one objects, yet employees may leave without believing in the decision. Executives who dominate discussions, speak too quickly or fail to invite quieter voices may unknowingly suppress the information they need. Another common mistake is treating Japanese-language proficiency as the primary solution. Language is useful, but a fluent executive who lacks humility, emotional intelligence or cultural awareness can still fail. Attitude and behaviour determine whether language becomes a bridge or merely another tool for issuing instructions. Is Japan truly risk-averse? Travers' experience suggests that caution in Japan is often rational rather than inherently risk-averse. A candidate considering a boutique recruitment company must evaluate whether the organisation will survive the next economic downturn. Recruitment is cyclical and frequently acts as a canary in the coal mine: hiring freezes arrive early when an industry begins to weaken. Employees may also seek advice from parents, grandparents, former colleagues or trusted senpai before changing jobs. From a Western perspective, this can look excessively conservative. From the candidate's perspective, however, employment decisions affect family stability, professional reputation and long-term security. Travers responded by extending the courtship process. Some potential hires remained in conversation with the company for 18 to 24 months. During that period, he did not merely sell the role. He provided evidence about the company's clients, industries, performance, challenges and direction. The COVID-19 response also demonstrated how leadership can reduce uncertainty. Rather than cutting employees immediately, the company introduced salary deferments and preserved the team. This decision created risk for the founder, who received no salary for approximately two and a half years, but it provided greater security for employees and positioned the organisation to recover without rebuilding its workforce. What leadership style actually works? Travers advocates an adaptive style that combines direction, accountability, empathy and autonomy. His early top-down approach was too rigid. Over time, he learned that empathy does not require abandoning standards and accountability does not require brutality. The leader must first clarify the endpoint. Employees need to understand where the organisation is today, where it intends to be in the future and which outcomes define success. The leader then provides guardrails and emotional support while allowing individuals to determine how they will reach the destination. Inclusion is also essential. Leaders should actively invite participation from people who do not naturally dominate meetings. Travers uses individual lunches, direct questions, anonymous surveys and live voting to gather ideas from a wider cross-section of the company. He also believes that leaders should explain the reasoning behind decisions, especially when acknowledging mistakes. Employees may disagree with the conclusion, but understanding the decision-making process increases respect and trust. Admitting an error does not necessarily diminish authority. When combined with ownership and a credible explanation, it can strengthen leadership credibility. How can technology help? Technology can create safer and more democratic channels for employee input. In traditional meetings, seniority, confidence and communication style can determine whose ideas are heard. The same employees may repeatedly raise their hands, while quieter people remain invisible. MESHD has used anonymous post-event surveys and real-time digital voting to overcome this limitation. Employees can express support or opposition without being identified publicly. This allows the organisation to measure sentiment more accurately and reduces the pressure to follow the most senior or outspoken person. Technology does not replace personal leadership. Travers still values one-to-one lunches, informal conversations and feedback gathered through trusted colleagues. Digital tools are most effective when they complement human relationships and provide additional routes for honest communication. The broader lesson is that decision intelligence improves when leaders diversify their information sources. Formal meetings, private conversations, anonymous data and operational results each reveal different aspects of organisational reality. Leaders who rely on only one channel risk making decisions from incomplete information. Does language proficiency matter? Japanese-language ability helps foreign leaders communicate, form relationships and understand more of what is happening around them. Travers speaks Japanese and considers it an advantage. However, he does not believe that language proficiency guarantees leadership success. Character, attitude and discipline matter more. Employees observe how a leader responds under pressure, whether commitments are honoured, whether mistakes are acknowledged and whether the leader listens sincerely. These behaviours build or destroy trust regardless of vocabulary level. A leader who speaks imperfect Japanese but demonstrates respect, curiosity and consistency may be more effective than a fluent speaker who assumes language ability provides complete cultural understanding. Fluency can help a leader access information, but it cannot substitute for humility or good judgement. Foreign executives should therefore study Japanese while also developing deeper listening skills. They need to notice hesitation, indirect disagreement and the absence of expected follow-through. Communication success should be measured by shared understanding and action, not by the leader's ability to complete a conversation in Japanese. What's the ultimate leadership lesson? Travers' central leadership lesson is that the leader provides clarity and direction without controlling every step. The organisation may be at point A today and aiming for point Z in two years. The leader must define Z, explain why it matters and create the conditions in which employees can move towards it. Those conditions include emotional support, trust, autonomy and honest feedback. Employees should know the guardrails and performance measures, but they should also have room to use their judgement. When they make mistakes, the leader must respond directly and constructively rather than taking back all control. Leadership also requires personal accountability. Travers learned to admit when decisions had produced negative consequences and to explain the reasoning that led to them. Employees generally responded with greater understanding than he expected. Finally, leadership is visible. In a smaller organisation, the founder's energy affects everyone. The leader becomes the mood maker, particularly during uncertainty. Listening, inclusion, transparency and constructive energy are therefore not occasional techniques. They are daily responsibilities that shape whether people trust the direction and choose to follow. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

