Podcasts about Ge

Dror Nir walks through pivotal S-curves of his career from Covid pivots to national leadership expansion. He explains how saying "yes" before you feel ready can unlock extraordinary progress. GE-8767015.1 ( 2/26)(Exp.2/30)

In this episode, James talks with Derek Stenclik, Founding Partner at Telos Energy. Derek shares his path into the power sector, starting at GE where he spent nearly a decade working on grid planning, resource adequacy, and early studies on integrating wind and solar at scale, before co-founding Telos to tackle some of the grid's most complex planning challenges.The conversation focuses on how utilities and grid operators are navigating an era of unprecedented uncertainty, driven by rapid load growth, shifting resource mixes, and long planning timelines. Derek shares how Telos approaches these challenges through advanced grid modeling, emphasizing the importance of scenario analysis, proactive planning, and better decision-making in the face of volatile forecasts and evolving market rules.Key topics include:Why grid modeling and scenario analysis are foundational to the energy transitionManaging explosive load growth from data centers and large new loadsThe evolving role of load flexibility, batteries, and behind-the-meter generationAffordability, cost allocation, and the risk of stranded infrastructureA must-listen for anyone thinking about how reliability, affordability, and speed intersect in today's power system.Reach out to Telos Energy by visiting their website. Paces helps developers find and evaluate the sites most suitable for renewable development. Interested in a call with James, CEO @ Paces?

Allen, Rosemary, and Yolanda discuss Ming Yang’s proposed $1.5 billion factory in Scotland and why the UK government is hesitating. Plus the challenges of reviving wind turbine manufacturing in Australia, how quickly a blade factory can be stood up, and whether advanced manufacturing methods could give Australia a competitive edge in the next generation of wind energy. Sign up now for Uptime Tech News, our weekly newsletter 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 YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! The Uptime Wind Energy Podcast brought to you by Strike Tape, protecting thousands of wind turbines from lightning damage worldwide. Visit strike tape.com And now your hosts.  Allen Hall: Welcome to the Uptime Wind Energy Podcast. I’m your host Allen Hall, and I’m here with Yolanda Padron and Rosemary Barnes, and we’re all in Australia at the same time. We’re getting ready for Woma 2026, which is going to happen when this release is, will be through the first day. Uh, it’ll, it’s gonna be a big conference and right now. We’re so close to, to selling it out within a couple of people, so it’ll be a great event. So those of you listening to this podcast, hopefully you’re at Wilma 2026 and we’ll see, see you there. Uh, the news for this week, there’s a number of, of big, uh, country versus country situations going on. Uh, the one at the moment is [00:01:00] ING Yang in Scotland, and as we know, uh, Scotland. It has been offered by Ming Yang, uh, to build a factory there. They’re put about one and a half billion pounds into Scotland, uh, that is not going so well. So, so they’re talking about 3000 jobs, 1.5 billion in investment and then. Building, uh, offshore turbines for Britain and the larger Europe, but the UK government is hesitating and they have not approved it yet. And Scotland’s kind of caught in the middle. Ming Yang is supposedly looking elsewhere that they’re tired of waiting and figure they can probably get another factory somewhere in Europe. I don’t think this is gonna end well. Everyone. I think Bing Yang is obviously being pushed by the Chinese, uh, government to, to explore Scotland and try to get into Scotland and the Scottish government and leaders in the Scottish government have been meeting with, uh, [00:02:00] Chinese officials for a year or two. From what I can tell, if this doesn’t end with the factory in Scotland. Is China gonna take it out on the uk? And are they gonna build, is is me gonna be able to build a factory in Europe? Europe at the minute is looking into the Chinese investments into their wind turbine infrastructure in, in terms of basically tax support and, and funding and grants of that, uh, uh, aspect to, to see if China is undercutting prices artificially. Uh, which I think the answer is gonna be. Yes. So where does this go? It seems like a real impasse. At a moment when the UK in particular, and Europe, uh, the greater Europe are talking about more than a hundred gigawatts of offshore wind,  Yolanda Padron: I mean, just with the, the business that you mentioned that’s coming into to the uk, right? Will they have without Min Yang the ability to, to reach their goals?  Allen Hall: So you have the Siemens [00:03:00] factory in hall. They have a Vestus factory in Hollow White on the sort of the bottom of the country. Right. Then Vestus has had a facility there for a long time and the UK just threw about 20 million pounds into reopening the onshore blade portion of that factory ’cause it had been mothballed several months ago. It does seem like maybe there’s an alternative plan within the UK to stand up its own blade manufacturing and turbine manufacturing facilities, uh, to do a lot of things in country. Who I don’t think we know. Is it Siemens? Is it ge? Is it Vestus or is it something completely British? Maybe all the above. Rosemary. You know, being inside of a Blade factory for a long time with lm, it’s pretty hard to stand up a Blade factory quickly. How many years would it take you if you wanted to start today? Before you would actually produce a a hundred meter long offshore blade,  Rosemary Barnes: I reckon you could do it in a year if you had like real, real strong motivation [00:04:00] Allen Hall: really. Rosemary Barnes: I think so. I mean, it’s a big shed and like, it, it would be, most of the delays would be like regulatory and, you know, hiring, getting enough people hired and trained and that sort of thing. But, um, if you had good. Support from the, the government and not too much red tape to deal with. Then, uh, you know, if you’ve got lots of manufacturing capability elsewhere, then you can move people. Like usually when, um, when I worked at LM there were a few new factories opened while I was working there, and I’m sure that they took longer than, than a year in terms of like when it was first thought of. But, um, you know, once the decision was made, I, I actually dunno how long, how long it took. So it is a guess, but it didn’t, it didn’t take. As long as you would think it wasn’t. It wasn’t years and years, that’s for sure. Um, and what they would do is they don’t, you know, hire a whole new workforce and train them up right from the start. And then once they’re ready to go, then they start operating. What they’ll do to start with is they’ve got, you know, like a bunch [00:05:00] of really good people from the global factories, like all around, um, who will go, um, you know, from all roles. And I’m not talking just management at all, like it will include technicians, um, you know, every, every role in the factory, they’ll get people from another factory to go over. And, um, you know, they do some of the work. They’re training up local people so you know, there’s more of a gradual handover. And also so that you know, the best practices, um, get spread from factory to factory and make a good global culture. ’cause obviously like you’ve got the same design everywhere. You want the same quality coming out everywhere. Um, there is, as much as you try and document everything should be documented in work instructions. That should make it, you know, impossible to do things wrong. However, you never quite get to that standard and, um. There is a lot, a lot to be said for just the know-how and the culture of the people doing the um, yeah, doing the work.  Allen Hall: So the infrastructure would take about a year to build, but the people would have to come from the broader Europe then at [00:06:00] least temporarily.  Rosemary Barnes: That, that would be the fastest and safest way to do it. Like if it’s a brand new company that has never made a wind turbine before and someone just got a few, you know, I don’t know, a billion dollars, and um, said, let’s start a wind turbine factory, then I think it’s gonna be a few years and there’s gonna be some learning curve before it starts making blades fast enough. And. With the correct quality. Um, yeah. But if you’re just talking about one more factory from a company that already has half a dozen or a dozen wind turbine blade factories elsewhere in the world, then that’s where I think it can be done fast.  Allen Hall: This, uh, type of situation actually pops up a lot in aerospace, uh, power plants, engines. The jet engines on a lot of aircraft are kind of a combined effort from. Big multinational companies. So if they want to build something in country, they’ll hook up with a GE or a, a Honeywell or somebody who makes Jet engines and they’ll create this division and they’ll [00:07:00] stand this, this, uh, plant up. Maybe it’s gonna be something like that where GB energy is in the middle, uh, providing the funding and some of the resources, but they bring in another company, like a Siemens, like a Vestas, like a GE or a Nordex even to come in and to. Do the operational aspects and maybe some of the training pieces. But, uh, there’s a, there’s a funding arm and a technical arm, and they create a standalone, uh, British company to go manufacture towers to go manufacture in the cells to manufacture blades. Is that where you think this goes?  Rosemary Barnes: It depends also what kind of, um, component you’re talking about. Like if you’re talking about, I, I was talking a specific example of wind turbine blades, which are a mediumly complex thing to make, I would say, um. Yeah. And then if you go on the simpler side, when turbine towers, most countries would have the. Rough expertise needed, um, to, to do that. Nearly all towers at the moment come out of [00:08:00] China, um, or out of Asia. And with China being the, the vast bulk of those. Um, and it’s because they’ve got, aside from having very, very cheap steel, um, they also have just got huge factories that are set up with assembly lines so that, you know, there’s not very much moving of things back and forth. So they have the exact right bit of equipment to do. The exact right kind of, you know, like rolling and welding and they’re not moving tower sections around a lot. That makes it really hard for, um, for other countries to compete. But it’s not because they couldn’t make towers, it’s because they would struggle to make them cheap enough. Um, so yeah, if you set up a factory, you know, say you set up a wind turbine, um, factory in, uh, wind turbine tower factory in Australia, you, you could buy the equipment that you needed for, you know, a few hundred million dollars and, um. You could make it, but unless you have enough orders to keep that factory busy, you know, with the, the volume that you need to keep all of that [00:09:00] modern equipment, uh, operating just absolutely around the clock, your towers are gonna be expensive out of that facility. So that’s kind of the, that it’s cost is the main barrier when it comes to towers  Allen Hall: with Vestus in Mitsubishi recently having a partnership and then ending that partnership. It would seem like Vestus has the most experience in putting large corporations together to work on a, an advanced wind turbine project is they would, it would make sense to me if, if, if Vestus was involved because Vestus also has facilities in the uk. Are they the leading choice you think just because they have that experience with Mitsubishi and they have something in country or you think it’s somebody else? Is it a ge  Rosemary Barnes: My instinct is saying Vestas. Yes,  Allen Hall: me too. Okay.  Rosemary Barnes: Ge. It’s wind turbine Manufacturing seems to be in a bit of a, more of an ebb rather than a flow right now, so I [00:10:00] mean that’s, that’s probably as much as what it’s based on. Um, and then yes, like the location of, of factories, there are already some vest, uh, factories, vest people in the uk so that would make it easier. : Delamination and bottomline failures and blades are difficult problems to detect early. These hidden issues can cost you millions in repairs and lost energy production. C-I-C-N-D-T are specialists to detect these critical flaws before they become expensive burdens. Their non-destructive test technology penetrates deep into blade materials to find voids and cracks. Traditional inspections completely miss. C-I-C-N-D-T Maps. Every critical defect delivers actionable reports and provides support to get your blades back in service. So visit cic ndt.com because catching blade problems early will save you millions.[00:11:00] Allen Hall: Can you build a renewable energy future on someone else’s supply chain? Well, in Australia, the last domestic wind tower manufacturers are down. Last year, after losing a 15 year battle against cheaper imports from China, now the Albanese government wants to try again, launching a consultation to revive local manufacturing. Meanwhile, giant turbines are rising in Western Australia’s. Largest wind farms soon to power 164,000 homes. Uh, the steel towers, blades and the cells, they all arrive on ships. And the question is whether that’s going to change anytime soon. Rosemary?  Rosemary Barnes: Yeah, it’s, uh, it’s a topic I’ve thought about a lot and done a fair bit of work on as well, local manufacturing and whether you should or shouldn’t, the Australian government does try to support local manufacturing in. General, um, and in particular for renewables, but they focused much more on solar and [00:12:00] batteries. Um, with their manufacturing support, Australian government and agencies like a uh, arena, Australian Renewable Energy Agency have not traditionally supported wind like at all. It bothers me because actually Australia is a fantastic place to be developing some of these supporting technologies for wind energy and even the next generation of wind energy. Um, technologies, we, not any manufacturing. There are heaps of, um, things that would make it more suitable Australia, like just actually a really natural place to develop that. The thing about Australian projects is that they are. Big. Right. That makes it really attractive to developers because like in Europe where they’re, you know, still building wind, but you know, an onshore wind farm in Europe is like a couple of turbines here or there, maybe five, like a big wind farm would be 10, 10 turbines over there. Um, in Australia it’s like a hundred, 200 turbines at a time. Um, for onshore also choosing. Really big turbines. Australians, for some reason, Australian developers really like to [00:13:00] choose the latest technologies. And then if we think about some of the, um, you know, like new supporting technologies for existing wind turbines, like, you know, let’s, um, talk about. O and m there’s a whole lot of, um, o and m technologies, and Australia’s a great place for that too because as Australia wind farms spend so much on o and m compared to other countries. So a technology provider that can improve some of those pain points can much quicker get like a positive, um, return on investment in Australia than they would be able to in somewhere like America or, or Europe. So I think it makes sense to develop here  Allen Hall: with the number of wind farms. Rosie, I, I completely agree with you and. When we were talking about the war Dge wind Farm, which is the Western Australian wind farm that’s gonna expand, they’re adding 30 turbines to provide 283 megawatts. That’s like a nine and a half megawatt machine. Those are big turbines. Those are new turbines, right? That’s not something that’s been around for a couple years. They’ve been around for a couple of months in, in terms of the lifespan of, of wind [00:14:00] turbines. So if Australia’s gonna go down the pathway of larger turbines, the, the most advanced turbines. It has to make sense that some of this has, has to be developed in country just because you need to have the knowledge to go repair, modify, improve, adjust, figure out what the next generation is, right? I don’t know how you, this happens.  Rosemary Barnes: We see some examples of that. Right. And I think that Fortescue is the best example of, um, companies that are trying to think forward to what they’re going to need to make their, you know, they’ve got ambitious plans for putting in some big wind farms with. Big wind turbines in really remote locations. So they’ve got a lot of, um, it’s a lot of obvious challenges there. Um, and I know that they’re thinking ahead and working through that. And so, you know, we saw their investment in, um, nbra wind, the Spanish company and in particular their nbra lift. The bit of the tower that attaches to the rotor. It looks [00:15:00] pretty normal. Um, but then they make it taller by, um, slotting in like a lattice framework. Um, and then they jack it up and slot in another one underneath and jack it up and slot in another one underneath. So they don’t need a gigantic crane and they don’t need, um, I mean, it’s still a huge crane, but they don’t, they don’t, it doesn’t need to be as, as big because, you know, the rotor starts, starts off already on there by the time that the tower gets su to its full height. So, um, yeah, it’s a lot. That’s an innovative solution, I think, and it would, I would be very surprised if they weren’t also looking at every other technology that they’re gonna need in these turbines.  Allen Hall: If Australia’s gonna go down the pathway of large turbines on shore, then the manufacturing needs to happen in country. There’s no other way to do it. And you could have manufacturing facilities in Western Australia or Victoria and still get massive turbine blades shipped or trucked either way. To [00:16:00] wherever they needed it to go. In country, it would, it’s not that hard to get around Australia and unlike other countries like, like Germany was a lot of mountains and you had bridges and narrow roads and all that, and it, it’s, it’s much more expansive in Australia where you can move big projects around. And obviously with all the, the mining that happens in Australia, it’s pretty much normal. So I, I just trying to get over the hurdle of where the Albanese government is having an issue of sort of pushing this forward. It seems like it’s a simple thing because the Australian infrastructure is already ready. Someone need to flip the switch and say go.  Rosemary Barnes: I don’t know if I’d say that we’re we’re ready. ’cause Australia doesn’t have a whole lot of manufacturing of anything at the moment. It’s not true that we have no manufacturing. That’s what Australians like to say. We don’t manufacture anything and that’s not true. We do manufacture. We have some pretty good advanced manufacturing. If you just look at the hard economics of wind turbine manufacturing in Australia of solar panel manufacturing, battery manufacturing. Any of that, it is cheaper to just get it from China, not least [00:17:00] because some of the, um, those components are subsidized by the, the Chinese government. If you start saying, okay, we’re gonna have local manufacturing, like, you can either, you can achieve that either by supporting the local manufacturing industry, you know, like giving subsidies to our manufacturing. Or you could, um, make a local content requirement. Um, say things, you know, if you want project approval for this, then it has to have so much local content. You have to do it really carefully because if you get the settings wrong, then you just end up with very, very expensive, um, renewable energy. And at the moment, especially wind is. Expensive, and I think it’s still getting more expensive in Australia. It has been since, basically since the pandemic. If you then said, we’ve gotta also make it in Australia, then you add a bunch more costs and we would just probably not have wind energy then, so, uh, or new, new wind energy. So there needs to be that balance. But I think that like, even though you can say, okay, cheapest is best, it is also not good to rely on. [00:18:00] Exclusively on other countries, and especially not on just one other country to give you all of your energy infrastructure. If it was up to me, I would be much more supporting the next wave of, um, technologies. I would really love to see, you know, a new Australian. Wind turbine blade manufacturing method. Like at some point in the next decade, we’re going to start getting, uh, advanced manufacturing is gonna make it into wind turbine blades. It’s already there in some of the other components.  Allen Hall: Wait, so you just said if we were gonna build a factory in Scotland, it would take about a year. Why would it take 10 years to do it in Australia? Australia’s a nice place to live.  Rosemary Barnes: No, I didn’t say that. It would, it would take teens. I said in, sometime in the next decade around the world, wind turbine blades are basically handmade, right? They, you know, there are some, um, machines that are helping people, but you know, you have a look at a picture of a wind turbine blade factor and there’s, you know, there’s 20 people walking over, walking over a blade, smoothing down glass. And at some point we’re gonna start using advanced manufacturing methods. I [00:19:00] mean, there are really advanced composite manufacturing methods. Um, you know, with, um, individual fiber placement and 3D printing with, um, continuous fibers. And that’s being used for like aerospace components a lot. It’s early days for that technology and there is no barrier to the technologies to being able to put them, you know, like say on a GaN gantry that just, you know, like ran down the length of a whole blade like that, that could be done. If it was economic, that’s the kind of technology that Australia should be supporting before that’s the mainstream, and everybody else has already done it, right? You need to find the next thing, and ideally not just one next thing, but several next things because you’re not gonna, you don’t know ahead of time, um, which is gonna be the winner. Allen Hall: That hasn’t been the tack that China has taken, that the latest technology in batteries is not something that China is producing today. They’re producing a generation prior, but they’re doing it at scale. At some point they, the Chinese just said, we’re stopping here and we’re gonna do this, this kind of [00:20:00] battery, and that’s it. And away we go. If we keep waiting until the next generation of blade techniques come out, I think we’re gonna be waiting forever.  Rosemary Barnes: I don’t think why I think. Do, you know, make the next generation of, of blade bio technologies?  Yolanda Padron: I think it makes sense for someplace like Australia, right? Because we, we’ve talked about the fact that like here, you, you have to consider a lot of factors in operation that you don’t have to consider in other places, especially for blades, right? So if you can eliminate all of those issues, for the most part that are happening in the factory at manufacturing, then that can really help boost. The next operational projects.  Allen Hall: So then what you’re saying is that. There are new technologies, but what stage are they at? Are they TRL two, TRL five, TRL seven. How close is this technology because I’d hate for Australia to miss out on this big opportunity.  Rosemary Barnes: Frown Hoffer has actually just published an article recently, uh, [00:21:00] about some, I can’t remember if it was fiber, um, tape placement or if it was printed, small wind turbine blades. Small wind is a nice, like, it’s a, a nice bite-sized kind of thing that you can master a lot quicker than you can, you know, you can make a thousand small wind turbines and learn a lot more than making 100 meter long blade. That would probably be bad because it’s your first one and you didn’t realize all of the downsides to the new technology yet. Um, so I, I think it is kind of promising, but. In terms of, yeah, like a major, like in terms of let’s say a hundred meter long blade that was made with 3D printing, that would be terra, L one. Like it’s an idea now. Nobody has actually made one or, um, done, done too much. Um, as far as I know. I think you could get, could get to nine over the next year. Like I said, like I think sometime in the next decade will be when that, when that comes.  Allen Hall: Okay. If you, you didn’t get to a nine that quickly. No, it is possible. Yeah. You gotta put some money into it.  Rosemary Barnes: If someone wants to give me, [00:22:00] you know, enough money, then I’ll make it. I’ll make it happen. I’ll, I would, I would absolutely be able to make that happen, but I don’t know when it’s gonna be cheap enough.  Allen Hall: I would just love to see it. If, if, if you’ve got a, if you’ve got a, a factory, you got squirreled away somewhere in the. Inland of Australia that is making blades at quantity or has the technology to do that. I would love to see it because that would be amazing.  Rosemary Barnes: Technologies don’t just fall out of the sky, you know, like they, you, you, you force them into existence. That’s what you, that’s what you do. You know what this comes down to? Have you ever done the, is it Myers-Briggs where you get the, like letters of your personality? You and I are in opposite corners inside some ways.  Allen Hall: That wraps up another episode of the Uptime Wind Energy Podcast. If today’s discussion sparked any questions or ideas, and it surely should, we’d love to hear from you. Reach out to us on LinkedIn, particularly Rosie, so it’s Rosemary Barnes on LinkedIn. Don’t forget to subscribe to who you never miss an episode. And if you found value in today’s conversation, please leave us a review. It really helps other wind [00:23:00] energy professionals discover the show. For Rosie and Yolanda, I am Alan Hall, and we’ll see here next week on the Uptime Wind Energy Podcast.

