Podcasts about Ge

Geçtiğimiz çarşamba günü -24 Aralık 2025- Cezayir Parlamentosu'nda oldukça önemli bir oturum vardı. Fransa'nın Cezayir'de 132 yıl boyunca devam eden sömürge yönetiminin “devlet suçu” olarak kabul edilmesine yönelik tasarının ele alındığı oturumda, uzun müzakerelerin ve konuşmaların ardından söz konusu tasarı oybirliğiyle kabul edildi. Atılan adım diplomatik bağlayıcılık açısından “sembolik” düzeyde olmasına rağmen, zaten son yıllarda gergin olan Cezayir-Fransa ilişkilerinde yeni bir kriz başlığının açılmasına kesin gözüyle bakılıyor.

A glowing red nose didn't start as folklore—it started as copy. We follow Rudolph's unlikely path from a 1939 Montgomery Ward booklet written by Robert L. May, forged in grief and grit, to Johnny Marks' earworm melody and Gene Autry's reluctant hit that stormed both pop and country charts. Then we pull the curtain on the Rankin/Bass special: GE's sponsorship, Arthur Rankin's partnership with stop‑motion pioneer Tadahito Mochinaga, and the Animagic craft that studied real deer in Nara to give Rudolph those lifelike blinks and gentle turns. Commerce met creativity, and somehow a marketing project became a tradition that refuses to fade.We also sit with the hard questions. The bullying, the “man's work” line, Santa's chilly management style, and the idea that acceptance arrives only when difference becomes useful—these critiques have followed the special into the modern era. Defenders argue the story still delivers courage, resilience, and belonging. Between those poles is the real story of American holiday culture: capitalism can launch a narrative, but families, memories, and repetition give it meaning. That's how a department store promo turned into the longest‑running Christmas special on TV, and how a bright flaw became a guiding light.If you love media history, Christmas traditions, marketing strategy, stop‑motion animation, or pop culture debates, this one's for you. Hear how rights, royalties, and risk shaped a classic; how Canadian radio talent and Burl Ives sealed the deal; and why the special still pulls ratings decades later. Listen, share with a friend who hums along every year, and leave a review to help more curious listeners find the show.

Ge oss feedback!Katarina Rothfjell, med rötterna i Bredviken utanför Kalix, är sedan många år verksam i Venedig. Hon arbetar som fotograf med ett brett register inom fotokonst och gallerivärlden, och har arbetat och ställt ut på många välkända platser. När hon besökte Kalix under 2025 träffade vi henne och samtalade även om hennes pappa, den välkände Erik Rothfjell, som varit med och lagt grunden till flera lösningar vi använder i dag, bland annat id-kort.Gäst: Katarina Rotfjäll, fotokonstnärProgramledare: Reine Sundqvist.Kalixpodden med Reine Sundqvist presenteras av Kalix kommun.

Welkom, bij de vijfde dag van onze gezamenlijke Yoga Nidra reis! In de Yoga Nidra van vandaag begeleidt Sien jou door een reis naar rust. Zorg dat je een zo comfortabel mogelijke positie vindt (liggend of zittend, met eventueel extra kussens en dekens), voordat je de audio opname afspeelt. Sacred Rest: Jouw Reis naar Rust is een 12-daagse Yoga Nidra reis waarin jij de kracht van een dagelijkse korte (max. 12 minuten) Yoga Nidra mag ervaren, en mag ontdekken wat rust voor jou betekent in dit seizoen van je leven. Deze challenge delen wij live van 22 december 2025 t/m 2 januari 2026. In die tijd ontvang je elke dag ook een inspiratiemail met een verdiepende tekst van de desbetreffende Yogadocente, en een reflectievraag. Ook ontvangen? Meld je hier aan. Luister je later? Deze Yoga Nidra challenge blijft gewoon beschikbaar, en kun je op elk moment (her)starten. Ook hoef je niet bij dag 1 te beginnen. Kijk maar wat jou het meest aanspreekt. We delen deze challenge vanuit Karma Yoga: vrij geven, vrij ontvangen. Deze sessies zijn gratis, zodat zoveel mogelijk mensen kennis kunnen maken met Yoga Nidra en de effecten ervan. Voel je dat je wilt bijdragen aan het verspreiden van rust en bewustzijn, dan kan dat via deze link. Helemaal vrijblijvend natuurlijk. Ook een berichtje via mail of social media waarderen we enorm. Dankjewel!  Geïnspireerd? Laat het ons weten! Schrijf een review, tag ons in jouw Pure Yoga moment op Instagram en wordt deel van onze nieuwsbrief community. Je kunt nu ook een reactie achterlaten op de podcast via Youtube en Spotify. Namasté! > Vind Sanne & Yoga Puur Breda op: - Instagram (@yoga_puur_breda) - Youtube (@yogapuurbreda) - Nieuwsbrief (abonneer je hier) - Website (yogapuurbreda.nl) 

Geçenlerde bir avukat dostumla, son operasyonlar üzerine konuşurken, “dokunulmaz” ve “imtiyazlı” aileler meselesinin Türkiye ayağına dikkat çekti ve Garipoğlu ailesinin villasına yapılan uyuşturucu operasyonunu hatırlattı. Laf lafı açtı, bir hukukçu ve bir gazeteci olarak beyin fırtınası yaptık. Geçmişte yaşananları içinde bulunduğumuz şu günlerle harmanladık. Sonunda da ortaya bu yazının çerçevesi çıktı.

Haftalık programında Fatma İnce ve Mert Büyükkarabacak geçtiğimiz haftanın politik gelişmelerini değerlendiriyor:→ AB 2025'teki içten yanmalı otomobil yasağını neden kaldırdı? → Suriye çıkarması, Halep çatışması, Fidan'a bunu kim yaptı?→ Asgari ücret açlık sınırının altında! → AKP'de veliaht çekişmeleri, faşizmin birkaç tonu ve operasyonlar→ Özel Yasa'ya CHP destek verecek mi?→ Uçum: Geçiş sürecinde demokrasi pazarlığı olmaz→ Türkiye zengin ülkeler ligine mi giriyor? → Saran'ı kimler sarıyor? Tribünleri politikleştirme çabaları→ Okuma ve izleme önerileri

Geçtiğimiz pazar günü itibarıyla Müslümanlarca kutsal sayılan üç ayların ilki olan receb-i şerif ayına girmiş bulunuyoruz. Dün akşam da Regâib gecesini idrak ettik. Bu vesileyle, bu yazımızda hem üç aylar hem de Regâib gecesini ele alacağız. “Üç aylar” olarak bilinen aylar, sırasıyla receb, şaban ve ramazan aylarıdır. Müslümanların çoğunluğunun kutladığı ve Türk kültüründe “kandil gecesi” olarak bilinen beş geceden mevlid hariç diğer dördü bu üç aylardadır.

In the high-stakes world of M&A, Goodwill is arguably the most important yet invisible asset on a modern balance sheet. It represents the "engine of ambition," but as history shows, it is also a significant source of financial volatility.In this episode of Corporate Finance Explained on FinPod, we unpack why companies pay billions in premiums, how that value is tracked, and what happens when those strategic promises vanish overnight.What is Goodwill? The Anatomy of a PremiumGoodwill is an intangible asset that appears only when one company acquires another. It is the accounting placeholder for the premium paid over the fair market value of a company's identifiable net assets.When a buyer pays an extra $500 million for a $1 billion company, they are buying "strategic future value" that doesn't fit into a physical ledger. This premium typically covers:Brand Equity: The power of established names like Disney or Coca-Cola. Human Capital: Specialized workforce talent and "acqui-hires." Synergies: The quantified promise that the combined businesses will unlock efficiencies neither could achieve alone. Network Effects: Market dominance and ecosystem integration.The Accounting Shield: PPA and ImpairmentBecause Goodwill is intangible, regulators use a rigid process called Purchase Price Allocation (PPA). Auditors first identify and value every "identifiable" asset (patents, inventory, debt). Only the leftover remainder is recorded as Goodwill.Unlike a factory or a machine, Goodwill is not amortized. It stays on the balance sheet indefinitely until a "Triggering Event" occurs, requiring an Impairment Test.Strategic Red Flags (Triggering Events):Persistent declining revenue or shrinking margins. Major leadership changes or failed integration. Market downturns or the loss of a key customer.If the fair value of the business unit drops below its carrying value, an Impairment Charge is mandatory. While this is a non-cash charge, the stock market reaction is often violent because it destroys management credibility.Case Studies: Strategic Success vs. FailureFacebook & Instagram (Success): Meta paid $1 billion for an app with negligible assets. The Goodwill was a bet on network effects, which now generates tens of billions. Amazon & Whole Foods (Success): The premium bought time, instantly giving Amazon a physical retail and logistics footprint. Kraft Heinz (Failure): A $15.4 billion write-down occurred because aggressive cost-cutting cannibalized the very brand equity they paid for. GE & Alstom (Failure): A $22 billion write-down triggered by misjudging the gas turbine market.The Critical Ratio: Goodwill to EquitySmart investors look past the absolute dollar amount and focus on the Goodwill-to-Equity ratio. A high ratio is a strategic warning sign; it tells you the company is heavily reliant on future promises rather than proven stability.Key Takeaway: An impairment is a lagging indicator. By the time the write-down happens, the business has been suffering for a long time. The charge is simply the officially mandated confirmation of strategic failure.

O paulistano Felipe morou na terra da garoa até os 30 anos de idade. Por lá, se formou em Engenharia de Controle de Automação e engatou alguns estágios. Em um deles, na GE, ele foi efetivado e passou a trabalhar com sistemas de controle de ferrovias.Essa bagagem lhe ajudou quando apareceu a oportunidade de migrar para a Amazon, no time de QA que ajudou a trazer a Alexa para o Brasil. Dentro da Amazon, ele passou a trabalhar remotamente para uma equipe de Boston, para onde, depois de 1 ano, ele se mudou.Neste episódio, o Felipe detalla o famoso (e cansativo) processo de entrevista da Amazon, além dos hobbies, dos desafios, e das alegrias de se morar na cidade cuja busca por um apartamento fez o Felipe se sentir em um episódio de How I Met Your Mother.Fabrício Carraro, o seu viajante poliglotaFelipe Blanes, Technical Program Manager Sênior na Amazon em Boston, Estados UnidosLinks:Amazon AGI LabsAmazon NovaAmazon Nova ActAWS Nova Act no GitHubTechGuide.sh, um mapeamento das principais tecnologias demandadas pelo mercado para diferentes carreiras, com nossas sugestões e opiniões.#7DaysOfCode: Coloque em prática os seus conhecimentos de programação em desafios diários e gratuitos. Acesse https://7daysofcode.io/Ouvintes do podcast Dev Sem Fronteiras têm 10% de desconto em todos os planos da Alura Língua. Basta ir a https://www.aluralingua.com.br/promocao/devsemfronteiras/e começar a aprender inglês e espanhol hoje mesmo! Produção e conteúdo:Alura Língua Cursos online de Idiomas – https://www.aluralingua.com.br/Alura Cursos online de Tecnologia – https://www.alura.com.br/Edição e sonorização: Rede Gigahertz de Podcasts

Cenk Dereli ile beraber her ayın son programında mimarlık gündemi konuşurken aralık ayını 2025 yılı değerlendirmesine ayırıyoruz. Geçirdiğimiz yılda olanları, yeni yıldan beklentilerimizi, ve geçtiğimiz günlerde kaybettiğimiz Frank Gehry'yi konuşuyoruz.  

Cenk Dereli ile beraber her ayın son programında mimarlık gündemi konuşurken aralık ayını 2025 yılı değerlendirmesine ayırıyoruz. Geçirdiğimiz yılda olanları, yeni yıldan beklentilerimizi, ve geçtiğimiz günlerde kaybettiğimiz Frank Gehry'yi konuşuyoruz.  

Welkom, bij de vierde dag van onze gezamenlijke Yoga Nidra reis! In de Yoga Nidra van vandaag begeleidt Kiki jou door een reis naar rust. Zorg dat je een zo comfortabel mogelijke positie vindt (liggend of zittend, met eventueel extra kussens en dekens), voordat je de audio opname afspeelt. Sacred Rest: Jouw Reis naar Rust is een 12-daagse Yoga Nidra reis waarin jij de kracht van een dagelijkse korte (max. 12 minuten) Yoga Nidra mag ervaren, en mag ontdekken wat rust voor jou betekent in dit seizoen van je leven. Deze challenge delen wij live van 22 december 2025 t/m 2 januari 2026. In die tijd ontvang je elke dag ook een inspiratiemail met een verdiepende tekst van de desbetreffende Yogadocente, en een reflectievraag. Ook ontvangen? Meld je hier aan. Luister je later? Deze Yoga Nidra challenge blijft gewoon beschikbaar, en kun je op elk moment (her)starten. Ook hoef je niet bij dag 1 te beginnen. Kijk maar wat jou het meest aanspreekt. We delen deze challenge vanuit Karma Yoga: vrij geven, vrij ontvangen. Deze sessies zijn gratis, zodat zoveel mogelijk mensen kennis kunnen maken met Yoga Nidra en de effecten ervan. Voel je dat je wilt bijdragen aan het verspreiden van rust en bewustzijn, dan kan dat via deze link. Helemaal vrijblijvend natuurlijk. Ook een berichtje via mail of social media waarderen we enorm. Dankjewel!  Geïnspireerd? Laat het ons weten! Schrijf een review, tag ons in jouw Pure Yoga moment op Instagram en wordt deel van onze nieuwsbrief community. Je kunt nu ook een reactie achterlaten op de podcast via Youtube en Spotify. Namasté! > Vind Sanne & Yoga Puur Breda op: - Instagram (@yoga_puur_breda) - Youtube (@yogapuurbreda) - Nieuwsbrief (abonneer je hier) - Website (yogapuurbreda.nl)       

2026'yı planlamak için saatlerce hedef listeleri yapmana gerek yok. Bu bölümde, sadece 15 dakikada geçtiğimiz yılı değerlendirip, neyi 2026'ya taşıyacağını, neyi bırakman, azaltman gerektiğini ve yeni yıl için gerçekçi, sürdürülebilir niyetler belirlemenin yolunu paylaşıyorum.Yeni yıl kararlarının neden çoğu zaman tutmadığını, hangi hedeflerin bizi motive etmek yerine yorduğunu ve 2026'yı “daha iyi bir ben” baskısı olmadan nasıl kurabileceğimizi konuşuyoruz.Bu video bir motivasyon konuşması değil. Bir durup bakma, ayıklama ve bilinçli yön belirleme alanı. Birlikte 2026 yılını en iyi yılın yapman için gereken sistemi 15 dakikada kuracağız. Bölüm akışı:(00:00) Sen de böyle bir hissediyorsun?(01:45) Geçen yıla biraz bakalım(04:35) 2025 yılını değerlendirmek(05:00) Geçmiş yıl değerlendirme dökümanı: https://docs.google.com/document/d/1qWZDEhZLgVGB0Yk5O3KqIjU6TqI1fGrXoNyRl8tcOlk/copy?usp=sharing (08:00) Olumlu olanları 2026'da nasıl daha çok yapabilirim?(09:20) Gelecek yılı planlamak(16:35) Destek olacak sistemler

För att spela julbingo går du in här https://bingo.smalaskidor.se/ Det här är ett special, special avsnitt. Stort tack till "Tibban" Markus Tiburzi som kom med iden och även programmeringen av julbingon.  Mats du kommer oxå på pallen som styrt upp det här avsnittet och projektet med Julbingon.  Stort tack till Patrik på RullskidsCenter som donerat ett förstapris för den som fyller hela brickan! Ge podden betyg i din poddspelare som ett sätt att ge tillbaka lite skidglädje om du gillar det vi gör. För dig som aldrig hört oss förut, så är vi två gubbar som vill bli bättre på längskidor och vi tränar, utbildar oss och förhoppningsvis blir vi lite snabbare i spåret. Du är välkommen med på resan genom dessa hittills 132 avsnitten.   Gilla eller bli fan av podden här https://www.friareliv.se/smalaskidor

Schornsteinfeger sammeln Spenden beim Gladbecker Turmblasen, Neuer Mietspiegel in Gelsenkirchen beschlossen, Geänderte Fahrpläne über die Feiertage, Weiter Einschränkungen nach LKW-Brand auf der A2