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With Constantine Hatzivassiliou—Partner, Certuity Golf taught Constantine Hatzivassiliou how to perform under pressure. Building a nearly $5B multi-family office taught him that the best advisors become the first call when life, not just the markets, gets complicated. In Summary Many advisors spend years mastering investments, but for affluent families, portfolio management is often just the starting point. Jason Diamond welcomes Constantine Hatzivassiliou, Partner at Certuity, to discuss how his journey from aspiring professional golfer to leader of a nearly $5B multi-family office shaped his approach to client service. Their conversation explores why trust is earned long before a crisis, how family office services evolve naturally from client needs, and why the advisor's role increasingly resembles that of a quarterback coordinating every aspect of a family's financial life. The discussion also examines organic growth, referrals, fiduciary advice, private equity's impact on the RIA landscape, and the qualities that allow advisors to become indispensable over decades—not just market cycles. The Storyline Many advisors spend years perfecting investment management. But as clients become more successful, the job changes. The questions become bigger than portfolio construction. A business is being sold. A family dynamic shifts. A tax issue emerges. An estate plan needs updating. Suddenly, the advisor isn't simply managing assets—they're coordinating decisions, relationships, and emotions. For Constantine, that broader role was shaped long before he entered wealth management. As an aspiring professional golfer, he learned lessons about discipline, preparation, and performing under pressure that continue to influence how he serves clients today. Jason and Constantine explore how Certuity grew from approximately $210 million in assets to nearly $5B, not through acquisitions but through referrals and a service model built on becoming indispensable to the families they advise. Constantine explains why he believes the best advisors function more like quarterbacks than portfolio managers, orchestrating the many moving pieces that come with significant wealth. The conversation also examines the evolution of the multi-family office model, the role of fiduciary advice, the impact of private equity on the advisory landscape, and why experience, judgment, and trust remain the qualities clients value most. Ultimately, this episode is about what it takes to become the first call when life – not just the markets – becomes complicated. Topics Covered Lessons from professional golf that translate to wealth management Building Certuity from $210mm to nearly $5B in assets What distinguishes a multi-family office from a traditional RIA Why referrals fuel long-term organic growth Becoming the “first call” for affluent families Fiduciary advice and the evolution of the advisory profession Family office services beyond investment management Private equity and M&A in the RIA space Developing the next generation of advisors Trust, relationships, and lifetime client service > Download a transcript of this episode… Listen and Learn Highlights for Advisors How did professional golf prepare Constantine for advising wealthy families? (3:45) Constantine explains why competing under pressure taught him discipline, emotional control, and process—qualities that now guide every client relationship. How did Certuity grow from $210 million to nearly $5 billion? (8:00) He shares why nearly all of the firm's growth has come organically through client referrals rather than acquisitions or aggressive recruiting. What separates a multi-family office from a traditional advisory firm? (11:45) The conversation explores how expanding into trust, estate, tax, and family office services became a response to client needs—not a business strategy. Why should advisors think of themselves as quarterbacks? (20:00) Constantine recounts a client business sale that fell apart at the closing table and explains why advisors often become the person holding everything together. How does Certuity view private equity and acquisitions? (36:20) Jason and Constantine discuss when outside capital can make sense—and why Certuity has chosen a different path centered on client alignment. Why do wisdom and experience still matter in an AI-driven world? (29:30) Despite advances in technology, Constantine argues that judgment, trust, and perspective remain the qualities affluent families value most. Key Takeaways High-net-worth clients increasingly value coordination, judgment, and perspective over investment selection alone. Family office services often evolve naturally as advisors respond to increasingly complex client needs. Sustainable organic growth is rooted in trust, which explains why referrals account for the overwhelming majority of Certuity's new business. Golf and wealth management share the same disciplines: preparation, emotional control, patience, and executing under pressure. The most valuable advisors become trusted partners during life's defining moments—not simply portfolio managers. Technology continues to reshape wealth management, but experience and wisdom remain difficult to replicate. Building a lasting advisory business requires investing in culture, succession, and the next generation of talent. https://youtu.be/m72Hq6bMTo4 Quotable Moments “The best advisors aren't simply managing portfolios. They're the first person clients call when life gets complicated.” “A bad shot in golf is the equivalent of a bad day in the market. You can't let one dictate everything that comes next.” “More often than not, we're not just financial advisors—we're financial therapists.” “Growth gets the headlines. Trust is what makes it possible.” FAQs What is a multi-family office? A multi-family office delivers integrated services beyond investment management, often coordinating tax, estate planning, philanthropy, business planning, and other complex financial matters for affluent families. Why has Certuity grown primarily through referrals? Constantine attributes the firm's growth to deep client relationships, a collaborative service model, and becoming the trusted advisor clients recommend to others. How does golf relate to wealth management? Golf reinforces discipline, emotional control, preparation, and performing under pressure—all qualities Constantine believes are essential for effective advisors. What is Constantine's perspective on private equity in wealth management? While he understands why many firms pursue private equity, he believes every strategic decision should ultimately be measured against what best serves clients. What qualities distinguish exceptional advisors today? According to Constantine, exceptional advisors become trusted coordinators of a client's financial life—bringing together specialists, solving problems, and providing perspective during life's most important moments. A multi-family office delivers integrated services beyond investment management, often coordinating tax, estate planning, philanthropy, business planning, and other complex financial matters for affluent families. Constantine attributes the firm's growth to deep client relationships, a collaborative service model, and becoming the trusted advisor clients recommend to others. Golf reinforces discipline, emotional control, preparation, and performing under pressure—all qualities Constantine believes are essential for effective advisors. While he understands why many firms pursue private equity, he believes every strategic decision should ultimately be measured against what best serves clients. According to Constantine, exceptional advisors become trusted coordinators of a client's financial life—bringing together specialists, solving problems, and providing perspective during life's most important moments. Related Resources Emotional Intelligence: The “Untouchable” Differentiator in an AI World Intentional Growth: How Top Advisors Build Businesses That Last The 10 Characteristics of the Most Successful Teams Constantine HatzivassiliouPartner  Constantine Hatzivassiliou is a Partner at Certuity, a nationally recognized multi-family office serving affluent families, entrepreneurs, executives, foundations, and endowments. He advises clients on the complex financial, tax, estate, and business planning decisions that accompany significant wealth, helping families coordinate all aspects of their financial lives through a comprehensive family office approach. Drawing on more than two decades of experience, Constantine works closely with successful business owners, corporate executives, and multi-generational families to simplify financial complexity and align investment management, tax planning, estate planning, philanthropy, and family governance strategies. As a Certified Exit Planning Advisor (CEPA®), he frequently assists entrepreneurs in preparing for liquidity events, business transitions, and the long-term stewardship of family wealth. His clients often view him as a trusted advisor and strategic sounding board, helping them navigate important financial decisions with the perspective of both a family office professional and a coach. Prior to joining Certuity, Constantine held advisory and banking positions with The Bank of New York Mellon, Bernstein Global Wealth Management, and Pacific Mercantile Bank. Before entering the financial services industry, he was a Golf Professional and member of the PGA of America, experiences that continue to shape his disciplined, competitive, and relationship-focused approach to advising clients. Outside of his professional responsibilities, Constantine is passionate about mentoring young athletes and strengthening the communities in which he lives and works. He serves as a Board Member of Coerfontaine Football Club (CFC), a premier youth soccer organization focused on developing young athletes and helping them pursue collegiate and professional opportunities while fostering leadership, discipline, and character. He also serves as Chair of the Safety and Security Committee for Parkland, where he works alongside community leadership to enhance resident safety, security, and quality of life. In addition, Constantine is a Founding Board Member of The Boardroom, a private membership organization focused on fostering meaningful relationships among business leaders, entrepreneurs, and professionals through networking, education, and philanthropy. Born in Greece, Constantine spent his childhood in Montreal before relocating to South Florida. He attended the University of Florida before earning a Bachelor of Arts in Economics from Florida Atlantic University, where he graduated with honors. He holds the Certified Exit Planning Advisor (CEPA®) designation. A lifelong student of the game, Constantine remains active in golf and is a member of Muirfield Village Golf Club, founded by his longtime  hero and mentor, Jack Nicklaus, as well as Parkland Golf & Country Club. Constantine resides in Parkland, Florida, with his wife, Stephanie, and their two children, Nicholas and Olivia. 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. Episode Transcript Lessons from the Links: From Golf Pro to $5B Family Office Partner A conversation with Jason Diamond and Constantine Hatzivassiliou, Partner at Certuity. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Lessons from the Links: From Golf Pro to $5B Family Office Partner. It’s a conversation with Constantine Hatzivassiliou, partner at Certuity. I’m Jason 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 $1 billion 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. Jason Diamond: Golf is a way of exposing who you really are, there are no teammates to blame, no clock to run out and no hiding from a bad decision. Every shot demands discipline, patience and the ability to stay focused when the pressure is highest, my guest today knows that firsthand. Before becoming a partner at Certuity, a multifamily office approaching five billion in assets, Constantine Hatzivassiliou was pursuing a career as a professional golfer. An injury ultimately redirected his path towards wealth management but many of the lessons he learned on the course still shaped the way he serves clients today. Certuity has grown from roughly 210 million in assets to nearly five billion, that’s impressive on its own but the more interesting story is how they’ve done it. The firm has grown largely through referrals built around a multifamily office model and focused on becoming far more than an investment advisor to the families it serves. In Constantine’s view, the best advisors aren’t simply managing portfolios, they’re the first person clients call when a business is being sold, a family issue becomes complicated or a major decision carries consequences well beyond the balance sheet. Constantine and I discuss the lessons golf teaches about handling pressure then we dive into the evolution from the traditional wealth management world to the multifamily office model, why referrals drive nearly all of Certuity’s growth, how he thinks about private equity’s influence on the advisory business and what it takes to become the first call for the wealthy families they serve and perhaps, most importantly, why the same qualities that help someone succeed on a golf course may be surprisingly relevant to building trust over a lifetime. It’s a great conversation so let’s dive in. Constantine, thank you so much for joining, thrilled to have you here. Constantine Hatzivassiliou: Thank you for having me, excited to be here. Jason Diamond: Yeah, absolutely. So, you had an unconventional path to wealth management, you started as a professional golfer, I think that’s a first for us on this show, before ultimately transitioning into this world. Can you tell us a little bit about the journey and what brought you here? Constantine Hatzivassiliou: Yeah, I never thought I’d be here, my parents were certainly shocked that I got here path wise. Growing up, immigrants from Greece, you settle into Florida the traditional way where you either go down the diner route or the gas station route in mechanics which my father was the latter and school and education was never priority, it was always about supporting the family needs. So, next thing you know, sports are a critical part of any good household, that’s how I was raised and I played everything but golf. I grew up on a golf course because my parents believed that a location of a property was critical to long-term financial success. We lived on a golf course, it was in our backyard, we’d stare at it and we’d use it to play football or baseball or anything but actual golf. And my freshman year at the University of Florida, I started dating a girl on the golf team and she got me hooked to the point where, after four years of hitting balls with the women’s and men’s golf team at the University of Florida for six hours a day, we finished school and realized I’m actually pretty good at the game and, while I have a finance and economics background and degree, let’s try and pursue this for a living and I was blessed. I had a sponsor who helped me succeed at golf on a small scale, it was a humbling experience to say the least. I was competing and playing with Sean O’Hair, Ken Duke, guys who made it out on tour for a very long time, we had the same sponsor so we functioned as a team, it was a collegiate team effectively trying to make it out on tour. And, unfortunately, my second year of competing, I blew out my back doing heavy deadlifts which set me aside for 18 months. While I was recovering, my primary sponsor was in financial services and says, “Hey, you have a background in this, it’s killing you not being able to be on the golf course, why don’t you come work for me while you’re rehabbing so that, when you get back to playing golf, it’s easier for you to talk about our business as a sponsor to try and develop business to throw it to the financial services side?” And Jason, the reality is, after 18 months working there, I fell in love with it. I made way more money working in that environment than I ever would’ve made playing golf because, again, I came to the game late. I was decent but I was nowhere near the caliber of players that are succeeding now out on tour. So, I pivoted after having met my wife and decided to settle down into the wealth management space and, what is it now, 26 years later, going strong. So, it’s been a fun transition from golf into wealth management to say the least. Jason Diamond: Probably my favorite background … I watch a lot of golf, I should caveat that, probably my favorite origin story we’ve had, I’ll give you the Wanamaker trophy or whatever you get, first place. Let’s talk about the business now, so Certuity. For our audience who may not be familiar, tell us a little bit about the firm, what types of clients do you serve and any context you can provide on size as well. We’ll talk about how your firm got there but just give us where we are today to start with. Constantine Hatzivassiliou: So, goal by the end of the year is to have $5 billion in AUM, we’re just shy of that now. We currently service 428 families across the country. So, we’re boutiquey and nimble, we’re based in South Florida, we have offices in New York, San Fran and LA. I’m fortunate to be one of four partners at the firm supporting the growth and the direction of the company and it’s a fun endeavor in the sense that, when we first started, I was employee number four 16 years ago and, with 210 million in AUM at the time to grow it to where we are today, to learn all the things that we have over the years, the curve balls that were thrown at us because all of us came from massive institutional wealth management firms. So, we transitioned from the Bernsteins of the world, the BNY Mellons of the world into an RIA in the South Florida market, there was absolutely an entrepreneurial learning curve involved. Jason Diamond: I bet. And on follow-up question, 16 years ago, did you have a book of business, client business and do you still maintain a book of business today? Constantine Hatzivassiliou: I do. The four of us at the firm share in all of the clients, we work together. Being in the Southeast, I’m responsible for, let’s call it, the Southeast demographics of the US which is a large portion of Certuity’s book. I have a partner in Tennessee, I have a partner in LA and San Francisco and we divide and conquer across the country. But, yes, we came over with a small book, we’ve all grown it organically since then. So, we’ve been very effective in how we’ve grown. Jason Diamond: Just from adding new client money? Constantine Hatzivassiliou: Strictly through new clients referred to us by existing clients. Jason Diamond: Wow. I want to talk more about the growth because that’s remarkable. But before I do, can we double click on the service model? So, I would say the most typical we hear, I think more of our guests typically come from the wirehouse world where it’s I have my book, you have your book. What does your service model look like? So, is it truly, if it’s working well from the end client perspective, you should be interchangeable with your partners and it’s a true team approach? Constantine Hatzivassiliou: How we engage our clients, the theory should be I can get hit by a bus tomorrow and outside of the client not being able to speak to me directly, they will not have a hiccup in any way, shape or form. And when we’re dealing with families across multiple generations, the way we’ve built our platform, that continuity is critical in the engagement process for the clients hiring us to help them through all of the challenges that they face. Jason Diamond: What’s your sweet spot in terms of client size? Constantine Hatzivassiliou: Our average client size today has just shy of eight million AUM with us. We have some clients who have $1 million