Emekçi halk abluka altında. İstibdad rejimi ve patronlar el ele verdi işçi sınıfının üzerine adeta kâbus gibi çöktü. Ablukanın adı Orta Vadeli Program! İşçi ve emekçilerin ücretlerini/maaşlarını hedeflenen enflasyona göre belirleme adı altında sermayenin sefalet dayatmasını devlet politikası haline getirdiler. Geçtiğimiz yıl kamu işçilerinin toplu sözleşmeleriyle başladılar, kamu emekçilerinin (memurların) toplu sözleşmesiyle, asgari ücretle ve emekli aylıkları ile devam ettiler. Ablukayı MESS sözleşmesinde de sürdürdüler. Patronlar tüm bir dönem boyunca yaptıkları işten çıkarmalarla adeta terör estirerek toplu sözleşme masasına oturdular. MESS masada sefaleti dayatırken arkasına yine istibdadı ve grev yasaklarını alıyordu.Bu ablukayı kırmanın işçi sınıfının örgütlü mücadelesinden başka yolu yoktur. Bu süreçte metal işçileri MESS'ten kopardığı her kuruşu örgütlülükleriyle, geçmişte grev yasaklarını aşan grev örneklerinden aldıkları güçle kazandılar. Migros işçileri örgütlü mücadeleyle ve direnerek depolarında taşeron düzenini çöpe attı. Ve nihayet Gebze'de 261 işçi çıkıp 100 günü aşan grevle ablukayı kırdı. Bir buz kıran gemisi gibi tüm işçi sınıfı için yolu açtı. Smart Solar grevinden bahsediyoruz. İşçiler sadece patronla değil adeta yedi düvelle dövüştüler. Smart işçileri 2022 yılında tek bir işçinin işten atılmasına karşı fabrikayı işgal ederek, hepimiz birimiz için diyerek bu kavgaya başladılar. Birleşik Metal-İş sendikasını işgalle, grevle, direnişle fabrikada örgütlediler. Sendika için gerekli çoğunluğu sağladıktan sonra karşılarına uzayan yetki mahkemeleri çıktı. “Alınteri kurumadan adalet istiyoruz!” diyerek adliyenin kapısına dayandılar. Sendika girdi ama Smart patronunun saldırıları bitmedi. İstibdadın yardımıyla İzmir'deki fabrikasının işkolunu tamamen yasadışı şekilde değiştirip sarı sendikayı soktu. Bu sendikayla sözleşme imzalayıp Gebze'deki işçilerin grevini daha başlamadan kırmaya çalıştı. Yetmedi, Kayseri'de yasadışı fason üretim yaptı. Yetmedi, mahkemeden ısmarlama kararlar çıkartıp grev olan fabrikadan mal çıkartmaya çalıştı. Direnen işçilerin karşısına polisi dikti. İşyeri temsilcileri dahil 47 işçiyi tazminatsız işten attı. Smart işçisi birliğini bozmadı, dayandı. Tek bir işçiyi geride bırakmadıkları gibi 47 işçiyi de geri işe aldırdı. Sefalet dayatmalarını yırtıp attı. Ablukayı örgütlü gücüyle kırdı.Hayat pahalılığına ve sefalete karşı dişinizi sıkın diyenlere cevabımız sıkılı yumruklarımızdır! Her koyun kendi bacağından asılır diyenlere cevabımız işçilerin birliğidir! Kurtuluş yok tek başına ya hep beraber ya hiçbirimiz! Çözüm için seçim sandığı gösterenlere cevabımız grev çadırlarıdır. Sandıkta başka başka partilere oy vermiş olsa da sınıf kavgasında birleşen Smart işçisi memlekete umut olacak siyasetin yani sınıf siyasetinin de yolunu göstermektedir. 261 oyun sandıktaki etkisi sıfırdır. Ama 261 işçinin birliği ve örgütlü mücadelesi adeta yedi düvelle savaşıp sermayenin ve istibdadın kuşatmasını kıracak bir gücü açığa çıkartmıştır. İşte bu, sınıf siyasetinin dayandığı güçtür. İşçiler, kamu emekçileri, küçük esnaf, yoksul köylü ve tüm ezilenler bu gücün etrafında birleşmelidir.Sınıf siyaseti boş vaatlere değil sermaye düzeninden söke söke alınan haklara ve kazanımlara dayanır. O yüzden gerçekçi siyaset sınıf siyasetidir. İçinde tek bir işçinin olmadığı meclisten medet ummak mı gerçekçi siyaset? Sınıf siyaseti aynı zamanda yeni olandır. Defalarca aynı şeyi deneyip tekrar tekrar hüsrana uğrayan emekçi halka yeni ve umutlu bir yol açmaktadır. İşgal, grev, direnişle buzları kırıp bu yolu açan tüm işçilere selam olsun! Kazanacağız!

Instead of following trends, Satisfy chooses to build a brand that's different. Daniel said it best: “The easiest way to do something quite different is to not look at anything at all.”In a landscape where brands benchmark competitors and chase fleeting trends, Satisfy focuses on culture. They hire for it before skill, treat customers as guests, and think in decades rather than moments.This philosophy shines through in the Satisfy Pro Team. It's not just a sponsorship roster, but a reflection of the brand's commitment to process and discipline. The key takeaway: Most brands chase relevance, but Satisfy builds consistency. They react to culture, while Satisfy hires for it. They aim for long-term impact, not short-term hype.This conversation is a masterclass in long-term brand strategy and the discipline of saying no.Watch the video version of this podcast on Youtube ▶️: https://youtu.be/CRUMwdDoj5o

Às vésperas das eleições municipais, a esquerda francesa já trava a batalha pelas presidenciais de 2027. Dividida entre o radical Mélenchon, o centrista Glucksmann e defensores de uma primária “unitária” que pode aprofundar a fragmentação, o campo progressista corre o risco de, mais uma vez, ficar fora do segundo turno. Thomás Zicman de Barros, analista político Em apenas um mês, as eleições municipais abrirão oficialmente o calendário político francês de 2026. Ninguém no campo progressista ignora, porém, que elas já funcionam como ensaio geral para 2027. A esquerda entra nesse ciclo dividida. A disputa principal parece concentrar-se em dois polos, hoje personificados por Jean-Luc Mélenchon e Raphaël Glucksmann, mas há outras forças que, em nome da unidade, podem acabar fragmentando ainda mais o cenário eleitoral. Mélenchon é o fundador da França Insubmissa e uma das figuras mais experientes da política francesa. Vindo das alas radicais do socialismo, é um orador talentoso, populista, capaz de mobilizar amplos setores populares, mas também amplamente rejeitado por parte do eleitorado centrista e por antigos aliados. Glucksmann é um rosto novo que parece ocupar o extremo oposto desse espectro. Filho de um intelectual simpático à direita, teve uma trajetória internacional controversa, assessorando líderes liberais na Geórgia e na Ucrânia, antes de retornar à França, se converter à esquerda e fundar o micro-partido Praça Pública, na órbita do Partido Socialista (PS). Hoje, encarna uma esquerda mais do que moderada, liberal, europeísta e institucionalista.  A candidatura de Glucksmann responde sobretudo a um desejo antigo de setores do PS de se emanciparem de Mélenchon e da proposta de ruptura que ele representa. Desde 2017, e de forma ainda mais clara a partir de 2022, Mélenchon conseguiu se impor como figura central da esquerda francesa. Nas duas eleições presidenciais, reuniu a maior parte do eleitorado progressista e ficou a poucos votos do segundo turno. Caso tivesse conseguido unificar o campo, os votos somados de socialistas, verdes e comunistas teriam sido suficientes para levá-lo ao segundo turno. União frágil Apesar da derrota, Mélenchon saiu fortalecido. Hegemonizou a esquerda e, diante do risco de desaparecimento eleitoral dos demais partidos, impulsionou a criação da Nova União Popular Ecológica e Social, a NUPES. Impôs o programa da França Insubmissa ao conjunto da esquerda e se colocou como candidato natural a primeiro-ministro nas legislativas seguintes. Ocorria algo raro: poucas vezes no mundo a esquerda foi reorganizada a partir de sua ala mais radical. A força desse bloco, somada à fragilidade de Emmanuel Macron, impediu o presidente de obter maioria absoluta. Ao acolher o PS e outras agremiações em crise, Mélenchon também lhes garantiu sobrevivência institucional. A unidade, porém, revelou-se frágil. Tensões antigas ressurgiram, sobretudo no PS, onde nunca houve aceitação plena da centralidade da França Insubmissa. Os ataques do Hamas em 7 de outubro de 2023 foram um catalisador de uma desunião latente. A recusa da LFI em participar de uma marcha de solidariedade a Israel, por considerar inaceitável a presença da extrema direita e por temer a legitimação da resposta militar israelense, foi usada como pretexto para consumar o racha. É nesse contexto que Glucksmann começa a ganhar visibilidade. Candidato apoiado pelo PS nas eleições europeias de 2024, concentrou seus ataques nos mélenchonistas, sobretudo em temas de política externa. Sua lista foi a mais votada à esquerda, mas o triunfo durou pouco. Ao dissolver a Assembleia Nacional na noite das eleições europeias, Macron apostava que as rusgas do campo progressista lhe garantiriam enfim uma maioria parlamentar. O tiro, porém, saiu pela culatra: Macron empurrou a esquerda a reconstruir rapidamente uma coalizão ampla. Constituída, a Nova Frente Popular desmentiu os prognósticos e tornou-se a força mais votada do país. Limites O pós-eleição revelou mais uma vez, porém, os limites dessa recomposição. A estratégia da França Insubmissa era provocar a queda sucessiva dos governos para pressionar Macron, constitucionalmente impedido de convocar novas legislativas. O PS recusou, preferindo ganhar tempo e evitar a imagem de subordinação a Mélenchon, buscando se apresentar como força responsável disposta a governar. Em 2025, essa clivagem se aprofundou. A França Insubmissa intensificou uma estratégia que articula a luta contra o custo de vida e a desigualdade social com o combate ao racismo e a outras opressões. Essa linha permitiu mobilizar eleitores não-brancos das periferias, tradicionalmente afastados das urnas. Ao mesmo tempo, o partido passou a ser acusado de conivência com grupos islamistas, de ataque à República e à laicidade. A rejeição cresceu, alimentada por uma cobertura midiática hostil e por práticas internas autoritárias, como expulsões sucessivas. Ainda assim, Mélenchon manteve forte popularidade no campo progressista, também devido à fragilidade de seu principal adversário. Glucksmann, pouco experiente e protegido por um ambiente midiático favorável, tem tido dificuldades em intervenções públicas. Apesar de ser casado com a apresentadora do maior telejornal francês, lhe faltam carisma, retórica e, sobretudo, um programa de governo. O contraste com Mélenchon é evidente. Camaleônico, ele alterna entre discursos de ruptura e uma postura mais serena quando lhe convém. Isso ficou claro no início de dezembro passado, quando foi convocado por uma comissão parlamentar que acusava dirigentes da França Insubmissa de complacência com o islamismo político. Durante quase duas horas, Mélenchon falou com tranquilidade sobre a história da laicidade na França, expondo a fragilidade das acusações. Desde então, parte da imprensa tem destacado sua mudança de postura. O incendiário indignado dá lugar ao tribuno republicano, numa virada performativa que já mira em 2027. Os riscos da desunião Diante dessa divisão, muitos se perguntam se a esquerda francesa não estaria novamente condenada a ficar fora do segundo turno. Setores minoritários, como os Verdes de Marine Tondelier, e dissidentes do partido de Mélenchon, como Clementine Autain e François Ruffin, defendem uma primária para que a esquerda escolha seu representante – todos, é claro, buscando também emplacar seus próprios nomes na disputa. O problema é que Mélenchon e Glucksmann já disseram que não participarão. O secretário-geral do PS, Olivier Faure, anunciou sua disposição de concorrer, mas as alas à direita do partido já torpedeiam a ideia. Paradoxalmente, aquilo que se apresenta como instrumento de unidade pode terminar produzindo apenas um nome adicional na disputa e aprofundar, em vez de conter, a fragmentação da esquerda. A preocupação com a unidade da esquerda e o medo de ficar fora do segundo turno são legítimos. No entanto, é preciso lembrar que não é apenas a esquerda que está fragmentada. Todo o sistema político francês caminha para uma dispersão sem precedentes. Nesse contexto, torna-se perfeitamente plausível que um candidato com menos de 20 por cento dos votos chegue à segunda volta, seja Mélenchon, seja Glucksmann. O verdadeiro problema começa depois. Se a esquerda enfrentar a extrema direita na segunda volta, a velha frente republicana deixa de ser uma evidência. Durante décadas, esse cordão sanitário funcionou como um mecanismo unindo direita e esquerda no segundo turno para barrar a extrema direita em nome da defesa das instituições democráticas. Hoje, no entanto, o cenário mudou: vemos uma esquerda crescentemente diabolizada e uma extrema direita cada vez mais normalizada, apresentada como palatável. Nesse cenário, o risco de uma vitória de setores reacionários não pode ser descartado.

En este episodio exploramos por qué los líderes más carismáticos y seguros de sí mismos son frecuentemente los más peligrosos. A través de casos como Sam Bankman-Fried y su fraude disfrazado de altruismo, Carlos Ghosn y su transformación de salvador a fugitivo, y Jack Welch cuyo legado "legendario" dejó a GE en ruinas, examinamos las ilusiones teatrales que usan los líderes grandiosos y por qué seguimos cayendo en ellas. Contrastamos esto con Tim Cook, cuyo liderazgo "aburrido" triplicó el valor de Apple. El episodio incluye tres herramientas prácticas para evaluar líderes más allá del carisma.  Puntos Clave: • Confundimos confianza con competencia y carisma con capacidad • Los líderes grandiosos usan "ilusiones teatrales": destino, identificación común, salvador • El éxito inicial frecuentemente alimenta la grandiosidad hasta niveles destructivos • El carisma es información sobre capacidad de comunicar, no de ejecutar • La anti-grandiosidad (Tim Cook) puede ser una ventaja competitiva

What if the climate crisis didn't have to be framed as a doomsday story but instead as a catalyst for innovation, collaboration, and global renewal?In this powerful episode of A Voice and Beyond, host Dr Marisa Lee Naismith sits down with Russ Walsh, cybersecurity executive, systems thinker, and founder of The SeaNet, a bold initiative designed to address one of the greatest challenges facing humanity: rising sea levels.After decades working with global technology leaders including IBM, Google, Apple, GE, and Facebook, Russ began asking a deeper question — what if we could apply systems-level thinking to climate change the same way we do to cybersecurity and infrastructure?In this conversation, Russ unpacks the science behind sea-level rise, why fear-based climate narratives leave people frozen, and how vision, leadership, and collective action can turn crisis into opportunity. This episode invites listeners to move beyond overwhelm and into empowered participation in shaping the future of our planet.If you've ever felt anxious, helpless, or disconnected when it comes to climate change, this episode offers clarity, hope, and a radically new way forward.Find Russ Here:Website: https://russwalsh.com/LinkedIn: https://www.linkedin.com/in/russwalsh/Books:The SeaNet Vision: Stop Rising Seas & Turn Melting Ice into Blue Gold https://russwalsh.com/the-book/Eternity: Where will you spend it? - https://a.co/d/4BvyB8mFind Marisa online: Website: https://drmarisaleenaismith.com/ LinkedIn: https://www.linkedin.com/in/drmarisaleenaismith/ Instagram: https://www.instagram.com/drmarisaleenaismith/ Facebook: https://www.facebook.com/marisa.lee.12 YouTube: https://www.youtube.com/@avoiceandbeyond3519/videos Resources: MLN Coaching Program: https://drmarisaleenaismith.com/mentoring/ Schedule a Free Clarity Call: https://calendly.com/info-56015/discovery Gratitude Journal: https://drmarisaleenaismith.com/product/in-gratitude-my-daily-self-journal/ Download your eBook: Thriving in a Creative Industry: https://drmarisaleenaismith.com/product/ebook-thriving-in-a-creative-industry-dr-marisa-lee-naismith/ Like this episode? Please leave a review here - even ...

Sunnudagurinn 15. febrúar Synir Egils: Ógnargróði, verðbólga, öryggi, spilling, bráðavaktin Bræðurnir Sigurjón Magnús og Gunnar Smári Egilssynir taka á móti gestum og ræða við þá um helstu fréttir og stöðuna í stjórnmálum. Að þessu sinni koma þau Pawel Bartozsek formaður utanríkismálanefndar Alþingis, Sólveig Anna Jónsdóttir formaður Eflingar og Grímur Atlason framkvæmdastjóri Geðhjálpar og ræða fréttir vikunnar, stjórnmál og samfélag. Þeir bræður fara yfir pólitíkina með sínu nefi og síðan koma þær Helga Rósa Másdóttir formaður Félags íslenskra hjúkrunarfræðinga, Steinunn Þórðardóttir formaður Læknafélags Íslands og Sandra B. Franks formaður Sjúkraliðafélags Íslands og ræða grafalvarlega stöðu á bráðavaktinni og í heilbrigðiskerfinu.