Welkom, bij de derde dag van onze gezamenlijke Yoga Nidra reis! In de Yoga Nidra van vandaag begeleidt Sanne jou door een reis naar rust. Zorg dat je een zo comfortabel mogelijke positie vindt (liggend of zittend, met eventueel extra kussens en dekens), voordat je de audio opname afspeelt. Sacred Rest: Jouw Reis naar Rust is een 12-daagse Yoga Nidra reis waarin jij de kracht van een dagelijkse korte (max. 12 minuten) Yoga Nidra mag ervaren, en mag ontdekken wat rust voor jou betekent in dit seizoen van je leven. Deze challenge delen wij live van 22 december 2025 t/m 2 januari 2026. In die tijd ontvang je elke dag ook een inspiratiemail met een verdiepende tekst van de desbetreffende Yogadocente, en een reflectievraag. Ook ontvangen? Meld je hier aan. Luister je later? Deze Yoga Nidra challenge blijft gewoon beschikbaar, en kun je op elk moment (her)starten. Ook hoef je niet bij dag 1 te beginnen. Kijk maar wat jou het meest aanspreekt. We delen deze challenge vanuit Karma Yoga: vrij geven, vrij ontvangen. Deze sessies zijn gratis, zodat zoveel mogelijk mensen kennis kunnen maken met Yoga Nidra en de effecten ervan. Voel je dat je wilt bijdragen aan het verspreiden van rust en bewustzijn, dan kan dat via deze link. Helemaal vrijblijvend natuurlijk. Ook een berichtje via mail of social media waarderen we enorm. Dankjewel!  Geïnspireerd? Laat het ons weten! Schrijf een review, tag ons in jouw Pure Yoga moment op Instagram en wordt deel van onze nieuwsbrief community. Je kunt nu ook een reactie achterlaten op de podcast via Youtube en Spotify. Namasté! > Vind Sanne & Yoga Puur Breda op: - Instagram (@yoga_puur_breda) - Youtube (@yogapuurbreda) - Nieuwsbrief (abonneer je hier) - Website (yogapuurbreda.nl) 

Allen, Joel, Rosemary, and Yolanda break down the TPI Composites bankruptcy fallout. Vestas is acquiring TPI’s Mexico and India operations while a UAE company picks up the Turkish factories. That leaves GE in a tough spot with no clear path to blade manufacturing. Plus the crew discusses blade scarcity, FSA availability floors, and whether a new blade manufacturer could emerge. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes’ YouTube channel here. Have a question we can answer on the show? Email us! Allen Hall: [00:00:00] Welcome to the Uptime Wind Energy Podcast. I’m your host, Allen Hall. I’ve got Yolanda Padron and Joel Saxum in Texas. And Rosemary Barnes is back from her long Vacation in Australia and TPI. Composites is big in the news this week, everybody, because they’re in bankruptcy hearings and they are selling off parts of the business. Vestas is, at least according to News Reports positioned to acquire. A couple of the LLCs down in Mexico. So there’s uh, two of them, TPI in Mexico, five LLC, and TPI in Mexico, six LLC. There are other LLCs, of course involved with this down in Mexico. So they’re buying, not sure exactly what the assets are, but probably a couple of the factories in which their blades were being manufactured in. Uh, this. Is occurring because Vestas stepped in. They were trying to have an auction and Vestas stepped forward and just ended up buying these two LLCs. [00:01:00] Other things that are happening here, Joel, is that, uh, TPI evidently sold their Turkish division. Do you recall to who they sold? That, uh, part of the Joel Saxum: business too, two companies involved in that, that were TPI Turkey, uh, and that was bought by a company called XCS composites. Uh, and they are out of the United Arab Emirates, so I believe they’re either going to be Abu Dhabi or Dubai based. Uh, but they took over the tube wind blade manufacturing plants in Isme, uh, also a field service and inspection repair business. And around 2,700 employees, uh, from the Turkish operation. So that happened just, just after, I mean, it was a couple weeks after the bankruptcy claim, uh, went through here in August, uh, in the States. So it went August bankruptcy for TPI, September, all the Turkish operations were bought and now we’ve got Vestas swooping in and uh, taking a bunch of the Mexican operations. Allen Hall: Right. And [00:02:00] Vestas is also taking TPI composites India. Which is a part of the business that is not in bankruptcy, uh, that’s a, a separate business, a separate, basically LLC incorporation Over in India, the Vestus is going to acquire, so they’re gonna acquire three separate things in this transaction. The question everybody’s asking today after seeing this Vestus move is, what is GE doing? Because, uh, GE Renova has a lot of blades manufactured by TPI down in Mexico. No word on that. And you would think if, if TPI is auctioning off assets that GE renova would be at the front of the line, but that’s not what we’re hearing on the ground. Joel Saxum: Yeah, I mean it’s, the interesting part of this thing is for Vestas, TPI was about 35% of their blade capacity for manufacturing in 2024. If their 30, if, if Vestas was 35%, then GE had to be 50%. There [00:03:00] demand 60. So Vesta is making a really smart move here by basically saying, uh, we’ve gotta lock down our supply chain for blades. We gotta do something. So we need to do this. GE is gonna be the odd man out because, I mean, I think it would be a, a cold day in Denmark if Vestas was gonna manufacture blades for ge. Allen Hall: Will the sale price that Vest has paid for this asset show up in the bankruptcy? Hearings or disclosures? I think that it would, I haven’t seen it yet, but eventually it’ll, it must show up, right? All, all the bankruptcy hearings and transactions are, they have an overseer essentially, what happens to, so TPI can’t purchase or sell anything without an, um, getting approved by the courts, so that’ll eventually be disclosed. Uh, the Turkish sale will be, I would assume, would be disclosed. Also really curious to see what the asset value. Was for those factories. Joel Saxum: So the Turkish sale is actually public knowledge right now, and [00:04:00] that is, lemme get the number here to make sure I get it right. 92.9 million Euros. Uh, but of, of course TPI laden with a bunch of non-convertible and convertible debt. So a ton of that money went right down to debt. Uh, but to be able to purchase that. They had to assu, uh, XCS composites in Turkey, had to assume debt as is, uh, under the bankruptcy kind of proceedings. So I would assume that Vestas is gonna have to do the same thing, is assume the debt as is to take these assets over and, uh, and assets. We don’t know what it is yet. We don’t know if it’s employees, if it’s operations, if it’s ip, if it’s just factories. We don’t know what’s all involved in it. Um, but like you said, because. TPI being a publicly traded company in the United States, they have to file all this stuff with SEC. Allen Hall: Well, they’ll, they’re be delisted off of. Was it, they were Joel Saxum: in Nasdaq? Is that where they were listed? The India stuff that could be private. You may ne we may not ever hear about what happened. Valuation there. Allen Hall: Okay, so what is the, the [00:05:00] future then for wind blade production? ’cause TPI was doing a substantial part of it for the world. I mean, outside of China, it’s TPI. And LM a little bit, right? LM didn’t have the capacity, I don’t think TPI that TPI does or did. It puts Joel Saxum: specifically GE in a tight spot, right? Because GEs, most of their blades were if it was built to spec or built to print. Built to spec was designed, uh, by LM and built by lm. But now LM as we have seen in the past months year, has basically relinquished themselves of all of their good engineering, uh, and ability to iterate going forward. So that’s kind of like dwindling to an end. TPI also a big side of who makes blades for ge if Vestas is gonna own the majority of their capacity, Vestas isn’t gonna make blades for ge. So GEs going to be looking at what can we, what can we still build with lm? And then you have the kind of the, the odd ducks there. You have the Aris, [00:06:00] you have the MFG, um, I mean Sonoma is out there. This XCS factory is there still in Turkey. Um, you may see some new players pop up. Uh, I don’t know. Um, we’ll see. I mean, uh, Rosemary, what’s, what’s your take? Uh, you guys are starting to really ramp up down in Australia right now and are gonna be in the need of blades in general with this kind of shakeup. Rosemary Barnes: What do we say? My main concern is. Around the service of the blades that we’ve already got. Um, and when I talk to people that I know at LM or XLM, my understanding is that those parts of the organization are still mostly intact. So I actually don’t expect any big changes there. Not to say that the status quo. Good enough. It’s not like, like every single OEM whose, um, FSAs that I work with, uh, support is never good enough. But, um, [00:07:00] it shouldn’t get any worse anyway. And then for upcoming projects, yeah, I, I don’t know. I mean, I guess it’s gonna be on a case by case basis. Uh, I mean, it always was when you got a new, a new project, you need a whole bunch of blades. It was always a matter of figuring out which factory they were going to come from and if they had capacity. It’ll be the same. It’s just that then instead of, you know, half a dozen factories to choose from, there’s like, what, like one or two. So, um, yeah, I, that’s, that’s my expectation of what’s gonna happen. I presumably ge aren’t selling turbines that they have no capability to make blades for. Um, so I, I guess they’re just gonna have a lot less sales. That’s the only real way I can make it work. Allen Hall: GE has never run a Blade factory by themselves. They’ve always had LM or somebody do it, uh, down in Brazil or TPI in Mexico or wherever. Uh, are we thinking that GE Renova is not gonna run a Blade Factory? Is that the thought, or, or is [00:08:00] that’s not in the cards either. Rosemary Barnes: I don’t think it’s that easy to just, just start running a Blade Factory. I mean, I know that GE had blade design capabilities. I used to design the blades that TPI would make. So, um, that part of it. Sure. Um, they can, they can still do that, but it’s not, yeah, it’s, it’s not like you just buy a Blade factory and like press start on the factory and then the, you know, production line just starts off and blades come out the other end. Like there is a lot of a, a lot of knowhow needed if that was something that they wanted to do. That should have been what they started doing from day one after they bought lm. You know, that was the opportunity that they had to become, you know, a Blade factory owner. They could have started to, you know, make, um, have GE. Take up full ownership of the, the blade factories and how that all worked. But instead, they kept on operating like pretty autonomously without that many [00:09:00] changes at the factory level. Like if they were to now say, oh, you know, hey, it’s, uh, we really want to. Have our own blade factories and make blades. It’s just like, what the hell were you doing for the last, was it like seven years or something? Like you, you could easily have done what? And now you haven’t made it as hard for yourselves as possible. So like I’m not ruling out that that’s what they’re gonna try and do, because like I said, I don’t think it’s been like executed well, but. My God, it’s like even stupid of the whole situation. If that’s where we end up with them now scrambling to build from scratch blade, um, manufacturing capability because there’s Yolanda Padron: already a blade scarcity, right? Like at least in the us I don’t know if you guys are seeing it in, in Australia as well, but there’s a blade scarcity for these GE blades, right? So you’re, they kind of put themselves in an even more tough spot by just now. You, you don’t have access to a lot of these TPI factories written in theory. From what we’re seeing. You mean to get like replacement blades? Yeah. So like for, for issues? Yeah. New [00:10:00] construction issues under FSA, that, Rosemary Barnes: yeah. I mean, we’ve always waited a, a long time for new blades. Like it’s never great. If you need a new blade, you’re always gonna be waiting six months, maybe 12 months. So that’s always been the case, but now we are seeing delays of that. Maybe, maybe sometimes longer, but also it’s like, oh well. We can’t replace, like, for like, you’re gonna be getting a, a different kind of blade. Um, that will work. Um, but you know, so that is fine, except for that, that means you can’t do a single blade replacement anymore. Now, what should have been a single blade replacement might be a full set replacement. And so it does start to really, um, yeah. Mess things up and like, yeah, it’s covered by the FSA, like that’s on them to buy the three blades instead of one, but. It does matter because, you know, if they’re losing money on, um, managing your wind farm, then it, it is gonna lead to worse outcomes for you because, you know, they’re gonna have to skimp and scrape where they [00:11:00] can to, you know, like, um, minimize their losses. So I, I don’t think it’s, it’s, it’s Yolanda Padron: not great. Yeah. And if you’re running a wind farm, you have other stakeholders too, right? It’s not like you’re running it just for yourself. So having all that downtime from towers down for a year. Because you can’t get blades on your site. Like it’s just really not great. Rosemary Barnes: Yeah, and I mean, there’s flaws on there. Like they’ve got an availability guarantee. Then, you know, below that they do have to, um, pay for that, those losses. But there’s a flaw on that. So once you know, you, you blast through the floor of your availability, then you know, that is on the owner. Now it’s not on the, um, service provider. So it’s definitely. Something that, yeah, there’s lots of things where you might think, oh, I don’t have to worry about my blades ’cause I’ve got an F, SA, but you know, that’s just one example where, okay, you will, you will start worrying if they, they yeah. Fall through the floor of their availability guarantee. Joel Saxum: Two questions that pop up in my mind from this one, the first one, the first one is [00:12:00] directly from Alan. You and I did a webinar, we do so many of ’em yesterday, and it was about, it was in the nor in North America, ferc, so. They have new icing readiness, uh, reporting you, so, so basically like if you’re on the, if you’re connected to the grid, you’re a wind farm or solar farm and you have an icing event, you need to explain to them why you had an outage, um, and why, what you’re doing about it. Or if you’re not doing something about it, you have to justify it. You have to do all these things to say. Hey, some electrons weren’t flowing into the grid. There’s certain levels. It’s much more complicated than this, but electrons weren’t flowing into the grid because of an issue. We now have to report to FERC about this. So is there a stage when a FERC or uh, some other regulatory agency starts stepping into the wind industry saying like, someone’s gotta secure a supply chain here. ’cause they’re already looking at things when electrons are on the grid. Someone’s got a secure supply chain here so we can ensure that [00:13:00]these electrons are gonna get on the grid. Could, can something like that happen or was, I mean, I mean, of course that’s, to me, in my opinion, that’s a lot of governmental overreach, but could we see that start to come down the line like, Hey, we see from an agency’s perspective, we see some problems here. What are you doing to shore this up? Allen Hall: Oh, totally. Right. I, I think the industry in general has an issue. This is not an OEM specific problem. At the minute, if this is a industry-wide problem, there seems to be more dispersed. Manufacturers are gonna be popping up. And when we were in Scotland, uh, we learned a lot more about that. Right, Joel? So the industry has more diversification. I, I, here’s, here’s my concern at the minute, so. For all these blade manufacturers that we would otherwise know off the top of our heads. Right. Uh, lm, TPI, uh, Aris down in Brazil. The Vestus manufacturing facilities, the Siemens manufacturing [00:14:00] facilities. Right. You, you’re, you’re in this place where. You know, everybody’s kind of connected up the chain, uh, to a large OEM and all this made sense. You know, who was rebuilding your blades next year and the year down, two years down the road. Today you don’t, so you don’t know who owns that company. You don’t know how the manager’s gonna respond. Are you negotiating with a company that you can trust’s? Gonna be there in two or three years because you may have to wait that long to get blades delivered. I don’t know. I think that it, it put a lot of investment, uh, companies in a real quandary of whether they wanna proceed or not based upon the, what they is, what they would perceive to be the stability of these blade companies. That’s what I would think. I, I, Vestas is probably the best suited at the minute, besides Siemens. You know, Vestas is probably best suited to have the most perceived reliability capability. Control, Joel Saxum: but they have their own [00:15:00] blade factories already, right? So if they buy the TPI ones, they’re just kind of like they can do some copy pasting to get the the things in place. And to be honest with you, Vesta right now makes the best blades out there, in my opinion, least amount of serial defects. Remove one, remove one big issue from the last couple Allen Hall: years. But I think all the OEMs have problems. It’s a question of how widely known those problems are. I, I don’t think it’s that. I think the, the, the. When you talk to operators and, and they do a lot of shopping on wind turbines, what they’ll tell you generally is vestus is about somewhere around 20% higher in terms of cost to purchase a turbine from them. And Vestus is gonna put on a, a full service agreement of some sort that’s gonna run roughly 30 years. So there’s a lot of overhead that comes with buying a, a Vestas turbine. Yes. You, you get the quality. Yes. You get the name. Yes, you get the full service agreement, which you may or [00:16:00] may not really want over time. Uh, that’s a huge decision. But as pieces are being removed from the board of what you can possibly do, there’s it, it’s getting narrow or narrow by the minute. So it, it’s either a vestus in, in today’s world, like right today, I think we should talk about this, but it’s either Vestus or Nordic. Those are the two that are being decided upon. Mostly by a lot of the operators today. Joel Saxum: That’s true. We’re, and we just saw Nordex, just inked a one gigawatt deal with Alliant Energy, uh, just last week. And that’s new because Alliant has traditionally been a GE buyer. Right. They have five or six ge, two X wind farms in the, in the middle of the United States, and now they’ve secured a deal with Nordex for a gigawatt. Same thing we saw up at Hydro Quebec. Right. Vestas and Nordex are the only ones that qualify for that big, and that’s supposed to be like a 10 gigawatt tender over time. Right. But the, so it brings me to my, I guess my other question, I was thinking about this be [00:17:00] after the FERC thing was, does do, will we see a new blade manufacturer Allen Hall: pop Joel Saxum: up? Allen Hall: No, I don’t think you see a new one. I think you see an acquisition, uh, a transfer of assets to somebody else to run it, but that is really insecure. I, I always think when you’re buying distressed assets and you think you’re gonna run it better than the next guy that. Is rare in industry to do that. Think about the times you’ve seen that happen and it doesn’t work out probably more than 75% of the time. It doesn’t work out. It lasts a year or two or three, and they had the same problems they had when the original company was there. You got the same people inside the same building, building the same product, what do you think is magically gonna change? Right? You have this culture problem or a a already established culture, you’re not likely to change that unless you’re willing to fire, you know, a third of the staff to, to make changes. I don’t see anybody here doing that at the minute because. Finding wind blade technicians, manufacturing people is [00:18:00] extremely hard to do, to find people that are qualified. So you don’t wanna lose them. Joel Saxum: So this is why I say, this is why I pose the question, because in my mind, in in recent wind history, the perfect storm for a new blade manufacturer is happening right now. And the, and the why I say this is there is good engineers on the streets available. Now washing them of their old bad habits and the cultures and those things, that’s a monumental task. That’s not possible. Allen Hall: Rosemary worked at a large blade manufacturer and it has a culture to it. That culture really didn’t change even after they were acquired by a large OEM. The culture basically Rosemary Barnes: remained, they bizarrely didn’t try and change that culture, like they didn’t try to make it a GE company so that it wasn’t dur, it was wasn’t durable. You know, they, they could have. Used that as a shortcut to gaining, um, blade manufacturing capabilities and they didn’t. And that was a, I think it was a choice. I don’t think it’s an inevitability. It’s never easy to go in and change a, a culture, [00:19:00] but it is possible to at least, you know, get parts of it. Um, the, the knowledge should, you should be able to transfer and then get rid of the old culture once you’ve done that, you know, like, uh. Yeah, like you, you bring it in and suck out all the good stuff and spit out the rest. They didn’t do that. Joel Saxum: The opportunity here is, is that you’ve got a, you’ve got people, there’s gonna be a shortage of blade capacity, right? So if you are, if you are going to start up a blade manufacturing facility, you, if you’re clever enough, you may be able to get the backlog of a bunch of orders to get running without having to try to figure it out as you go. Yolanda Padron: I feel like I’d almost make the case that like the blade repair versus replace gap or the business cases is getting larger and larger now, right? So I feel like there’s more of a market for like some sort of holistic maintenance team to come in and say, Hey, I know this OEM hasn’t been taking care of your blades really well, but here are these retrofits that have proven to be [00:20:00]to work on your blades and solve these issues and we’ll get you up and running. Rosemary Barnes: We are seeing more and more of of that. The thing that makes it hard for that to be a really great solution is that they don’t have the information that they need. They have to reverse engineer everything, and that is. Very challenging because like you can reverse engineer what a blade is, but it doesn’t mean that, you know, um, exactly like, because a, the blade that you end up with is not an optimized blade in every location, right? There’s some parts that are overbuilt and um, sometimes some parts that are underbuilt, which gives you, um, you know, serial issues. But, so reverse engineering isn’t necessarily gonna make it safe, and so that does mean that yeah, like anyone coming in with a really big, significant repair that doesn’t go through the OEM, it’s a, it’s a risk. It, it’s always a risk that they have, you know, like there’s certain repairs where you can reverse engineer enough to know that you’re safe. But any really big [00:21:00] one, um, or anything that involves multiple components, um, is. Is a bit of a gamble if it doesn’t go through the OEM. Joel Saxum: No, but so between, I guess between the comments there, Yolanda and Rosemary, are we then entering the the golden age of opportunity for in independent engineering experts? Rosemary Barnes: I believe so. I’m staking, staking my whole business on it. Allen Hall: I think you have to be careful here, everybody, because the problem is gonna be Chinese blade manufacturers. If you wanna try to establish yourself as a blade manufacturer and you’re taking an existing factory, say, say you bought a TPI factory in Turkey or somewhere, and you thought, okay, I, I know how to do this better than everybody else. That could be totally true. However, the OEMs are not committed to buying blades from you and your competition isn’t the Blade Factory in Denmark or in Colorado or North Dakota, or in Mexico or Canada, Spain, wherever your competition is when, [00:22:00] uh, the OEM says, I can buy these blades for 20 to 30% less money in China, and that’s what you’re gonna be held as, as a standard. That is what’s gonna kill most of these things with a 25% tariff on top. Right? Exactly. But still they’re still bringing Joel Saxum: blades in. That’s why I’m saying a local blade manufacturer, Rosemary Barnes: I think it’s less the case. That everyone thinks about China, although maybe a little bit unconventional opinion a about China, they certainly can manufacture blades with, uh, as good a quality as anyone. I mean, obviously all of the, um, Danish, uh, American manufacturers have factories in China that are putting out excellent quality blades. So I’m not trying to say that they dunno how to make a good blade, but with their. New designs, you know, and the really cheap ones. There’s a couple of, um, there’s a couple of reasons for that that mean that I don’t think that it just slots really well into just replacing all of the rest of the world’s, um, wind turbines. The first is that there are a lot of [00:23:00] subsidies in China. Surely there can only continue so long as their economy is strong. You know, like if their economy slows down, like to what extent are they gonna be able to continue to, um, continue with these subsidies? I would be a little bit nervous about buying an asset that I needed support for the next 30 years from a company like. That ecosystem. Then the other thing is that, um, that development, they move really fast because they take some shortcuts. There’s no judgment there. In fact, from a develop product development point of view, that is absolutely the best way to move really fast and get to a really good product fast. It will be pervasive all the way through every aspect of it. Um, non-Chinese companies are just working to a different standard, which slows them down. But also means that along the way, like I would be much happier with a half developed, um, product from a non-Chinese manufacturer than a half developed product from a Chinese manufacturer. The end point, like if China can keep on going long enough with this, [00:24:00] you know, like just really move fast, make bold decisions, learn everything you can. If they can continue with that long enough to get to a mature product, then absolutely they will just smash the rest of the world to pieces. So for me, it’s a matter of, um, does their economy stay strong enough to support that level of, uh, competition? Allen Hall: Well, no, that’s a really good take. It’s an engineering take, and I think the decision is made in the procurement offices of the OEMs and when they start looking at the numbers and trying to determine profitability. That extra 20% savings they can get on blades made in China comes into play quite often. This is why they’re having such a large discussion about Chinese manufacturers coming into the eu. More broadly is the the Vestas and the Siemens CAAs and even the GE Re Novas. No, it’s big time trouble because the cost structure is lower. It just is, and I. [00:25:00] As much as I would love to see Vestas and Siemens and GE Renova compete on a global stage, they can’t at the moment. That’s evident. I don’t think it’s a great time to be opening any new Blade Factory. If you’re not an already established company, it’s gonna be extremely difficult. Wind Energy O and M Australia is back February 17th and 18th at Melbourne’s Pullman on the park. Which is a great hotel. We built this year’s agenda directly from the conversations we’ve had in 2025 and tackling serial defects, insurance pressures, blade repairs, and the operational challenges that keeps everybody up at night around the world. So we have two days of technical sessions, interactive roundtables and networking that actually moves the industry for. Forward. And if you’re interested in attending this, you need to go to WMA 2020 six.com. It’s WOMA 2020 six.com. Rosemary, a lot of, uh, great events gonna happen at. W 2026. Why don’t [00:26:00] you give us a little highlight. Parlet iss gonna be there. Rosemary Barnes: Parlow is gonna be there. I mean, a highlight for me is always getting together with the, the group. And also, I mean, I just really love the size of the event that uh, every single person who’s there is interested in the same types of things that you are interested in. So the highlight for me is, uh, the conversations that I don’t know that I’m gonna have yet. So looking forward to that. But we are also. Making sure that we’ve got a really great program. We’ve got a good mix of Australian speakers and a few people bringing international experience as well. There’s also a few side events that are being organized, like there’s an operators only forum, which unfortunately none of us will be able to enter because we’re not operators, but that is gonna be really great for. For all of them to be able to get together and talk about issues that they have with no, nobody else in the room. So if, if you are an operator and you’re not aware of that, then get in touch and we’ll pass on your details to make sure you can join. Um, yeah, and people just, you know, [00:27:00] taking the opportunities to catch up with clients, you know, for paddle load. Most or all of our clients are, are gonna be there. So it is nice to get off Zoom and um, yeah, actually sit face to face and discuss things in person. So definitely encourage everyone to try and arrange those sorts of things while they’re there. Joel Saxum: You know, one of the things I think is really important about this event is that, uh, we’re, we’re continuing the conversation from last year, but a piece of feedback last year was. Fantastic job with the conversation and helping people with o and m issues and giving us things we can take back and actually integrate into our operations right away. But then a week or two or three weeks after the event, we had those things, but the conversation stopped. So this year we’re putting some things in place. One of ’em being like Rosemary was talking about the private operator forum. Where there’s a couple of operators that have actually taken the reins with this thing and they wanna put this, they wanna make this group a thing where they’re want to have quarterly meetings and they want to continue this conversation and knowledge share and boost that whole Australian market in the wind [00:28:00]side up right? Rising waters floats all boats, and we’re gonna really take that to the next level this year at Allen Hall: WMA down in Melbourne. That’s why I need a register now at Wilma 2020 six.com because the industry needs solutions. Speeches. That wraps up another episode of the Uptime Wind Energy Podcast. Thanks for joining us. We appreciate all the feedback and support we received from the wind industry. If today’s discussion sparked any questions or ideas, we’d love to hear from you. Just reach out to us on LinkedIn and please don’t forget to subscribe so you’d never miss an episode. For Joel Rosemary and Yolanda, I’m Allen Hall. We’ll catch you next week on the Uptime Wind Energy Podcast.