certainly but they’re strategic in that their friends, their family, they could be centers of influence who help send business our way because they value what it is that we do and there’s a strategic partnership because we might need them for their trust and estate services or their accounting work and they have clients who have a need and we’re on the short list of people they refer to. Jason Diamond: That they trust. Yeah, makes sense. So, I’ve seen this in the news and also even on your own internal materials, I’ve seen you described as both a modern multifamily office, you’ll also obviously hear the term RIA as well. Does that distinction matter at all? And maybe my second part of that question would be what is the distinction between that space, whatever you call it, and the more traditional firm world from a client service perspective? You mentioned that all of your partners from that world. Constantine Hatzivassiliou: I started in this industry truly at an institutional level at Bernstein in New York and, for anyone who knows Bernstein, they really do brainwash you on the fiduciary model and the values affiliated with that philosophy has translated through my career at BNY Mellon which has a very similar feel as Bernstein. And then, when we came here, we instilled that same core value principle of fiduciary responsibility for our clients so we are very different than a traditional wirehouse or brokerage house, it is why we’ve grown so successfully. I would never, one, work for an institution that did bide by those standards and, secondarily, I wished Congress and Senate would turn around and actually implement a mandatory fiduciary liability for all financial advisors because, far too often, we see prospective clients or families get taken advantage of because the individual sitting across from them giving them financial advice is not necessarily aligned with their goals and objectives. Jason Diamond: So, I take it you are fee only. Constantine Hatzivassiliou: We are fee only. Jason Diamond: Yeah. I don’t want to lose the thread on the first part of my question. Do you think there is a distinction between a multifamily office and an RIA? I don’t want to lead you here but to me it implies a different level or different caliber of service model that probably includes more of the ancillary trust and estate and CPA type stuff that higher network clients need but curious what your thoughts are. Constantine Hatzivassiliou: Our first seven years at the firm, we were strictly an RIA, we functioned as an advisory service provider to our clients. What attracted me and my partners to Certuity was the nimbleness of the firm. So, for instance, at BNY Mellon, we often deemed a change necessary as moving an aircraft carrier across the world but it was an impossible task to accomplish. But when you’re small and nimble and clients come to you with a need and you’re in the service, ultimately, first and foremost, it made sense for us to start building out family office services for our clients because they had a need and we found it as a way to centralize everything because, far too often, when the communication standards break down between all the individual parts, one, it’s more expensive for the clients and, two, the process isn’t efficient, things get missed. So, we tried, largely due to our growth, to bring everything in house and our clients appreciate that for it. Jason Diamond: So, this is not a chicken and egg situation, this is very much we had large clients, we were attracting large clients and, in order to service them optimally, here’s what we felt we needed to build. Is that fair? Constantine Hatzivassiliou: 100%. Jason Diamond: Let’s shift gears, I need to go deeper on the professional golf thread a little bit. I promise I won’t make the whole interview about your golf background. I’m curious if you feel like that experience or that, I don’t know, upbringing or, I guess, background laid any foundation for the way you engage with clients today or the way you operate as a business leader today. Constantine Hatzivassiliou: So, there’s a couple parts to that. The golf side, certainly, just from an engaging client perspective, 90% of our clients are golfers. Jason Diamond: It’s very true. Constantine Hatzivassiliou: Right. It just helps because of our background and certainly with some of the clients and partners that we have at the firm, golf is a critical thread in what we do. However, when it comes to golf, what I learned playing golf at a high level directly translates to how we manage money for clients and I’ll express it this way. There’s generally two types of golfers, there’s the artist, the Sergios of the world who don’t fundamentally function off of specific points in their swing or a very structured platform, they see something, their mind becomes creative and they execute on it. I was never that way, I am a numbers person, I think everything analytically, I break everything down to the minute, everything is strategized and organized, I was taught to practice that way by Coach Alexander at the University of Florida and that foundational element seemed easy, it worked. If you practice properly, you’ve succeeded. Under pressure, all those hours and hours of repetition translated to success more often than not. In our industry, it’s process-driven, it has to be unemotional. A bad shot in golf is the equivalent of a bad day in the market, you can’t let one bad day in the market influence everything you do for the next year. Same way on the golf course playing in a tournament, you can’t allow one golf shot to affect the rest of the round. We kid with our clients oftentimes that, while we are fundamentally their financial advisor, more often than not, we’re their financial therapist. We have to control their emotions and make sure they’re not making an irrational decision. For instance, a couple days ago we were out with a client the day that Iran shot down one of the US military helicopters and we’re sitting down at lunch and, all of a sudden, his phone starts blowing up because he’s getting all these Google alerts to the market heading in the wrong direction and he had to go do a life insurance test later on that afternoon. So, all week, he had prepped and he was calm and he was relaxed, he was really excited, he’s, “My wife is setting me up with a new insurance policy and I know it’s for her benefit but all my numbers look good, I’m going to ace this and my premiums will be really low because of it,” it was a $25 million policy. And as he’s looking at his phone and he sees the market collapsing in his mind, his blood pressure rose to no end, you could see that his anxiety level went through the roof and, had I not been there with him at the time to hold his hand through that process, his afternoon would’ve been shot. I would’ve got a phone call saying, “What are we doing to prevent 2% loss in my portfolio,” because that’s how he thinks and, in that moment, I was the therapist to talk him off a ledge. It’s so hard for individuals to manage the stress of the markets, that golfer mentality of, okay, just breathe, relax, let’s see what’s going on, let’s make an educated, confirmed decision, let’s circle back with our caddy if we’re on tour and competing and make a unified decision for the long-term success of the goal that we’re trying to achieve. And what we do every day is the same thing with our clients. Jason Diamond: It’s an incredibly thoughtful answer, I expected a version of the latter part of your answer. I appreciate that you added the part about just most clients like golf, enjoy talking about golf, enjoy playing golf and it’s an effective business development tool, there’s no question. Constantine Hatzivassiliou: So, I have two kids, a 12-year-old and an eight-year-old, my son who’s 12 who’s an exceptional soccer player and wants to, aspires to play professionally one day has now fallen in love with golf which I’m ecstatic about. I think golf and tennis, from a business development perspective- Jason Diamond: Yeah, lifelong sports. Constantine Hatzivassiliou: And I look at it now and my mentor when I started in the business was absolutely right. The fact that I could get a CEO of a Fortune 100 company to want to actively spend four hours with me where we could dive into the weeds about their personal life, their financial situation, their business, you could never get that time otherwise. I urge everyone who’s coming out of college or is going into college who wants to aspire to be in any type of sales related role, golf is a great venue to make long-term relationships. Jason Diamond: And importantly, tennis is not as good on the knees long-term or the back long-term. So, you stick to golf, you get a little more longevity out of it. Constantine Hatzivassiliou: It does help, yes. You’re right. Jason Diamond: My thought always goes to people call it the 15th club in golf, just this mental element of the game and to me it’s the clear moment in golf that always comes to mind for me is the 72nd hole. I don’t know if you just watched the US Women’s Open but Nelly Korda standing over a two-foot putt that I really thought she missed, is there an equivalent of that moment? Are you ever able to recreate that pressure in your current role or is that something that you miss? Constantine Hatzivassiliou: Jason, we have those moments weekly, countless stories. Here’s where I love my job. I’ve transitioned from being the guy behind the screen who is just trading accounts, that’s where we all start and you have to have that foundational perspective of what’s involved in trading an account on a daily basis. Not that we ever picked stocks to an extensive level, we were generally managing ETFs, mutual funds and strategies but I’ll give you an example. So, just last week, we had a family and this is where the family office side comes in more so than the financial advisory services come in. We had spent four months in helping a family sell their business, it was a life altering moment, the dad started the business, the dad had been independently successful, net worth of well into eight figures, was happy and content, brought his son into the business, son was brilliant, saw an opportunity within the business and grew the business by 4,000%. Jason Diamond: Literally? Constantine Hatzivassiliou: Yup. All because of this, the son saw a different direction and pivoted the business and grew it out and here he is, getting ready to have their first child and he gets approached by a firm to acquire his business. They’re ecstatic, the number was perfect, I thought it was overvalued, I was telling them that there’s no way they could turn it down because the number was too significant. Had they gone to the market, they would probably never achieve that level of return. And literally, the day of closing, as we’re expecting the wire to come through, the deal gets pulled. So, here you have the father who’s crushed because he was trying to provide something for his son, the son who’s just devastated because he now was preparing for the second stage of his life and you go through at that stage the classic stages of grief, it’s the cycle that goes through it. I was holding their hand through the three-month process up to there, every day, hourly calls, strategizing, building everything out, organizing the accounting team, organizing the attorneys, getting it all to work out. And here I am, father and son, unbelievably stressed, you have the wives in the background who can’t quite comprehend what’s going on, you have employees beneath them who are now confused as to there was a transition getting ready to take place and the only person who can step in under that critical moment to bring everybody back together was me. So, here I am thinking, 20 years ago, I’ll just pick stocks and bonds for individuals but now I’m in the middle of deal flow trying to help a family solve the issues that arise. So, those are hugely critical- Jason Diamond: Yeah, that’s right. Constantine Hatzivassiliou: …moments where, because our clients are our friends and family, we care for them like they’re our own, you become emotionally attached. And the same pressure that I felt when I won my first mini tour event after college, when I had to get up and down from the impossible bunker shot and I hit it to six feet and I made the crucial put to win my first $23,000 check which I thought was unbelievable, they gave you those big old-fashioned- Jason Diamond: The Happy Gilmore checks. Constantine Hatzivassiliou: Exactly, right? It was the greatest day at that time. The stress of being in that bunker trying to hit that shot is the same stress I felt having two phones ringing, one the father, one the son where we have to keep that situation separate. So, you’re diving into unbelievably stressful situations and the best part is, when we get it all solved and literally yesterday we solved the entire dynamic of the business, I get a text from the son saying that this was the most incredible rollercoaster experience he’s ever experienced, that he’s incredibly grateful for all that I did and our team did for him and that, for the rest of his life, we will always be the first person he calls to solve any of his problems. So, for us, that’s the recreation of that stressful moment and then the victory on the back end. Twenty-five years ago, I got the big Happy Gilmore check. Yesterday, I got that text which I’ve printed out and framed and have it in my office as a constant memory of why it is we do what we do. Jason Diamond: And I would bet that’s more impactful than the $23,000. It’s an incredible story and I’ll tell you why, you said it but it’s as far away from stocks and bonds as you could possibly get. But I think, most advisors, a story like that resonates much more. It leads into my next question. You intentionally choose to service a high net worth segment of the market and I would assume that number’s probably creeping up, not down over time in terms of who you service. My thought is that’s a very competitive segment of the market as well. Is this how you differentiate is just you make it about those types of human examples or is there more to it? Constantine Hatzivassiliou: I’m envious of the advisor who could walk into a room of 200 people and they become the central focal point of the room where they can walk up to every single person and fearlessly ask them incredibly personal information, I’m not wired that way. For me, I’m very much the individual that I will find the one person that I have common ground with, I will deepen that relationship and I will add value and, because of the value that I create, I become a critical component of that individual’s success. And that’s how we’ve grown our business holistically at the firm largely buy that extra layer of service. We’re a commodity business. Being in South Florida, the clubs that I belong to, 10 to 15% of the members feel like they’re financial advisors. You could throw a rock anywhere and find a financial advisor so how do I differentiate myself? The only way I can truly differentiate myself and my firm is the level of service we provide, to go that extra step. To where, when we’re calling a client, they know I’m calling them to support their needs not because I’m seeking something for any ulterior motive. Jason Diamond: But you don’t mention financial planning or investment management or asset custody. Is that because I assume just that’s table stakes? Of course we do that but … Okay, yeah. Makes sense. Constantine Hatzivassiliou: That’s the easy part, right? That’s foundationally … And to your earlier point, you were asking the RIA model. One of the biggest challenges that we had down here in South Florida was the RIA model is new. If you were in the northeast, RIAs are very common, out west, incredibly common. Down here in South Florida, I just finished dealing with Bernie Madoff. Jason Diamond: You were fighting the good education fight a little bit. Constantine Hatzivassiliou: At Bernstein, 108 of our clients had assets with Bernie Madoff. Jason Diamond: Yeah. Constantine Hatzivassiliou: So, when you leave, one of our biggest growing curves as an RIA in South Florida was, when you leave the power of BNY Mellon or Bernstein and you’re some random little shop called Certuity, no one knows who you are. So, there was a big part of our education in the business was learning how to educate clients and prospective clients on the value of the RIA model and the fiduciary model in particular. Jason Diamond: Could you give me the 30-second answer to that if somebody says who are you, your prospect? I’ll tell you why I ask. Forget just Bernstein’s and BNYs of the world, a Morgan Stanley advisor or Merrill advisor has the exact same fear. I’m leaving Merrill to go launch Jason Diamond Wealth Management, my client’s going to say, “Well, who is that?” So, give me the quick pitch. Constantine Hatzivassiliou: Your typical broker, let’s say, you’re not really hiring JP Morgan, you’re not really hiring Wells Fargo, you’re not hiring Goldman Sachs, you’re hiring the advisor who works for that institution. Now, yes, that advisor has the Rolodex of data and information available at the firm level but, ultimately, you’re entrusting that individual to make your decisions for you. The broker who leaves the brokerage model to open up their own brick and mortar operation has to then decide are they continuing down the wirehouse brokerage model where they’re transactional in nature, the economics behind that, far more profitable. The revenue streams affiliated with a brokerage house drastically blows us out of the water. But then you have to also look at yourself in the mirror so how are you running your book of business, how are you running your practice. So, to answer your 30-second question, the RIA model, in my opinion, is truly the only way any family of wealth should proceed with an advisory firm because you want an individual who is aligned in your goals and objectives. Our clients know that I’m their chief financial officer, I work for them. They task us with building out a financial strategy that is customized to their individual needs and they never have to worry do I have an ulterior motive as to why I’m presenting an option in that strategy. And, because of that, the fiduciary model, I think, is critical for our success as a firm and, again, as I mentioned earlier, I wish it’s something that was industry well and not the vast minority. Jason Diamond: Yeah. No, that’s a great answer. So, do you think then that, as time has gone on, this has gotten easier? I assume the answer is yes either because more clients are aware of your brand and/or more aware of the space as a whole. Constantine Hatzivassiliou: The first thing that helped the most was some gray hair. When I started at Bernstein, I attempted to solicit new clients very much the same way I do today. But when I was 26 years old and I’m sitting in front of a family worth and the dad was in the 70s and he lived his life and I’m younger than his kids, he would look at me and say, “What do you really know? What experience do you have?” So, doing this now for as long as I have, the number one thing that has helped me the most in growth is just wisdom and time. Without that, yes, you can be a rockstar stock picker. We have so many kids coming out of college today with the advent of AI and technology that have algorithms that could run unbelievable portfolios and there is a segment of the market who wants to hire and engage those individuals but, generally speaking, the families that we service, that is 10th or 12th on the list of importance. Jason Diamond: No, I think that’s spot on. I think most high net worth clients counterintuitively agree with that, that alpha, for lack of a better term, is really not the name of the game or not in the top five reasons why you would engage with a financial advisor. Constantine Hatzivassiliou: Agreed. The biggest thing that we’ve been doing to educate clients especially in today’s environment, I had a call yesterday with an individual, a client who lives in New Jersey who works out of New York for a hedge fund, he knows our space incredibly well. He’s one of those kids, 28 years old, brilliant, as smart as you’ll ever be but his tax bracket is atrocious. He is paying so much of his W-2 income in taxes and building out a strategy that can reduce his tax liability by several hundred thousand dollars a year far exceeds any alpha I can generate by picking a top decile performer. Jason Diamond: What was the strategy? Move to Florida? I’m just kidding. Don’t answer that. Constantine Hatzivassiliou: We offered that but, unfortunately, he has to be physically in the office in New York City but yes. Jason Diamond: I think that will resonate, by the way, your gray hair comment. I appreciate the humility and the modesty in that because, the reality is, one of the questions I was going to ask you about was next-gen talent cultivation. In my opinion, this is a hard game for younger folks for that reason. People sit across from other people with a lot of money and they say, “Why am I going to entrust you with my life’s work when you just don’t have that degree of experience?” I was asking more even about your firm success and your firm story, have you felt like that’s caught on more? Do you have more brand awareness, if you will, now when you go to a prospect meeting or do you think you’re still constantly fighting that education fight? Constantine Hatzivassiliou: So, first part, brands, it’s improved in our immediate network. In our little bubble of the world, yes, it’s known. Let’s call it, in South Florida the influential attorneys, the accountants, the divorce attorneys know who we are because, having been down here long enough, we’ve had opportunities to work together. Our network of friends, certainly, the word spreads. But in the grand scheme of things, we are so small in the South Florida landscape or the LA landscape or the New York landscape so any incremental gain that we pick up is meaningful. And then, as it relates to young talent, our success is completely, long-term, derived by the young talent that we bring in to nurture them to help them grow. I look at our success, two of our critical mentors and board members of our firm are in their 80s, their children and grandchildren, nepotism aside, whether it was interning while in college or coming to work for us after school, they’re our best employees. And our goal as a firm, just like how I was offered the opportunity to become a partner and own a piece of the business, our goal long term will be to transition the business to this younger generation that we’re developing. I look at, again, those two board members who are in their 80s, the advice they’ve given me is don’t ever stop working, you have to be doing something. And I turn to them and say, “I don’t work every day.” I put in 20 hour days, well, not quite 20, 18 hour days but it’s never work because, what I do every day, I don’t deem it work, I love what I do, I don’t ever see myself stopping. Because they’ll tell me all of their friends that have stopped working or sold their business, invariably, the men die within six months because boredom and we always joke around that you’ll continue to work forever. So, I would hope that one day I transition into that advisory board member role where I step aside day-to-day activity where I’m now a mentor to our younger generation that we’re promoting into partners because we’ve made promises to our clients that we will forever be their family office. So, we have to, as part of our growth model, have those transitions in place because we’re servicing many families that have 85-year-old clients and two-year-old clients and we’re tasked with the two-year-olds as well as the 85-year-old. Jason Diamond: I also feel like there’s a little bit of younger generations I think have been reluctant to some degree to get it, you can disagree with this, to get into this space because there’s a more appeal to things like investment banking and sales and trading to some degree. The other problem obviously you alluded to is asset gathering. Your model speaks so clearly to success because you don’t say I own the client, that’s my relationship. To me, you plant the seeds of being able to handle succession much better than somebody who does the mine is mine and yours is yours approach. Is that fair? Constantine Hatzivassiliou: That’s completely accurate. And I think there’s two types of people that serve in the financial advisory space. You have the individual who is analytics driven, who likes being behind the bank of monitors trading account and there’s a critical part of our firm and our success is driven by the team in the office that aren’t necessarily client facing that do all the heavy lifting every day because they’re really doing the heavy work. Myself, my partners, the select few, while talented and able to do that, realize the value that we present is quarterbacking the relationship and helping understand all the components. We kid around that we’ve all stayed at a Holiday Inn Express last night, we’ve become experts in tax, we’ve become experts at trust and estate planning, we’ve become experts at divorce, we’ve become experts at the medical field. It’s shocking how it’s 2:00 in the morning and you get a phone call, panic attack by a client saying they need a doctor for X, Y and Z, can you connect me. So, the younger generation, yes, the sexy space is investment banking and that is really hard work. I could not do what my friends at Goldman do who are at these private mid-market funds, that’s just not me. I’ve been fortunate that I stumbled into an avenue in financial services that I think perfectly fits my personality and my want and desire to help others because that’s what we’re driven by and we try and hire people with that same mindset. The hardest thing as an RIA especially in South Florida is finding and retaining talent that is like-minded and that could function well within our family. Jason Diamond: If you build a firm predicated on culture and client service, I understand, certainly, the importance of that. I want to shift gears, I don’t want to lose this thought. You mentioned organic growth, it’s incredible. You have not mentioned inorganic growth at all and maybe because you haven’t had to but give me your thoughts on M&A, private equity in this space, do you have plans to sell the business, take on a capital partner, buy other RIAs? Constantine Hatzivassiliou: Yeah. So, I understand why private equity in the last 10 years has come into the market. For years, they bought up insurance practices, that recurring revenue, sticky assets, it makes sense. Personally, I’m not a fan of them being in our markets, I think they’re motivated at the end of the day by AUM growth, revenue growth and the second transaction which, for most of our clients, would not make sense because, again, that then questions why it is that we’re motivated to do something. Am I taking extra risk in the portfolio because I want to grow the AUM because I’m looking to sell in a year? Am I bringing in a strategy that has a higher fee? For us, it doesn’t work. In the brokerage model, it makes perfect sense. Now, there are some RIAs who leave the wirehouses, open up an RIA shop, do really well for their clients but don’t have the long-term aspirations of making the institution a legacy to where they’re passing it off. I hope my kids one day want to come work for dad and follow in his steps, that’d be amazing. Just like our younger generation working at the firm, our goal is we’ve already targeted the three or four guys that will be partner one day and we’ll transition the business over to them. But it’s okay if there’s an RIA out there who doesn’t have that transition product or isn’t motivated by that and is looking at it as a vehicle that I’ve built a really good successful book of business and I want to now retire and spend time with my family and kids and travel, et cetera, and that’s where PE steps in and offers an attractive number and the person makes their move. So, I can’t fault the individual for wanting that and I’m not saying that they’re not doing well by their clients, it’s just, for us, I’m not a fan of it because, again, I’m first critically and always focused on what’s best for the client. Jason Diamond: Fair. And I largely agree with some of what you said around private equity in this space but private equity enables … Obviously, it’s capital so which enables acquisitions which is why a lot of firms take on private equity. So, what about the idea of potentially buying businesses to start up inorganic growth? Constantine Hatzivassiliou: We have gone down the road of acquiring other institutions potentially. The challenge is, because we manage money so uniquely and our approach is so different, I’m not going to bring on an institution or bring in a new partner to the firm or a new book of business that we’ve acquired if the methodology and the life of that book doesn’t mirror ours. So, yes, there is opportunities to grow through acquisition, it’s not something that we are leaning on heavily. However, for the right institution that’s available that is aligned with our thinking, whose clients would value and appreciate how we do things or, if that institution is doing something truly unique that we would want to bolt onto our platform, all day long because, again, for the benefit of the client, it makes sense. So, yes, there are opportunities for that. Too often we find that, when a book is available for acquisition, the highest bidder tends to win out and we don’t have the deep enough pockets to write a multiple that we don’t deem to be, let’s call it, market neutral. Jason Diamond: Yeah, market prudent. I understand the premise and I think that’s fair. I also think you have the luxury, because of your organic growth, you can be super, super picky about inorganic and I love how you bring it all back to the lens of the client. Can this improve the client experience in some way? And, if so, yes, we’ll take a look. I got time for one more question, I can’t believe time has flown. You’ve had a remarkable journey, professional golf now partner at a $4 billion plus on the way to $5 billion RIA multifamily office. What are you most proud of when you reflect on your career journey? Constantine Hatzivassiliou: What am I most proud of? To see what Rich, myself and Mark and Jayson built over these years from where we were sitting in a small conference room, struggling to figure out how do we find a way to hire a trust and estate attorney to help with that component, which CPAs do we bring on board in-house because clients have a need. So, the entrepreneurial spirit involved in growing the business, the late nights, the struggles, the banter back and forth, to put so much blood, sweat and tears into this and now to look at all that we’ve accomplished, being in four separate states with offices, having so many wonderful employees that have come to us from all over the world, Germany, from China, from Tokyo, bringing people in to the US and building out something that, when we leave at the end of the day, are incredibly proud of. My father’s no longer with us, for 50 years, I always strived to make him proud because he never told me that he was proud of me, he was the classic Greek old-fashioned dad. I think he looks down on his now for everything that we’ve built and would say that he’s proud of us so, for me, that’s the best. Jason Diamond: Yeah. That’s an incredible place to end. Thank you for sharing that, it’s a touching place to end and I appreciate you being open. Thank you. This has been one of my favorite episodes, your journey, your humility, your honesty, your transparency, it’s no wonder you’ve built a business you’ve built. So, thanks for joining us, Constantine. I look forward to having you back on to talk about the next chapter. Constantine Hatzivassiliou: Thank you. Next time we’ll do it from the golf course. Jason Diamond: Oh, absolutely. 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 responsibility 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.   Lessons from the Links: From Golf Pro to $5B Family Office Partner A conversation with Jason Diamond and Constantine Hatzivassiliou, Partner at Certuity. Jason Diamond: Welcome to the latest episode of our podcast series for financial advisors. Today’s episode is Lessons from the Links: From Golf Pro to $5B Family Office Partner. It’s a conversation with Constantine Hatzivassiliou, partner at Certuity. I’m Jason 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 $1 billion 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. Jason Diamond: Golf is a way of exposing who you really are, there are no teammates to blame, no clock to run out and no hiding from a bad decision. Every shot demands discipline, patience and the ability to stay focused when the pressure is highest, my guest today knows that firsthand. Before becoming a partner at Certuity, a multifamily office approaching five billion in assets, Constantine Hatzivassiliou was pursuing a career as a professional golfer. An injury ultimately redirected his path towards wealth management but many of the lessons he learned on the course still shaped the way he serves clients today. Certuity has grown from roughly 210 million in assets to nearly five billion, that’s impressive on its own but the more interesting story is how they’ve done it. The firm has grown largely through referrals built around a multifamily office model and focused on becoming far more than an investment advisor to the families it serves. In Constantine’s view, the best advisors aren’t simply managing portfolios, they’re the first person clients call when a business is being sold, a family issue becomes complicated or a major decision carries consequences well beyond the balance sheet. Constantine and I discuss the lessons golf teaches about handling pressure then we dive into the evolution from the traditional wealth management world to the multifamily office model, why referrals drive nearly all of Certuity’s growth, how he thinks about private equity’s influence on the advisory business and what it takes to become the first call for the wealthy families they serve and perhaps, most importantly, why the same qualities that help someone succeed on a golf course may be surprisingly relevant to building trust over a lifetime. It’s a great conversation so let’s dive in. Constantine, thank you so much for joining, thrilled to have you here. Constantine Hatzivassiliou: Thank you for having me, excited to be here. Jason Diamond: Yeah, absolutely. So, you had an unconventional path to wealth management, you started as a professional golfer, I think that’s a first for us on this show, before ultimately transitioning into this world. Can you tell us a little bit about the journey and what brought you here? Constantine Hatzivassiliou: Yeah, I never thought I’d be here, my parents were certainly shocked that I got here path wise. Growing up, immigrants from Greece, you settle into Florida the traditional way where you either go down the diner route or the gas station route in mechanics which my father was the latter and school and education was never priority, it was always about supporting the family needs. So, next thing you know, sports are a critical part of any good household, that’s how I was raised and I played everything but golf. I grew up on a golf course because my parents believed that a location of a property was critical to long-term financial success. We lived on a golf course, it was in our backyard, we’d stare at it and we’d use it to play football or baseball or anything but actual golf. And my freshman year at the University of Florida, I started dating a girl on the golf team and she got me hooked to the point where, after four years of hitting balls with the women’s and men’s golf team at the University of Florida for six hours a day, we finished school and realized I’m actually pretty good at the game and, while I have a finance and economics background and degree, let’s try and pursue this for a living and I was blessed. I had a sponsor who helped me succeed at golf on a small scale, it was a humbling experience to say the least. I was competing and playing with Sean O’Hair, Ken Duke, guys who made it out on tour for a very long time, we had the same sponsor so we functioned as a team, it was a collegiate team effectively trying to make it out on tour. And, unfortunately, my second year of competing, I blew out my back doing heavy deadlifts which set me aside for 18 months. While I was recovering, my primary sponsor was in financial services and says, “Hey, you have a background in this, it’s killing you not being able to be on the golf course, why don’t you come work for me while you’re rehabbing so that, when you get back to playing golf, it’s easier for you to talk about our business as a sponsor to try and develop business to throw it to the financial services side?” And Jason, the reality is, after 18 months working there, I fell in love with it. I made way more money working in that environment than I ever would’ve made playing golf because, again, I came to the game late. I was decent but I was nowhere near the caliber of players that are succeeding now out on tour. So, I pivoted after having met my wife and decided to settle down into the wealth management space and, what is it now, 26 years later, going strong. So, it’s been a fun transition from golf into wealth management to say the least. Jason Diamond: Probably my favorite background … I watch a lot of golf, I should caveat that, probably my favorite origin story we’ve had, I’ll give you the Wanamaker trophy or whatever you get, first place. Let’s talk about the business now, so Certuity. For our audience who may not be familiar, tell us a little bit about the firm, what types of clients do you serve and any context you can provide on size as well. We’ll talk about how your firm got there but just give us where we are today to start with. Constantine Hatzivassiliou: So, goal by the end of the year is to have $5 billion in AUM, we’re just shy of that now. We currently service 428 families across the country. So, we’re boutiquey and nimble, we’re based in South Florida, we have offices in New York, San Fran and LA. I’m fortunate to be one of four partners at the firm supporting the growth and the direction of the company and it’s a fun endeavor in the sense that, when we first started, I was employee number four 16 years ago and, with 210 million in AUM at the time to grow it to where we are today, to learn all the things that we have over the years, the curve balls that were thrown at us because all of us came from massive institutional wealth management firms. So, we transitioned from the Bernsteins of the world, the BNY Mellons of the world into an RIA in the South Florida market, there was absolutely an entrepreneurial learning curve involved. Jason Diamond: I bet. And on follow-up question, 16 years ago, did you have a book of business, client business and do you still maintain a book of business today? Constantine Hatzivassiliou: I do. The four of us at the firm share in all of the clients, we work together. Being in the Southeast, I’m responsible for, let’s call it, the Southeast demographics of the US which is a large portion of Certuity’s book. I have a partner in Tennessee, I have a partner in LA and San Francisco and we divide and conquer across the country. But, yes, we came over with a small book, we’ve all grown it organically since then. So, we’ve been very effective in how we’ve grown. Jason Diamond: Just from adding new client money? Constantine Hatzivassiliou: Strictly through new clients referred to us by existing clients. Jason Diamond: Wow. I