In quel tempo, Gesù disse ai suoi discepoli: «Non crediate che io sia venuto ad abolire la Legge o i Profeti; non sono venuto ad abolire, ma a dare pieno compimento. In verità io vi dico: finché non siano passati il cielo e la terra, non passerà un solo iota o un solo trattino della Legge, senza che tutto sia avvenuto. Chi dunque trasgredirà uno solo di questi minimi precetti e insegnerà agli altri a fare altrettanto, sarà considerato minimo nel regno dei cieli. Chi invece li osserverà e li insegnerà, sarà considerato grande nel regno dei cieli. Io vi dico infatti: se la vostra giustizia non supererà quella degli scribi e dei farisei, non entrerete nel regno dei cieli. Avete inteso che fu detto agli antichi: “Non ucciderai; chi avrà ucciso dovrà essere sottoposto al giudizio”. Ma io vi dico: chiunque si adira con il proprio fratello dovrà essere sottoposto al giudizio. Chi poi dice al fratello: “Stupido”, dovrà essere sottoposto al sinedrio; e chi gli dice: “Pazzo”, sarà destinato al fuoco della Geènna. Se dunque tu presenti la tua offerta all'altare e lì ti ricordi che tuo fratello ha qualche cosa contro di te, lascia lì il tuo dono davanti all'altare, va' prima a riconciliarti con il tuo fratello e poi torna a offrire il tuo dono. Mettiti presto d'accordo con il tuo avversario mentre sei in cammino con lui, perché l'avversario non ti consegni al giudice e il giudice alla guardia, e tu venga gettato in prigione. In verità io ti dico: non uscirai di là finché non avrai pagato fino all'ultimo spicciolo! Avete inteso che fu detto: “Non commetterai adulterio”. Ma io vi dico: chiunque guarda una donna per desiderarla, ha già commesso adulterio con lei nel proprio cuore. Se il tuo occhio destro ti è motivo di scandalo, cavalo e gettalo via da te: ti conviene infatti perdere una delle tue membra, piuttosto che tutto il tuo corpo venga gettato nella Geènna. E se la tua mano destra ti è motivo di scandalo, tagliala e gettala via da te: ti conviene infatti perdere una delle tue membra, piuttosto che tutto il tuo corpo vada a finire nella Geènna. Fu pure detto: “Chi ripudia la propria moglie, le dia l'atto del ripudio”. Ma io vi dico: chiunque ripudia la propria moglie, eccetto il caso di unione illegittima, la espone all'adulterio, e chiunque sposa una ripudiata, commette adulterio. Avete anche inteso che fu detto agli antichi: “Non giurerai il falso, ma adempirai verso il Signore i tuoi giuramenti”. Ma io vi dico: non giurate affatto, né per il cielo, perché è il trono di Dio, né per la terra, perché è lo sgabello dei suoi piedi, né per Gerusalemme, perché è la città del grande Re. Non giurare neppure per la tua testa, perché non hai il potere di rendere bianco o nero un solo capello. Sia invece il vostro parlare: “sì, sì”, “no, no”; il di più viene dal Maligno».

al Vangelo secondo Matteo (Mt 5,17-37)In quel tempo, Gesù disse ai suoi discepoli:«Non crediate che io sia venuto ad abolire la Legge o i Profeti; non sono venuto ad abolire, ma a dare pieno compimento. In verità io vi dico: finché non siano passati il cielo e la terra, non passerà un solo iota o un solo trattino della Legge, senza che tutto sia avvenuto. Chi dunque trasgredirà uno solo di questi minimi precetti e insegnerà agli altri a fare altrettanto, sarà considerato minimo nel regno dei cieli. Chi invece li osserverà e li insegnerà, sarà considerato grande nel regno dei cieli.Io vi dico infatti: se la vostra giustizia non supererà quella degli scribi e dei farisei, non entrerete nel regno dei cieli.Avete inteso che fu detto agli antichi: “Non ucciderai; chi avrà ucciso dovrà essere sottoposto al giudizio”. Ma io vi dico: chiunque si adira con il proprio fratello dovrà essere sottoposto al giudizio. Chi poi dice al fratello: “Stupido”, dovrà essere sottoposto al sinedrio; e chi gli dice: “Pazzo”, sarà destinato al fuoco della Geènna.Se dunque tu presenti la tua offerta all'altare e lì ti ricordi che tuo fratello ha qualche cosa contro di te, lascia lì il tuo dono davanti all'altare, va' prima a riconciliarti con il tuo fratello e poi torna a offrire il tuo dono.Mettiti presto d'accordo con il tuo avversario mentre sei in cammino con lui, perché l'avversario non ti consegni al giudice e il giudice alla guardia, e tu venga gettato in prigione. In verità io ti dico: non uscirai di là finché non avrai pagato fino all'ultimo spicciolo!Avete inteso che fu detto: “Non commetterai adulterio”. Ma io vi dico: chiunque guarda una donna per desiderarla, ha già commesso adulterio con lei nel proprio cuore.Se il tuo occhio destro ti è motivo di scandalo, cavalo e gettalo via da te: ti conviene infatti perdere una delle tue membra, piuttosto che tutto il tuo corpo venga gettato nella Geènna. E se la tua mano destra ti è motivo di scandalo, tagliala e gettala via da te: ti conviene infatti perdere una delle tue membra, piuttosto che tutto il tuo corpo vada a finire nella Geènna.Fu pure detto: “Chi ripudia la propria moglie, le dia l'atto del ripudio”. Ma io vi dico: chiunque ripudia la propria moglie, eccetto il caso di unione illegittima, la espone all'adulterio, e chiunque sposa una ripudiata, commette adulterio.Avete anche inteso che fu detto agli antichi: “Non giurerai il falso, ma adempirai verso il Signore i tuoi giuramenti”. Ma io vi dico: non giurate affatto, né per il cielo, perché è il trono di Dio, né per la terra, perché è lo sgabello dei suoi piedi, né per Gerusalemme, perché è la città del grande Re. Non giurare neppure per la tua testa, perché non hai il potere di rendere bianco o nero un solo capello. Sia invece il vostro parlare: “sì, sì”, “no, no”; il di più viene dal Maligno».

Chris vertelt over plankenkoorts, mislukte acts met kruisbogen, inspiratie opdoen bij David Copperfield, perikelen met facebook live én hoe een mislukte truc de start was van zijn carrière. Chris Williams is Illusionist, hij was te zien bij de Code Van Coppens en Hollands Got Talent, in verschillende pretparken en dierentuinen en organiseert zijn eigen shows. Daarnaast bouwt hij zijn eigen illusies en maakt hij props voor film en tv.Meer informatie over Chris kun je vinden op: https://www.magicianchriswilliams.com/Dood 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

Electric aviation gains traction as Beta Technologies advances certification with Amazon and GE backing. Plus, AI reshapes commercial real estate without replacing human expertise as fundamentals improve. And later, markets navigate geopolitics, tariffs and tech volatility while the broader bull cycle holds. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Men-E-Men Stüdyo tarafından hazırlanan iki yüz on yedinci bölüm sizlerle.Geçtiğimiz haftanın iki önemli olayını konuştuk bu bölümde.2026 Kış Olimpiyatları'nın açılışı ile başladık. İki ayrı yerde gerçekleşen oyunları, Olimpiyat meşalelerini, takımların geçiş törenlerini, giydikleri kıyafetleri, olimpiyatlarda olan olayları değerlendirdik. Skandalları, kazaları, göz yaşları bol bir Olimpiyatlar izliyoruz; bakalım madalya yarışını hangi ülke kazanacak?Sonrasında SuperBowl devre arası konserinden bahsettik. Zaten bahsetmemek olmazdı, tüm dünyanın gözü geçtiğimiz hafta sonu bu şova döndü. Şovun yıldızı Bad Bunny de bu hafta en çok konuşulan isim oldu. Şovun detaylarını, sürprizlerini ve yankılarını değerlendirdik. Ardından biraz Bad Bunny'nin geldiği yeri, Porto Riko'yu anlattık.

Yozgatlı Fennî Efendi'nin Nâbî Merhûmunkine tahmisen yazdığı Naat-ı Şerif-i Nebevî'sini konu edinen önceki yazımı Yeni Şafak'a gönderdikten sonra, kıymetli okurlarımızdan bazılarının “Geçmişteki şairlerin Medine'ye -Peygamber Aleyhisselam'a- olan sevgisinden, özleminden söz ediyorsunuz; bizim zamanımızda onların izini süren kimse yok mu?” diye sorabileceklerini düşündüm.

Adam Coffey is a visionary leader who drives growth and builds great cultures. Adam is an Army veteran, a former GE executive, and served as CEO of three service companies for over 20 years. He is the bestselling author of four books, including Empire Builder and The Private Equity Playbook. Adam is currently Chairman of The Chairman Group, a world class consulting business. Adam joined host Robert Glazer on the Elevate Podcast to talk about leadership lessons from two decades as a CEO, GE's approach to leadership training, and much more. Thank you to the sponsors of The Elevate Podcast Shopify: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠shopify.com/elevate⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Masterclass: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠masterclass.com/elevate⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Framer: ⁠⁠⁠framer.com/elevate⁠⁠⁠ Northwest Registered Agent: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠northwestregisteredagent.com/elevatefree⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Homeserve: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠homeserve.com⁠⁠⁠⁠⁠ Indeed: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠indeed.com/elevate⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Vanguard: ⁠vanguard.com/audio Learn more about your ad choices. Visit megaphone.fm/adchoices

The US Air Force is changing the way it does acquisition – or the Department of Defense is changing the way the Air Force does acquisition. Either way, we get details and insight from The Honorable Andrew Hunter, the previous Air Force acquisition executive, along with his (surprising!) wish list. Plus the week's headlines in airpower. All powered by GE!

Allen and Joel are joined by Will Howell from Armour Edge in Edinburgh, Scotland. They discuss how Armour Edge’s semi-rigid polymer shields protect against leading edge erosion in harsh environments, the simplified installation process designed for rope access technicians, and the company’s expansion into North American manufacturing ahead of the 2026 blade season. Sign up now for Uptime Tech News, our weekly newsletter 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 YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! Allen Hall: Will welcome back to the program.  Will Howell: Thanks so much for having me guys. Nice to see you.  Allen Hall: So Edinborough is the home of Armor Edge.  Will Howell: Yes, indeed.  Allen Hall: Yeah. And we went to visit your facility a couple of days ago. Really impressive. There’s a lot going on there. Will Howell: Absolutely. Absolutely. Yeah. So the, we’ve been in the facility for, um, a couple of years now, and it’s really just all part of our expansion as we continue to. To, uh, grow as a business?  Allen Hall: Uh, well the thing that struck me first was efficiency. If you’re gonna be in wind, do you need to be efficient?  Will Howell: Yeah,  Allen Hall: exactly. You have  Will Howell: to  be,  Will Howell: look, we know that we are a, a relatively small team, but we’re, we are, we are very reactive and we are gonna be always responding to the, the requests. The, the market drive for us internationally now is where we are really focusing. And even though we’ve got our small base from there, we’re exporting internationally around the world. And so. Yeah, I’m, I’m, I’m glad you guys came by and kind of saw what we’re up to.  Joel Saxum: If we could ask one thing, this is what we would ask. Turn up the heat. Turn down the wind. Turn off the rain.  Will Howell: Yeah, I’m [00:01:00] sorry about that. Yeah. Yeah, it’s, uh, there’s not much we can do about that at the moment.  Joel Saxum: Well, I’ll tell you what, if, if you’re talking leading Edge protection products, leading edge protection shield. Born from an area that’s rainy, that has heavy rain erosion, that understands,  Will Howell: we know, we know rain. We know rain. Yes. Look, we’ve been out in the North Sea now for over, over, over five years. These things are just being abused by Mother Nature out there and, you know, but we’ve, we are, we’re getting really good results consistently. Um, the products lasting really well against that, against that weather. And I think what’s interesting for us as well is it’s, it’s not just the Scottish rain and the ice and the snow. We’re, we’re getting good results out in the. The planes in the Midwest as well now. Yeah. And yeah, so yeah, very uh, universal products, we hope,  Joel Saxum: I mean, so this is one of the things we always talk about. When you talk wind turbine blades and you listen to the manufacturers, a lot of them sit in Denmark where the problem is mist in the air, it is rain, it is droplet size. It’s all the conversation you hear. But where we [00:02:00] see wind is dust, bugs, those kind of things. Like, it’s, it’s different stuff, right? So like I’m, I live in Texas. One of the things that’s beautiful about my home in Austin is when I look to the west in the, at, in the evening, it’s bright red skies all the time. Well, that means there’s dust in the air.  Will Howell: Yeah.  Joel Saxum: Right. And that’s, and when I look west, what am I looking at? 23,000 turbines out in West Texas. Right. So everything out there is getting beat up where we look at, um, inspections of turbines and we see turbines that are 1, 2, 3 years old that look like they’ve been in operation for 15 years. Will Howell: Yeah. Yeah.  Joel Saxum: There’s nothing left of them.  Will Howell: I know. And. You know, people use analogies like, oh, it looks like it’s been sand sandblasted. But it it has, it has, it is sandblasted, you know, we’ve, we’ve now conducted testing where we have literally taken kind of aerospace level testing and blasted sand at these shields, and they’re super resilient. But it has to be that universal products of resisting the water droplet that the mist, that side [00:03:00] of the, of the erosion problem, but also the particulate matter in the air. And there’ve been some of the. Places that we’ve installed. There was actually one site where they had a local, um, open cast mining nearby, and there was like marble particulate matter in the air. And these machines were getting trash in a couple couple of seasons. And again, we’ve been on there now for, I think now is our third year in that particular site. And again, really good results.  Joel Saxum: Well, I think, um, I mean, we did take some B roll when we were at your facility. And again, thanks for welcoming Sam. We love doing those. It’s, uh, but you showed us your installation methodology, and maybe we’ll show some of that with our producer Claire on mm-hmm. On this video. Uh, but the, the way you guys design your installation methodology to be simple and robust, easy for the technicians to make sure they can’t get it wrong in the field because they got enough other things to worry about. Will Howell: Uh, you know, I think, I think that’s been a big part of our, of our kind of design ethos since the, since the early days in the, in the r and d phase, it wasn’t only finding a robust material for the LEP Shields, a robust. [00:04:00]Adhesive to bond them on, but it’s the, it’s the kind of higher level. How do you actually get that onto a blade in the field by a rope or standing in a platform up in the, up in the winds And so, yeah, understanding what the technicians are having to go through in order to install this stuff. And that then feeds into your quality. ’cause you can have the best lab results in the world from your perfect installation sitting in a factory somewhere. But actually it’s the guys on ropes that are doing the, doing the hard work out there.  Joel Saxum: We see that all the time with our, like with our lightning protection products like. People, can you give us this lab test? Like we can, we’ll stack you up with lab tests. Mm-hmm. But what we really wanna show you is the test from the field.  Will Howell: Yeah, yeah, yeah.  Joel Saxum: The test that where it’s been sitting, soaking, getting hit by lightning. Mm-hmm. All of these things for years and years and years. Yeah. That’s the results we wanna show you. ’cause those are real.  Will Howell: Absolutely. Yeah, yeah, yeah. Makes  Allen Hall: the demo you gave us to install the shields and it’s basically a series of shields that go along the leading edge of the blade, sort of two parts of that one. Obviously you’re trying to recover the lost power, the a EP, that’s, that tends to be the big thing, [00:05:00] except in some locations, like Joel’s pointed out, it’s not that the leading edge is just kind of lightly beat up. It’s really beat up.  Will Howell: Yeah. Yeah.  Allen Hall: And you’re trying to prevent that from happening or to just to provide some protection, uh, if you’re just sort of category three, and I, I wanna walk through that for a minute because the demo you did was really interesting and I. It, it made sense once you watch the process happen. Mm-hmm. It’s really clear, but you’re able to take sort of cat three damage on the leading edge and not have to go back and do a lot of repair to it, which is where the vast majority of the funds are used to sort of get the blade to a point you can apply leading product. Oh yeah. Yeah. With Armor Edge, you don’t really need to do that. Will Howell: Yeah. And I think that that that really comes into the. Into the value proposition of the, of the whole, of the whole process. If the labor costs and the downtime of the machines, there’s so much value in that. And so if you can reduce the repair time or just remove it completely, because you can install [00:06:00] directly on top of existing erosion, you’ve really saved some significant cost out of the, out of the job. And that’s really only just by function of the design of the shields. We are a, a semi rigid polymer material, so we don’t conform to the existing erosion that’s on the surface. So. Yes. If you, if you have a cap four or five and you have some structural glass repair that needs to happen to maintain the integrity of the blades, you still need to complete that repair. You don’t need to go any further. So if you’ve only got a one, two, or three, you’re talking the fillers, the putties on, on the surface. You don’t need to, to replace those. Just apply our high build adhesive, get the shield on top, and you’re finished.  Allen Hall: And so you start at the tip with a, a tip. Shield and then you work your way, kind of Lego wise up up the leading edge of the blade. Yeah,  Will Howell: yeah, yeah.  Allen Hall: It’s really straightforward and, and the, the system you’re using, the adhesives you’re using, and the techniques are really adapted for the technician. What I watched you do, I’m like, oh, wow, this is really [00:07:00] slick because there’s been a lot of thought going into this. You have done this. Hundreds of times yourself before you’ve shipped it out to  Will Howell: the world. Yeah, exactly. And, and that was, that was a big part of the, part of the r and d process is to, again, as I said, it’s, it’s not just affecting these applications in a lab environment. It’s saying, how does this feel up on a rope? How does it feel strapped into your work, into your work position? You’re handling stuff with your gear off your belt, and it’s a, it’s a, it’s a very difficult position to be installing any bit of, any bit of kit on. And if we can. Make that as an intuitive and as simpler process as possible, that’s gonna lead to quality installations down down the line.  Joel Saxum: Yeah. One of the things I really liked when you were showing us the installation was the fact that you had your own tools that you developed for it. Yeah. Yeah. Right. And it wasn’t, we’re not talking $10,000 tools here, but, but it was something that was. Specific, your scraper that you use to spread things around. Mm-hmm. That makes sense for that application. That helps the technician in the field.  Will Howell: Yeah.  Joel Saxum: And that was from  Will Howell: direct market feedback. Absolutely. [00:08:00] And so you’re not only getting feedback from the technicians every season. And we are, we are, we are really careful to get these, to get that feedback, have these washup meetings, you know, maybe a bit of constructive criticism. Criticism in the early days and build that into your design revs. Yeah. But as you say, hands, tools or processes, it’s all just. Quality steps. As we, as we, as we kind of move on.  Joel Saxum: I do, I do wanna make sure for anybody listening or watching this on YouTube, that that, that they know that this is not the actual final problem. These are trade show things. It’s not a bunch of little shells like this. You’re about a meter long. They’re about meter  Will Howell: long. Yeah. Yeah. Full size. And again, even the, even the length is optimized for, um, kind of rope access. We feel a meter is about as long as you can handle as a, as a kind of single, single piece. The. Adhesive is kind of curing during the time that you’re installing the shields. So a meter is good, you just just move on. Depending on what the customer’s looking for, that can be 10, maybe even 15 shields on [00:09:00] longer. Yeah, installations. Look, blades are getting bigger. The leading edge, erosion problems getting worse. So yeah, up about 15, 15 shields is probably about a maximum length that we tend to do in the field. Joel Saxum: So let’s you, you, you mentioned customers we’re talking about what they wanna see. Let’s talk customers a little bit. What does the geographic footprint look like for you guys commercially going into next year? Where, where do the installs go and what’s your focus?  Will Howell: Well, at the moment we are, we are spread internationally. Uh, obviously we are based here in Edinburgh and starting our out in the, out in the North Sea. Um, but over the past few seasons, our, our biggest market has been, has been North America. Um, so we’ve, we’ve really started to expand out there and that. I, I think even this season, again, it’s gonna be our biggest, our biggest market. Um, Joel Saxum: wha wha  Will Howell: okay. So yeah, the North American market’s gonna continue to be our biggest, um, installation base. So, um, this year we are probably on another thousand blades [00:10:00] or so, last season, um, this, this year significantly more, more than that. It’s been interesting for us to see the. The continued growth of the market, but also the, a bit of additional interest early on in this season or even pre, pre-season Now, we’re only coming up to Christmas as we record this. Um, so the big step for us is gonna be not only expanding our European operation that you guys have seen, um, here from, from Edinburg to, to support the market here, but also looking at the manufacturing in America. So in North America, we’re gonna have. A couple of different manufacturing sites. We’re able to supply customers locally, which is not only gonna be reducing lead times, but also removing the the tariff burden, the import cost, any additional additional steps so we’re able to respond quicker to our customers over there. Joel Saxum: Thanks for bringing the jobs to the states too.  Will Howell: Oh, there we go. Love those.  Allen Hall: There’s a lot of variety of wind turbines in the US and around the world, and you’re actively scanning blaze [00:11:00] because the shields are specifically molded for each different blade type. How many models do you have already scanned and ready to go? Will Howell: So at the moment, um, I believe the database sits about 45 designs or so. Um, so obviously there, there are more designs than that out there, out there in the wild. But we’ve, we’ve made a big effort to try and focus on the really key, key OEMs, the really key blades types that are particularly, particularly prevalent. Um, so yeah, we’ve got a lot of designs. We’ve got a lot of existing tooling, so we can make part. Very quickly. Again, trying to be as reactive as we, as we can to, to our, to our customer base. But as you say, that database is continually growing. So we have maybe some of the, the less popular blade models that we haven’t yet got to some of the out, the kind of fringe shoulder, shoulder models. Um, we’ll be trying to scan a few more of those. This, this coming season, just to keep on building up that, that kind of knowledge, knowledge base.  Allen Hall: So what does that look like now that you have this large database and. Uh, the sort of the [00:12:00] molds to make the product. Mm-hmm. You can do things at scale, I assume now you’re, you’re talking about thousands of blades for this upcoming season. Will Howell: Yeah, I mean, it’s, uh, when we, when we approach our manufacturing partners, obviously what we’re talking about are individual tools and then making plastic polymer parts from those, from those tools. And so when we start talking about wind farms with just a few hundred machines, then that’s maybe a few thousand parts. But for these, for these manufacturers, that is small fry. So our ability to scale from the point of having those tools is very rapid. So our approach to the market and our ease of scaling very quickly has just, it’s, again, it is part of our, it’s part of our model. That’s why we can engage now in local manufacturer, like in North America to, to support the market there. And it’s not only North Americas, we start to grow in, [00:13:00] um, in Europe here and as well as some of other target target markets. We’ve got some, some smaller in stores in India and in Australia. These are also targets where potentially we could start Manu Manufacturing as well in the future to assist in our scale up. Allen Hall: What, what is your lead time right now That’s from, from, from the point of, I call up will say, well, I’ve got a GE 62 2. I probably have 500 of them. What does that lead time look like?  Will Howell: So, uh, 6 2 2 is a very good example. It’s a very prevalent blade. Um, we’ve, we’ve had a number of projects for this, so we’ve got tooling ready to, ready to go. You’re probably talking around four to six weeks to get that. That’s fast material out. Yeah. Um, if it was a new design, it would be, it would be longer, but still you’re only up at 10 to 12 weeks for a new, a new design. So, yeah, it’s, it’s, uh, you know, as you guys have seen it, it’s quite an involved process. We’ve had a lot of. Design evolution to get here, but we’re quite a finesse process now.  Joel Saxum: Yeah, that was the exact question I was gonna ask because it’s one we get asked all the time too, right? What? What? Hey, and now it’s, we’re, [00:14:00] we’re sitting at the end of the year coming into the new year and in the United States, our blade season in the southern part of the states. Right. You’re south Texas, you’re starting in the next two months, right? Oh yeah. You’re starting end of January, beginning of February, and then that starts to roll north as we go. And by May we’re in full swing Absolutely. Across North America. So. If you’re a manufacturer listening to this, or a manufacturer, if you’re an operator listening to this and, um, you’re thinking, Hey, maybe, maybe I’d like to, if I don’t wanna roll it all out, maybe I’d like to try a couple. We’re gonna do an LEP campaign. Let’s get this stuff out there and see what it looks like. Um, you need to get ahold of will.  Allen Hall: Oh, you should, and you should try it. I think a lot of the operators haven’t dabbled too much. They’ve seen a lot of products on the market, a lot of sort of, uh, chemical mixing apply. A polymer to the leading edge tapes, products, tapes, paint, yeah. All, all of that. And the, the, the harder products haven’t seen as much favor, but the, the issue is, is that all the softer products, I’ll call them, wear easy or particularly with [00:15:00] dirt.  Joel Saxum: To me this is set it and forget it. Right. So this is a, this is an uptime podcast consultant type thing. I have always felt in the last, I don’t know, four or five years of my career that I get access to a lot of the. Subject matter experts and the products and solutions that are like top tier, right? These are the ones that I would, yeah, so I think a lot of times like, man, if I wasn’t, if I, Joel Saxon owned a wind farm and I was an operator, I would do this. I would do that. I would, you know, I’d have Pete Andrews from me both here on here earlier today and I’d be doing these kind, but I would put a product like your under the armor edge shields on simply because to me, this is set it and forget it. Yeah, yeah. I’m gonna do it once and I’m done.  Will Howell: That’s it. You know, and we’ve got, we’ve got the initial lab test to kind of validate the really long lifetime of our products. But again, now we have the field data to back that up as there are many, many happy, happy customers in varying conditions. And, and yeah, it’s, it’s, it’s performing well. Interesting what you’re saying though, about. The lead time of the, um, products. You know, we’ve, we’ve really tried to [00:16:00] drive that down as much as, as much as possible. And look, we know the, the planning world out there is not, is not a perfect science, and there’s always gonna be people coming to us with super short, short lead times. But as we’ve scaled, that’s another, another issue that we’re trying to combat. So now that we have many years under our belt, our stock holding is increasing. We can do small projects, pretty much X stock. So we have. A stock of parts now that are available within a few days to ship out. It might just be a few, a few, a few machines. It could be a, a spot repair or a trial. Right, right, right. But we’ve got those, we’ve got those parts ready to go. So yeah, if anyone’s interested, even in a very short, short time scale, contact us. I mean, we may be able to help you out very, very quickly.  Joel Saxum: We’ve all heard about product. Disappearing outta the back of technician pickups in hotel parking lots too. Sometimes you just need an extra turbines worth the kit while you’re on site.  Allen Hall: That is for sure. And will I, if you, people haven’t heard of Armor Edge, which is hard to believe, [00:17:00] but I do run across them occasionally. Where should they go to learn more? How did they get ahold of you to, to set up a 2026 trial?  Will Howell: Yeah, so, um, I mean, our. Our, our website@armedge.com and that’s the, the UK spelling of arm edge with you in there. Yeah, yeah. Um, yeah, please come to the, come to the website. You can contact us through there. Um, I’m available on, on LinkedIn. Um, yeah, you can contact us anytime. Anytime. We, we do travel between, uh, the uk. Again, our US is a big, big market, so if you’re gonna be at any of the trade shows, you can come and come and say, Hey, and arrange a, arrange a time to. Time to talk. Yeah. Which, which of the trade shows are gonna be at this year? So we’ve got, um, blades, uh, the end of end of February, uh, in the US we’ve got, uh, the A-C-P-O-O and M event, um, event. And that’s the start of the start of March. Just before that, we’ll be, um, we’ve got one of our representatives in Australia at the Woma, [00:18:00] um, show as well. So, yeah. Yeah, it’s, uh, that’s the kind of the start, the start of the year as we move on. Um. Again, there’s gonna be a lot of, uh, interaction with customers and suppliers. So even outside the shows you, you might be able to get a hold of us, look out for us. Um, but I think coming up to the summer, we’ve then got the clean power event. We like to visit, visit that for a bit more of a higher, higher level view of what’s, uh, going on in, in the industry as well. Allen Hall: Well, will thank you so much for allowing us to get behind the scenes and. See the, the shop and see the, uh, demonstration of the installation of the shields. It was wonderful to see that. And thank you for joining us today.  Will Howell: No, great. Thank you very much for your time again. Appreciate it.