Havalar soğudu, Grip ve soğuk algınlığı vakaları artıyor, özellikle de çocuklarda. Peki kış aylarında bağışıklık nasıl güçlü tutulmalı? Mide bağırsak sorunu yaşayan, obeziteyle mücadele eden çocuklar için ne yapılmalı? Geçmişten bugüne kullanılan takviyeler ne kadar işe yarıyor? Merak ettiklerimizi Çocuk Hastalıkları ve Sağlığı Uzmanı Prof. Dr. Vefik Arıca'ya sorduk.

Kerst: een periode waarin vele konijnen sneuvelen en vele goochelaars "on the road" zijn. Daarom voor alle kerstwerkers is er deze speciale kerstspecial van de Dood Konijn Podcast.  Magisch historicus Kobe van Herwegen vertelt over mislukte acts van Houdini, ellende met een watertank op het FISM, kogels en meer historische bloopers uit de geschiedenis van de goochelkunst. Kobe organiseert regelmatig lezingen over de geschiedenis van van de goochelkunst. Meer informatie en tickets kun je vinden op www.goochelgeschiedenis.beDood Konijn Podcast:Deze podcast wordt gemaakt door Tim Horsting en Janse Heijn. Twee prijswinnende goochelaars uit Wageningen, samen delen zij een passie voor goochelkunst, theater én bellen zij elkaar altijd op na een rampzalig optreden. Geïnspireerd op de "elektra podcast" maken zij samen Dood Konijn.Meer informatie over ons kun je vinden op www.timhorsting.nl voor Tim of www.bedrijfsgoochelaar.nl voor JanseOpmerkingen, tips, suggesties of fanmail kunnen naar doodkonijnpodcast@gmail.com

      Olá pessoal! Bem vindos a mais uma edição do PodESC! Na edição de hoje, os participantes Alex Tavares e Manuel Farinha comentam tudo o que aconteceu na última edição do Junior Eurovision, que ocorreu recentemente. Comentamos sobre o show em geral, as performances, a vitória da França, empatando com a Geórgia com 4 vitórias no JESC e muito mais. A gravação desse podcast foi retirada da live que ocorreu poucos minutos após o show no canal "Chá, Bolachas e Eurovision".   Então, ouça o programa e comente sobre o que achou da nova vitória da França nessa edição do JESC e se gostou do Junior Eurovision 2025. =] Nota: Versão original do programa disponível no blog do podcast.

Welkom, bij de tweede dag van onze gezamenlijke Yoga Nidra reis! In de Yoga Nidra van vandaag begeleidt Marieke jou door een reis naar rust. Zorg dat je een zo comfortabel mogelijke positie vindt (liggend of zittend, met eventueel extra kussens en dekens), voordat je de audio opname afspeelt. Sacred Rest: Jouw Reis naar Rust is een 12-daagse Yoga Nidra reis waarin jij de kracht van een dagelijkse korte (max. 12 minuten) Yoga Nidra mag ervaren, en mag ontdekken wat rust voor jou betekent in dit seizoen van je leven. Deze challenge delen wij live van 22 december 2025 t/m 2 januari 2026. In die tijd ontvang je elke dag ook een inspiratiemail met een verdiepende tekst van de desbetreffende Yogadocente, en een reflectievraag. Ook ontvangen? Meld je hier aan. Luister je later? Deze Yoga Nidra challenge blijft gewoon beschikbaar, en kun je op elk moment (her)starten. Ook hoef je niet bij dag 1 te beginnen. Kijk maar wat jou het meest aanspreekt. We delen deze challenge vanuit Karma Yoga: vrij geven, vrij ontvangen. Deze sessies zijn gratis, zodat zoveel mogelijk mensen kennis kunnen maken met Yoga Nidra en de effecten ervan. Voel je dat je wilt bijdragen aan het verspreiden van rust en bewustzijn, dan kan dat via deze link. Helemaal vrijblijvend natuurlijk. Ook een berichtje via mail of social media waarderen we enorm. Dankjewel!  Geïnspireerd? Laat het ons weten! Schrijf een review, tag ons in jouw Pure Yoga moment op Instagram en wordt deel van onze nieuwsbrief community. Je kunt nu ook een reactie achterlaten op de podcast via Youtube en Spotify. Namasté! > Vind Sanne & Yoga Puur Breda op: - Instagram (@yoga_puur_breda) - Youtube (@yogapuurbreda) - Nieuwsbrief (abonneer je hier) - Website (yogapuurbreda.nl)   

Eurovision 101, 1.5 yıl aradan sonra sizlerin huzurunda! Geçtiğimiz yılki yarışmanın detaylarını ülkemiz gündemine bağlı olarak yorumlayamayan ekibimiz, bu yılın erkenden başlayan dramasına yetişmeyi başardı. İsrail'in katılımının onaylanmasıyla başlayan bu süreçte, Big 5 ülkelerinden İspanya ve daha birçok ülkenin yarışmaya katılmayacağı açıklandı. Birçok ülkede ise sanatçı bazlı protestolar sürüyor. Üstelik, 2024'ün kazananı Nemo da ödülünü iade ederek protestonun gücünü artırmayı başardı.İsrail'in gölgesinde yapılması beklenen ve bir kez daha tatları kaçırması muhtemel görünen Eurovision 2026'ya ilk bakış, yeni sezonun ilk bölümünde sizlerle! Sıla Şahinöz, Özlem Yenilmez ve Müjdat Çetin'in hazırladığı yeni bölüm yayında!