Two back to back conversations with first-time buyers - one looking for a single family holiday home in or around Tokyo - the other for an investment condo in Fukuoka. We break down costs, listings research, due diligence, purchase procedures and post-settlement management options.

Part 8 with Geordie Lillis from Creators of Awesome, and it's all travel yarns. Geordie's held a camera in more countries than most people visit in a lifetime. Sitting on top of Table Mountain in Cape Town, which he points out is a fair way from Dalby. Nights out in Piss Alley in Shinjuku, where three streets are packed with about 150 tiny family-run bars that fit three patrons each and some won't even let tourists in. Then Malaysia. Filming a vehicle announcement with the princes of Johor, wrapped in the afternoon, and found a 24 hour go-kart track. There's a bar at the track and they do not care how full you are. Started pissing down rain, the whole place was theirs, staff jumped in karts and started chucking buckets of water on the track so the boys could do drifties at midnight. And the big one. First trip out of Australia at 23, on a Contiki with 14 Aussie blokes in the Austrian ski town of Hopfgarten. Dead bar, a house drink called a fruit salad, a Stratocaster on the stage, and the moment Geordie started playing Highway to Hell a whole bus of Australians walked through the door. Ends with a stolen porcelain pineapple, a taxi, and waking up cuddling it covered in dots. Need a video done? Find Creators of Awesome. ⚠️ Explicit content.#propertrueyarn