Alla shownotes finns på https://www.enlitenpoddomit.se , skulle det se konstigt ut i din poddspelare så titta gärna där efter alla länkar kring det vi pratar om   Avsnitt 558 spelades in den 10 februari och därför så handlar dagens avsnitt om: INTRO: Mats har barn, villa och jobbar. David har gjort massor. Johan har fyllt år och fått LEGO.   FEEDBACK AND BACKLOG: - Ikea bekräftar Matter problem   https://www.m3.se/article/3053788/ikea-erkanner-trubbel-for-nya-matter-enheter.html  - Samsung säljer slut på Trifold   https://9to5google.com/2026/02/10/samsung-will-restock-the-galaxy-z-trifold-in-the-us-later-this-month/  ALLMÄNT NYTT - Nu ska vi vibe-jobba   https://paddo.dev/blog/opus-4-6-vibe-working-inflection/  - Perplexity skapar ”modell-råd”   https://www.perplexity.ai/hub/blog/introducing-model-council  - Förbättringar i Opus Claude 4.6   https://claude.com/blog/opus-4-6-finance/  - USA försöker nästan göra en ChatControl fast för 3D skrivare   https://hackaday.com/2026/01/19/washington-state-bill-seeks-to-add-firearms-detection-to-3d-printers/  - Discord kontrollerar ålder för användare   https://www.zdnet.com/article/discord-age-verification-requirement/  - WhatsApp öppnar och stänger   https://swedroid.se/nu-gar-det-att-prata-med-folk-pa-whatsapp-utan-whatsapp/    https://www.thurrott.com/cloud/332510/eu-commission-says-whatsapp-banning-other-ai-chatbots-may-be-anticompetitive  - Bitwarden släpper nya funktkoner och höjer priset   https://www.thurrott.com/cloud/332249/bitwarden-enhances-premium-plan-doubles-price  MICROSOFT - Microsoft lyssnar på Windows användare   https://www.thurrott.com/windows/windows-11/332526/microsoft-announces-windows-baseline-security-mode-and-user-transparency-and-consent  - Microsoft uppdaterar SecureBoot Certifikat   https://www.thurrott.com/windows/332559/microsoft-to-roll-out-new-secure-boot-certificates-to-keep-old-windows-pcs-secure  APPLE - Nytt AI-avtal med Google   https://markets.financialcontent.com/stocks/article/tokenring-2026-2-6-apple-inks-1-billion-deal-with-google-to-power-gemini-fueled-siri-revamp/  - Apple tränar Qwen2.5 på UI   https://machinelearning.apple.com/research/designer-feedback  GOOGLE - Google hjälper dig rensa Internet   https://www.thurrott.com/cloud/332555/googles-results-about-you-tool-can-now-help-users-protect-their-id-numbers  PRYLLISTA - Mats : Emeet Pixy, https://emeet.com/en-eu/products/emeet-pixy & https://www.amazon.de/dp/B0FPB67QBV   - David: Apple Pencil Pro, https://www.apple.com/se/xc/product/MX2D3QN/A  - Johan: En 3D-skrivare EGNA LÄNKAR - En Liten Podd Om IT på webben,      http://enlitenpoddomit.se/  - En Liten Podd Om IT på Facebook,      https://www.facebook.com/EnLitenPoddOmIt/  - En Liten Podd Om IT på Youtube,      https://www.youtube.com/enlitenpoddomit  - Ge oss gärna en recension    - https://podcasts.apple.com/se/podcast/en-liten-podd-om-it/id946204577?mt=2#see-all/reviews      - https://www.podchaser.com/podcasts/en-liten-podd-om-it-158069  LÄNKAR TILL VART MAN HITTAR PODDEN FÖR ATT LYSSNA: - Apple Podcaster (iTunes), https://itunes.apple.com/se/podcast/en-liten-podd-om-it/id946204577  - Overcast, https://overcast.fm/itunes946204577/en-liten-podd-om-it  - Acast, https://www.acast.com/enlitenpoddomit  - Spotify, https://open.spotify.com/show/2e8wX1O4FbD6M2ocJdXBW7?si=HFFErR8YRlKrELsUD--Ujg%20  - Stitcher, https://www.stitcher.com/podcast/the-nerd-herd/en-liten-podd-om-it  - YouTube, https://www.youtube.com/enlitenpoddomit  LÄNK TILL DISCORD DÄR MAN HITTAR LIVE STREAM + CHATT - http://discord.enlitenpoddomit.se  (Och glöm inte att maila bjorn@enlitenpoddomit.se  om du vill ha klistermärken, skicka med en postadress bara. :) 

En entrevista para MVS Noticias con Luis Cárdenas, Rubén del Pozo, presidente de la Asociación de Ingenieros de Minas, Metalurgistas y Geólogos de México (AIMMGM), habló sobre AIMMGM exige justicia tras asesinato de mineros en Sinaloa.See omnystudio.com/listener for privacy information.

Er hægt að mæla samfélagsáhrif skapandi greina? Á viðburði sem haldinn var í síðustu viku af Rannsóknarsetri skapandi greina var leitast við að svara þessari spurningu. Og hvort hægt sé að rýna í hvernig skapandi starfsemi mótar samfélagslegar breytingar og hvort þær séu mælanlegar og hvert er gildi þeirra í samtímanum? Þorbjörg Daphne Hall, prófessor í tónlistarfræðum við LHÍ, og Erla Rún Guðmundsdóttir, forstöðukona Rannsóknaseturs skapandi greina komu í þáttinn og sögðu okkur frá. Hvernig vinnum við á fordómum? Það var yfirskriftin á hádegisfundi sem var í gær á vegum Geðhjálpar þar sem fjallað var um fordóma gagnvart andlegum áskorunum og niðurstöður úr nýrri rannsókn voru kynntar. Sigrún Ólafsdóttir, prófessor í félagsfræði við Háskóla Íslands, var með erindi á hádegisfundinum kom í þáttinn og sagði okkur frá því sem þar kom fram. Svo var það vísindaspjallið með Eddu Olgudóttur. Í dag sagði hún okkur frá hlutverki Epstein-Barr veirunnar í myndun MS sjúkdómsins. Það var vissulega flókið en hún útskýrði það betur fyrir okkur í þættinum. Tónlist í þættinum í dag: Vorkvöld í Reykjavík / Ragnar Bjarnason (Evert Taube, texti Sigurður Þórarinsson) Bíólagið / Stuðmenn (Valgeir Guðjónsson og Egill Ólafsson) Brotin loforð / Bubbi Morthens (Bubbi Morthens) Heim í Búðardal / Lónlí blú bojs (Gunnar Þórðarson, texti Þorsteinn Eggertsson) UMSJÓN: HULDA G. GEIRSDÓTTIR OG GUNNAR HANSSON

Sigo dando vueltas al cierre de campaña en Aragón, con Azcón y Feijóo anunciados en el mismo cartel que Vito Quiles. Diríanse sus teloneros. Después de ver los resultados supongo que en este momento el genio que pensó que era buena idea estará siendo azotado en las mazmorras de Génova 13, que seguro que existen. Y me las imagino con fotos de Álvarez Cascos disfrazado de Hannibal Lecter. Se ve que el PP estaba detectando una fuga de voto joven a Vox y pensaron que, en vez de explicar las diferencias entre ambos proyectos, la mejor manera era mimetizarse con ellos.Recordemos que Quiles fue en las listas a las Europeas por Se Acabó La Fiesta, partido del que fue además jefe de prensa. Y que ese partido se presentaba también a las elecciones, obteniendo, por cierto, el triple de votos que Podemos. O sea que podemos decir que el resultado de unir a Vito Quiles con las siglas PP -las siglas de Gregorio Ordoñez, de Miguel Ángel Blanco, de Loyola de Palacio- ha terminado funcionado como una losa para el PP y como un resorte para su propio partido, que quedó bendecido por Feijóo como opción legítima. Una genialidad al alcance de pocos.A mí esto de Tellado alabando a Quiles me recordaba a Gil hablando de los chavales del Frente como si fueran boy scouts. Y menos mal que no han detectado una fuga de votos hacia el PSOE, que si no, por la misma lógica, habrían llevado al mitin a Óscar Puente. Aunque he pensado que si lo que querían era presentarse como alternativa al populismo, quizá lo de Quiles haya sido poco ambicioso. Yo habría llevado a los de Desokupa. U organizado una pelea entre Yung Beef y uno del Palmar de Troya. O una pelea de gallos. O mira, ya que estamos, que hubieran llevado directamente a Abascal y le hubieran pedido perdón por la enorme afrenta de haber tratado de robarle unos cuantos miles de votos.

The blog post In this audio version of the post, Mark Graban reflects on a rare kind of CEO message—one that treats safety not as a compliance checkbox or slogan, but as a core leadership responsibility and a living example of Respect for People.Drawing from the 2025 annual report and CEO letter from GE Aerospace and its leader Larry Culp, Mark explores what it means when safety truly comes first in SQDC—and how that ordering signals what leaders value most, especially under pressure.This episode looks at how safety is embedded into systems, structure, incentives, and daily management through GE's FLIGHT DECK operating system, rather than being isolated in a department or reduced to culture talk. You'll hear why safe systems surface problems, why speaking up must be protected (not just encouraged), and why safety is one of the strongest leading indicators of psychological safety and continuous improvement.For leaders working to build trust, learning, and real operational excellence, this is a practical example of what “Respect for People” looks like in action.