We have Mike Monaghan on the show today and covering the “Birth of an ETF.” He’s going to talk about the Founders ETF and its new launch. We’re also going to talk a little bit about what it takes to get an ETF up and running. From a compliance perspective, remember, there’s no guarantee of future performance. https://youtu.be/o-m3PYHKXqk?si=qBaHkJpUt7xgdpjG Transcript of “The Birth of an ETF” 00:00 The Founders ETF Frazer Rice (00:00.986)Welcome back, Mike. Michael Monaghan (00:02.616)Frazer, it’s great to be back. Frazer Rice (00:04.4)You are at an interesting point in time right now. You’re about to start up Founders ETF and I think you’re about to get trading authorization to get going. Maybe tell us a little bit about the process to set up an ETF. Then we’ll dive into the strategy a little bit. Michael (00:21.25)Yeah, absolutely right. We should start trading on the SIBO Thursday, so two days from now. And we’ve launched our first fund, the Founders 100, that owns the 100 best founder-led companies. I’d be happy to go through some of the process that it takes to set up an ETF. Frazer Rice (00:40.014)Love it. ETFs are the main way to go now in terms of getting an inveestment cvhicle up and running. What has your experience been around? The Popularity of the ETF Structure Michael (00:52.014)Yeah, so ETFs have become the primary investment vehicle for a few reasons. Let’s outline those reasons. Then we can go through some of the steps that it takes to set up an ETF. So on the advantage side of an ETF, they’re typically a bit lower cost than traditional mutual fund products. Importantly, they’re tax advantaged. So there’s no gains or losses that occur during the normal ETF growth phase. Everything that happens within the ETF is done with what’s called an authorized participant. So you do exchanges. And so there’s no capital gains that are assigned to the investors. As long as they hold the ETF, a tax trigger only occurs when they actually sell the ETF. Finally, it’s a great way to get exposure to the market. So whether you want to own a broad market index, one of the legacy indexes, or a vehicle like ours. That gives you in one single trade, rather than having to guess who’s going to win. Is Nvidia going to win or Palantir who’s going to win? You can own a hundred of the best winners in the market in one single stock ticker. In our case, FFF. Frazer Rice (02:07.364)So let’s dive into that theme a little bit. As you said, it’s the top hundred founder led companies. First and foremost, public I assume, private, you’re not diving in those waters. Public vs Private Michael (02:20.59)Correct. So these are the hundred best publicly traded founder led stocks. And we generally fish from the 200 largest founder led publicly traded stocks. So a lot of these are names and founders that are very well recognized. Whether it’s Elon at Tesla or a Mark at Metta, Larry at Oracle, Rich Fairbanks at Capital One. These are all very well known founders. They’re great entrepreneurs who are leading highly scalable, very high performing publicly traded stocks. 02:53 Understanding Founder-Led Companies Frazer Rice (02:53.914)So let’s define founder a little bit. Obviously we have sort of the cult of personality around high-end CEOs. It sounds like you’re identifying companies that have been founded. The people who are running them not only founded them, but they scaled them. They have now gotten them to a level of maturity. That’s different from the typical public company that we find in the S &P 500. Definition of Founder Michael (03:19.104)Yeah. So first let’s define a founder. Then let’s talk about why we think the founder led companies outperform a traditional S&P company. We define the founder as being a chief executive leader. It could be chief executive officer, could be chief technology officer. Sometimes that say a scientific or medical company, would be the chief scientific or chief medical officer. And that person conceived and founded the company, took it from zero to one. It’s their imprint that has guided it over its 10 or 20 or 30 year period. That’s taken it from a small private company to a venture backed company to a large publicly traded company. And so the idea being the person that founded it continues to run it to this day. We talk about the fact that we own an Nvidia that Jensen still runs. But we don’t own Intel. We own Meta because Mark still runs it, but we don’t own Google. We own Dell computer because Michael Dell still runs it. But we don’t own Apple. We own Capital One because Rich Fairbank still runs it, but we don’t own American Express. Investment Process Frazer Rice (04:25.86)Got it. So lots of things to get into here. How does it a company get on your radar screen? And then ultimately, how does it get off of it? Michael (04:35.806)Great question. the getting on the screen is fairly mechanical. We look at the 200 largest by market capitalization founder led stocks. So we look at all U.S. listed. So it could be listed on the New York Stock Exchange or NASDAQ, but it has to be U.S. listed. We then look at the 200 largest. And from there, we select the 100 best using a quantitative factor model. So I’m have a Sanford Bernstein background and so do some of the folks here. And so for folks who are familiar with Bernstein’s research, we use a Bernstein factor model to pick the best, the hundred best names out of the 200 largest. That’s how they get on our radar. And to get off is quite simple if they retire. So if a CEO announces he’s retiring, per the prospectus, we have 90 days to sell the stock. once we, so for example, Mr. Buffett recently stepped down from Berkshire Hathaway. And so we sell Berkshire Hathaway on his announcement and no longer own the stock. Frazer Rice (05:38.0)things like corporate mergers or divestitures or maybe even a reclassification of stock where the founder stays on in some capacity but their decision making has been reduced. How do you analyze that? 05:54 The Investment Strategy Behind the ETF Michael (05:54.326)Yeah, so there is some human overlay judgment calls here and the founder has to be an executive officer leading the company. So they can’t just run a division. They can’t just be chairman of the board. They have to be the executive in charge of running the company. Frazer Rice (06:14.0)And if for, I guess one of the exits possibly would be if, and I don’t know if this is even possible, but if NVIDIA were to take over Meta and there isn’t room for Jensen and Mark in the same suite, how do you analyze something like that? Michael (06:34.253)So in the business combinations where you have two founder-led companies or a non-founder-led company swallowed up by a founder-led company, as long as an original founder remains, it remains in the portfolio. So we’ve had some stocks that had, say, three to four co-founders. And as long as one of those co-founder remains, it remains in the portfolio. Voting Shares Frazer Rice (06:58.352)So one of the things that’s a bee in my bonnet is the concept of having shares where, in a sense, they’re super majority or voting components and then shareholders that have less decision making authority to act as a check and balance around the company. Is that something you’re not really that worried about or is it something that may be a factor that’s important later on? Michael (07:24.525)So we actually think that’s one of the opportunities that this exists. Like one of the things that we haven’t talked about yet is why is all this alpha there? Why is this uncaptured alpha there for us to go get? And we think historically in the past, active money managers have sometimes shied away from these founder led companies because to your point, Frazier, oftentimes the founder has managed to have super voting control, 10 to one shares, 101 shares. So they completely control the company. And some of these larger active money management complexes have said, well, we as the shareholder, we need to be able to have a vote and we’re going to underown these stocks. We have the opposite view. We think these founders are special. So we think that by the time a Mark or a Elon has driven their company into the public markets, they’ve showed that they know how to set the vision, ruthlessly execute and generate value for the shareholders. Concerns? And so we’re not concerned by super voting structures. Oftentimes those are the stocks that we want to own because it’s the founder that’s in control and setting the direction of the business and generating high returns for the shareholders. We view it as you either believe in them and you own the stock or you don’t believe in them and sell the stock. We’re not interested in other people’s getting on the board and monkeying with the decisions of the founders. Frazer Rice (08:30.255)Is this it? What is it about the founders, especially for those that go from zero to one, then to scale, and then to shepherding a mature business? What makes them better and what drives the alpha that you’re trying to seek? In terms of putting together a portfolio of these types of companies? 09:01 The Importance of Founders in Business Michael (09:02.891)Yeah, so the great ones tend to be a bit irreverent. They tend to be highly visionary. They tend to be charismatic communicators and relentless in their execution ability. They’ve got a great ability to pivot if a change needs to be made. And rthe moral authority to set a tone to generate very high rates of return. We see it sort of over and over and over in these founder led companies. And if you look at some of the studies that we’ve done. There’s a study that Bain Capital, Bain had done years ago in combination with Harvard Business Review, founder led companies tend to outperform non-founder led companies in say the S &P 500 by 3X. So it’s this personality type of high vision and high execution tends to drive outsize returns. And it’s a bit of a self-selecting process. What makes Founders Unique? If you think about it by the time any of these founders that we own or talk about have got to the public market. They first had to identify an opportunity to go after. They had to develop a great product by listening to their customers. And they’ve shown that they can scale all the way from a series A round, B, C, D, all the way investing and generating high rates of return in the private markets. Transitions of Founders to Executives They get to the public markets, continue to do that. And now you get a little bit of an effect of a echo of that, of now all of sudden you’re in the public markets. If you get enough scale, you have this highly effective business. Now you’re getting relatively cheap capital that you’re feeding into your business through the public markets. And now you continue to grow. Frazer Rice (10:42.096)Just to summarize at least what I’m hearing is that they’ve gotten to the point of becoming public. They’ve been able to say no to losing control in exchange for either putting some liquidity back in their pocket or otherwise moving on. And so they’ve almost ratified their vision and message and they keep going. And by the fact that they’re public, there’s enough liquidity for everyone else out there in terms of their investments. So it ends up being a win-win. Michael (11:11.157)I think so. That’s what we see. Frazer Rice (11:13.316)So one thing that I’ve been sort of reading about and thinking about is the concept that the number of public companies is becoming less, well, it’s decreasing, and that many people are able to stay private for longer. Do you worry that your universe is going to get too small to provide sort of a canvas for your ideas here? 12:02 Market Trends and Future Outlook Michael (11:37.549)Let’s talk about three phases of that. We don’t, we actually see the data showing that there’s more and more opportunities within founder led. So let’s look at history and then let’s move to the future. So historically, probably about the time you and I joined the securities business, they would actually take the, to your point, they would take the founder, they would kick out this charismatic founder. They would put in some mid-level proctor or GE middle level manager to be the you know, the suit in the room to take the company public. And that was sort of in the late nineties and people figured out that wasn’t such a good idea. So if you actually look at the chart, there’s more and more founders staying and leading their public, their, their publicly traded companies. That’s number one. Number two. Yes. We have seen some companies stay private, obviously Stripe, SpaceX, but we are now seeing, for example, SpaceX coming to the public markets. Eli is talking about coming next year. so we, we haven’t seen it so far impact the pool with which we can fish in. And as I mentioned, that’s what we saw historically. Public Markets and the Future In the future, think, Frazer, I think we’re going to start to see a conversion of public and private markets, meaning these private mega cap companies have liquidity. And I think that you’ll see more and more ability to trade those stocks almost in public liquidity. So I think these two markets are converging. So I think that Not only do we have plenty of founders in the traditional public markets, I think that the liquidity and the big privates is going to converge to a public market style shortly anyway. Frazer Rice (13:13.232)You’re in a curious time as far as launching an ETF around this concept. I know a lot of people are wary of Mag-7 and ultra valuations and issues related to that. How do you respond to that concept that a lot of the growth has taken place in seven, maybe seven out of the hundred that you’ve chosen? Debunking the Mag-7 (to the Mag-3) Michael (13:33.356)Yeah, so that’s a misconception. We see Mike Saylor get on TV and wave his arms around it, but it’s not really true. First of all, what’s interesting, if you tear apart the Mag-7, it’s actually the Mag-3. The outperformance in the Mag-7 has come from Meta, Tesla, and NVIDIA. So it’s not just the Mag-7, it’s a founder led. And now you say, well, that’s a small sample set. Let’s look at a bigger sample set. So if you look at the NASDAQ 100, for example, It’s actually the 20 founder led companies have driven most of the outperformance over the last 25 years. And what I’m about to tell you about the S &P 500 probably won’t surprise you. It’s the 37 founder led companies that have driven most of the outperforming the S &P 500. So the outperformance is coming from founders, not from any specific part of the market. And one of the things that we think is great about this ETF is to avoid concentration. 14:50 Risk Management I know you’re really familiar with the concept of active share and that’s how different you are than the S &P 500. We have an 85 % active share to the S &P 500. So if you own the founders 100 ETF, you have much different exposure to the market than say the S &P 500. And so we think it helps reduce some of that concentration. We’ve done some things to make sure that we are diversified. First of all, we do own 100 stocks. Diversification So really good diversification across that. And then number two, while we run a market weight portfolio, we cap. No stock can be bigger than 7 % of the portfolio, so we don’t get out of balance at any point. So we think that we mitigate some of those concentration risks and we allow people to invest in innovation without being over concentrated to any one name, say the MAG-7, for example. So we think that we’re giving our investors really good exposure to innovation through the founders, but not exposing them to pre-existing market concentrations. And then finally remind everyone It’s not the MAG-7, it’s not the NASDAQ-100, it’s not the S &P-500, it’s the founders within each of these are what are driving the outsized performance in those analytical groups. Frazer Rice (15:36.218)So from a diversification standpoint, obviously not everything in one name, the 7 % cap you described, do you have sector concentration guidelines as well? Michael (15:45.749)We don’t have sector concentration guidelines, but if you look at the nature of the portfolio, we were fairly well diversified. We’re slightly overweight tech and financials versus say the S &P, but we own healthcare stocks, own consumer stocks, we own energy stocks. So we’re giving you a broad exposure to the market. Leverage Frazer Rice (16:05.924)Let’s talk about leverage for a second. I know a lot of people are trying to juice returns by piggybacking off of other people’s money on that front. Does that have a place in your ETF? Michael (16:17.004)So there’s no leverage in the ETF. We sort of believe in get rich the slow way. I like to tell people that it’s very hard to make money in the stock market over the short term, but it’s not particularly difficult over the very long term. think Mr. Munger and Mr. Buffett used to talk about this. the idea being, leverage can impact you in times that are not favorable. So we believe in just owning the stocks unlevered, let them compound over very long periods of time. And we think that by doing that, we and our shareholder, we think our shareholders can generate wealth over very long periods of time. Taxes Frazer Rice (16:54.98)So tax efficiency, the concept of holding period, does that play into your process at all? Michael (17:04.316)So remember within the ETF, as long as you’re managing your trading properly within the ETF, there’s no tax implications inside of it for your shareholders. Your shareholders only would be impacted at selling. So assuming they hold the stocks for over a year, any gains would be long-term capital gains treatment. Frazer Rice (17:27.024)And when you’re describing the investor profile that you’re looking to attract here, who is this for? Michael (17:35.916)Yeah, so the person that, you we really think it’s appropriate for you if you have a five year or more holding period and you want to have long-term capital appreciation. You know, if your goal is to be exposed to the best minds and public securities, that’s the founder led companies, and you want to compound your wealth over a very long period of time and have a high probability of outperforming the traditional broad market indexes, this ETF is designed for you. 17:59 Investor Profile and ETF Positioning Frazer Rice (18:04.705)And as you’re sort of outlining that profile and for those people who are trying to figure out where this fits in from an equity allocation perspective, you’re in charge in many ways of the spoke of a hub and spoke component of people are really sort of looking at indexes as the base of their equity portfolio. What are you looking for? What kind of benchmarks do you sort of measure yourself against? Michael (18:35.007)Yeah, so we think this is absolutely a core holding. So if you’re looking to build out you or your client’s portfolio, we think this should sit at the core. It is on the growth side, so it’s core growth. We think that it is a one-for-one replacement for, the NASDAQ 100. Or, for example, somebody holding the triple Qs. We think this is a better holding than the triple Qs. So we benchmark ourselves against them and against the S &P 500. Ee look at beating those two broad market indexes, generating better risk return for our investors. Frazer Rice (19:13.019)For those listeners that are out there and want to find out more, what’s the best way that they can either get a hold of you or maybe even better, do you have a ticker symbol ready that people can discover? FFF and Contact Information Michael (19:25.215)Yeah, absolutely. So the ticker is FFF. So that’s the FFF ETF that we’ll trade on. And investors can find that at their favorite brokerage firm, whether they’re Schwab customers, Interactive Brokers customers, Fidelity customers, trades under one ticker, just like a stock. Frazer Rice (19:44.365)And let’s take, we have a few minutes to go here, which is great. Your experience in terms of establishing the ETF, maybe a couple of some of the touch points when you went from vision to execution here, what was the process? Michael (20:00.106)Yeah, so ETF has a few basic processes that are regulated under the 1940 Securities Act. And so a lot of those rules are set up to protect the end investors. So for example, the securities live within a trust. So we set up our own trust. Some people use a mingled trust. We thought it was better for our end investors to have our own trust that we set up that has an independent trust board that oversees to make sure that we’re executing our strategies as we’ve outlined in the prospectus to make sure that we’re Doing the best we can for our investors. You’ve got to set that up There’s a few firms that do the plumbing for the for the ETFs would say US Bank is probably the largest player. So US Bank provides our our fund custody and fund administration and then there’s just a few other vendors in the space that sort of help with all the plumbing to make sure that the ETF runs smoothly. So it’s probably a six month process if you stay really focused to get all of that set up. 20:58 Navigating the ETF Launch Process Frazer Rice (21:03.313)You get that set up, how do you approach the Schwabs and the Fidelitys and the other platforms to make sure that people can access, buy, sell, whatever they want to do with your ETF? Michael (21:14.347)Yeah, that’s a great question. So the online brokerages typically put you on the platform as soon as you’re listed on a major US exchange. So you’ve got to get listed on NASDAQ, NYSE or CIBO. We chose CIBO. So again, on the traditional online brokers, you’re there day one. And then the big wire houses, JP Morgan, Goldman, Morgan Stanley, BAML, they typically have a few hurdles that you’ve got to get through, whether it’s daily trading liquidity assets under management. And over time, as you run the wickets through their process, you’re added to those platforms. Macro Issues? Frazer Rice (21:48.721)We live in a political age and a time when there’s just chaos everywhere, different types of rules in order to allocate capital. If you’re an investor trying to guess what’s happening politically, et cetera, that are difficult, you must be positive as far as the environment for founders to find success in this country and beyond. Is there anything that you’re looking for to make sure that those conditions hold? Michael (22:18.225)Yeah, we don’t really look at the macro or political backgrounds. think over very long periods of time, U.S. innovation outperforms. so we sort of we think that, again, one of the great things with investing in founders is they keep adapting as the background changes behind them. So we think over very long periods of time, the U.S. has great economic growth. And for those people that have worried about little blips along the way, we think the founders are the absolute best at mitigating those blips. Frazer Rice (22:48.334)I like to say you bet against America at your own peril and it sounds like from a founder perspective it’s still a great place for them to locate their businesses and grow them here. Michael (23:01.042)Absolutely. 23:50 Final Thoughts and Contact Information Frazer Rice (23:02.971)Just to reiterate, FFF is the ticker symbol for people to find it. any other contact points for people to find you if they’re interested in what you’re putting together. Michael (23:15.613)Yeah, so we have a great website at FounderETFs.com. can go check out there or anyone’s happy to email me, just michael at FounderETFs.com. Happy to chat with anyone who has interest about the portfolio, the strategy, or what we’re building. Frazer Rice (23:32.197)Well, great to have you back on, Mike. Thank you for putting up with my attempt at looking like Steve Jobs. It’s 25 degrees in New York here, and I am the stupid one who’s not in California or somewhere warm. appreciate you taking the time to be on and talking about your new product. Michael (23:48.011)Yeah, it was great to be on here. Really a huge fan of your podcast and just the level of guests that you’re able to interview and help educate your viewers. Frazer Rice (23:56.849)Mike, thanks for being on. Michael (23:59.061)Thanks a lot, Frazer. https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/ Previously with Mike Monaghan ETF EDUCATION ARTICLES ON ETF.COM

A busy year in airpower ends, but there's more to come. We look back and forward with John Tirpak, eminence emeritus of Air and Space Forces magazine, and Stephen Trimble, defense editor of Aviation Week and Space Technology. Plus this week's headlines in airpower! Powered, as all good things are, by GE.