A conversation with Baby Mary - the Harajuku Queen of Kawaii pioneering fashion designer and store owner chatting over afternoon tea prepared by Baby Mary at her Miss Faline salon Aoyama, Tokyo in June 2026 about being inspired by London's fashion superstars, getting life advice from her mother, the joy of meeting amazing people in her shops, the power of music, radio, mermaids and more.

VOV1 - Đối phó với mùa hè nóng như thiêu đốt, chính quyền Tokyo, Nhật Bản đang khuyến khích nhân viên bỏ áo khoác và cà vạt để thay bằng quần short, áo phông và giày thể thao trong chiến dịch "Tokyo Cool Biz". Giải pháp này vừa giúp công chức, người lao động dễ chịu vừa giúp giảm chi phí năng lượng.

Te la do io Tokyo - Trasmissione del 16/07/2026 - Tutte le notizie su www.marione.net

Check out my Tronic Radio on your favorite streaming platforms here: https://ssyncc.com/tronic-podcast Be sure to check out D-SHIFT's new Look Into My Eyes EP out now on Tronic: https://ffm.to/tr571 Recorded Live at YŪ GENN, Tokyo 01.Lavie Au Soleil, Oreiente - Kilimanjaro [Mango Alley] 02.D-SHIFT - Control Me [Sprout] 03.Simon Vuarambon, Tantum - Arcade [Bedrock] 04.D-SHIFT - Look Into My Eyes [Tronic] 05.M.O.S. - Nanda (Roger Martinez remix) - Mango Alley 06.Kamilo Sanclemente, Andre Moret - Spectre (D-Nox & Beckers Extended Remix) [Clubsonica Records] 07.Lavie Au Soleil, Oreiente - Suivi [Soundgarden] 08.Emi Galvan - Boomera [Sudbeat] 09.Kamilo Sancelemente, Mauro Aguirre - Smoke Machine [Kling Klong] 10.D-SHIFT - Where You Need To Be [Tronic] 11.Nick Stoynoff - Changement [Audioholic] 12.Arctic White - Paradigm [Glasgow Underground] 13.Paul Deep - Tique [Sudbeat] This show is syndicated & distributed exclusively by Syndicast. If you are a radio station interested in airing the show or would like to distribute your podcast / radio show please register here: https://syndicast.co.uk/distribution/registration

Paris Chong and photographer Mark Edward Harris discuss the importance of historical distance when curating and viewing photography of challenging global events like 9/11 and the pandemic. They explore how allowing these images time to breathe transforms them from painful, raw experiences into meaningful historical artifacts. The conversation also shifts to a lighthearted, serendipitous story about their shared professional connections, including a chance encounter at a Tokyo gallery opening that beautifully highlights the interconnected nature of the photography community.Show Clip from The Paris Chong Show with Mark Edward Harrishttps://youtu.be/5mvmBs9eHuMhttps://www.theparischongshow.com

Get a $200 gift card after your first payment of $500 with Melio (affiliate) - https://milestomemories.com/go/melio/ Get 3 free months of Audible - https://milestomemories.com/audible-subscription-offer-2/ Mark is taking his son to Japan on points, so we walk through exactly how he booked it, snagging American Airlines business class from Detroit through Dallas to Tokyo for 100,000 miles a person, why he locked it in even though it is not the rock bottom price, and his plan to fly Delta One home from Seoul nonstop for 140,000 SkyMiles. It turns into a bigger conversation about how the burn side of miles and points has gotten harder and less fun, and why getting the trip you want now can beat holding out for the perfect saver award. On the news side, there is an excellent Audible deal with three free months plus a $20 credit for Prime members, another two Hyatt hotels dropping suite upgrade awards, and Hyatt dressing up an old 13 month booking window as a shiny new elite benefit. Then we react to a great Benji article full of points assumptions worth rethinking, from not needing to be a credit card travel protection expert, to skipping mediocre free breakfast, to whether tracking every tiny bonus is actually worth your time, and the classic debate of booking flights first versus hotels first. Let us know in the comments whether you are team flights or team hotels, and drop any Japan tips for Mark. Episode Guide: 0:00 What's Coming Up 1:35 Why Japan? A 16th Birthday Bucket List Trip 2:59 How We Booked 100K Business Class to Tokyo 6:02 Flying Delta One Home From Seoul 8:58 A Great Audible Deal (3 Free Months + $20) 9:59 Hyatt Drops More Suite Upgrade Hotels 11:41 Hyatt's "New" 13-Month Booking Benefit 14:07 Do You Need to Master Card Travel Protections? 16:53 Skip the Free Breakfast? 19:27 Are You Wasting Time Tracking Points? 23:41 Book Flights First or Hotels First? 29:30 Final Thoughts Links Sign-up for Rakuten! (referral) - http://milestomemories.com/go/rakuten Hyatt upgrade certs - https://milestomemories.com/hyatt-expands-list-of-hotels-that-dont-accept-suite-upgrade-awards/ Hyatt 13 month benefit - https://milestomemories.com/hyatt-early-award-access-for-elites-and-cardholders/ Points assumptions - https://milestomemories.com/travel-and-points-assumptions/ ✈️ Track your travel credit cards for free