Dr. Pedro Barata and Dr. Ugwuji Maduekwe discuss the evolving treatment landscape in gastroesophageal junction and gastric cancers, including the emergence of organ preservation as a selective therapeutic goal, as well as strategies to mitigate disparities in care. Dr. Maduekwe is the senior author of the article, "Organ Preservation for Gastroesophageal Junction and Gastric Cancers: Ready for Primetime?" in the 2026 ASCO Educational Book. TRANSCRIPT Dr. Pedro Barata: Hello, and welcome to By the Book, a podcast series from ASCO that features compelling perspectives from authors and editors of the ASCO Educational Book. I'm Dr. Pedro Barata. I'm a medical oncologist at University Hospitals Seidman Cancer Center and an associate professor of medicine at Case Western Reserve University in Cleveland, Ohio. I'm also the deputy editor of the ASCO Educational Book. Gastric and gastroesophageal cancers are the fifth most common cancer worldwide and the fourth leading cause of cancer-related mortality. Over the last decade, the treatment landscape has evolved tremendously, and today, organ preservation is emerging as an attainable but still selective therapeutic goal. Today, I'm delighted to be speaking with Dr. Ugwuji Maduekwe, an associate professor of surgery and the director of regional therapies in the Division of Surgical Oncology at the Medical College of Wisconsin. Dr. Maduekwe is also the last author of a fantastic paper in the 2026 ASCO Educational Book titled "Organ Preservation for Gastroesophageal Junction and Gastric Cancers: Ready for Prime Time?" We explore these questions in our conversations today.  Our full disclosures are available in the transcript of this episode as well. Welcome. Thank you for joining us today. Dr. Ugwuji Maduekwe: Thank you, Dr. Barata. I'm really, really glad to be here. Dr. Pedro Barata: There's been a lot of progress in the treatment of gastric and gastroesophageal cancers. But before we actually dive into some of the key take-home points from your paper, can you just walk us through how systemic therapy has emerged and actually allowed you to start thinking about a curative framework and really informing surgery decision-making? Dr. Ugwuji Maduekwe: Great, thank you. I'm really excited to be here and I love this topic because, I'm terrified to think of how long ago it was, but I remember in medical school, one of my formative experiences and why I got so interested in oncology was when the very first trials about imatinib were coming through, right? Looking at the effect, I remember so vividly having a lecture as a first-year or second-year medical student, and the professor saying, "This data about this particular kind of cancer is no longer accurate. They don't need bone marrow transplants anymore, they can just take a pill." And that just sounded insane. And we don't have that yet for GI malignancies. But part of what is the promise of precision oncology has always been to me that framework. That framework we have for people with CML who don't have a bone marrow transplant, they take a pill. For people with GIST. And so when we talk about gastric cancers and gastroesophageal cancers, I think the short answer is that systemic therapy has forced surgeons to rethink what "necessary" really means, right? We have the old age saying, "a chance to cut is a chance to cure." And when I started out, the conversation was simple. We diagnose the cancer, we take it out. Surgery's the default. But what's changed really over the last decade and really over the last five years is that systemic therapy has gotten good enough to do what is probably real curative work before we ever enter the operating room. So now when you see a patient whose tumor has essentially melted away on restaging, the question has to shift, right? It's no longer just, "Can I take this out?" It's "Has the biology already done the heavy lifting? Have we already given them systemic therapy, and can we prove it safely so that maybe we don't have to do what is a relatively morbid procedure?" And that shift is what has opened the door to organ preservation. Surgery doesn't disappear, but it becomes more discretionary. Necessary for the patients who need it, and within systems that can allow us to make sure that we're giving it to the right patients. Dr. Pedro Barata: Right, no, that makes total sense. And going back to the outcomes that you get with these systemic therapies, I mean, big efforts to find effective regimens or cocktails of therapies that allow us to go to what we call "complete response," right? Pathologic complete response, or clinical complete response, or even molecular complete response. We're having these conversations across different tumors, hematologic malignancies as well as solid tumors, right? I certainly have those conversations in the GU arena as well. So, when we think of pathologic CRs for GI malignancies, right? If I were to summarize the data, and please correct me if I'm wrong, because I'm not an expert in this area, the traditional perioperative chemo gives you pCRs, pathologic complete response, in the single digits. But then when you start getting smarter at identifying biologically distinct tumors such as microsatellite instability, for instance, now you start talking about pCRs over 50%. In other words, half of the patients' cancer goes away, it melts down by offering, in this case, immunotherapy as a backbone of that neoadjuvant. But first of all, this shift, right, from going from these traditional, "not smart" chemotherapy approaches to kind of biologically-driven approaches, and how important is pCR in the context of "Do I really need surgery afterwards?" Dr. Ugwuji Maduekwe: That's really the crux of the entire conversation, right? We can't proceed and we wouldn't be able to have the conversation about whether organ preservation is even plausible if we hadn't been seeing these rates of pathologic complete response. If there's no viable tumor left at resection, did surgery add something? Are we sure? The challenge before this was how frequently that happened. And then the next one is, as you've already raised, "Can we figure that out without operating?" In the traditional perioperative chemo era, pathologic complete response was relatively rare, like maybe one in twenty patients. When we go to more modern regimens like FLOT, it got closer to one in six. When you add immunotherapy in recent trials like MATTERHORN, it's nearly triple that rate. And it's worth noting here, I'm a health services-health disparities researcher, so we'll just pause here and note that those all sound great, but these landmark trials have significant representation gaps that limit and should inform how confidently we generalize these findings. But back to what you just said, right, the real inflection point is MSI-high disease where, with neoadjuvant dual-checkpoint blockade, trials like NEONIPIGAS and INFINITY show pCR rates that are approaching 50% to 60%. That's not incremental progress, that's a whole new different biological reality. What does that mean? If we're saying that 50% to 60% of the people we take to the OR at the time of surgery will end up having no viable tumor, man, did we need to do a really big surgery? But the problem right now is the gold standard, I think we would mostly agree, the gold standard is pathologic complete response, and we only know that after surgery. I currently tell my patients, right, because I don't want them to be like, "Wait, we did this whole thing." I'm like, "We're going to do this surgery, and my hope is that we're going to do the surgery and there will be no cancer left in your stomach after we take out your stomach." And they're like, "But we took out my stomach and you're saying it's a good thing that there's no cancer." And yes, right now that is true because it's a measure of the efficacy of their systemic therapy. It's a measure of the biology of the disease. But should we be acting on this non-operatively? To do that, we have to find a surrogate. And the surrogate that we have to figure out is complete clinical response. And that's where we have issues with the stomach. In esophageal cancer, the preSANO protocol, which we'll talk about a little bit, validated a structured clinical response evaluation. People got really high-quality endoscopies with bite-on biopsies. They got endoscopic ultrasounds. They got fine-needle aspirations and PET-CT, and adding all of those things together, the miss rate for substantial residual disease was about 10% to 15%. That's a number we can work with. In the stomach, it's a lot more difficult anatomically just given the shape of people's stomachs. There's fibrosis, there's ulceration. A fair number of stomach and GEJ cancers have diffuse histology which makes it difficult to localize and they also have submucosal spread. Those all conceal residual disease. I had a recent case where I scoped the patient during the case, and this person had had a 4 cm ulcer prior to surgery, and I scoped and there was nothing visible. And I was elated. And on the final pathology they had a 7 cm tumor still in place. It was just all submucosal. That's the problem. I'm not a gastroenterologist, but I would have said this was a great clinical response, but because it's gastric, there was a fair amount of submucosal disease that was still there. And our imaging loses accuracy after treatment. So the gap between what looks clean clinically and what's actually there pathologically remains very wide. So I think that's why we're trying to figure it out and make it cleaner. And outside of biomarker-selected settings like MSI-high disease, in general, I'm going to skip to the end and our upshot for the paper, which is that organ preservation, I would say for gastric cancer particularly, should remain investigational. I think we're at the point where the biology is increasingly favorable, but our means of measurement is not there yet. Dr. Pedro Barata: Gotcha. So, this is a perfect segue because you did mention the SANO, just to spell it out, "Surgery As Needed for Oesophageal" trial, so SANO, perfect, I love the abbreviation. It's really catchy. It's fantastic, it's actually a well-put-together perspective effort or program applying to patients. And can you tell us how was that put together and how does that work out for patients? Dr. Ugwuji Maduekwe: Yeah, I think for those of us in the GI space, we have SANO and then we also have the OPRA for rectum. SANO for the upper GI is what takes organ preservation from theory to something that's clinically credible. The trial asked a very simple question. If a patient with a GEJ adenocarcinoma or esophageal adenocarcinoma achieved what was felt to be a clinical complete response after chemoradiation, would they actually benefit from immediate surgery? And the question was, "Can you safely observe?" And the answer was 'yes'. You could safely observe, but only if you do it right. And what does that mean? At two years, survival with active surveillance was not inferior to those who received an immediate esophagectomy. And those patients had a better early quality of life. Makes sense, right? Your quality of life with an esophagectomy versus not is going to be different. That matters a lot when you consider what the long-term metabolic and functional consequences of an esophagectomy are. The weight loss, nutritional deficiencies that can persist for years. But SANO worked because it was very, very disciplined and not permissive. You mentioned rigor. They were very elegant in their approach and there was a fair amount of rigor. So there were two main principles. The first was that surveillance was front-loaded and intentional. So they had endoscopies with biopsies and imaging every three to four months in the first year and then they progressively spaced it out with explicit criteria for what constituted failure. And then salvage surgery was pre-planned. So, the return-to-surgery pathway was already rehearsed ahead of time. If disease reappeared, take the patient to the OR within weeks. Not sit, figure out what that means, think about it a little bit and debate next steps. They were very clear about what the plan was going to be. So they've given us this blueprint for, like, watching people safely. I think what's remarkable is that if you don't do that, if you don't have that infrastructure, then organ preservation isn't really careful. It's really hopeful. And that's what I really liked about the SANO trial, aside from, I agree, the name is pretty cool. Dr. Pedro Barata: Yeah, no, that's a fantastic point. And that description is spot on. I am thinking as we go through this, where can this be adopted, right? Because, not surprisingly, patients are telling you they're doing a lot better, right, when you don't get the esophagus out or the stomach out. I mean, that makes total sense. So the question is, you know, how do you see those issues related to the logistics, right? Getting the multi-disciplinary team, getting the different assessments of CR. I guess PETs, a lot of people are getting access to imaging these days. How close do you think this is, this kind of program, to be implemented? And maybe I would assume it might need to be validated in different settings, right, including the community. How close or how far do you think you see that being applied out there versus continuing to be a niche program, watch and wait program, in dedicated academic centers? Dr. Ugwuji Maduekwe: I love this question. So I said at the top of this, I'm a health equity/health disparities researcher, and this is where I worry the most. I love the science of this. I'm really excited about the science. I'm very optimistic. I don't think this is a question of "if," I think it's a question of "when." We are going to get to a point where these conversations will be very, very reasonable and will be options. One of the things I worry about is: who is it going to be an option for? Organ preservation is not just a treatment choice, and I think what you're pointing out very rightly is it's a systems-level intervention. Look at what we just said for SANO. Someone needs to be able to do advanced endoscopy, get the patients back. We have to have the time and space to come back every three to four months. We have to do molecular testing. There needs to be multi-disciplinary review. There needs to be intensive surveillance, and you need to have rapid access to salvage surgery. Where is that infrastructure? In this country, it's mostly in academic centers. I think about the panel we had at ASCO GI, which was fantastic. And as we were having the conversation, you know, we set it up as a debate. So folks were debating either pro-surveillance or pro-surgery. But both groups, both people, were presenting outcomes based on their centers. And it was folks who were fantastic. Dr. Molena, for example, from Memorial Sloan Kettering was talking about their outcomes in esophagectomies [during our session at GI26], but they do hundreds of these cases there per year. What's the reality in this country? 70% to 80% to 90%, depending on which data you look at, of the gastrectomies in the United States occur at low-volume hospitals. Most of the patients at those hospitals are disproportionately uninsured or on government insurance, have lower income and from racial and ethnic minority groups. So if we diffuse organ preservations without the system to support it, we're going to create a two-tiered system of care where whether you have the ability to preserve your organs, to preserve bodily integrity, depends on where you live and where you're treated. The other piece of this is the biomarker testing gap. One of the things that, as you pointed out at the beginning, that's really exciting is for MSI-high tumors. Those are the patients that are most likely to benefit from immunotherapy-based organ preservation. But here's the problem. If the patient isn't tested at time of initial diagnosis before they ever see me as a surgeon, the door to organ preservation is closed before it's ever open. And testing access remains very inconsistent across academic networks. And then there's the financial toxicity piece where, for gastrectomy, pancreatectomy, I do peritoneal malignancies, more than half of those patients experience significant financial toxicity related to their cancer treatment. We're now proposing adding at least two years, that's the preliminary information, right? It's probably going to be longer. At least a couple of years of surveillance visits, repeated endoscopies, immunotherapy costs. How are we going to support patients through that? We're going to have to think about setting up navigation support, geographic solutions, what financial counseling looks like. My patient for clinic yesterday was driving to see me, and they were talking about how they were sliding because it was snowing. And they were sliding for the entire three-hour drive down here. Are we going to tell people like that that they need to drive down to, right, I work at a high-volume center, they're going to need to come here every three months, come rain or snow, to get scoped as opposed to the one-time having a surgery and not needing to have the scopes as frequently? My concern, like I said, I'm an optimist, I think it is going to work. I think we're going to figure out how to make it work. I'm worried about whether when we deploy it, we widen the already existing disparities. Dr. Pedro Barata: Gotcha, and that's a fantastic summary. And as I'm thinking also of what we've been talking in other solid tumors, which one of the following do you think is going to evolve first? So we are starting to use more MRD-based assays, which are based on blood test, whether it's a tumor-informed ctDNA or non-informed. We are also trying to get around or trying to get more information response to systemic therapies out of RNA-seq through gene expression signatures, or development of novel therapeutics which also can help you there. Which one of these areas you think you're going to help this SANO-like approach move forward, or you actually think it's actually all of the above, which makes it even more complicated perhaps? Dr. Ugwuji Maduekwe: I think it's going to be all of the above for a couple of reasons. I would say if I had to pick just one right now, I think ctDNA is probably the most promising and potentially the missing piece that can help us close the gap between clinical and pathologic response. If you achieve clinical complete response and your ctDNA is negative, so you have clinical and molecular evidence of clearance, maybe that's a low-risk patient for surveillance. If you have clinical complete response but your ctDNA remains positive, I would say you have occult molecular disease and we probably need intensified therapy, closer monitoring, not observation. I think the INFINITY trial is already incorporating ctDNA into its algorithm, so we'll know. I don't think we're at the point where it alone can drive surgical decisions. I think it's going to be a good complement to clinical response evaluation, not a replacement. The issue of where I think it's probably going to be multi-dimensional is the evidence base: who are we testing? Like, what is the diversity, what is the ancestral diversity of these databases that we're using for all of these tests? How do we know that ctDNA levels and RNA-seq expression arrays are the same across different ancestral groups, across different disease types? So I think it's probably going to be an amalgam and we're going to have to figure out some sort of algorithm to help us define it based on the patient characteristics. Like, I think it's probably different, some of this stuff is going to be a little bit different depending on where in the stomach the cancer is. And it's going to be a little bit more difficult to figure out if you have a complete clinical response in the antrum and closer to the pylorus, for example. That might be a little bit more difficult. So maybe the threshold for defining what a clinical complete response needs to be is higher because the therapeutic approach there is not quite as onerous as for something at the GE-junction. Dr. Pedro Barata: Wonderful. And I'm sure AI, whether it's digitization of the pathology from the biopsies and putting all this together, probably might play a role as well in the future.  Dr. Maduekwe, it's been fantastic. Thank you so much for sharing your insights with us and also congrats again for the really well-done review published.  For our listeners, thank you for staying with us. Thank you for your time. We will post a link to this fantastic article we discussed today in the transcript of this episode. And of course, please join us again next month on the By the Book Podcast for more insights on key advances and innovations that are shaping modern oncology. Thank you, everyone. Dr. Ugwuji Maduekwe: Thank you. Thank you for having me. Watch the ASCO GI26 session: Organ Preservation for Gastroesophageal and Gastric Cancers: Ready for Primetime? Disclaimer: The purpose of this podcast is to educate and to inform. This is not a substitute for professional medical care and is not intended for use in the diagnosis or treatment of individual conditions. Guests on this podcast express their own opinions, experience, and conclusions. Guest statements on the podcast do not express the opinions of ASCO. The mention of any product, service, organization, activity, or therapy should not be construed as an ASCO endorsement. Follow today's speakers:          Dr. Pedro Barata   @PBarataMD    Dr. Ugwuji Maduekwe @umaduekwemd Follow ASCO on social media:          @ASCO on X (formerly Twitter)          ASCO on Bluesky         ASCO on Facebook          ASCO on LinkedIn          Disclosures:       Dr. Pedro Barata:   Stock and Other Ownership Interests: Luminate Medical   Honoraria: UroToday   Consulting or Advisory Role: Bayer, BMS, Pfizer, EMD Serono, Eisai, Caris Life Sciences, AstraZeneca, Exelixis, AVEO, Merck, Ipson, Astellas Medivation, Novartis, Dendreon   Speakers' Bureau: AstraZeneca, Merck, Caris Life Sciences, Bayer, Pfizer/Astellas   Research Funding (Inst.): Exelixis, Blue Earth, AVEO, Pfizer, Merck    Dr. Ugwuji Maduekwe: Leadership: Medica Health Research Funding: Cigna    

Bítið á Bylgjunni með Heimi, Lilju og Ómari. Grímur Atlason, framkvæmdastjóri Geðhjálpar, ræddi við okkur um kostnað við erlenda leikmenn í körfuboltanum. Ingvar Freyr Ingvarsson, hagfræðingur BHM, ræddi við okkur um veikindaforföll á vinnumarkaði. Njörður Sigurjónsson, einn af stjórnarmönnum FAB, Félags Akademískra starfsmanna á Bifröst og Selma Klara Gunnarsdóttir, nemandi og hagsmunafulltrúi Nemendafélags Háskólans á Bifröst, ræddu ástandið á Bifröst. Jói dans fór yfir dansmenninguna.  

İntegral Teori- ifade insanı/ödün veren insan 00:08 – İntegral Teori ve Psikososyal Gelişim 01:30 – Olgun Yetişkinlik Nedir? 05:00 – İki Temel İnsan Tipi 07:15 – Değer Sistemlerinin Evrimi 12:10 – Ken Wilber ve Büyük Atlamalar 15:55 – Yeşilden Sarıya Geçiş 17:50 – Sarı: Bütüncül Değer Sistemi 24:40 – Zihin–Beden Ötesi Aşama 29:55 – Meditasyon: Nefes Farkındalığı Bölüm, integral teori üzerinden insanın psikososyal gelişimini ve “olgun yetişkinlik” kavramının zamanla nasıl değiştiğini ele alıyor. Claire Graves'in çalışmalarıyla değer sistemlerinin sabit olmadığını, belirli bir düzen içinde evrildiğini; Ken Wilber'ın katkılarıyla da bu evrimin daha bütüncül aşamalara doğru ilerlediğini anlatıyor. Yeşil değer sisteminin eşitlik ve kapsayıcılık arayışına rağmen sınırlı kaldığı, sarı aşamada ise önceki tüm değerlerin reddedilmeden yerli yerine oturtulduğu vurgulanıyor. Son bölümde, meditasyon ve farkındalık pratiklerinin bu daha bütüncül algıya geçişi desteklediği ve zihin–beden ötesi bir bakışın kapısını araladığı ifade ediliyor. Zeynep Aksoy, saygın bir yoga eğitmeni ve Reset platformunun kurucusudur. Web sitesi üzerinden canlı ve kayıttan izlenebilen dersler, üyelik programları ve profesyonel eğitimler sunmaktadır. Online Stüdyo üyeliği ile günlük çevrim içi derslere, geniş bir arşive ve topluluk desteğine erişim imkânı sağlar. Ayrıca Zeynep, katılımcıların hareket, anatomi ve farkındalık konularında bilgilerini derinleştirmelerine yardımcı olmak için yenilikçi Fasyal Yoga Uzmanlık Programı'nı yürütmektedir. Daha fazla bilgi almak ve sertifikalı eğitimlere katılmak için: www.zeynepaksoyreset.com

Geïnspireerd op een Drentse moordzaak die wel heel dichtbij kwam, schreef Esther Sloots 'Waar de suikerbieten groeien'. Een roman die feiten met fictie vermengt.