Nouvelle Vague - Den Nya Vågen av Richard Linklater handlar om inspelningen av klassikern Till sista andetaget 1959. P1 Kulturs Roger Wilson ringde upp Guillaume Marbeck som spelar den banbrytande regissören Jean-Luc Godard. Lyssna på alla avsnitt i Sveriges Radios app.

It would be hard to imagine an offense more painful than that which Ishmael experienced at the age of 16. Suddenly, without warning, he was awakened early in the morning by his father, walked a distance outside of camp and abandoned to the wilderness with only a goatskin of water. One day he was the firstborn son of a tribal chief and, the next, he was the disinherited and penniless child of a single mom fighting to stay alive. Miraculously, he and his mother did survive and even prospered by moving to a remote area where he could hunt for a living (Ge 21:9-21), but it's impossible to conceive that he was not deeply wounded by his father's brutal abandonment. Yet, there are clues given here in chapter 25 that a reconciliation took place between father and son before Abraham died. The most startling evidence is the sight of Isaac and Ishmael working side by side to bury their father (v 9). This simply could not have happened if Ishmael were still a bitter outcast. To receive a free copy of Dr. Steve Schell's newest book Study Verse by Verse: Revelation, email us at info@lifelessonspublishing.com and ask for your copy at no charge!  Also check out our website at lifelessonspublishing.com for additional resources for pastors and leaders. We have recorded classes and other materials offered at no charge.

In this conversation, Laura welcomes Dr. Lakila Bowden to explore the transformative practice of self-celebration and the role it plays in helping Black women reclaim agency, joy, and permission to lead from a place of fullness. Drawing from key concepts in her book, The Sho'Nuff Principle, Lakila lays out a liberatory framework for centering ourselves without guilt, raising our expectations, and giving ourselves the recognition we often withhold. Laura and Lakila unpack the guilt, shame, and cultural conditioning that often arise when Black women center themselves, and what it looks like to begin shifting that mindset with compassion. Additionally, Lakila explains why self-celebration is not "extra," but essential. She explores the emotional and psychological roots of celebration, encouraging Black women to "brag more," and teaching how celebration functions as a mirror, an amplifier, and a motivator. Whether you've avoided attention, minimized your accomplishments, or struggled with self-recognition, Lakila offers accessible starting points to begin turning up your self- celebration.   About Dr. Lakila Dr. Lakila Bowden is the charismatic voice high-achieving women didn't know they were missing. A visionary speaker, company founder, and unapologetic rest advocate, she's the COO of iSee Technologies and author of The Sho' Nuff Principle: A High Achieving Woman's Guide to Self-Care, Self-Promotion, & Self-Celebration. After a thriving executive career in Fortune 500 companies like GE and DaVita—and retiring from corporate America at just 37—Dr. Bowden's charted a bold path that's led to her becoming a trusted voice on stage for powerhouse organizations like The Walt Disney Company, Kraft Heinz, Verizon, and JP Morgan.   Lakila embraces a multi-hyphenate lifestyle which aligns with her personal ethos to operate in flow vs force in wealth creation and living life in celebratory fashion. As a proud North Carolina A&T Aggie Alum, her academic credentials, including an MBA from Emory University and an honorary doctorate in Humanitarianism, bolster her practical strategies for balancing demanding careers with personal well-being. She resides in the Atlanta area, enjoying the adventures of life with her remarkable husband, Eric, and their brilliant and kind son, Zaire Aasir.  Connect with Lakila Instagram: @lakilaj LInkedIn: https://www.linkedin.com/in/dr-lakila-bowden-mba-0463272/ Website: www.iseetechnologies.com Purchase her book: https://shonuffprinciple.com/ Take the Guilt Detox Assessment: https://lakilabowden.com/guilt-detox/   BWL Resources: Now enrolling for both the January sessions of the Early Career and Mid-Career programs.  Learn more at https://blackwomanleading.com/programs-overview/ Full podcast episodes are now on Youtube.  Subscribe to the BWL channel today! Check out the BWL theme song here Check out the BWL line dance tutorial here Download the Black Woman Leading Career Journey Map - https://blackwomanleading.com/journey-map/   Credits: Learn about all Black Woman Leading® programs, resources, and events at www.blackwomanleading.com Learn more about our consulting work with organizations at https://knightsconsultinggroup.com/ Email Laura: info@knightsconsultinggroup.com Connect with Laura on LinkedIn Follow BWL on LinkedIn Instagram: @blackwomanleading Facebook: @blackwomanleading Youtube: @blackwomanleading  Podcast Music & Production: Marshall Knights  Graphics: Dara Adams Listen and follow the podcast on all major platforms: Apple Podcasts Spotify Stitcher iHeartRadio Audible Podbay  

Altaf Patel is VP, Data Analytics and AI at PepsiCo, bringing over two decades of global experience in data-driven transformation across Fortune 500 companies including PepsiCo, Tesco, BT, and GE. He leads enterprise BI strategy and AI-powered analytics across global business functions, managing a community of 600+ BI analysts and 6K+ self-serve users. Altaf has architected generative BI solutions incorporating GenAI, semantic layers, and agentic AI to deliver real-time decision intelligence directly to executives.On The Menu:Altaf Patel's career journey in data analytics and AI leadershipBuilding unified data foundations for AI scalabilityEmbedding autonomous AI agents into business workflowsForecasting the changing role of BI professionals in AI eraPractical examples of AI use case timelines and improvementsThe power of rationalizing reports to enhance decision-makingImportance of metadata and platform abstraction for AI success

Kanadalı bir hemşire olan Cynthia Elizabeth James Hack, 25 Mayıs 1989'da iş yerinden çıktı, akşam programı arkadaşlarına gidip briç oynamaktı. Ama arkadaşlarının evine hiçbir zaman gitmedi. Geçmişinde yedi yıl boyunca tanımadığı bir saldırgan tarafından takip edildiğini, taciz edildiğini, evine zarar verildiğini, evine girildiğini ve fiziksel saldırıya uğradığını iddia etmişti. Cindy neredeydi?

Öll viðtölin úr þætti dagsins ásamt símatíma: Kolbrún Áslaugar Baldursdóttir Steinunn Þórðardóttir formaður Læknafélags Íslands um þagnarskyldu lækna Símatími Steingrímur Birgisson forstjóri Hölds Bílaleigu Akureyrar Grímur Atlason framkvæmdastjóri Geðhjálpar um bréfið sem aldrei var skrifað Kristinn Andersen prófessor í rafmagns- og tölvuverkfræði við HÍ um neðansjávar dróna og þróun vélmenna Henry Birgir Gunnarsson fréttastjóri íþrótta hjá Sýn

#KöşedekiKitapçı'da

Kanadalı bir hemşire olan Cynthia Elizabeth James Hack, 25 Mayıs 1989'da iş yerinden çıktı, akşam programı arkadaşlarına gidip briç oynamaktı. Ama arkadaşlarının evine hiçbir zaman gitmedi. Geçmişinde yedi yıl boyunca tanımadığı bir saldırgan tarafından takip edildiğini, taciz edildiğini, evine zarar verildiğini, evine girildiğini ve fiziksel saldırıya uğradığını iddia etmişti. Cindy neredeydi?

How is Cycle H2O (a new Water VC) De-Risking Early Stage Water Tech Investment?More #water insights? Get my free mapping of 267 water investors here: https://investors.dww.show

Join Donna and Tom as they sit down with Jaime Butler, CEO for Control Solutions & Services at GE Vernova, to explore her dynamic career journey and the evolving landscape of power generation supply chains. Jaime shares insights on navigating GE's unprecedented transformation into three separate businesses, driving lean manufacturing practices, and managing inventory efficiencies at scale. She discusses the unique business cycles of power generation, the surge in demand from AI data centers, and strategies for successful M&A integration. Listeners will gain practical advice on supply chain design, legal entity readiness, and the leadership principles that have guided her path from plant manager during the shale boom to CEO. Takeaways: Navigating large-scale corporate transformations and M&A integration Implementing lean manufacturing and inventory optimization strategies Understanding power generation supply chains and AI's impact on energy demand Career development lessons from diverse supply chain roles Stay connected with CSCR on LinkedIn (Center for Supply Chain Research) and Instagram (@pennstatesupplychain), and be sure to follow us on Spotify, Apple Podcasts, or wherever you are tuning into Unpacked: Insights hosted by the Penn State Smeal Center for Supply Chain Research™. Thank you for joining us!  Visit our website: https://www.smeal.psu.edu/cscr  Guest Bio:  Jaime joined Baker Hughes in 2001 based in Houston, TX and moved to GE Vernova in April 2023 with the Nexus Controls acquisition. She is currently the Controls Business Line Leader, based in Longmont, CO.  Over the course of her 24 years, she has held roles in Region P&L leadership, manufacturing operations, commercial, key accounts, supply chain, finance, and product line technology. Jaime holds a Masters in Supply Chain Management and Bachelors in Business Marketing.  In 2020, she received a Hart Energy award for 25 Most Influential Women in Energy and in 2021 she received recognition from Insight Magazine as the 10 Most Empowering Women in Business.  Her experience has fostered a unique skill set across several functions and technologies in the energy industry, driving both horizontal and vertical connections with successful outcomes. Jaime enjoys supporting and developing women in the energy industry through mentoring and volunteering.  In her free time, she enjoys spending time and playing sports with her family. She is happily married to her husband Matt, and they have two sons, Brennan 20 years old and Liam 16 years old.