Most people think wealth grows by adding more hustle, more assets, and more ambition. Nell Derick Debevoise Dewey, known to many as Nell 3D, built her career on the opposite bet. A subtraction mindset for building wealth is the idea behind her Substack, Subtract to Succeed, and in this conversation with Syama Bunten, she explains why the approach works. Nell's money story began with a single childhood memory that held two worlds at once. One moment, she was having lunch at her great-grandfather's Fifth Avenue apartment. Later that same day, she was driving north to a Vermont campfire and tofu hot dogs with her mother's off-grid best friend. The split stayed with her through a decade of frontline humanitarian work in places like the West Bank, an executive MBA, and a marriage where she and her husband kept his wealth and her own distinct. The two chose access over ownership at almost every turn. She calls the trap catching so many people chrematistics, money chased for its own sake, and names the pursuit a kind of disease worth subtracting from a life. What emerges from that critique is her own redefinition of wealth and success, where legacy is measured in intellectual and social capital rather than a number in an account. A subtraction mindset for building wealth means asking what to release before asking what to add. The same clarity is what Wealth Catalyst is built on. Find a Freedom Tour salon near you at wealthcatalyst.com/salons or join the Wealth Catalyst Summit on October 16 at wealthcatalyst.com    Episode Breakdown: 00:00 Getting Rich Through Subtraction, Not Addition 02:27 Growing Up Between Two Very Different Worlds 07:38 Family Values, Moving Schools, and Economic Shifts 12:36 Starting a Party Planning Business at Eleven 17:00 First Splurges and Working Abroad in Tokyo 19:42 Harvard, Education Advocacy, and Refugee Camp Work 26:58 Financial Faith and Building Her Own Company 36:09 Marriage, Wealth, and Access Versus Ownership 39:49 Chrematistics and the Trouble With Venture Capital 47:13 Stewardship, Legacy, and Intellectual Capital   Connect with Nell Derick Debevoise Dewey: Follow Subtract to Succeed on Substack Connect with Nell on LinkedIn   Find more from Syama Bunten: Attend a Salon near you: wealthcatalyst.com/salons Instagram: https://www.instagram.com/syama.co/ Join Syama's Substack: https://thewealthcatalystwithsyama.substack.com/ Website: https://wealthcatalyst.com Download Syama's Free Resources: https://wealthcatalyst.com/resources Wealth Catalyst Summit: https://wealthcatalyst.com/summits Speaking: https://syamabunten.com Big Delta Capital: www.bigdeltacapital.com Podcast production and show notes provided by HiveCast.fm  

Support The Gaming Duo on Patreon for audio game reviews graded on the Kelvin Scale, plus free blog content:https://www.patreon.com/cw/TheGamingDuoDisney just confirmed a full hour-long "Deep Dive Into Kingdom Hearts" panel at D23 on August 15th and we don't think that's just a nostalgia reel.This week on The Gaming Duo, Kelvin and Rob dig deep into the speculation. Is a full hour too long for just a 25th-anniversary retrospective, or does that runtime all but guarantee new Kingdom Hearts 4 footage? Kingdom Hearts 3 got its Big Hero 6 reveal at a past D23 could history repeat itself, or is Disney saving the real news for Gamescom Opening Night Live just ten days later? We also debate whether D23 finally delivers a release window (even a vague one), how much classic Disney/Pixar world content we'll actually see given Quadratum's original, Tokyo-inspired setting, and which returning faces Luxord, Young Xehanort, or the masked figure who might be Vali from Dark Road are most likely to get fleshed out on stage. We even ask whether Kingdom Hearts 4 launching day-one on Switch 2 changes how big a showing this game needs.Plus, Square Enix's newly announced Kingdom Hearts Collection [I–III] heading to Switch 2, PS5, and Xbox Series consoles.Will Kingdom Hearts 4 finally get its release window? Let us know what you're hoping to see.

Fluent Fiction - Japanese: Tokyo Tower Dreams: Choosing Melody Over Mandate Find the full episode transcript, vocabulary words, and more:fluentfiction.com/ja/episode/2026-07-14-07-38-20-ja Story Transcript:Ja: 東京タワーの頂上に立つ遙斗（はると）は、夏の夜空に思いを馳せていました。En: Standing at the top of the Tokyo Tower, Haruto was lost in thought, gazing at the summer night sky.Ja: キャンバスのように広がる東京の街を見下ろしながら、彼は人生の岐路に立たされていました。En: As he looked down upon the sprawling city of Tokyo like a vast canvas, he found himself at a crossroads in life.Ja: 今日、東京は七夕祭りで賑わっています。En: Today, Tokyo was bustling with the Tanabata Festival.Ja: 竹に吊るされた願い事の短冊や、色とりどりの飾りが風に揺れています。En: Wishes written on strips of paper hung from bamboo branches, swaying in the breeze, alongside colorful decorations.Ja: 遙斗は音楽の才能に恵まれていますが、安定した職業を望む家族の期待もあり、将来について悩んでいました。En: Haruto was blessed with a talent for music, but he was also burdened by his family's expectations for a stable career, which left him troubled about his future.Ja: 彼は音楽の道に進むべきか、それとも家族の期待に応えるべきか、心の中で葛藤が続いていました。En: He was torn between pursuing a musical path or fulfilling his family's wishes.Ja: その答えを見つけるために、遙斗はこの場所に来ました。En: In search of answers, Haruto came to this place.Ja: タワーの上に立つことで、何か特別なインスピレーションが得られるかもしれないと期待していたのです。En: He hoped that standing atop the tower would provide him with some kind of special inspiration.Ja: 突然、打ち上げ花火が夜空を彩り、遙斗の胸に響きました。En: Suddenly, fireworks lit up the night sky, resonating deeply within Haruto's heart.Ja: その時、彼の幼なじみであり、同じく音楽を愛する愛子（あいこ）が現れました。En: At that moment, his childhood friend, and fellow music lover, Aiko, appeared.Ja: 「遙斗、心に従って。夢をあきらめないで」と彼女は励ましました。En: "Follow your heart, Haruto. Don't give up on your dreams," she encouraged him.Ja: 愛子の言葉に耳を傾けた遙斗は、心の中でくすぶっていた情熱が再び燃え上がるのを感じました。En: Listening to Aiko's words, Haruto felt the passion that had been smoldering inside him reignite.Ja: 音楽が彼の人生の道であると確信した彼は、竹の短冊に「プロのミュージシャンになる」と書き込み、それを大切に結びつけました。En: Convinced that music was his life's path, he wrote "Become a professional musician" on a piece of paper and tied it carefully to the bamboo.Ja: その瞬間、遙斗の心は不思議なほど軽くなりました。En: In that instant, an inexplicable weight lifted from Haruto's heart.Ja: 彼は音楽を追求する決心を固めました。En: He had resolved to pursue a career in music.Ja: 家族の期待を超えて、彼は自分の夢を信じることにしました。En: Beyond his family's expectations, he decided to believe in his own dreams.Ja: 夜空に輝く花火のように、遙斗の未来は明るい輝きを持っていました。En: Like the fireworks that brightly lit the night sky, Haruto's future held a bright glow.Ja: 愛子の隣で、彼は新しい一歩を踏み出しました。En: Standing next to Aiko, he took a new step forward.Ja: 遙斗の夢は、これから試練に満ちているかもしれません。しかし、彼はもう何も恐れていませんでした。En: Haruto's dreams might now be filled with challenges, but he no longer feared them.Ja: 彼の心には、音楽が流れていました。En: Music flowed through his heart.Ja: 彼は自分自身を信じ、音楽の道を進むことを決意しました。En: He resolved to trust in himself and follow the path of music.Ja: その決断は、彼に新しい自信をもたらし、彼の目には情熱が満ちていました。En: This decision brought him newfound confidence, and his eyes were filled with passion.Ja: 東京タワーの上で、遙斗は遥か彼方の星々を見上げながら、新しい未来を描いていました。En: Atop the Tokyo Tower, Haruto gazed up at the distant stars, drawing a new future in his mind. Vocabulary Words:crossroads: 岐路sprawling: 広がるcanvas: キャンバスbamboo: 竹branches: 枝swaying: 揺れburdened: 悩んでtroubled: 葛藤pursuing: 進むresonating: 響きましたsmoldering: くすぶってreignite: 再び燃え上がるinexplicable: 不思議なほどresolved: 決心を固めましたpath: 道confidence: 自信passion: 情熱gazing: 見上げるdistant: 遥か彼方drawing: 描いてtalent: 才能expectations: 期待stable: 安定したfireworks: 打ち上げ花火encouraged: 励ましましたfulfilled: 応えるstrips: 短冊breeze: 風lit: 彩りweight: 重み

Kelly and Taylor are back to talk a whole lotta joshi!They start discussing Senjo The Biggest, featuring a major match of the year contender, before moving on to discuss Stardom's huge World of Stardom Title match as well as a fun 7th Anniversary show from JTO!After that, they dive into the beginning of all the summer joshi excitement with previews of Stardom's 5STAR GP as well as previews of Tokyo Joshi's Summer Sun Princess and Tokyo Princess Cup!And find out who gets declared the best joshi wrestler of the last decade!Check it out!Please follow us on BlueSky: @jbombaudioYou can support this podcast at http://redcircle.com/jumping-bomb-audio/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

This week: Ben drives five hours to the Snowy Mountains with 17-year-olds, visits the Yarrangobilly Caves — and completely freezes when the punk rock tour guide turns off the lights and says "if anyone here is a singer, this is your moment." We also get into: Ione discovering Girl in Red wrote a song called "Say Anything" named after her iconic film, but describes it as "an old movie your mom showed you." The night at the Unholy Playhouse — a historic Sydney church turned queer performance venue — and why Catholicism and queer nightlife were always going to end up together. The Otherworld Zine Fair in Glebe, including the "Hotness Review: 80s Australian Newsreaders" zine. King Street Crawl — why it might be the most important day on the Australian music calendar. Tropical Fuckstorm live at the Enmore Theatre, Zia from the Dandy Warhols, and why Gareth Liddiard is the best songwriter in Australia. Ben's Japan tour announcement — Tokyo and Osaka shows on sale now, with Shonen Knife on the Osaka bill. Plus: Ione working on a secret project with John Goodman, and how they resolved a morning fight at the Marrickville markets while Ione's mum hovered nearby.Dive deeper into our world at https://weirdertogether.substack.com