Send us a textEen meer dan indrukwekkend gesprek over gelegaliseerde kinderhandel, waarin feiten, verbanden en namen niet worden geschuwd. Zo is Roelie duidelijk over een grootbankier: ‘Hij zei zelf dat hij zijn economische macht en positie gebruikte om politieke beslissingen te beïnvloeden.' Roelie legt uit hoe ze heeft gezien dat de ‘juiste' poppetjes op specifieke EU-posities worden geplaatst. En hoe grote machten dus weinig ophebben met moraal of democratie, maar door geld gedreven hun soms destructieve handel en wandel kunnen bewaken. Er wordt gesproken over namen als Rothschild, Soros, Combret, Epstein, Berlusconi, Timmermans, Van Drimmelen en Schoof. Ook komt de bedenkelijke rol van de NAVO, de EU, de lidstaten en hun politici aan bod, evenals het feit dat media, geld, NGO's en lobby de democratie al lang en breed hebben vervangen. Haar onderzoekswerk werd buiten het zicht van de media gehouden en het gecorrumpeerde systeem liet zijn narcistoïde kant zien door het belangrijke dossier om te buigen tot ‘de kwestie Roelie Post'. Daarmee was de framing een feit. Los van de corruptie en het Europese wegkijken lijkt deze dynamiek voor te sorteren op een transhumane wereld, waarin alles te koop of te knutselen is: sperma, organen, kinderen en de legalisatie van zelfdoding. Het gevolg is zelfvervreemding, mentale klachten en een toenemend aantal suïcides, doordat structuren (biologisch, etnisch of cultureel verwant) verstrengeld raken en men zo hun wortels kwijt raakt. Geëerd, genegeerd, gemarginaliseerd, met de dood bedreigd en uiteindelijk ontslagen blijft ze hoopvol en actief. Ze ziet dat steeds meer mensen beginnen te doorzien hoe de zaken werkelijk in elkaar steken. Maar bovenal voelt zij zich schatplichtig aan de slachtoffers die nog dagelijks contact met haar opnemen. Een alleszeggend gesprek met een onverwoestbaar dappere vrouw.Support the showWaardeer je deze video('s)? Like deze video, abonneer je op ons kanaal en steun de onafhankelijke journalistiek van blckbx met een donatieWil je op de hoogte blijven?Telegram - https://t.me/blckbxtvTwitter - / blckbxnews Facebook - / blckbx.tv Instagram - ...

JJ graduated from Hampden-Sydney College with a BA degree in Systematic Theology and Deconstructive Postmodern Philosophy and from Harvard Divinity School with a MTS (Masters of Theological Studies) degree in Second Temple Judaism and the Pseudepigrapha. He has immersed himself in the study of Second Temple Judaism, Semitic Philology, and Japanese cultural studies for two decades. He is currently working on a book documenting the rise and causes for Judaism developing dualism and developing an automated translator/transliterator for Ge'ez or Classical Ethiopic.More:Websitehttps://www.southerndemonology.comLinkedIn URLhttps://www.linkedin.com/in/jjjohnsonFacebook URLhttps://www.facebook.com/southerndemonologyTwitter URLhttps://www.twitter.com/southdemonologyYouTube URLhttps://www.youtube.com/channel/UC8wOaVLlZ3wwFQdApWF96ewInstagramhttps://www.instagram.com/southerndemonologyFollow DIOTALK Podcast:Follow Us on Instagram:- @mr.dreaminspireobtainhttps://www.instagram.com/mr.dreaminspireobtain/- @dreaminspireobtain:https://www.instagram.com/dreaminspireobtain?igsh=c2RxbDI3N2U1eGdi@diotalkpodcast:https://www.instagram.com/diotalkpodcast?igsh=cXk2dnBydmFpdHhlFacebook:https://www.facebook.com/DiomarkKingDiaz?mibextid=ZbWKwLLink Tree: https://linktr.ee/dreaminspireobtain- Apple podcast: 886 7637 8599 https://podcasts.apple.com/us/podcast/d-i-o-talk-podcast/id1562933810?uo=4Spotify:https://open.spotify.com/show/54SDtx0CFJ58FfpDoSg4BzRumble: https://rumble.com/c/c-6758037Store:https://spreadshop-admin.spreadshirt.com/DIOTALKSHOP/

Katharine Burr Blodgett arrives at The General Electric Company's legendary research laboratory in Schenectady, New York, known as the “House of Magic.” She was just 20 years old when she entered a world built almost entirely for men. She joins as assistant to the brilliant and eccentric Irving Langmuir, a star chemist whose fundamental work in materials science and light bulbs would bring fame to him, and fortune to GE. The General Electric Company was an obvious choice for a brilliant young scientist. But was it the promise of scientific discoveries that drew Katharine to Schenectady or the need to confront the personal tragedy that marked the place where her own story began? Perhaps it was both. Learn about your ad choices: dovetail.prx.org/ad-choices

The US Air Force faces a lot of questions, and the service's thought leaders came together in Washington last week to work through them. We have a readout from the conference organizer, Mitchell Institute Executive Director Doug Birkey. And a busy week in airpower headlines. All powered by GE!

Everyone talks about visionary products and relentless hustle, but what really sets industry giants apart? In this episode of Corporate Finance Explained on FinPod, we uncover the often-overlooked force behind the biggest business wins (and failures): capital allocation.From Amazon's bold reinvestment bets to Berkshire Hathaway's legendary patience, from Apple's perfectly balanced strategy to GE's cautionary collapse, we break down how top leaders deploy every dollar for maximum long-term return. And yes, we'll talk ROIC (Return on Invested Capital) and why it's the real north star for decision-makers.Whether you're a CEO, CFO, investor, finance professional, or just someone trying to use your resources more wisely, this episode will shift how you think about money, strategy, and the $1 rule that defines business success.What You'll Learn:The four buckets of capital allocation (reinvestment, M&A, returning capital, debt reduction)Why ROIC is the metric that matters mostCase studies: Amazon, Berkshire Hathaway, Apple, GE, MetaPersonal parallels: How you allocate your time and energy is just as importantWhat finance teams should be doing beyond the numbers

Dennis Long's leadership journey was shaped by real responsibility, early loss, and hard decisions. In this episode, he reflects on how those experiences clarified his why and how that clarity turned into discipline and consistency over time. A grounded conversation on leadership built through pressure, purpose, and long-term commitment. GE-8742895.1(2/26)(Exp.2/30)

Allen, Joel, and Yolanda discuss the North Sea Summit where nine European countries committed to 100 gigawatts of offshore wind capacity and the massive economic impact that comes with it. They also break down the federal court ruling that allows Vineyard Wind to resume construction with a tight 45-day window before installation vessels leave. Plus GE Vernova’s Q4 results show $600 million in wind losses and Wind Power Lab CEO Lene Helstern raises concerns about blade quality across the industry. Sign up now for Uptime Tech News, our weekly newsletter 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 YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! The Uptime Wind Energy Podcast brought to you by Strike Tape, protecting thousands of wind turbines from lightning damage worldwide. Visit strike tape.com. And now your hosts, Allen Hall, Rosemary Barnes, Joel Saxum, and Yolanda Padron.  Speaker 2: Welcome to the Uptime Wind Energy Podcast. I’m your host, Alln Hall. I’m here with Yolanda Padron and Joel Saxum. Rosemary Barnes is snorkeling at the Greek Barrier Reef this week, uh, big news out of Northern Europe. Uh, the Northeast Summit, which happened in Hamburg, uh, about a week or so ago, nine European countries are. Making a huge commitment for offshore wind. So it’s the, the countries involved are Britain, Belgium, Denmark, France, Germany, Iceland, question Mark Ireland, Luxembourg, Netherlands, and Norway. That together they want to develop [00:01:00] 100 gigawatts of offshore wind capacity in shared waters. Uh, that’s enough to power about. 85 million households and the PAC comes as Europe is trying to wean itself from natural gas from where they had it previously and the United States. Uh, so they, they would become electricity in independent. Uh, and this is one way to do it. Two big happy, uh, companies. At the moment, Vattenfall who develops s lot offshore and Siemens gaa of course, are really excited by the news. If you run the numbers and you, you, you have a hundred gigawatts out in the water and you’re using 20 megawatt turbines, then you’re talking about 5,000 turbines in the water total. That is a huge offshore wind order, and I, I think this would be great news for. Obviously Vestas and [00:02:00] Siemens cesa. Uh, the, the question is there’s a lot of political maneuvering that is happening. It looks like Belgium, uh, as a country is not super active and offshore and is rethinking it and trying to figure out where they want to go. But I think the big names will stay, right? France and Germany, all in on offshore. Denmark will be Britain already is. So the question really is at the moment then. Can Siemens get back into the win game and start making money because they have projected themselves to be very profitable coming this year, into this year. This may be the, the stepping stone, Joel.  Joel Saxum: Well, I think that, yeah, we talked about last week their 21 megawatt, or 21 and a half megawatt. I believe it is. Big new flagship going to be ready to roll, uh, with the big auctions happening like AR seven in the uk. Uh, and you know, that’s eight gigawatts, 8.4 gigawatts there. People are gonna be, the, the order book’s gonna start to fill up, like [00:03:00]Siemens is, this is a possibility of a big turnaround. And to put some of these numbers in perspective, um, a hundred gigawatts of offshore wind. So what does that really mean? Right? Um, what it means is if you, if you take the, if you take two of the industrial big industrial powerhouses that are a part of this pact, the UK and Germany combine their total demand. That’s a hundred gigawatt. That’s what they, that’s what their demand is basically on a, you know, today. Right? So that’s gonna continue to grow, right? As, uh, we electrify a lot of things. And the indus, you know, the, the next, the Industrial Revolution 4.0 or whatever we’re calling it now is happening. Um, that’s, that’s a possibility, right? So this a hundred gigawatts of offshore wind. Is gonna drive jobs all up all over Europe. Right. This isn’t just a jobs at the port in Rotterdam or wherever it may be. Right? This is, this is manufacturing jobs, supply chain jobs, the same stuff we’ve been talking about on the podcast for a while here with [00:04:00] what the UK is doing with OWGP and the, or e Catapult and all the kind of the monies that the, the, the Crown and, and other, uh, private entities are putting in there. They’re starting to really, they’re, or this a hundred gigawatts is really gonna look like building out that local supply chain. Jobs, all these different things. ’cause Alan, like you, you mentioned off air. If you look at a hundred gigawatts of offshore wind, that’s $200 billion or was to put it in Euros, 175 billion euros, 170 billion euros, just in turbine orders. Right. That doesn’t mean, or that doesn’t cover ships, lodging, food, like, you know, everything around the ports like tools, PPE, all of the stuff that’s needed by this industry. I mean, there’s a, there’s a trillion dollar impact here.  Speaker 2: Oh, it’s close. Yeah. It’s at least 500 billion, I would say. And Yolanda, from the asset management side, have we seen anything of this scale to manage? It does seem like there’d be a lot of [00:05:00] turbines in the water. A whole bunch of moving pieces, ships, turbines, cables, transformers, substations, going different directions. How, what kind of infrastructure is that going to take?  Yolanda Padron: You know, a lot of the teams that are there, they’re used to doing this on a grand scale, but globally, right? And so having this be all at once in the UK is definitely gonna be interesting. It’ll be a good opportunity for everybody to take all of the lessons learned to, to just try to make sure that they don’t come across any issues that they might have seen in the past, in other sites, in other countries. They just bring everything back home to their countries and then just make sure that everything’s fine. Um, from like development, construction, and, and operations.  Joel Saxum: I was thinking about that. Just thinking about development, construction, operations, right? So some of [00:06:00] these sites we’re thinking about like how, you know, that, that, that map of offshore wind in, in the Northern Atlantic, right? So if this is gonna go and we’re talking about the countries involved here, Norway, Germany, Denmark, France, Belgium, you’re gonna have it all over. So into the Baltic Sea. Around Denmark, into the Norwegian waters, uk, Ireland all the way over, and Iceland is there. I don’t think there’s gonna be any development there. I think maybe they’re just there as a, as cheerleaders. Um, offtake, possibly, yes. Some cables running over there. But you’re going to need to repurpose some of the existing infrastructure, or you’re not, not, you’re going to need to, you’re going to get the opportunity to, and this hasn’t happened in offshore wind yet, right? So. Basically repowering offshore wind, and you’re going to be able to look at, you know, you’re not doing, um, greenfield geotechnical work and greenfield, um, sub c mapping. Like, some of those things are done right, or most of those things are done. So there, I know there’s a lot of, like, there’s a, there’s two and [00:07:00] three and six and seven megawatt turbines all over the North Atlantic, so we’re gonna be able to pop some of those up. Put some 15 and 20 megawatt machines in place there. I mean, of course you’re not gonna be able to reuse the same mono piles, but when it comes to Yolanda, like you said, the lessons learned, Hey, the vessel plans for this area are done. The how, how, how we change crews out here, the CTVs and now and SOVs into port and that stuff, that those learnings are done. How do we maintain export cables and inter array cables with the geotechnic here, you’re not in a green field, you’re in a brown field. That, that, that work. A lot of those lessons learned. They’re done, right? You’ve, you’ve stumbled through them, you’ve made those mistakes. You’ve had to learn on the fly and go ahead here. But when you go to the next phase of Repowering, an offshore wind farm, the the Dev X cost is gonna go way down, in my opinion. Now, someone, someone may fight back on that and say, well, we have to go do some demolition or something of that sort. I’m not sure, but [00:08:00] Yolanda Padron: yeah. But I think, you know. We like to complain sometimes in the US about how some of the studies just aren’t catered toward us, right? And so we’ve seen it a lot and it’s a lot of the studies that are made are just made in Europe where, where this is all taking place. So it’s gonna be really, really interesting to see such a massive growth where everything’s being developed and where the studies are localized from where. You have this very niche area and they can, they’ve studied it. They know exactly what’s going on there. And to your point, they’ve seen a lot of, they’ve minimized the risk, like the environmental risks as much as they could. Right. And so it’s, it’s going to be really, really interesting to have them  Joel Saxum: ensuring and financing these projects should be way easier  Speaker 2: when Europe is saying that the industry has pledged to cut costs by 30% between. 20, 25 and 2040. So you would think that the turbine [00:09:00] costs and the installation costs would have to be really cost conscious on the supply chain and, uh, taking lessons learned from the previous generations of offshore wind. I think that makes sense. 30% is still a lot, and I, I think the, the feeling I’m getting from this is, Hey, we’re making a hundred gigawatt commitment to this industry. You have to work really hard to deliver a efficient product, get the cost down so it’s not costing as much as, you know. Could do if we, if we did it today, and we’re kind of in from an offshore standpoint over in Europe, what a generation are we in, in terms of turbines three? Are we going into four? A lot of lessons learned. Joel Saxum: Yeah. The, the new Siemens one’s probably generation four. Yeah. I would say generation four in the new, because you went from like the two and three megawatt machines. Like there’s like Vesta three megawatts all over the place, and then you went into the directive [00:10:00] machines. You got into that seven and eight megawatt class, and then you got into the, where we’re at now, the 15, the 12 and 15 megawatt units, the Docker bank style stuff, and then I would say generation four is the, yeah, the Siemens 21 and a half machine. Um, that’s a good way to look at it. Alan four we’re on the fourth generation of offshore wind and, and so it’s Generation one is about ready to start being cycled. There’s some, and some of these are easier, they’re nearer to shore. We’ll see what, uh, who starts to take those projects on. ’cause that’s gonna be an undertaking too. Question on the 30%, uh, wind Europe says industry has pledged to cut cost by 30% by 20. Is that. LCOE or is it devex costs or is it operational costs or did they, were they specific on it or they just kinda like cut cutting costs?  Speaker 2: My recollection when that first came about, which was six months ago, maybe a little longer, it was LCOE, [00:11:00] right? So they’re, they’re trying to drive down the, uh, dollars per, or euros per megawatt hour output, but that the capital costs, if the governments can help with the capital costs. On the interest rates, just posting bonds and keeping that down, keeping the interest rates low for these projects by funding them somehow or financing them, that will help a tremendous amount. ’cause if. Interest rates remain high. I know Europe is much lower than it is in the United States at the minute, but if they interest rates start to creep up, these projects will not happen. They’re marginal  Joel Saxum: because you have your central in, in, in Europe, you have your central bank interest rates, but even like the f the, the Indi Individual nation states will subsidize that. Right? Like if you go to buy a house in Denmark right now, you pay like 1.2%. Interest  Speaker 2: compared to what, six and a half right now in the states? Yeah, it’s low.  Speaker 4: Australia’s wind farms are [00:12:00] growing fast. But are your operations keeping up? Join us February 17th and 18th at Melbourne’s Pullman 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 WMA 2020 six.com. Wind Energy o and m Australia is created by wind professionals for wind professionals because this industry needs solutions, not speeches,  Speaker 2: as we all know. On December 22nd, the federal government issued a stop work order. On all offshore winds that included vineyard wind up off the coast of Massachusetts, that’s a 62 turbine, $4.5 billion wind farm. Uh, that’s being powered by some GE turbines. Uh, the government [00:13:00] has, uh, cited national security concerns, but vineyard went to court and Federal Judge Brian Murphy rolled the, the administration failed to adequately explain or justify the decision to shut it down. Uh, the judge issued a stay, which it is allowing Vineyard went to immediately resume work on the project now. They’re close to being finished at a vineyard. There are 44 turbines that are up and running right now and creating power and delivering power on shore. There are 17 that are partially installed. Uh, when the stop order came. The biggest issue at the moment, if they can’t get rolling again, there are 10 towers with Noels on them, what they call hammerheads. That don’t have blades. And, uh, the vineyard wind. Last week as we were recording this, said you really don’t want hammerheads out in the water because they become a risk. They’re not assembled, completed [00:14:00] items. So lightning strikes and other things could happen, and you really don’t want them to be that way. You want to finish those turbines, so now they have an opportunity to do it. The window’s gonna be short. And Yolanda listening to some GE discussions, they were announcing their Q4 results from last year. The ships are available till about the end of March, and then the ships are gonna finally go away and go work on another project. So they have about 45 days to get these turbines done. I guess my question is, can they get it done work-wise? And I, I, I guess the, the issue is they gotta get the turbines running and if they do maintenance on it, that’s gonna be okay. So I’m wondering what they do with blade sets. Do they have a, a set of blades that are, maybe they pass QC but they would like them to be better? Do they install ’em just to get a turbine operational even temporarily to get this project quote unquote completed so they can get paid?  Yolanda Padron: Yeah. If, if the risk is low, low [00:15:00] enough, it, it should be. I mean a little bit tight, but what, what else can you do? Right? I mean, the vessel, like you might have a shot of getting the vessel back eventually, or being able to get something in so you can do some of the blade repairs. And the blade repairs of tower would require a different vessel than like bringing in a whole blade, right? And so just. You have a very limited time scope to be able to do everything. So I don’t know that I would risk just not being able to pull this off altogether and just risk the, you know, the rest of the tower by not having a complete, you know, LPS and everything on there just because not everything’s a hundred percent perfect. Joel Saxum: There’s a weird mix in technical and commercial risk here, right? Because. Technically, we have these hammerheads out there, right? There’s a million things that can happen with those. Like I, I’ve [00:16:00] personally done RCAs where, um, you have a hammerhead on this was onshore, right? But they, they will get, um, what’s called, uh, Viv, uh, vortex induced vibration. So when they don’t have the full components out there, wind will go by and they’ll start to shake these things. I’ve seen it where they shook them so much because they’re not designed to be up there like that. They shook them so much that like the bolts started loosening and concrete started cracking in the foundations and like it destroyed the cable systems inside the tower ’cause they sat there and vibrated so violently. So like that kind of stuff is a possibility if you don’t have the right, you know. Viv protection on and those kind of things, let alone lightning risk and some other things. So you have this technical risk of them sitting out there like that. But you also have the commercial risk, right? Because the, the banks, the financiers, the insurance companies, there’s the construction policies and there’s, there’s, you gotta hit these certain timelines or it’s just like if you’re building a house, right? You’re building a house, you have to go by the loan that the bank gives you in, you know, in micro [00:17:00] terms to kind of think about that. That’s the same thing that happens with this project, except for this project’s four and a half billion dollars and probably has. It’s 6, 8, 10 banks involved in it. Right? So you have a lot of, there’s a lot of commercial risk. If you don’t, if you don’t move forward when you have the opportunity to, they won’t, they’ll frown on that. Right? But then you have to balance the technical side. So, so looking at the project as a whole, you’ve got 62 turbines, 44 or fully operational. So that leaves us with 18 that are not. Of those 18, you said Alan? 10 needed blades.  Speaker 2: 10 need blades, and one still needs to be erected.  Joel Saxum: Okay, so what’s the other seven?  Speaker 2: They’re partially installed, so they, they haven’t completed the turbine, so everything’s put together, but they haven’t powered them up yet.  Joel Saxum: I was told that. Basically with the kit that they have out of vineyard wind, that they can do one turbine a day blades. Speaker 2: That would be, yeah, that would make sense to me.  Joel Saxum: But, but you also have to, you have 45 days of vessel time left. You said they’re gonna leave in March, but you also gotta think it’s fricking winter in. The, [00:18:00] in the Atlantic  Speaker 2: they are using jackass. However, there’s big snow storms and, and low uh, pressure storms that are rolling through just that area. ’cause they, they’ve kind of come to the Midwest and then shoot up the east coast. That’s where you see New York City with a lot of snow. Boston had a lot of snow just recently. They’re supposed to get another storm like that. And then once it hits Boston, it kind of hits the water, which is where vineyard is. So turbulent water for sure. Super cold this time of year out there,  Joel Saxum: but wind, you can’t sling blades in, in probably more than what, six meters per second’s? Probably your cutoff.  Speaker 2: Yeah. This is not the best time of year to be putting blade sets up offshore us.  Joel Saxum: Technically, if you had blue skies, yeah, this thing can get done and we can move. But with weather risk added in you, you’ve got, there’s some wild cards there.  Speaker 2: I It’s gonna be close.  Joel Saxum: Yeah. If we looked at the, the weather, it looks like even, I think this coming weekend now we’re recording in January here, and [00:19:00] this weekend’s, first week in February coming, there’s supposed to be another storm rolling up through there too. Speaker 2: It was pretty typical having lived in Massachusetts almost 25 years. It will be stormy until April. So we’re talking about the time span of which GE and Vineyard want to be done. That’s a rough period for snow. And as historically, uh, that timeframe is also when nor’easters happened, where the storms just sit there and cyclone off the shore around vineyard and then dump the snow back on land. Those storms are really violent and there’s no way they’re gonna be hanging. Anything out in the water, so I think it’s gonna be close. They’re gonna have to hope for good weather. Don’t let blade damage catch you off guard. OGs, ping sensors detect issues before they become expensive, time consuming problems from ice buildup and lightning strikes to pitch misalignment and internal blade cracks. OGs Ping has you covered The cutting edge sensors are easy to install, giving you [00:20:00] the power to stop damage before it’s too late. Visit eLog ping.com and take control of your turbine’s health today. So while GE Ver Nova celebrated strong results in its Q4 report, in both its energy and electrification business, the company’s wind division told a different story. In the fourth quarter of 2025, wind revenue fell 24% to $2.37 billion. Uh, driven primarily by offshore wind struggles, vineyard, wind, uh. The company recorded approximately $600 million in win losses for the full year up from earlier expectations of about $400 million. That’s what I remember from last summer. Uh, the, the culprit was. All vineyard wind, they gotta get this project done. And with this work stoppages, it just keeps dragging it on and on and on. And I know GE has really wanted to wrap that up as [00:21:00] fast as they can. Uh, CEO Scott Straza has said the company delivered strong financial results, which they clearly have because they’re gas turbine business is taking orders out to roughly 2035, and I think the number on the back order was gonna be somewhere in the realm of 150 billion. Dollars, which is an astronomical number for back orders. And because they had the back orders that far out, they’re raising prices which improves margins, which makes everybody on the stock market happy. You would think, Joel? Except after the, the Q4 results today, GE Renovo stock is really flat,  Joel Saxum: which is an odd thing, right? I talk about it all the time. Um, I’m always thinking they’re gonna drop and they go up and they go up and they go up. But today was just kind of like a, I don’t know how to take it. Yeah. And I don’t know if it’s a, a broader sentiment across what the market was doing today because there was some other tech earnings and things of that sort, but it’s always something to watch, right? So. Uh, there, [00:22:00] there’s some interesting stuff going on on in the GE world, but one thing I want to touch on here, we’re talking like vineyard wind caused them this, these delays right there is a, a, a larger call to understand why there was these delays and because it’s causing. Havoc across the industry. Right. But even the, like, a lot of like, uh, conservative lawmakers, like there were some senators and stuff coming out saying like, we need more transparency to understand these 90 day halts because of what it’s doing to the industry, right? Because to date there hasn’t been really any explanation and the judges have been just kind of throwing ’em out. Um, but you can see what it’s done here to ge. Recording $600 million in win losses. I mean, and that is mostly all vineyard wind, right? But there’s a little bit of Dogger bank stuff in there. I would imagine  Speaker 2: a tiny bit. Really? ’cause Dogger has been a lot less stressful to ge.  Joel Saxum: But it is, yeah. The, the uncertainty of the market. And that’s why we kind of said a little bit, I said a little bit ago, like when this thing is done, when Vineyard [00:23:00] Point is like, and when you can put the final nail in the coffin of construction on that, it is gonna be agh sigh of relief over at GEs offices For sure.  Speaker 2: Our friend Alina, Hal Stern appeared in Energy Watch this week and she’s spent a long time in the wind industry. She’s been in it 25 years, and, uh, she commented that she’s seeing some troubling things. Uh, she’s also the new CEO of Wind Power Lab over in Denmark, and they’re a consultancy firm on wind turbines and particularly blades. Uh, Lena says that she’s watched some. Really significant manufacturing errors in operational defects and wind turbine blades become more frequent. And in 2025 alone, Windpower lab analyzed and provided repair recommendations for over 700 blades globally. And I assume, or Blade Whisperer Morton Hamburg was involved in a number of those. Uh, the problem she says is that the market eagerly, uh, [00:24:00] demanded cheap turbines, which is true. And, uh. Everything had to be done faster and with lower costs, and you end up with a product that reflects that. Uh, we’ve had Lena on a podcast a couple of times, super smart. Uh, she’s great to talk to, get offline and understand what’s happening behind the scenes. And, uh, in some of these conference rooms between asset managers, operators, and OEMs, those are sometimes tough. Discussions, but I, I think Lena’s pointing out something that I, the industry has been trying to deal with and she’s raising it up sort of to a higher level because she has that weight to do that. We have some issues with blades that we need to figure out pretty quickly. And Yolanda, you ran, uh, a large, uh, operator in the United States. We’re dealing with more than a thousand turbines. How locked in is Lena, uh, to [00:25:00]some of these issues? And are they purely driven just by the push to lower the cost of the blades or was it more of a speed issue that they making a longer blades in the same amount of time? Where’s that balance and, and what are we going to do about it going forward as we continue to make larger turbines?  Yolanda Padron: She’s great with, with her point, and I think it’s. A little bit about the, or equally about the OEMs maybe not being aware of these issues as much, or not having the, the bandwidth to take care of these issues with limited staff and just a lot of the people who are charge of developing and constructing these projects at a very short amount of time, or at least with having to wear so many hats that they. Don’t necessarily have the, the bandwidth to do a deep dive on what the potential risks could be in [00:26:00] operations. And so I think the way I’ve, I’ve seen it, I’ve experienced it. It’s almost like everybody’s running a marathon. Their shoe laces untied, so they trip and then they just kind of keep on running ’cause you’re behind, ’cause you tripped. And so it just keeps on, it’s, it’s, it’s a vicious cycle. Um. But, uh, we’ve also seen just, just in our time together and everything, that there’s a lot of people that are noticing this and that are taking the time to just pause, you know, tie those releases and just talk to each other a little bit more of, Hey, I’m the one engineer doing this for so many turbines. You have these turbines too. Are you seeing this issue? Yes. No. Are, how are you tackling it? How have you tackled it in the past? How can we work together to, to use the data we have? Right? That, I mean, if you’re not going to get a really great answer from your OEMs or if you’re not going to get a lot of [00:27:00] easily available answers just from the dataset that you’re seeing from your turbine, it’s really easy now to to reach out to other people within the industry and to be able to talk it over, which I think is something that Lena. Is definitely encouraging here.  Joel Saxum: Yeah. Yeah. It’s, I mean, she, she makes a statement about owners needing to be technically mature, ensure you have inspections, get your TSAs right. So these are, again, it’s lessons learned. It’s sharing knowledge within the market because at the end of the day, this is a new, not a new reality. This is the reality we’re living in. Right. It’s not new. Um, but, but we’re getting better at it. I think that’s the, the important thing here, right? From a, from a. If we take a, the collective group of operators in the world and say like, you know, where were you two, three years ago and where are you today? I think we’re in a much better place, and that’s from knowledge sharing and, and understanding these issues. And, you know, we’re, we’re at the behest of, uh, good, fast, cheap pick. [00:28:00] Right. And so that’s got us where we are today. But now we’re, we’re starting to get best practices, lessons learned, fix things for the next go around. And you’re seeing efforts at the OEM level as well to, uh, and some, some of these consultants coming out, um, to, to try to fix some of these manufacturing issues. You know, Alan, you and I have talked with DFS composites with Gulf Wind Technology. Like there, there’s things here that we could possibly fix. You’re starting to see operators do. Internal inspections to the blades on the ground before they fly them. That’s huge. Right? That’s been the Wind Power lab has been talking about that since 2021. Right. But the message is finally getting out to the industry of this is what you should be doing as a best practice to, you know, de-risk. ’cause that’s the whole thing. You de-risk, de-risk, de-risk. Uh, so I think. Lena’s spot on, right? We know that this, these things are happening. We’re working with the OEMs to do them, but it takes them a technically mature operator. And if you’re, if you don’t have the staff to be technically mature, go grab a consultant, [00:29:00] go grab someone that is to help you out. I think that’s a, that’s an important, uh, thing to take from this as well. Those people are out there, those groups are out there, so go and go in, enlist that to make sure you’re de-risking this thing, because at the end of the day, if we’re de-risking turbines. It’s better for the whole industry.  Speaker 2: Yeah. You want to grab somebody that has seen a lot of blades, not a sole consultant on a particular turbine mine. You’re talking about at this point in the development of the wind industry, you’re talking about wind power labs, sky specs kind of companies that have seen thousands of turbines and have a broad reach where they’ve done things globally, just not in Scandinavia or the US or Australia or somewhere else. They’ve, they’ve seen problems worldwide. Those people exist, and I, I don’t think we as an industry use them as much as we could, but it would get to the solutions faster because having seen so many global [00:30:00] issues with the St turbine, the solution set does vary depending on where you are. But it’s been proven out already. So even though you as an asset manager. May have never heard of this technique to make your performance better. You make your blades last longer. It’s probably been done at this point, unless it’s a brand new turbine. So a lot of the two x machines and three X machines, and now we’re talking about six X machines. There’s answers out there, but you’re gonna have to reach out to somebody who has a global reach. We’ve grown too big to do it small anymore,  Yolanda Padron: which really should be a relief to. All of the asset managers and operations people and everything out there, right? Like. You don’t have to use your turbines as Guinea pigs anymore. You don’t have to struggle with this.  Speaker 2: That wraps up another episode of the Uptime Wind Energy Podcast, and 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. [00:31:00] And if you found value in today’s conversation, please leave us a review. It really helps other wind energy professionals discover the show for Rosie, Yolanda and Joel. I am Alan Hall, and we’ll see you here next week on the Uptime Wind Energy Podcast.