Allen, Joel, and Yolanda recap the UK Offshore Wind Supply Chain Spotlight in Edinburgh and Great British Energy’s £1 billion manufacturing push. Plus Ørsted’s European onshore wind sale, Xocean’s unmanned survey tech at Moray West, and why small suppliers must scale or risk being left behind. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes’ YouTube channel here. Have a question we can answer on the show? Email us! You are listening to the Uptime Wind Energy Podcast brought to you by build turbines.com. Learn, train, and be a part of the Clean Energy Revolution. Visit build turbines.com today. Now, here’s your host. Allen Hall, Joel Saxon, Phil Totaro, and Rosemary Barnes. Allen Hall: Welcome to the Uptime Wind Energy Podcast. I’m your host Allen Hall in Charlotte, North Carolina, the Queen City. I have Yolanda Pone and Joel Saxon back in Austin, Texas. Rosemary Barnes is taking the week off. We just got back from Scotland, Joel and I did, and we had a really great experience at the UK offshore wind supply chain spotlight 2025 in Edinburgh, where we met with a number of wind energy suppliers and technology advocates. A Joel Saxum: lot going on there, Joel. Yeah. One of the really cool things I enjoyed about that, um, get together the innovation spotlight. [00:01:00] One, the way they had it set up kind of an exhibition space, but not really an exhibition. It was like just a place to gather and everybody kind of had their own stand, but it was more how can we facilitate this conversation And then in the same spot, kind of like we’ve seen in other conferences, the speaking slots. So you could be kind of one in ear, oh one in year here, listening to all the great things that they’re doing. But having those technical conversations. And I guess the second thing I wanted to share was. Thank you to all of the, the UK companies, right? So the, all the Scottish people that we met over there, all the people from, from England and, and around, uh, the whole island there, everybody was very, very open and wanting to have conversations and wanting to share their technology, their solutions. Um, how they’re helping the industry or, or what other people can do to collaborate with them to help the industry. That’s what a lot of this, uh, spotlight was about. So from our, our seat, um, that’s something that we, you know, of course with the podcast, we’re always trying to share collaboration, kind of breed success for everybody. So kudos to the ORE [00:02:00] Catapult for putting that event on. Allen Hall: Yeah, a big thing. So, or Catapult, it was a great event. I’ve met a lot of people that I’ve only known through LinkedIn, so it’s good to see them face to face and. Something that we’ve had on the podcast. So we did a number of podcast recordings while we’re there. They’ll be coming out over the next several weeks, so stay tuned for it. You know, one of the main topics at that event in Edinburg was the great British Energy announcement. This is huge, Joel. Uh, so, you know, you know, the United Kingdoms has been really pushing offshore wind ambitions for years, but they don’t have a lot of manufacturing in country. Well, that’s all about the change. Uh, great British energy. Which is a government backed energy company just unveiled a 1 billion pound program called Energy Engineered in the uk, and their mission is pretty straightforward. Build it in the uk, employ people in the uk, and keep the economic benefits of the clean energy transition on British soil. 300 million pounds of that is really [00:03:00] going to be focused on supply chain immediately. That can happen in Northern Ireland, Scotland, Wales, and England. It’s a big promotion for the UK on the wind energy side. I see good things coming out of this. What were your thoughts when you heard that Joel Saxum: announcement, Joel? The offshore wind play. Right. It’s like something like this doesn’t happen to economies very often. Right. It’s not very often that we have like this just new industry that pops outta nowhere. Right. We’re, we’re not making, you know, it’s like when, when. Automotive industry popped up in the, you know, the early 19 hundreds. Like that was this crazy new thing. It’s an industrial revolution. It’s all this new opportunity. So offshore wind in, in my idea, same kind of play, right? It’s this new thing or newer thing. Um, and as a government, um, coming together to say, Hey, this is happening. We have the resources here. We’re gonna be deploying these things here. Why would we not take advantage of building this here? I mean. Any politician that says I’m bringing jobs or I’m bringing in, you [00:04:00] know, um, bringing in funds to be able to prop up an industry or to, uh, you know, start a manufacturing facility here or support an engineering department here, um, to be able to take advantage of something like this. Absolutely right. Why offshore this stuff when you can do it Here, you’ve got the people, you have the engineering expertise. It’s your coastline. You’ve operated offshore. You know how to build them, operate ’em, all of these different things. Keep as much of that in-house as you can. I, I mean, we’ve, we’ve watched it in the US over the last few years. Kind of try to prop up a supply chain here as well. But, you know, with regulations and everything changing, it’s too risky to invest. What the, it looks like what the UK has seen over there is, well, we might as well invest here. We’ll throw the money at it. Let’s, let’s make it happen on our shores. The Allen Hall: comparison’s obvious to the IRA Bill Yolanda and the IRA bill came out, what, A little over two years ago, three years ago, roughly. We didn’t see a lot of activity [00:05:00] on the manufacturing side of building new factories to do wind. In fact, there was a lot of talk about it initially and then it. It really died down within probably a year or so. Uh, you know, obviously it’s not a universal statement. There were some industries model piles and some steelworks and that kind of thing that would would happen. But sometimes these exercises are a little treacherous and hard to walk down. What’s your thoughts on the UK government stepping in and really. Putting their money where the mouth is. Yolanda Padron: I think it’s, I mean, it’s, it’s great, right? It’s great for the industry. It’ll, it’ll be a great case, I think, for us to look at just moving forward and to, like you said, government’s putting their money where their mouth is and what exactly that means. You know, not something where it’s a short term promise and then things get stalled, or corporations start looking [00:06:00] elsewhere. If every player works the way that they’re, it’s looking like they’re going to play right now, then it, it could be a really good thing for the industry. Allen Hall: Well, the, the United States always did it in a complicated way through tax policy, which means it runs through the IRS. So any bill that passes Congress and gets signed by the president, they like to run through the IRS, and then they make the tax regulations, which takes six months to 12 months, and then when they come out, need a tax attorney to tell you what is actually written and what it means. Joel, when we went through the IRA bill, we went through it a couple of times actually, and we were looking for those great investments in new technology companies. I just remember seeing it. That isn’t part of the issue, the complexity, and maybe that’s where GB Energy is trying to do something different where there’s trying to simplify the process. Joel Saxum: Yeah. The complexity of the problem over here is like that. With any. Business type stuff, right? Even when you get to the stage of, um, oh, this is a write off, this is this [00:07:00] for small businesses and those things, so it’s like a delayed benefit. You gotta plan for this thing. Or there’s a tax credit here, there. Even when we had the, um, the electric vehicle tax credits for, uh, individuals, right? That wasn’t not something you got right away. It was something you had to apply for and that was like later on and like could be. 15 months from now before you see anything of it. And so it’s all kind of like a difficult muddy water thing in the i a bill. You’re a hundred percent correct. Right. Then we passed that thing. We didn’t have the, the rules locked down for like two years. Right. And I remember we had, we had a couple experts on the podcast talking about that, and it was like, oh, the 45 x and the 45 y and the, the C this and the be that, and it was like. You needed to have a degree in this thing to figure it out, whereas the, what it sounds like to me, right, and I’m not on the inside of this policy, I dunno exactly how it’s getting executed. What it sounds like to me is this is more grant based or, and or loan program based. So it’s kinda like, hey, apply and we’ll give you the money, or we’ll fund a loan that supports some money of with low interest, zero [00:08:00] interest, whatever that may be. Um, that seems like a more direct way, one to measure ROI. Right, and or to get things done. Just just to get things done. Right. If someone said, Hey, hey, weather guard, lightning Tech. We have a grant here. We’d like to give you a hundred grand to do this. Or it was like, yeah, if you put this much effort in and then next year tax season you might see this and this and this. It’s like, I don’t have time to deal with that. Yolanda Padron: Yeah. We might also just change the rules on you a little bit, and then maybe down the line we’ll see where we go. Yeah. It does seem like they’re, they’re setting up the dominoes to fall in place a bit better. This way. Yeah, absolutely. Joel Saxum: That’s a, that’s a great way to put it, Yolanda. Let’s setting up the dominoes to fall in place. So it’s kinda like, Hey. These are the things we want to get done. This is what we wanna do as an industry. Here’s a pool of money for it, and here’s how you get access to it. Allen Hall: A lot’s gonna change. I remember, was it a couple of months ago, maybe, maybe a year ago, time flies guys. Uh, we were just talking about. That on the way home from [00:09:00]Scotland, like how many people have had in the podcast? It’s a lot over 60 have been on the podcast as guests. Uh, one of the people we want to have on is, uh, Dan McGrail, who’s the CEO of Great British Energy because, uh, we had talked about with Rosemary the possibility of building turbines all in. The uk, they have blade factories. All this stuff is doable, right? They have technology. This is not complicated work. It just needs to be set up and run. And maybe this is the goal is to just run, it may maybe not be OEM focused. I I, that’s what I’m trying to sort through right now as, is it vestas focused? Is it GE focused? Is it Siemens Keesa focused? Is there a focus or will these turbines have GB energy? Stamped on the side of them. I would Joel Saxum: see love to see support for sub-component suppliers. Yeah, I would too. Yeah. The reason being is, is like that’s, that’s more near and dear to my heart. That’s what [00:10:00] I’ve done in my career, is been a part of a lot of different, smaller businesses that are really making a difference by putting in, you know, great engineering comes from small businesses. That’s one of my, my things that I’ve always seen. It seems to be easier to get things done. In a different way with a small business than it does to engineering by committee with 50 people on a team faster, sometimes better. Uh, that’s just my experience, right? So I would like to see these smaller businesses propped up, because again, we need the OEMs. Yes, absolutely. But also spread it around, right? Spread the wealth a little bit. Uh, you know, a, a factory here, a factory there, a engineering facility here. The, uh, you know, an execution plant here. Some things like that. I would love to see more of these kind of, uh, spread around like the, like GB energy’s money spreads around, like fairy dust. Just kind of plant a little here, plant a little in this city, make a little here, instead of just lumping it to one or lumping it into one big, um, OEM. And that doesn’t necessarily [00:11:00] have to be an OEM, right? It could be a blade manufacturer that I’m talking about, or. Or a big, big gearbox thing or something like that. We need those things, and I, I’m all for support for them, but I just don’t think that all of its support should go to them. Speaker 7: Australia’s wind farms are growing fast, but are your operations keeping up? Join us February 17th and 18th at Melbourne’s Poolman on the park for Wind Energy o and M Australia 2026, where you’ll connect with the experts solving real problems in maintenance asset management. And OEM relations. Walk away with practical strategies to cut costs and boost uptime that you can use the moment you’re back on site. Register now at W OM a 2020 six.com. Wind Energy o and m Australia is created by Wind Professionals for wind professionals because this industry needs solutions, not speeches. Allen Hall: If you haven’t booked your tickets to Wind Energy o and m Australia 2026, you need to be doing [00:12:00] that. Today, uh, the event is on February 17th and 18th in Melbourne, Australia. Uh, we’ll have experts from around the world talking everything o and m, and there’s so many good people are gonna be on the agenda, Joel, and a lot of big companies sponsoring this Joel Saxum: year. Allen Hall: You want to give us a highlight? Joel Saxum: Yeah, so like you said, Alan, we have a ton of sponsors going to be there and, and I’d like to say the sponsors. Thank you ahead of time. Of course. Right. We’re, we’re, we’re super excited for them to get involved because as we’ve put this event together. We’re trying to do this no sales pitches, right? So we wanna do this, not pay to play. We want people here that are going to actually share and learn from each other. And the sponsors have been kind enough to get on board with that message and follow through with it. So, like our lead industry sponsor Tilt, uh, Brandon, the team over there, fantastic. Um, they have, they’re, they’re the, their key sponsor here and they’re supporting a lot of this. So the money’s going to applying in experts from all over the [00:13:00] world, putting this thing together. Uh, so we have an, uh. A forum to be able to talk at, uh, C-I-C-N-D-T. From here in the States, uh, we’ve got Palisades, who’s another operator in the, uh, Australian market, uh, rig com. ISP over there doing blade work and it just keeps rolling down. We’ve got squadron on board, squadron’s gonna do one of the coffee carts. Um, so I know that we’ve got a limited bit of tickets left. I think we are 250 in the venue and that’s what the plan is. I think we’re sitting at about half of that leftover. Allen Hall: Yeah, it’s getting close to running out. And I know in Australia everybody likes to purchase their tickets at the last minute. That’s great. And but you don’t wanna miss out because there is limited seating to this event. And you wanna go to WMA w om a 2020 six.com. Look at all the activities. Book some tickets. Plan to book your travel if you’re traveling from the United States or elsewhere. You need a couple of weeks [00:14:00]hopefully to do that ’cause that’s when the airline prices are lower. If you can book a a couple of weeks ahead of time. So now’s the time to go on Woma 2020 six.com. Check out the conference, get your tickets purchased, start buying your airline tickets, and get in your hotel arranged. Now’s the time to do that. Well, as you know, war has been selling off pieces of itself after setbacks in the America market. Uh, sounds like two heavyweight bidders are looking for one of those pieces. Copenhagen Infrastructure Partners and ENG G are allegedly competing for Seds European. Onshore Wind business, a portfolio valued at roughly 1 billion euros. Supposedly the bids are gonna be due this week, although nothing is certain in a billion dollar deals. This is a little bit odd. I understand why Stead is doing it, because they’re, they’re trying to fundraise, but if they do this. They will be essentially European offshore wind only [00:15:00] with some American onshore and a little bit American offshore. Not much. Uh, that will be their future. Are they gonna stay with America one onshore or, and American offshore? Is that a thing? Or they just could, could be all European offshore wind. Is that where Osted is headed? It’s a complicated mix because, you know, they’re, they’re, they’ve negotiated a couple of other deals. Most recently to raise cash. They’re supposedly selling, uh, another set of wind farms. I dunno how official that is, but it’s, it seems like there’s some news stories percolating up out there trying to raise more cash by selling large percentages of offshore wind farms. Where does Joel Saxum: this all end? I don’t know. The interesting thing is like if you looked at Ted, uh, man, two years ago, like if you Googled anything or used a jet, GPT or whatever it was like, gimme the. Three largest wind operators in the world. They were the top three all the time. Right. And, and most valuable. At one point in time, they were worth like, [00:16:00] uh, I don’t wanna say the wrong number, but I, I thought, I thought 25 billion or something like that. They were worth. ATS at one point in time. Market share. Allen Hall: Yeah, Joel Saxum: I think that seems right. So like they, they were huge and it just seems like, yeah, they’re trying to survive, but in survival mode, they’ve just kind, they’re just dwindling themselves down to being just o just a small offshore company. And, or not small, but a small, just a, just a siloed offshore company. A large offshore company. Yeah. Yeah. But I mean, like, even just, there was, there’s another article, um. Today we’re, we’re talking here, CIP and Engie looking to buy their European onshore business. They’ve also are putting up like, uh, was it greater Ang of four in Taiwan for, for sale as well. So, I mean, like you said, where does it stop? I don’t know. Um, CIP is an interesting play. Uh, an Eng, CIP and Engie kind of battling this one out ’cause the CIP management team is a bunch of ex or said people, so they know that play very well. Um, ENGIE of course, being a big French [00:17:00] utility. So that one will sell, right? They’re, their European offshore or onshore assets will be gone shortly. Uh, they’ll be sitting with a bunch of offshore assets that they own and partially own around the world. Uh, and of course their, their, I think their US onshore fleet is about a gigawatt, maybe a and a half. Um, that could be the next domino to fall. You don’t, I, sorry, Yolanda, I used your, your, your, uh, euphemism from before, but, um. That they’re actively parting ways with some stuff. I don’t know when it stops. Allen Hall: It is odd, right? EOR has basically stopped a lot of renewables. Stat Craft has pulled back quite a bit. Another Norwegian company. A lot of the nor Northern European companies are slowing down in wind altogether, trying to stick to onshore for the most part. Offshore will still be developed, but just not at the pace that it needed to be developed. There is a lot of money moving around. Billions [00:18:00] and billions of, of euros and dollars moving. And I guess my, my thought is, I’m not sure from a market standpoint where Orid is headed, or even Ecuador for that matter, besides maybe moving back into oil and gas. They never really left it. The direction of the company is a little unknown because these, uh, news articles about sales. Are not really prefaced, right? It’s just like, all right, Taiwan, we’re selling more than 50% of the projects in Taiwan. We’re out, we’re selling European onshore pow, which there’d been some rumors about that, that I had heard, but nothing was really locked in, obviously, until you really start seeing some reliable news sources. Copenhagen Infrastructure Partners is an interesting play just because it kind of keeps it. Up in Denmark and not in France with Engie. That’s what I’m, in my [00:19:00] head. I’m thinking Sted is not likely to sell it to Engie just because they’re French. This is a national, uh, security issue for Denmark Sted. Is it, I I how Engie is involved in this maybe to help set a, a baseline of what the valuation is so that CIP can then purchase it. Do you see CIP losing this, Joel? Joel Saxum: No, I don’t think so. I think, yeah, I think CCIP has to land with this one and, and CI P’s been building a portfolio quietly, building a, not, I guess not quietly, they’ve been building a portfolio for the last few years. It’s pretty stout, uh, pretty fairly sizable. Right? And it, it’s an interesting play watching this for me because you, you see all these people kind of rotating out. And it, and it has to do with the, the, in my opinion, it has to do with the macroeconomics of things, right? Once, when you develop something and you get through, like in, into the teething pain cycle and all that kind of stuff. [00:20:00] The asset is not designed to have a 50, 70%, you know, margin, right? That’s not how wind works. Wind, wind operates of small margins and a lot of times in the early, a early stages of a project, you end up running into issues that eat those margins away. So when you’re talking about small margins, they’re six to 10% is what you kind of see. Um, and it’s pretty easy to eat away a 6% or a 10% margin. If you have some kind of serial defect you have to deal with, uh, or that, that the OEM’s fighting you on and, and you know, whether or not they take responsibility for it or you have to pay for it. A lot of times those processes can drag out for 12, 24, 36 months until you get made whole. So the early state, the first, you know, five years of a lot of these projects, five to eight years, are very expensive. And then once you get through kind of those things and the thing starts just chugging. Then you actually are starting to make money, and that’s where CIP P’S buying these assets is in that years after it’s gone through its teething pains and the company that developed it is like, man, [00:21:00] we need to get outta this thing. We’ve just been burning through cash. Then CI P’s kinda swooping in and grabbing ’em. And I think that this is another one of those plays. Allen Hall: So they’re gonna live with a smaller margin or they’re gonna operate the assets differently. Joel Saxum: The assets may be being operated better now than they were when they started, just in that, in, they exist, the starting company simply because the, some of the issues have been solved. They’ve been sorted through the things where you have early, early failures of bearings or some stuff like the early fairings of gearboxes. Those things have been sorted out, so then CIP swoops in and grabs them after the, the teething issues that have been gone. Allen Hall: Does evaluation change greatly because of the way horse did, manages their assets? Up or down? Joel Saxum: I would say generally it would go up. Yeah. I don’t necessarily think it’s dependent on o and m right now. I think it’s just a, it’s a time to buy cheap assets, right? Like you see, you see over here in the States, you see a lot of acquisitions going on. People divesting, they’re not divesting because they’re like, oh, we’re gonna make a ton of money off this. They may need the cash. They’re [00:22:00] divesting in, in, um, what’s the term, like under duress? A lot of them, it may not look like it from the outside in a big way, but that’s kind of what’s happening. Yolanda Padron: Yeah, I think it’ll be really interesting to see, uh, you know, there were a lot of layoffs in Ted and Europe as well, so seeing if maybe some of the people who can make those assets perform better. Come back just with a different t-shirt on. Allen Hall: As wind energy professionals staying informed is crucial, and let’s face it difficult. That’s why the Uptime podcast recommends PES Wind Magazine. PES Wind offers a diverse range of in-depth articles and expert insights that dive into the most pressing issues facing our energy future. Whether you’re an industry veteran or new to wind, PES wind has the high quality content you need. Don’t miss out. Visit PES wind.com today in this quarter’s, PES Wind Magazine, which you can download a copy at PES [00:23:00] wind.com. There’s an article by Xan and they were, uh, contracted by Ocean Winds to evaluate the sea floor from. The sea floor at Moray West, which is way, way, way up north on the northern end of Scotland. A pretty rough area, Joel. And, but what ex Ocean did was they used unmanned survey equipment to monitor the ocean floor where the mono piles were gonna replace for the Moey West Wind Farm. That is a really difficult area to operate any sort of boat, but. Uh, the reason we’re doing this remotely unmanned was that it, it gave them sort of a, a less costly way to get high resolution images of the sea bottom. This is interesting because ocean wind was developing more a West apparently hadn’t used anything like this before, but the results, at [00:24:00] least from what I can see in PS win, look Joel Saxum: great. Yeah. This is a technology that’s been, um. Man, it’s been under development by a lot of companies in the last six, eight years. And now it’s starting to get to the point where it is, I mean, we’re, we’re TRL nine plus, right? There’s a lot of these solutions out there that are commercially ready. Xans been a top of this list since, man, since I was playing in that oil and gas world, to be honest with you. Like 20 18, 20 17, uh, really cool looking boats. That’s besides the point. Uh, but when they show up at trade shows and stuff with ’em, you’re like, ah, oh, that thing’s neat looking. Um, but it, it, it, it solves all kinds of problems, right? So when you go offshore and you’re just gonna do, say you’re just gonna go out there and do multibeam, so you’re just gonna do echo sound where you’re just looking to see depths and what’s on the sea floor. The minimum kind of vessel you need for that is 10 to 15 meters long. You need probably two to six people on that vessel. And that’s just, if you’re going out doing shift work, if you’re staying out there [00:25:00] and working 24 7, that vessel grows to. 30 meters instantly, right? So now you’re burning thousands and thousands of dollars in fuel. You’ve got food on board. You got all, it’s just a pain to put this vessel out there. You take all of those people out of harm’s way. You take all the costs away and they, and you put two of them, or one or two of them on shore in a facility, and then you put this three meter vessel out there that’s fully autonomous. No people, but collects the same style of data. I mean, it’s a no brainer, right? So you’re getting the same style of data and if, and the thing’s working 24 7, there is no need to have someone sleep. There’s a not a technician issue. There’s not, none of this is, is a problem anymore. Nobody’s getting seasick, right? So you’re sitting, you’re, you’re sitting back on shore, uh, going to work, uh, with no PPE on, um, having a, having a coffee from Starbucks down the street. And you’re running this thing 24 7, you’re collecting all [00:26:00] that fantastic data. Uh, it is just, like I said, it’s a no brainer. Now, now they’re getting to the stage where they’re putting ’em out as swarms, so you can cover whole fields. You’re doing live cable inspections. It’s, it’s pretty fantastic. So Exo ocean’s really making the next generation of robotics o offshore. Allen Hall: Yeah. And that’s gonna drive down the cost of energy. These kind of developments make huge strides in lowering costs, and this is why you need to read PES Win Magazine. So there’s a. Great articles all throughout the magazine. This quarter’s issue is, is Heavy with articles. Get your free copy@pswin.com today. As you know, in the wind industry, survival has always belonged to those who can keep up, uh, and Sorn freeze. Nuon knows better than most with his decades of experience at LM Wind Power and Uzon. He now chairs two Danish subcontractors, Polytech and Jupiter. Bach. Uh, his message to smaller suppliers in, in a recent article is. Pretty blunt. It [00:27:00]says the manufacturers, big OEMs want fewer partners and larger partners who can take on more responsibility. And if you cannot invest and grow with those manufacturers, you’ll be left behind the winners. It says it will be those who stay close to the turbine makers and adapt as the industry evolves. Joel, this is a really interesting discussion that, uh, Soren put out there. Obviously he’s invested in Polytech and Jupiter, Bach, uh, to great suppliers obviously, but small businesses are where a lot of the key technologies have been driven over the last five, six years. In wind, or more broadly the last 20 years in wind, a lot of great technology has come out of places that you wouldn’t have thought of. The OEMs have not been the bastion of innovation. I would say it [00:28:00] is necessary. You have both, wouldn’t you think? You have to have the small business innovation to prove out ideas and to show that they work, but you also have to have the large manufacturers to implement those ideas more broadly without either one of them, nobody wins. Joel Saxum: I fully agree and I think that one of the things that’s a little bit, uh, more of a granular comment there is. I think sometimes you need the OEMs and the other suppliers within the supply chain to open their doors a little bit, right? So this is, this is me wearing my, my small business, small innovative business, uh, in the wind industry cap. And that is, man, sometimes it is hard to get a conversation with a large subsupplier or with an OEM when you have something that can help them. And they just don’t want to communicate, don’t want to help. It’s just our way or the highway kind of thing. And if you watch, like we, so the podcast gives us an kind of, or not [00:29:00] gives us, it forces us to have kind of an op, an opportunity to look at, you know, what are the, what are the financial statements of some of these OEMs? What are the financial statements of some of their large sub-suppliers? You know? ’cause if they’re located in countries where that stuff is public knowledge, you can see how and what they’re doing. And if you, if you look at business in a general way where you rely on one customer or two customers to, for your whole business, you’re gonna be hurting. Um, especially in the way we look at things or what we’re seeing in the wind industry right now is if you’re, if you are a large company to say you do a hundred million in revenue and your customers are ge Vestas. Depending on what happens regulatory wise, in some random country somewhere your a hundred million dollars could shrink to 50 real quick. Um, so I don’t think that that’s a great way to do business. I think, you know, having a bit of diversification probably helps you a little bit. The OEMs Allen Hall: have a particular job to do. They need to deliver turbines onsite on time and create power for their customer. That’s our main [00:30:00] focus. They are a generator. Driven company, they make generators on steel towers with a propeller system basically. Right. Just simplify it way, way down. There’s not a lot of technology in that itself. Obviously there’s control systems, obviously there’s electronics involved, but the concept from this basic fundamentals is not difficult to to grasp. The difficulty is in execution. Showing that that product can last for 20 years, and that product can last in different environments. Australia, United States, up in Scandinavia, Canada, way down south and Brazil. There’s some really rough environments there and the OEMs are relying upon in industry, uh, guidance from like the IECs and then the dvs, uh, uls Tube. Nord. Uh. Bvs where they’re trying to make these turbines comply to a [00:31:00] set of essentially regulations, which just simplify it. You can do that. But as we have seen historically in the wind industry, if you make a turbine that just meets those requirements, you do not necessarily have a successful product. You have a product that is marginal, and as Yolanda has pointed out to me numerous times, there’s a lot of real issues in wind turbines. That probably could have been solved five years ago by small mobile companies with outside of the box ideas that could have given the OEMs a huge advantage, especially in blades. Yolanda Padron: Yeah, and I think a lot of these companies are, they’re looking at things from a different point of view, right? They’re smaller companies. You have people who could know the product, they know the real issue that’s going on on the ground. They know. Kind of what they need to do, what the next step is to move forward in their solution.[00:32:00] Right? But it’s not like it’s a, a company where you need 30 people to sign off before you can go onto the next stage, and then you need 30 more people to sign off before you can get funding to do something else. And so yes, the OEMs are doing a good job in their scope. If they’re meeting their scope, they are doing a good job. You know, if I, if I take like bread and cheese, then yes, I have a sandwich, right? Like, it might not be the best sandwich in the world, but I have a sandwich. So like, they’re making the sandwich and that’s great. But if you want something to, to actually work and to last and to, to give everybody else the, the idea that. You know, wind is profitable and we can all benefit from it. You have to get all those different layers in there, right? You have to make [00:33:00] sure that you know, if you have a big lightning issue, then you get the right people in the room to get that retrofit in there to solve your lightning issue. If you have a big leading edge erosion issue, then you get those right people in the room to solve everything, and it’s not always going to be a one size fits all. Right, but you do need those smaller companies to, to be in the room with you. Joel Saxum: I’m a hundred percent agreeing with you, Yolanda, and I think that this is the issue here is that at some level then an OEM, an OEM engineering head would have to admit that they’re not the end all be all, and that they may have got a couple of things wrong. And what, what I would love to see and who, and maybe maybe ask you this question, who of the major four Western OEMs. Do you think would be open to like an industry advisory board? Nordex, you think it’s Nordex? I think Yolanda Padron: that’s the closest one so far that we’ve seen. Right? Joel Saxum: Yeah. I, I, I agree with you, and I’m saying that because I don’t think any of the other ones would ever admit that they have an [00:34:00] issue, right? They have attorneys and they have problems, Allen Hall: so they really can’t, but I, I think internally they know that they haven’t optimized their production, they haven’t optimized their performance out in the field. They’re trying to improve availability, that’s for sure. Estes has spent a great deal of time over the last year or two improving availability so that the money is being spent. The question is, do they have all the right answers or the overspending to get to the availability that they want to deliver to their customers? That’s a great question because I do think that we we’re just in Scotland and there’s a number of technology companies in the UK that I think, wow, they should be implementing some of these. Ideas and these products that have been proven, especially the ones that have been out for a couple of years, they should be implemented tomorrow, but they’re not yet because they can’t get through the door of an OEM because the OEM doesn’t want to hear it. Joel Saxum: Yeah, agreed. Agreed. Right. Well, well, like I, the, the, the example that keeps popping into my mind is Pete Andrews and the team over [00:35:00] at Echo Bolt, simply because they have a solution that works. It’s simple. They’ve done the legwork to make sure that this thing can be optimized and utilized by technicians in the field around the world. But they, it just like, they haven’t gotten the buy-in from, from whoever, uh, that it seems to be, you know, there’s a hurdle here. Uh, and that hurdle may be the Atlantic Ocean. I don’t know. Uh, but I would love to see, I would love to see their, uh, solution for bolted connections, uh, and monitoring bolted connections kicked around the world because I think you could save. Uh, the wind industry a ton, a ton, a ton of money. And that is an example of a small business full of subject matter experts that made a solution that can solve a problem, whether you’re an OEM or you’re an operator or whatever. There’s there that’s there, utilize them, right? Those are the kind of things that we need in this industry. Yolanda Padron: And it’s also those smaller companies too that will look at your feedback and then they’ll say, oh. Okay, do I need to adjust here? [00:36:00] Did I not focus on this one parameter that your specific site has? Right. And you don’t see that from the OEMs ’cause they have so, uh, they have so many problems that they’re trying to tackle at once that it gets really difficult to, not just to hone in on one, but to, to tell everybody, oh, I, I have this perfect solution for everything. Here you go. Allen Hall: Right. I think there’s an internal conflict in the engineering departments and manufacturing departments of any OEM, regardless if it’s in wind or in any other industry, is that they have a system to make this product and they’re pretty confident in it, otherwise they wouldn’t be doing it. They don’t want to hear outside noise is I, I would describe it as noise. Like, uh, if you have a great solution that would help out their manufacturing process. But I work here, I know how, I know the ins and outs that that new idea by a small company won’t work here. Those [00:37:00] barriers have to be knocked down internally in the OEMs. The OEM management should be going through and saying, Hey, look, if I find me the manager of this operation, if I find a company that could help us and save us money, and you’re being a roadblock, guess what? See ya. Hit the road because there is no way you can let those opportunities pass you by. In today’s marketplace, you need to be grabbing hold of every opportunity to lower your cost, to improve your product availability, to improve your relationship with your customers. How do you do that? Quickly, you look at the companies that are providing solutions and you grab them, grab them, and hold on for your life and listen to what they have to say because they have probably done more research into your product than your people have. That wraps up another episode of the Uptime Wind Energy Podcast. If today’s discussion sparked any questions or ideas, we’d love to hear from you. Reach out to us on LinkedIn and don’t forget to subscribe so you never miss an episode. If you [00:38:00] found value in today’s discussion, please leave us a review. It really helps other wind energy professionals discover the show and we’ll catch you here next week on the Uptime Wind Energy Podcast.