In this ep we have our yearly fireworks recap, Big Tigger in trouble, White House fireworks disaster, Nancy Pelosi husband in a hit and run, pilot jumps out of plane while flying with student, massage parlor bust, and much more! Email here: tokyoblackhour@gmail.com Check us out Facebook here: https://www.facebook.com/TokyoBlackHour/   Check out the Youtube Channel here: https://www.youtube.com/channel/UCX_C1Txvh93PHEsnA-qOp6g?view_as=subscriber Follow us on Twitter @TokyoBlackPod Get your apparel at https://tkbpandashop.com/  You can also catch us Apple Podcasts, Google Play, and Spotify Check out the mix here https://www.youtube.com/watch?v=outOhNt1vBA&t=1167s Need a logo for your business go here www.fiverr.com/eyeballa/buying

Beijing just announced a persistent Coast Guard patrol east of Taiwan, the administration is calling arms sales a "bargaining chip," and the NDS doesn't mention Taiwan at all. Is deterrence in the Strait quietly coming apart? Randy Schriver is Chairman of the Institute for Indo-Pacific Security (the successor to Project 2049), current chair of the US-China Economic and Security Review Commission, and served as Assistant Secretary of Defense for Indo-Pacific Security Affairs in the first Trump administration. We discuss… China's new persistent Coast Guard patrol east of Taiwan, and how lawfare, fishermen rescues, and radio queries make sovereignty claims physically manifest, Why treating arms sales as a "bargaining chip" puts the US out of compliance with the Taiwan Relations Act, Whether Seoul and Tokyo go nuclear as hedging accelerates — and what the axis of autocracy means for a Korea contingency, How many Chinese mothers will sacrifice their only legal child for a Xi Jinping vanity project — and why America stopped doing information warfare, Blockade vs. invasion, Hellscape, and why the US should exercise a Keelung–Yonaguni corridor with Japan, The own-goal management of US-India relations, plus Randy's reading list for new Indo-Pacific hands. song link: https://suno.com/s/aRUtODqWdnqhKG3l Learn more about your ad choices. Visit megaphone.fm/adchoices

Robert Feldman and Michael Gapen discuss how AI could reshape growth, labor markets and productivity in the U.S. and Japan.Read more insights from Morgan Stanley.----- Transcript -----Robert Feldman: Welcome to Thoughts on the Market. I'm Robert Feldman, Senior Advisor at Morgan Stanley MUFG Securities in Tokyo. Michael Gapen: And I'm Michael Gapen, Morgan Stanley's Chief U.S. Economist. Robert Feldman: Today, we'll discuss why the U.S. and Japanese economies may react differently to the AI productivity test. It's Thursday, July 9th at 8 pm in Tokyo. Michael Gapen: And 9 am in New York. Robert Feldman: AI is the biggest theme around the world right now, but AI will play out differently in different economies. Take the cases of the U.S. and Japan. In the U.S., it's already a catalyst in investment, imports, productivity, and the labor market outlook. But here in Japan, it's seen as a savior for an economy with an intense labor shortage, low unemployment, and very little room to raise labor force participation. Mike, in the U.S., AI's contribution to real GDP growth will rise from about 0.05 percentage points in 2024 to an estimated 0.43 percentage points in 2027. What does that mean for markets? Michael Gapen: Well, Robby, I think it, it means a number of things, but, you know, I'm an economist, so the answer is always, "It depends." I think the real crux of the issue over time in the U.S., and therefore what it means for financial markets, is ultimately whether AI is labor replacing – and pushes the unemployment rate higher. Or it acts like a more traditional general-purpose technology that's labor augmenting. So, if, that's the case, meaning it looks similar to the internet and digital era, then it would mean faster output growth, stronger productivity growth, but still an economy that's running at or near full employment. That would be very beneficial in our estimation for risk assets, equity markets, credit markets, and it would probably mean that we stay in an interest rate environment that's certainly higher than it was during the post GFC period. But if – AI is a very different technology than we've seen in the past, and it displaces labor, and we get increases in the unemployment rate as AI diffuses through the economy. Then it could be very different for markets. Maybe returns to capital and equity markets are supported, but that might be more narrowly for technology stocks and not broader, say, consumer discretionary stocks. So, the answer, of course, is it depends. We don't know. And I think, ultimately, we come down on the side of thinking that AI will not create dystopian outcomes in the labor markets, that employment will hold up. So, we have a fairly constructive view, perhaps an optimistic view. And we think, ultimately it'll benefit markets greatly, similar to what we saw from the mid-90s to the early 2000's. Robert Feldman: Well, in your model, you have a particular variable that captures the speed of diffusion. But your baseline has AI spreading twice as fast as the internet did. But without that rise of employment. Is that really manageable? And if it's not, what economic indicators would warn us, if we're crossing into the danger zone? Michael Gapen: This is really the tricky part as, as you know. We have a new technology. We have to model how it diffuses through the economy. And I would say I think there's an argument here that penetration rates and usage rates are very different than what economists think about diffusion, which is how the production process is reshaped because of this new technology. And so most economists look at the internet and digital era and think it took 20-25 years to fully diffuse. Mass penetration in maybe 10 years, but full diffusion in more like 20-25 years. And so, each innovation cycle tends to happen more rapidly. So, I do think AI will spread more rapidly. And even by saying it spreads twice as fast as the internet did still means that it'll take roughly a decade, maybe 10-12 years for this to fully diffuse. So, our argument here would be that that is enough time for a flexible economy and a flexible labor market, like we have in the U.S., to rebalance labor. But if we're wrong, then Robby, what I think you will see is that as AI rolls through, it diffuses faster. And what we would see then is increases in rates of job separation and layoffs that would overwhelm the labor market's ability to reallocate workers. So, I think we would see two things – or three things: scale layoffs, a rise in the unemployment rate, and probably a significant amount of underemployment. Those who get rebalanced may be rebalanced into work that's not, say, consistent with the skill of that worker. So, I think we would see a very disrupted labor market in the process. But if it takes a decade, maybe 10-12 years, we think ultimately the U.S. economy is flexible enough to rebalance labor without large scale layoffs. Robert Feldman: Now, people are afraid of a lot of things, but one other thing is that AI might create new kinds of jobs, new kinds of tasks, have different impacts on people's wealth, and different responses from policymakers as well. How do these knock-on effects change the AI labor story? Michael Gapen: Yeah. That's right. I think you make a very good point there that I think it's easy to fall into what an economist would call a partial equilibrium trap. So, for example, we look at occupations exposed to AI task replacement, and we say, "Wow, if all these tasks are replaced, we might lose 10 million workers or 20 million workers." But that's too simplistic, in our view. Because as you note, AI may destroy some tasks or replace some tasks, but it's also going to create new ones. So, it may eliminate some types of occupations but create others. And in addition, if people are, say, laid off because of AI, you get a loss in labor market income for the economy. But AI will likely create returns to capital, say, stronger equity performance, and that's an indirect wealth effect. So, our model kind of, looks at, say, three wedges or three horse races in the economy then. It's about the speed of diffusion of AI against the ability of the labor market to rebalance. It's task destruction or task replacement versus new task creation. And then third, it's we might have weakness in labor market income in the short run, but there are indirect wealth effects. So, thinking about it this way in a richer general equilibrium context, these feedback effects matter a lot. So, the combination of if the labor market's disrupted, we get easing in monetary policy, maybe a fiscal response. There are new tasks, new jobs that are created for workers to rebalance to over time. And overall demand in the economy gets held up because wealth effects can offset some lost income. All of that is extremely important in our view that ultimately the U.S. economy can rebalance and handle the AI diffusion in a manageable way. We could be wrong, of course, but our main point here is you have to think about this in a richer context. You can't just simply, say, stack up workers and occupations and say, "Oh, we're going to lose a lot of employment." That's not the way innovation waves have worked in the past. We don't think they're going to work that way in the future. Robert Feldman: Mm-hmm. That's fascinating because the situation in the United States is so different from that in Japan, largely because of the demographic situation. Here in Japan, the key element is how much AI can ease the labor shortage. In fact, in some labor-intensive jobs now, we're seeing 6 percent wage increases, and that's great. As long as productivity rises fast enough that price hikes aren't necessary. Michael Gapen: So Robby, in your scenarios for Japan, the same 10 percent productivity gain can lead to very different outcomes. Deflation and weaker employment in one case. More inflation, higher wages, and more employment in another. What do you think drives the difference? Robert Feldman: Mm-hmm. Well, the crucial element really is the flexibility of goods and labor markets. With high flexibility, you get higher GDP, higher employment, and moderate inflation. With low flexibility, you may get a bit higher GDP, but employment plunges, and there's deflation of both prices and wages – more in wages. Now, in Japan, over the last two decades, we've seen monopoly power in key markets go down. For example, agriculture and energy. Labor markets are more flexible too, but lifetime employment system still applies to about two-thirds of the economy. And that deters people from trying to find better jobs and even from acquiring the skills needed for a new job. Michael Gapen: What conditions are needed for AI to be additive to Japan's economy? Robert Feldman: We need more reskilling. Japan is lucky because people are healthy, and they want to work into their 70s and beyond. But acquiring the skills to remain productive is a challenge, even though Japan's workforce is well-educated and still has a strong work ethic. So, to sum up, in the U.S., the race is between diffusion and absorption. But in Japan it's between labor scarcity and productivity. Is that fair? Michael Gapen: It is fair, and we come down on the side of optimism. We think diffusion will happen fast, but it'll happen at a pace that the U.S. economy can handle. So, we come down having a positive view overall. We do not lean in the direction of dystopian labor market outcomes. Robert Feldman: Mm-hmm. I agree with that as well for Japan. So, Mike, thanks for taking the time to talk. Michael Gapen: Great speaking with you, Robby-san. Robert Feldman: And thanks for listening, everyone. If you enjoy Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or colleague today.

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