Μα χρειάζονται οι μικρές επιχειρήσεις πολιτικές;Σε αυτό το επεισόδιο του WHEN on Topic, η Στέλλα Κάσδαγλη συζητά με την Αναστασία Χαλκίδου, Co-Founder και CFO της Quantum Bits (και πολύτιμη συνεργάτιδα του WHEN!) για το αν οι μικρές επιχειρήσεις και oi οργανισμοί χρειάζονται πολιτικές και διαδικασίεςΣτη συζήτηση αναρωτιόμαστε μήπως το «καλό κλίμα» είναι τελικά αρκετό (χμ, μάλλον όχι) και πώς, αν αποφασίσουμε να βάλουμε κάποια πράγματα στο χαρτί, μπορούμε να φροντίσουμε καλύτερα τους εργαζόμενους και τις εργαζόμενες μας (ειδικά αν κι εκείν@ έχουν να φροντίσουν άλλα άτομα, εκτός της εργασίας).Στο ένατο επεισόδιο της σειράς του WHEN on Topic, το οποίο υλοποιείται στο πλαίσιο του έργου CAREdiZO, θέτουμε σημαντικές ερωτήσεις: Ποιο είναι το σημείο στο οποίο μια μικρή επιχείρηση χρειάζεται να πάψει να βασίζεται στο «καλό κλίμα» και να θεσμοθετήσει σαφείς πολιτικές και διαδικασίες για τη συμφιλίωση επαγγελματικής και ιδιωτικής ζωής (άδειες, ευελιξία, ωράριο);Όταν ένας οργανισμός μεγαλώνει και αλλάζει δομή και διαδικασίες, ποιο πρέπει να είναι το σημείο εκκίνησης για τον εργοδότη ώστε να διαχειριστεί αποτελεσματικά την αυξανόμενη πολυπλοκότητα; Ποιες είναι οι προκλήσεις που θα αντιμετωπίσει;Τι θα πρέπει να λαμβάνουν υπ'όψιν τους όσοι/ew διστάζουν να θεσμοθετήσουν μια πολιτική από το φόβο των αλλαγών ή των επιπτώσεων που μπορεί να επιφέρει; Τι μπορεί να γίνει με τις διαδικασίες που δεν ταυτίζονται και δεν προβλέπονται από τη νομοθεσία; Ποια είναι τα εμπλεκόμενα μέρη που χρειάζεται να ενεργοποιηθούν για να προχωρήσει σωστά η διαδικασία της δημιουργίας αυτών των νέων πολιτικών; Τα περιστατικά που προκύπτουν μετά τη θέσπιση μιας πολιτικής μπορούν να την αλλάξουν; Με ποιο τρόπο αυτή τη διαδικασία μπορεί να αλλάξει μια εταιρεία αλλά και τους εργοδότες; Πώς μπορεί μία/ένας μικρή/ός επιχειρηματίας να αρχίσει να σκέφτεται πιο στρατηγικά γύρω από τα θέματα της υποστήριξης των εργαζομένων του;Αν σε απασχολεί η ισορροπία ανάμεσα στην ευελιξία και την ισότητα, αν νιώθεις ότι δεν έχεις χρόνο, ως επιχειρηματίας, να φροντίσεις όπως θα ήθελες την ομάδα σου, αν αναρωτιέσαι από πού χρειάζεται να ξεκινήσεις για να βάλεις κάποιους κανόνες σε σειρά και να διασφαλίσεις ένα ισότιμο περιβάλλον για όλους και όλες, αυτό το επεισόδιο είναι μια πολύ ωραία αρχή.Καλή ακρόαση!Το έργο CAREdiZO υλοποιείται στο πλαίσιο του προγράμματος CERV της Ευρωπαϊκής Επιτροπής, με τη συνεργασία των οργανισμών challedu (Greece), WHEN (Greece), MOTERU INFORMACIJOS CENTRAS (Lithuania), NATSIONALNA MREZHA ZA BIZNES RAZVITIE (Bulgaria), Mediterranean Institute of Gender Studies (Cyprus). Χρηματοδοτείται από την Ευρωπαϊκή Ένωση. Οι απόψεις και οι γνώμες που εκφράζονται είναι, ωστόσο, μόνο τωνσυγγραφέων και δεν αντικατοπτρίζουν απαραίτητα εκείνες της Ευρωπαϊκής Επιτροπής-ΕΕ. Ούτε η Ευρωπαϊκή Ένωση ούτε η Ευρωπαϊκή Επιτροπή φέρουν ευθύνη γι' αυτές.Κωδικός έργου: 101191047 — CAREdiZO — CERV-2024-GE

Operating conditions in advanced manufacturing are changing fast as organizations push to modernize operations while navigating quality requirements, long lead times, and increasingly complex supply chains. As leaders look to apply AI across the physical world, many discover that technology alone is not enough. Success depends on strong operating fundamentals, clean master data, and a culture that aligns teams around execution, accountability, and continuous improvement.In this episode of Supply Chain Now, Scott Luton is joined by special guest host Wiley Jones to kick off a new 2026 series, Enterprise Unleashed, powered by the DOSS team. Together, they sit down with Garuth Acharya, investor at 8090 Industries and former operator with experience across GE, SpaceX, and Blue Origin, to explore what it really takes to build AI ready operations in advanced manufacturing. The conversation examines why AI initiatives often fail in industrial environments when data hygiene is weak, and why clean, correct, actionable data and disciplined master data practices are foundational to any successful transformation.The discussion also emphasizes practical ways AI can unlock value, from accelerating work instructions to improving shortage detection, surfacing procurement anomalies, and strengthening quality feedback loops. The panel returns to the human side of transformation: mission alignment, cross functional collaboration, clear ownership, and spending time on the shop floor before deciding what to build, buy, or partner for.Jump into the conversation:(00:00) Intro(00:47) Introducing the new series for 2026(01:32) Focus on AI-ready operations and advanced manufacturing(02:44) Special guest: Garuth Acharya(03:31) Guru's background and career journey(04:31) Rattlesnake wrestling and early career adventures(06:52) Experiences at SpaceX and Blue Origin(10:27) The importance of culture in high-stakes environments(14:59) AI in manufacturing and supply chain(20:10) Challenges and solutions in AI implementation(25:17) The importance of clean master data(26:22) Engineering and production challenges(27:26) Operational insights and red flags(29:47) Building a culture of clarity and ownership(33:35) Prioritizing modernizing operations(41:42) Advice for AI-ready operationsAdditional Links & Resources:Connect with Wiley Jones: https://www.linkedin.com/in/wileycwjones/Learn more about DOSS: https://www.doss.com/Connect with Garuth Acharya: https://www.linkedin.com/in/garuthacharya/Learn more about 8090 Industries: https://www.8090industries.com/Connect with Scott Luton:

Send us a textDrew survives Winter Storm Fern, and the longest shift of his career, and Doug flew one of the last flights out of EWR before Fern shut down operations. We discuss:Travel checklistsAmerican, Southwest, Boeing, and GE 2025 financial resultsDelta orders more Airbus widebodiesPresident Trump threatens to ground Canadian aircraftNTSB preliminary report on January 29 midair collisionRunway condition reportingListener Gordon question - is the 777 a dinosaur?Links from this episode:NTSB Midair Collision Preliminary ReportJoin the Network! https://www.nexttripnetwork.com/

Maria Brinck is a visionary thought leader devoted to breaking up the traditional leadership monopoly in order to generate the “diversity of thought” necessary to solve our most pressing challenges in organizations and nations. Maria founded Zynergy International, a leadership advisory firm in 2013, to fulfill her passion. Today, Maria works with board members, CEOs, executives, business teams and HR professionals and is based in Colorado. Born and raised in Sweden and Algeria, Maria was educated in Sweden, France, and the USA with a focus on International Business. Her most transformative experience, reshaping her worldview, came when she lived and worked with indigenous people in the Congo Basin Rainforest in a remote part of Cameroon. While working on the rehabilitation of chimpanzees and gorillas, she observed first-hand human planetary destruction and its consequences for all living things, but also the type of leadership we need to bring out the best in humanity. Maria is a Gallup-Certified Strengths Coach and holds a CPCC Certification from CTI, and an ACC Certification from ICF, the International Coach Federation. She previously held positions at GE, Eli Lilly & Co, and Novo Nordisk and some of her current clients include Quanex, Astra-Zeneca, Beacon, DaVita, Vizient and Stryker.