Sadly Self-Employed I've been thinking a lot lately about greed. That's because in our short break from Song of Songs, we've studied salt covenant in our weekly Zoom classes. Although it's only about eight weeks of material, it's been packed with very practical ideas to improve our spiritual life today.   In particular, what's been weighing in my thoughts is the premise that unsavory salt, the kind that has lost its savor, is at its root, greed. In short, our study has dug into Yeshua's question about salt losing its flavor. How do you make it salty again? The salt had savor at some point, but then lost it.   If you review the last newsletters, Scripture specified that salt is something that comes from within a person. It is a softness and tenderness toward the Word and one's neighbor. It's the best part of our sacrifices for the Kingdom and Covenant that fulfills it, and without the salt, commandment-keeping is lacking:   • Every grain offering of yours, moreover, you shall season with salt, so that the salt of the covenant of your God shall not be lacking from your grain offering; with all your offerings you shall offer salt. (Le 2:13)   We can't put unsalty salt on a sacrifice or work of the Word:   • “Salt is good; but if the salt becomes unsalty, with what will you make it salty again? Have salt in yourselves and be at peace with one another.” (Mk 9:50)   “Have salt in yourselves ? be at peace with one another.”   So if we lose saltiness, we aren't tender any longer.   We can actually keep the letter of the commandments, but when it doesn't come from a tenderness within us, it doesn't create peace. That's salt without savor, and those commandments are not acceptable sacrifices for the Covenant, which must not be lacking salt. Defective salt is like a defective animal. No go. Unaccepted.    • Therefore, if you are presenting your offering at the altar, and there remember that your brother has something against you, leave your offering there before the altar and go; first be reconciled to your brother, and then come and present your offering. (Mt 5:23-24)   Leave the gift at the altar, go get salty again, make things right with your neighbor, then return, and the gift will be accepted because it came from tenderness toward the Father, which in turn made you tender toward His creation, your brother:   • “If you do well, will not your countenance be lifted up? And if you do not do well, sin is crouching at the door; and its desire is for you, but you must master it.” (Ge 4:7)   Kain was told to put his happy face on with Abel, and then his gift would be accepted. Kain had short-changed the sacrifice by not bringing his best. He didn't bring first fruits; instead, he brought "of the fruit of the ground." Produce, just not his best. Begrudging, for sure. Instead of repenting of his greed, putting on his happy face, and bringing his best, he simply took out his anger and frustration with Elohim by killing his brother.   Put another way, we can be about the Father's business diligently, keeping His commandments, and because of worry and distraction about our income, we find ourselves self-employed, like Martha, who resented Mary's relationship to Yeshua in receiving the Word. Daily we have to remind ourselves to make an "upper room" in our twenty-four hours to simply sit before the Father's Word and soak up His Presence in study and prayer.   Doing things is important; it is the sacrifice we make for our families and the Body of Messiah. Without the salt from within, however, those works of the Covenant are lacking. The very meaning of sacrifice is "draw near," korban.    Does doing a commandment draw us closer to the Father?   If not, it may have become our business instead of His. That's unsavory salt and greed.    When we salt the mitzvot of the Covenant, we exert ourselves, just as savory salt comes from “within yourselves” to make peace with others. We must exert ourselves commensurate with our “wealth.” While money is the example, the object of our desires is obtained with currency, which can be money, yet we might traffic for influence, power, manipulation, etc. to obtain our desires. Money is simply the currency most commonly used for the transaction to satisfy our greed. Greed is undisciplined and un-discipled desire. Sin. Idolatry of self-serving.   It is easy to construe greed as a desire for money, or mammon, yet the less tangibles are nonetheless greedy: knowledge, esteem, security, attention, pleasure, etc. I have seen believers so drunk on the power of Scriptural knowledge that they habitually beat up their fellow servants with the Word. It is no longer the Father's business; instead, they have become self-employed.    They use His Word not to draw people near the Father, but to enrich themselves. Maybe with donations, maybe with product sales, maybe with just a shot of self-esteem in soliciting invitations to speak or posting controversial statements designed to create a public dust-up for attention.   How can we know when someone is unsavory and self-employed, but they've hung out the shingle of "Kingdom Business"?    It's more important to know when WE'VE done it.    Remember, unsaltiness is an inside problem. You won't always see it on the outside. The sacrifice may look just perfect on the altar.    And Yeshua took donations...a group of women followed him throughout his ministry all the way to the upper room, "ministering to him." They loved him all the way to death (Mt 27:55; Mk 15:41; Lk 23:49,55) Yeshua said controversial things, was a highly-sought-after speaker, and he was definitely in the middle of public dust-ups.   The difference is that Yeshua always did what he did and said what he said on actual Kingdom business. He was drawing people closer to the Father or exposing their self-employment in the commandments. His Spirit will help us to search our own hearts so that we don't become "moneychangers," encroaching on the holy places for our personal enrichment and deceiving people who think we're there to serve and help them draw close to the Presence. Instead, we're self-employed, working on our self-esteem needs or securing donations to fuel the fire of our pleasures.   This is something ministries need to soul-search daily, and it's something a royal priesthood should soul-search daily. That's all of us.    As in my example of the "Nuts" in last week's newsletter, sometimes we have to decide whether we're occupied in interests and ministry we've chosen according to our desire, yet the actual fruit ready to harvest is in a different area. It will be a true sacrifice to do business there, but it's where the Father needs us, not where we want to work. At first.   The phenomenon is that if we will adjust our desire to His, sell out completely to draw near to the Father, our desire will actually change. Really! It will!   This is what Yeshua tried to tell the rich young ruler when he told him he still lacked one thing even though the young man had kept all the commandments since he was a boy. He lacked the savor of salt with his commandment-keeping. The young man did not have enough faith in The Word, Yeshua, that the desire in his heart for his wealth would be changed by selling it:   • "But he was sad at this word, and went away sorrowful, for he had great possessions." (Mk 10:22)   Salt is faith in the Word. It is what prevents us from becoming self-employed in unsavory commandment-keeping. The rich young man would never know the wonder and joy of finding a coin inside a fish's mouth or sharing a simple breakfast on the beach with the resurrected Messiah. A righteous king.   A truly rich man is one who is satisfied with what the Father puts in his hand from above, whether little or much; a truly poor man is one who is never satisfied with what he possesses below, whether little or much.    A truly rich man rejoices in exerting himself and his resources in his Father's business; a truly poor man goes away sad.   Yeshua asks what we are anxious, worried, sad, and distracted about, even in doing the commandments, for they are how we withhold ourselves from him. These things dilute our salt. They may be our desire, but they are not the "best part" that brings peace, the part that we spend at his feet learning, talking to him, lingering in his Presence. This requires us to exert ourselves to bring the lacking salt. Maybe it means selling off some wrong ideas about things that mean a lot to us.   Mary sat at Yeshua's feet. She had to look up to him before she went to work. Martha did it backward. She worked, but because she was self-employed that day, she took out her frustration by blaming Mary and looking down on Yeshua's willingness to "discipline" her sister. She couldn't see he was discipling them both that day. She needed to look up first with joy in his presence.   Start with salt, the best part within. What we do each day is His business.   When we go into the world to give charity, be kind to others, speak peaceably, reconcile the world to their Creator, and shine the light of obeying the commandments, it will not be a labor of convenience. If we have prepared with salt, though, the exertion will be rewarding and change our taste.   Do I mean how we taste to others?   Or how we savor our labor for the King?   Yes.

Pojeto reuniu 50 jovens da Geórgia, Armênia e Azerbaijão para promover diálogo e coexistência; três participantes relatam descobertas sobre coexistência pacífica em região marcada por conflitos; em encontros presenciais e online elas abordaram temas como combate ao extremismo e liderança feminina.

Desde que llegó la 4T al gobierno, la minería ha tenido que soportar una ofensiva que podría provocar a mediano plazo que se pierda competitividad en un área en la que hoy México es líder.Una conversación con Rubén del Pozo, presidente de la Asociación de Ingenieros de Minas, Metalurgistas y Geólogos de México (AIMMGM), quien asegura existe una ignorancia enorme sobre qué hacer con el sector minero.Visita la sección de Finanzas de El Sol de México para estar al día del contexto económico. Hosted on Acast. See acast.com/privacy for more information.

Geçen haftaki bölümde Anne-Laure Le Cunff'ın Küçük Deneyler adlı kitabından PACT yaklaşımını ve değişimi parçalara bölerek nasıl küçük deneylere dönüştürebileceğimizi örnekler eşliğinde aktarmıştım.Bu bölümde ise harekete geçmemizin önündeki en büyük engellerden “erteleme” davranışı için Le Cunff'ın geliştirdiği HEAD-HEART-HAND modelini anlattım.Le Cunff ertelemeyi bir düşman değil, beyninizin size vermek istediği bir sinyal olarak görüyor. Erteleme yaşadığınızda mantık, duygu ve becerilerle kaynaklar açısından ihtiyaçlarınızın karşılanmadığı bir durum olduğunu fark etmenizi istiyor.Ertelediğiniz davranışa gerçekten inanıyor musunuz? İçsel motivasyonunuz mu var yoksa dışsal baskı mı? Bu sizi heyecanlandırıyor mu? "Yapmalıyım" mı diyorsunuz "yapmak istiyorum" mu? Bunu yapacak beceriye, araca ve desteğe sahip misiniz? Nereden başlayacağınızı biliyor musunuz?Yazar ertelediğiniz bir şey olduğunda kendinize bu üç soruyu sormanızı ve hangisi eksikse oraya odaklanmanızı tavsiye ediyor.Ben de kendi spor deneyimimi bu modele örnek olacak şekilde paylaştım.Son olarak da hizmet verdiğim şirketlerde sıklıkla karşılaştığım bir sorun üzerinden küçük bir deneyi nasıl tasarlayabileceğimizi ve karşılaşabilinecek bir dirençte HEAD-HEART-HAND analizinin nasıl kullanılabileceğini anlattım.Umarım bu örnekler size biraz ilham verir, bir çözüm ortağınıza bu iki bölümü dinlemesini salık verip, nasıl küçük deneyler yapabileceğinizi konuşabilirsiniz. Hatta bana da haber verirseniz çok memnun olurum.Support the show

Gündemden haberleri aktardığımız bu bölümde "Avrupa Birliği küçük paketlerden üç avro vergi alacak", "Venedik'te çalınan kargo teknesi tarihi Rialto Köprüsü'ne çarptı." ve "'Trump Altın Kartı' başladı." gibi haber başlıkları var. Interactive Transcript and Vocab Helper Support Easy Turkish and get interactive transcripts and live vocabulary for all our episodes: easyturkish.fm/membership Transcript Intro Emin: [0:14] Herkese merhaba. Easy Turkish Podcast'in yeni bölümüne hepiniz hoş geldiniz. Bu bölümümüzde sizlere dünya gündeminden haberleri yavaş bir şekilde aktaracağım. Podcastlerimizden çok daha verimli yararlanabilmek için easyturkish.org/membership adresine gidip podcast kademesine abone olabilirsiniz. Avrupa Birliği küçük paketlerden üç avro vergi alacak. Emin: [0:41] İlk haberimizle başlayalım. Avrupa Birliği küçük paketlerden üç avro vergi alacak. Avrupa Birliği geçtiğimiz günlerde yeni bir karar aldı. 1 Temmuz 2026 tarihinden sonra Avrupa Birliği dışından, internetten alınan 150 avronun altındaki ürünlere üç avro gümrük vergisi gelecek. Şimdiye kadar Avrupa Birliği dışından gelen 150 avro altındaki ürünler için gümrük vergisi genelde alınmıyordu. Ancak 1 Temmuz 2026 tarihinden sonra bu durum değişecek. 2024 yılında Avrupa Birliği'ne gelen bu küçük paketlerin çoğu Çin'den geldi. Geçen yıl Avrupa Birliği'ne gümrük vergisi alınmayan yaklaşık iki milyar paket gönderildi. Support Easy Turkish and get interactive transcripts and live vocabulary for all our episodes: easyturkish.fm/membership

Um dos principais personagens do futebol nacional é o convidado da vez do Carona do GE. O agora ex-técnico Vanderlei Luxemburgo falou sobre os planos atuais pra carreira e muito mais em papo com Tiago Medeiros, que você pode escutar na íntegra neste episódio do podcast Embolada.

This week, it's China, China, China. How has the pacing threat changed in 2025, and what's ahead in 2026? We hear from Dr. Brendan Mulvaney, Director of the China Aerospace Studies Institute at National Defense University, about systems, strategy, and more. Plus a bumper crop of #airpower headlines. Powered by GE!

Kerst 2025. Dit jaar doen we een vijf gangen-menu dat er spectaculair uitziet, maar verrassend ontspannen te bereiden is. Geïnspireerd door The Bear werken we met maximaal drie componenten per gang. Zo houd je zelfs met acht gasten tijd over voor een glas wijn, een goed gesprek.We starten met een timbaal van krab en avocado, dan zacht gegaarde kabeljauw met XO-saus, een fonkelende phosommé en een varkenshaas-rouleau die de rollade in ere herstelt. Annie zorgt voor twee feestelijke sides en we eindigen met een teaser voor het toetje van volgende week: Paris Kerst.Zoals altijd bespreken we wat je kunt voorbereiden, waar je op moet letten en welke wijn er het beste bij past. Zo maak je zonder stress een kerstdiner dat minstens zo lekker is als het gezellig is.ShownotesBij elke aflevering maken we uitgebreide shownotes, met informatie uit de podcast en links naar recepten. De shownotes staan op: watschaftdepodcast.com.Word lid van de BrigadeAls lid van De Brigade krijg je een advertentievrije podcast met exclusieve content, toegang tot onze online kookclub, kortingen, winacties en steun je de podcast. Word lid via: petjeaf.com/watschaftdepodcast. Hosted on Acast. See acast.com/privacy for more information.

Suffering is unavoidable. How we view it changes us. Chip shows how to turn suffering into a tool God uses to make us the people we long to be.Life's race: The problem isn't running the race, but passing on the baton. -1 Cor. 9, 2 Cor. 4Five core values we must pass on to the next generation1. Suffer well2. Work unto the Lord3. Manage their wealth wisely4. Make wise decisions5. Live grace-filled livesTransferable Concept #1: Teach them to SUFFER well.A theology of sufferingLife is hard, but God is GOOD! -Jn. 16:33, Ps. 84:11Life is unjust, but God is SOVEREIGN! -Lk. 13, Ro. 8:28Old Testament roots -Ge. 37-50Biblical profiles: Joseph, JesusNew Testament command -1 Pt. 2:21-23How to grow through suffering1. Teach them to face it; to identify what they are CONCERNED about2. PRAY honestly about it3. Help them to share WHERE they are suffering with someone they trust4. Help them align specific SCRIPTURE with their specific situationLife message: SUFFERING is normal!Broadcast ResourceDownload Free MP3Message NotesYear End MatchDouble Your Gift TodayMinistry ReportAdditional ResourcesChristmas GiftsConnect888-333-6003WebsiteChip Ingram AppInstagramFacebookTwitterPartner With UsDonate Online888-333-6003

It's time to grade our 2025 predictions (spoiler: we were mostly wrong) and make some reckless new calls for 2026. We debate whether Oracle or Alphabet will be the next mega-cap winner, if Tesla's full self-driving ambitions will crash the stock, and why Strategy might be the single most dangerous stock to own next year. Plus, we ask the big question: Will the market finally crash in 2026, or is the AI bubble just getting started?00:16 Reckless Predictions and Accountability00:34 Catching Up After the Holidays01:42 Reviewing Last Year's Predictions06:03 Stock Picks for 202511:10 Stocks to Avoid in 202520:46 Reflecting on Housing Market Predictions24:30 S&P 500 Prediction Review25:16 New Predictions for 202626:35 Oracle's Market Potential27:29 Alphabet's AI Advantage28:43 ASML and GE Aerospace Predictions31:55 Kinsale Capital and Stock Picks34:29 Stocks to Avoid in 202640:31 Reckless Predictions for 2026Companies mentioned: AAPL, ASML, BRK.B, DFH, ENPH, GE, GOOGL, GRBK, INTC, KNSL, LLY, LEN, MELI, META, MSFT, MSTR, MTH, NVDA, ORCL, PHM, PLTR, TREX, TSLA, WMT*****************************************Join our PatreonSubscribe to our portfolio on Savvy Trader *****************************************Email: investingunscripted@gmail.comTwitter: @InvestingPodCheck out our YouTube channel for more content: ******************************************To get 15% off any paid plan at fiscal.ai, visit https://fiscal.ai/unscripted******************************************Listen to the Chit Chat Stocks Podcast for discussions on stocks, financial markets, super investors, and more. Follow the show on Spotify, Apple Podcasts, or YouTube******************************************The Smattering Six2025 Portfolio Contest2024 Portfolio Contest2023 Portfolio Contest

In this episode of Scratch, Viren sits down with Alex Ames, Marketing Director at Manors Golf, the challenger brand bringing new energy, creativity, and cultural relevance to a sport long seen as elitist and inaccessible. Manors believes golf is a game to be explored, not mastered, and they are reshaping the category one cinematic campaign at a time.Alex unpacks how Manors went from a small rebrand to a movement inspiring a new generation of golfers. He dives into the brand's early struggles (“the Dark Ages”), how events helped them rediscover momentum, and how the team realised that attention—not product, was their true currency. He reveals the internal creative engine behind Manors' iconic films, from Monday forensic reviews to Thursday idea punch-ups, and how viral thinking shapes every concept.The episode covers everything from the Reebok partnership (and why they avoid “brand soup”), to location-led campaigns, to how everyday golfers and celebrities ended up sharing the tee sheet at Manors events. For marketers, the message is clear: if you want to change a category, change the story people tell about it.Watch the video version of this podcast on Youtube ▶️: YT Link          

Suffering is unavoidable. How we view it changes us. Chip shows how to turn suffering into a tool God uses to make us the people we long to be.Life's race: The problem isn't running the race, but passing on the baton. -1 Cor. 9, 2 Cor. 4Five core values we must pass on to the next generation1. Suffer well2. Work unto the Lord3. Manage their wealth wisely4. Make wise decisions5. Live grace-filled livesTransferable Concept #1: Teach them to SUFFER well.A theology of sufferingLife is hard, but God is GOOD! -Jn. 16:33, Ps. 84:11Life is unjust, but God is SOVEREIGN! -Lk. 13, Ro. 8:28Old Testament roots -Ge. 37-50Biblical profiles: Joseph, JesusNew Testament command -1 Pt. 2:21-23How to grow through suffering1. Teach them to face it; to identify what they are CONCERNED about2. PRAY honestly about it3. Help them to share WHERE they are suffering with someone they trust4. Help them align specific SCRIPTURE with their specific situationLife message: SUFFERING is normal!Broadcast ResourceDownload Free MP3Message NotesYear End MatchDouble Your Gift TodayMinistry ReportAdditional ResourcesChristmas GiftsConnect888-333-6003WebsiteChip Ingram AppInstagramFacebookTwitterPartner With UsDonate Online888-333-6003

Bill George, former CEO of Medtronic and Harvard Business School Executive Fellow, explains how leaders can stay grounded, principled, and effective in chaotic times. "It's a world of chaos and it requires a very different kind of leader than in more stable times." The skills that once mattered (process control, long-term plans) are now secondary to courage, self-awareness, and moral clarity. George says most executives still lead comfortably "inside the walls" but fear the external world (media, public scrutiny, and rapid change). "Today, if you're a leader, you are a public figure. You have to face that reality." Leadership now starts with knowing your True North, your values and principles. "When everything's going your way, you start to think you're better than you are. When you lose, you learn your weaknesses." He warns: "The people who will struggle are those faking it to make it. They're trying to impress the outside world but aren't grounded inside." Purpose, not position, defines identity. "A CEO once said, 'Without a title, I'm nothing.' You won't hold that title forever. Who are you then?" True fulfillment comes from alignment between personal purpose and work. "Every business has a deep sense of purpose if it's well run. The ones that only make money, like GE, go away." He lists five traits of leaders who thrive in crisis: Face reality. Stay true to values. Adapt strategies fast. Engage your team. Go on offense when others retreat. Each requires courage. "You can't teach courage in a classroom. It has to come from within." He urges humility: "Leadership is all about relationships, it's a two-way street." His turning point came when he stopped "building a résumé" and started building people. He defines authentic leadership as growth through feedback: "I never walk into a classroom unless I'm going to learn from everyone there." And he closes with the core message: "You don't have to be CEO. If you can do great work and help others, you'll feel fulfilled. Leaders make the difference between success and failure."   Key Insights (Verbatim Quotes) 1. Chaos demands a new kind of leader. "It's a world of chaos and it requires a very different kind of leader than in more stable times." 2. Authenticity starts with grounding. "Our true north is our principles, our beliefs, and our values all rolled into one." 3. Titles are temporary. "I am not the CEO of Best Buy. …That's the title I hold. I won't hold that forever." 4. Courage separates real leaders. "You can't teach courage in a classroom. It has to come from within." 5. Purpose drives resilience. "Every business has a deep sense of purpose if it's well run." 6. Leadership is relational. "I was building a résumé, not relationships. Leadership is all about relationships." 7. Fear destroys authenticity. "A lot of people are living in fear. That's no way to live your life." 8. Great leaders empower others. "You want everyone on your team to be better than you are at what they do." 9. Growth never ends. "Anyone who's authentic knows they have to continue to grow as a human being." 10. True success is internal. "You'll never have enough power, fame, or money. You find fulfillment within."   Action Items "Face reality, starting with yourself." Look in the mirror and ask, "Maybe I'm creating this negative culture. What did I do wrong?" "Stay true to your purpose and your values." Never abandon principles when pressure rises. "Adapt your strategies and tactics." What worked yesterday may not work today. "Get your team involved." Say, "Hey guys, we've got a real problem. What ideas do you have to keep it going?" "Go on offense when everyone else is pulling back." Make bold moves when others retreat. "Have the courage to look yourself in the mirror." Courage starts with self-reflection. Ask, "What's the worst case? What do I have to lose?" and move forward without fear. "If one door closes, maybe another one's going to open that I never even saw." "Know who you are." Reflect on your life story, relationships, and crucibles that shaped you. "Don't get caught up in titles or money." Remember, "Without a title I'm nothing" leads nowhere. "Find a congruence between your purpose and the organization's purpose." "Every business has a deep sense of purpose if it's well run." Identify how yours helps people. "Get away from toxic leaders." If they drive you down, take credit for your work, or never support you, move on. "Work for people you feel really good about working with." "Learn all aspects of the business and how to integrate them creatively." "Pull together a cross-disciplinary team" and act as the integrator. "Have everyone on your team be better than you are at what they do." "Be the glue." Integrate experts to solve tough problems. "Care about your people first." They must know you care before they'll perform. "Get everyone into their sweet spot" — where they use all their skills and are highly motivated. "Align everyone around purpose and goals." "Challenge people to reach their full potential." Say, "I know you can do better. Let's take your game to the next level." "Get out there and be with the people." Don't hide behind PowerPoints. "Help your people do better." Work beside them. "Believe in someone who doesn't believe in themselves." Tell them, "You have this potential. Go for it." "Find someone who believes in you." A mentor, boss, or spouse who sees your potential. "As a leader, be that person who believes in others." "Face your blind spots." Ask people who care about you for honest feedback. "If you get feedback from people that care about you, take it in." "Stop building a résumé and start building relationships." "Take time for people. Ask, 'How are you doing today? What challenges are you facing?'" "Leadership is all about relationships — it's a two-way street." "Tell the truth — the good, the bad, and the ugly." "Stay away from blame." Take responsibility instead of pointing fingers. "Be transparent." Don't hide problems; fix them. "Never fake it to make it." "Keep growing as a human being." "Take feedback and adapt." Growth requires awareness of impact on others. "Believe in yourself even if you fail." Failure is learning. "Spend time reflecting on your purpose and the person you are becoming." "Help other people reach their full potential." "Measure success by how many people you help every day." "Remember: leadership is about who you are, not what title you hold." Get Bills book, True North, here: https://shorturl.at/bRXsK Claim your free gift: Free gift #1 McKinsey & BCG winning resume www.FIRMSconsulting.com/resumePDF Free gift #2 Breakthrough Decisions Guide with 25 AI Prompts www.FIRMSconsulting.com/decisions Free gift #3 Five Reasons Why People Ignore Somebody www.FIRMSconsulting.com/owntheroom Free gift #4 Access episode 1 from Build a Consulting Firm, Level 1 www.FIRMSconsulting.com/build Free gift #5 The Overall Approach used in well-managed strategy studies www.FIRMSconsulting.com/OverallApproach Free gift #6 Get a copy of Nine Leaders in Action, a book we co-authored with some of our clients: www.FIRMSconsulting.com/gift    

Desiree Chappell and Sol Aronson discuss innovations in anesthesia at ANESTHESIOLOGY® 2025 with Brandon Henak, Global Marketing Director, Monitoring Solutions at GE Healthcare and John W Beard, Chief Medical Officer at GE Healthcare - Patient Care Solutions. They unveil GE's new premium anesthesia platform designed for both current and future needs, emphasizing enhanced workflow, patient safety, and adaptable technology. The conversation highlights the platform's advanced features, including a dual compute architecture, innovative vaporization system, and digital solutions for improved perioperative care. Find out more here: https://www.gehealthcare.co.uk/products/perioperative-care/carestation-850 Listen to more of John W Beard here: https://topmedtalk.libsyn.com/cost-savings-through-continuous-vital-sign-monitoring-anes23 And find more of Brandon Henak here: https://topmedtalk.libsyn.com/tom-westrick-and-brandon-henak-from-ge-healthcare-topmedtalk

Send JD a text message and be heard!@kingjames what a streak @companyadjace @nyquil_inthe_flesh LeBron assisted on GW shot by @rui_8mura for @lakers over @raptors 123-120 and finished with 8 points.   1297 regular season games.   More #nbafinals 10 than 9 single digit #nba scoring games.   @rob.p1156 @thecoachbaileype @thomaswdonovan @brianbarnaby @call_me_tca_prez @donna.fender @rho212 @kevdu_theman @muncieharts & @sfniners__vault @nyrangers crazy road vs home disparity.  12 road wins and 3 home wins.  @coloradoavalanche visit @thegarden tomorrow afternoon.   The @bradycook era starts for the @nyjets Sunday.  He'll be backing up @tytaylor @metlifestadium vs @miamidolphins going for their 4th win.  Sucks for @detroitlionsnfl @beautyofitbb out for year Achilles.  @_.jah1._ having a season.  Can drive yourself insane trying to figure out #nflplayoffs