What happens when a mechanical engineering instructor actually comes from industry—not academia? My guest on today’s podcast is Andrew Schiller from Utah Tech, who spent six years at Caterpillar and GE, and studied theology at seminary, before landing in the classroom. He’s teaching students to think like business owners—understanding costs, not just making parts. But more than that, his students aren’t just learning to push buttons, they’re falling in love with creating things that actually matter. ************* Listen on your favorite podcast app using pod.link.     . View the podcast at the bottom of this post or on our YouTube Channel. Follow us on Social and never miss an update! Facebook: https://www.facebook.com/swarfcast Instagram: https://www.instagram.com/swarfcast/ LinkedIn: https://www.linkedin.com/company/todays-machining-world Twitter: https://twitter.com/tmwswarfblog ************* Link to Graff-Pinkert's Acquisitions and Sales promotion! ************* Interview Highlights Andrew’s Story Andrew’s path to teaching wasn’t planned. He grew up around his dad’s model-making shop in Chicago, spending countless hours around mills and lathes. “He’s a professional model maker and has a shop,” Andrew told me, describing how that hands-on foundation shaped his interest in making things. After studying mechanical engineering at Valparaiso University, he spent six years at Caterpillar managing technical relationships with suppliers making starters and alternators. He visited manufacturing facilities, did failure analysis, and worked with product groups across the company. Then life took an unexpected turn. “We went to Louisville, Kentucky. I started studying for a master’s degree in theology and worldview,” Andrew explained. While studying Greek and theology at seminary, he worked at GE Appliances on their FirstBuild team, designing products like the Forge Clear Ice Maker. He was juggling full-time graduate studies, 20-25 hours of work, and renovating a house. It was a pace that proved unsustainable with a young family. The path to teaching at Utah Tech happened through pure serendipity. “I literally typed in engineering jobs in St. George, Utah,” Andrew said about a random search while planning a Zion National Park vacation. “The very first thing that came up was the description of the job that I do now.” What He Teaches His modern machining course teaches students to understand manufacturing from a business perspective. “We’re going to teach about machining processes, not as a craft project that you could do in your garage, but as if you were running a business with a bunch of people and had to make money with a very expensive asset that’s a machine.” “I really realized there is a huge need in the industry for a different kind of education about machining. It’s not a crash course for machinists. It’s a science and business course for engineers.” The program operates on a shoestring budget. Andrew has $160 per student for the entire semester. But that constraint hasn’t stopped him from creating something unique. Students learn hands-on machining while thinking strategically about the business implications of their decisions. “I love having new conversations with people in the industry. It’s how I learn. It’s how I keep our curriculum relevant,” Andrew said. He stays connected to real manufacturing needs by constantly talking with industry professionals. His Purpose Andrew discovered something companies have been telling him consistently: “We need people who they’re not just bodies, but they’re passionate about this industry.” Traditional engineering programs weren’t addressing this gap. His goal goes beyond teaching technical skills. As Andrew puts it, he’s passionate about machining and thinks “it’s cool,” but what really drives him is inspiring that same enthusiasm in students. The companies he talks with are “very excited” about what Utah Tech is doing differently. At 35, with three kids and working 60-65 hours a week, Andrew has found his calling in bridging the gap between academic theory and manufacturing reality. He’s not just producing more engineers. He’s creating people who genuinely care about the industry and understand what it takes to succeed in it. Question: Who was one of your best teachers? Why?

"One of our most unique and precious things we can use is our own voice." -Tina Dietz   Tina Dietz is an award-winning vocal leadership expert and founder and CEO of Twin Flames Studios, a premier audio publishing company helping entrepreneurs and experts turn their voices into powerful audiobooks and professionally published books. A pioneer in voice-powered publishing, she led the industry's first fully guided remote audiobook recording experience and is known for transforming podcast content into lasting authority and revenue-generating assets. With over 20 years of experience across 30+ industries and eight countries, Tina has worked with global brands including Johnson & Johnson, GE, Aetna, and UGG. Recognized by Forbes and Inc., and a founding member of the Forbes Coaches Council, she is a trusted voice shaping the future of audio publishing. Website: https://twinflamesstudios.com  LinkedIn: https://www.linkedin.com/in/tinadietz/  YouTube: https://www.youtube.com/@TwinFlamesStudios  Instagram: https://www.instagram.com/twinflamesstudios/  Facebook: https://www.facebook.com/TwinFlamesStudiosLeadership/    Zachary Bernard is the founder of We Feature You PR, a public relations company that helps individuals and businesses establish themselves as thought leaders through podcasts and press.  Since its inception, We Feature You PR has worked with 350+ clients, from solopreneurs to publicly traded companies, securing features in major publications like Forbes, Entrepreneur, and USA Today, and booking over a 1,000 podcast appearances. Website: https://wefeatureyou.com LinkedIn: https://www.linkedin.com/in/itszachb/ YouTube: https://www.youtube.com/@itszachb_ Instagram: https://www.instagram.com/itszachb_   In this episode, we explore leadership, podcast marketing, audiobook creation, and authentic AI strategies with Tina and Zach.    Apply to join our marketing mastermind group: https://notypicalmoments.typeform.com/to/hWLDNgjz   Follow No Typical Moments at: Website: https://notypicalmoments.com/ LinkedIn: https://www.linkedin.com/company/no-typical-moments-llc/ YouTube: https://www.youtube.com/channel/UC4G7csw9j7zpjdASvpMzqUA Instagram: https://www.instagram.com/notypicalmoments Facebook: https://www.facebook.com/NTMoments  

"One of our most unique and precious things we can use is our own voice." -Tina Dietz   Tina Dietz is an award-winning vocal leadership expert and founder and CEO of Twin Flames Studios, a premier audio publishing company helping entrepreneurs and experts turn their voices into powerful audiobooks and professionally published books. A pioneer in voice-powered publishing, she led the industry's first fully guided remote audiobook recording experience and is known for transforming podcast content into lasting authority and revenue-generating assets. With over 20 years of experience across 30+ industries and eight countries, Tina has worked with global brands including Johnson & Johnson, GE, Aetna, and UGG. Recognized by Forbes and Inc., and a founding member of the Forbes Coaches Council, she is a trusted voice shaping the future of audio publishing. Website: https://twinflamesstudios.com  LinkedIn: https://www.linkedin.com/in/tinadietz/  YouTube: https://www.youtube.com/@TwinFlamesStudios  Instagram: https://www.instagram.com/twinflamesstudios/  Facebook: https://www.facebook.com/TwinFlamesStudiosLeadership/    Zachary Bernard is the founder of We Feature You PR, a public relations company that helps individuals and businesses establish themselves as thought leaders through podcasts and press.  Since its inception, We Feature You PR has worked with 350+ clients, from solopreneurs to publicly traded companies, securing features in major publications like Forbes, Entrepreneur, and USA Today, and booking over a 1,000 podcast appearances. Website: https://wefeatureyou.com LinkedIn: https://www.linkedin.com/in/itszachb/ YouTube: https://www.youtube.com/@itszachb_ Instagram: https://www.instagram.com/itszachb_   In this episode, we explore leadership, podcast marketing, audiobook creation, and authentic AI strategies with Tina and Zach.    Apply to join our marketing mastermind group: https://notypicalmoments.typeform.com/to/hWLDNgjz   Follow No Typical Moments at: Website: https://notypicalmoments.com/ LinkedIn: https://www.linkedin.com/company/no-typical-moments-llc/ YouTube: https://www.youtube.com/channel/UC4G7csw9j7zpjdASvpMzqUA Instagram: https://www.instagram.com/notypicalmoments Facebook: https://www.facebook.com/NTMoments  

There's no instruction manual for how to be a CEO, and that role has undergone massive change in recent decades. So how do the leaders of great corporations today prepare themselves to make the hard decisions?Jeff Immelt, former CEO of GE and now current instructor at Stanford University, shares some of his top lessons on leading a major corporation in his book, Hot Seat: What I Learned Leading a Great American Company.Jeff joins Greg to reflect on his long career at GE, discussing his sense of belonging and the changing nature of career expectations, especially among today's youth. They delve into the intricacies of being a CEO, the differences between traditional and modern management practices, and the importance of both depth and breadth in business expertise. Jeff shares insights on organizational design, the importance of listening, and the critical role of teaching and continual learning in leadership.*unSILOed Podcast is produced by University FM.*Episode Quotes:What actually makes people stay, grow and perform in a company.07:36: Every company I work with, you know, I said, why do people leave? Right? Because there is a finite number of options and all this other stuff we can give people. And basically money counts for sure. But the second reason why people leave is I have a bad manager. The third reason why people leave is I am not getting any better. I am not getting any training, I am not getting any coaching. I am just like a work unit, and so those are the things we have to solve for. I think if we really want to turn back on the productivity engine of the next era.Every job looks easy till you're the one doing it38:41: Every job looks easy till you are the one doing it, right? So when you step in, do not come in and say, “This person stunk. I am the new sheriff. Everything is going to be great.” Just keep your mouth shut and do your job.Every good leader has three voices39:42: One of the things, Greg, that I teach, particularly founders, on is I say, look, every good leader has to have three voices, right? You need to be able to have the all-employee meeting, right? You need to be able to stand up to 400 people and communicate to 4-0-0 people. You need to be able to run a meeting, and you need to be able to give one-on-one feedback. And you know, those voices, the vocabulary is very different, right? In terms of how you motivate people in those three settings. And I try to give them examples of, you know, what they can work on, and, and very few people are really good at all three. But a lot of people give up at one, and it is hard to be a good leader. It is hard to be a good leader if you cannot traverse those three settings.Show Links:Recommended Resources:Inside Crotonville | GEDavid L. JoyceSam Bankman-FriedBill RuhStephen A. SchwarzmanLean Six SigmaAT&T LabsRoss PerotGuest Profile:Faculty Profile at Stanford UniversityProfessional Profile on LinkedInGuest Work:Hot Seat: What I Learned Leading a Great American Company Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Over the course of about two years, Jacob would go through at least eight major grief-producing events. So severe was the shock to his mental and emotional state that I believe he went into a severe depression for the next 20 years (Ge 37:33-35; 42:36,38; 43:3; 44:20-34; 45:26-28). Hopefully few of us will ever have to face such an intense concentration of tragic events, but all of us, in going through life, will experience seasons of grief. It's a painful reality we must learn to deal with properly, or it can become a very destructive force. Today, with Jacob's sorrows as a back drop, we will look more closely at the subject of grief. We'll try to understand what it is; I'll share some of my pastoral obsenrations about how to deal with it; we'll let Scripture remind us that God can comfort our grief; and we'll look at how we can avoid despair in the future. 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.    

Jonathan Tyroch and Joe Fox sit down with Sara Dalmasso, EVP and Head of Enterprise Solutions at Straumann Group, for a conversation that brings an international perspective to dentistry, leadership, and the future of technology in healthcare. Sara shares what it was like growing up in Paris, her experience studying in the U.S., and how those early years helped shape the way she approaches business and leadership today. Sara walks through her career journey across global healthcare organizations, including the leadership culture she learned at GE, her experience leading international teams at Omnicell, and what brought her to Straumann. The conversation also dives into how dentistry is changing through digital workflows and AI, what patients will expect more of in the years ahead, and how dental organizations can better support innovation and access to care. This episode highlights the importance of adapting to change, staying curious, and leading in a way that helps people grow. ------------------------------------------------------------------------  Subscribe & Listen: Spotify: https://open.spotify.com/show/69Dz26hgC9D6YqwN8JMDBV Apple Podcast: https://podcasts.apple.com/us/podcast/mb2-underground/id1747349567 ---------------------------------------------------------------------- Follow MB2 Dental on Social: MB2 Dental: mb2dental.com Instagram: instagram.com/mb2dental Facebook: facebook.com/mb2dental YouTube: youtube.com/@mb2dental LinkedIn: linkedin.com/mb2-dental

Disruptive warfare is a new concept to counter traditional ideas of mass with technology and unconventional strategies and tactics. How does it work, and what does it mean for airpower? We get answers from Michael Stewart, former head of the Navy's disruptive capabilities office and one of the architects behind the Hellscape defense concept. And we have this week's airpower headlines. All powered by GE!

Operators of aging F-class units face a narrowing window to plan for rotor life extensions as supply chains tighten and demand surges. The late 1990s and early 2000s marked a frenetic period in American power generation. Deregulation opened the floodgates for independent power producers racing to bring quick-build gas turbine plants online. GE's 7FA and 7EA units became go‑to resources for this expansion, with the manufacturer more than tripling its annual heavy‑duty gas turbine production capacity to meet surging demand. Now, a quarter-century later, those turbines are approaching critical end-of-life thresholds—just as an artificial intelligence (AI)-driven surge in electricity demand is pushing them harder than ever. Industry experts warn that operators who fail to plan for rotor life extensions could find themselves in serious trouble. “If you're not thinking two to three years down the road on your rotor, then you're already behind, because that's how long it's going to take to manufacture those wheels,” Jason Wheeler, General Manager of Gas Turbine Rotor Repairs at MD&A, said as a guest on The POWER Podcast. A Perfect Storm of Constraints The urgency stems from a confluence of factors that have compressed the window for action. The 7FA fleet, which was deployed en masse during what industry veterans call “the bubble,” is now reaching the hour and cycle limits that the original equipment manufacturer (OEM) established for critical rotor components. At the same time, the power generation sector is experiencing a demand renaissance driven by data center construction and electrification. Dave Fernandes, MD&A's Gas Turbine Program Manager, experienced the original boom firsthand as a GE field engineer specializing in 7F and 9F units from 1996 to 2001. He sees important differences between then and now. “There seems to be a lot more concrete reasons and a much stronger foundation for this current bubble than the previous one that took place two and a half decades ago,” Fernandes said. “There are a lot of things that are all stacking up at the same time that put more of an emphasis on getting out in front of extending the life of your current assets now, probably more than ever.” Supply chains have become particularly challenging. The specialized superalloy forgings required for turbine wheels are produced by a limited number of facilities worldwide, and those forging houses are simultaneously serving aerospace, military, and new power generation equipment markets. “You're going to be competing with those new unit sales across various industries in an attempt to get in line with what is perceived from some angles as higher priorities,” Fernandes explained. “That further complicates the scenario that the customer base is facing when they're trying to extend the rotor life of their existing assets.”

In this episode of Scratch, Eric sits down with Chris Willingham, Chief Marketing Officer at Brompton Bicycle, to discuss the brand strategy behind Brompton's global expansion. Chris shares how Brompton has grown from a distinctly 'British brand' into a global challenger across markets like China, Japan, the US, and Europe, and why international growth requires a clear point of view on what the brand stands for everywhere, not just what it sells. They dig into how Brompton built a global brand platform designed to scale, including how the team grounded its positioning in both product truth and human truth. Chris explains the thinking behind Living Life Unfolded, why the brand shifted focus from the mechanics of folding to the experience that unfolds once you ride, and how Brompton balances global consistency with the flexibility needed to resonate locally. He also shares how the brand is being rolled out in phases, prioritising focus and internal alignment over big-budget launches. The conversation also explores what this approach means for marketing leadership. Chris reflects on choosing agency partners that fit a challenger brand, the importance of distinctiveness and creative bravery in crowded categories, and how community and culture play a role in global relevance. Watch the video version of this podcast on YouTube: https://youtu.be/2WLVQ_mnJaM   

Dans cet épisode, je reçois Agathe Lecaron.Agathe grandit dans une famille d'origine aristocrate et traverse une enfance marquée par sentiment de solitude.Dans cet univers, la télévision devient très tôt une fenêtre sur le monde, une source de lumière et de joie — presque une promesse.C'est par la radio, en Belgique, qu'elle fait ses premiers pas dans l'univers des médias.La radio qu'elle adore et qui est une école de la voix, de l'écoute, du rythme.À son retour en France, elle poursuit sa trajectoire d'animatrice sur le petit écran mais trouver sa place, assumer sa singularité sans se travestir, comprendre les codes n'est pas une évidence : Agathe construit son chemin à contre-courant, en développant peu à peu une conscience aiguë des enjeux liés aux femmes, à leur visibilité, à leur parole.Cette conscience prend toute son ampleur avec La Maison des Maternelles, émission emblématique qu'elle anime pendant neuf ans.Un espace rare, où la maternité se raconte sans filtre, où les injonctions sont questionnées, où les récits intimes deviennent politiques.Agathe parle aussi avec une grande lucidité de son rapport au corps, à la santé, à l'angoisse — cette hypocondrie qu'elle explore dans Patiente Zéro (éditions Robert Laffont), avec humour et profondeur.Nous évoquons le temps qui passe, le cap des 50 ans, le regard que l'on porte sur soi quand les rôles changent, quand l'image publique évolue. La bonne nouvelle c'est qu'Agathe ne s'est jamais sentie aussi belle et bien à 52 ans qu'avant dans sa vie !Vous aurez peut être compris le jeu de mots très facile certes puisque Bel & Bien c'est cette nouvelle aventure depuis la rentrée qu'elle mène comme une continuité naturelle : celle de la santé et du soin.Un échange sincère, sensible, profondément humain, où il est question d'identité, de courage et de vérité intérieure.Belle écoute !NOTES DE L'ÉPISODE:Le podcast vous plaît ?Prenez 30 secondes pour le noter 5 étoiles sur Apple podcast ou Itunes, et commentez si vous le souhaitez, c'est très précieux pour moi !

Leikdagur á EM í handbolta! Hringjum út til Malmö í stemningscheck. Valur Páll á línunni. Gummi Kíró fer yfir helstu tískutrend sem framundan eru á árinu. Guðný frá Geðhjálp talar um G vítamín. Kanye West afsökunarbeiðni. Þetta og meira til í þætti dagsins.

It's impossible to go through life without being injured by others, just as it's impossible to go through life without being the one who causes injury to others. Each of us is afflicted with a spiritual disease called "sin" which produces rebellion toward God and selfishness. The result of living in a sinful world is that everybody carries scars which are left when others sin against us. Over the past few weeks we have studied some tragic mistakes Jacob made in the way he parented his children: he unnecessarily exposed them to Canaanite culture (Ge 33:18,19), he showed flagrant favoritism (Ge 33:1,2; 37:3,4), he passively refused to protect the honor of a daughter (Ge 34:1-31) and he tolerated demonic worship among his family (Ge 35:2,4). In doing so, he scarred all of his children one way or another, but today we'll particularly focus on the damage it did to his three oldest sons: Reuben, Simeon and Levi, because the way each reacted shows what can happen when bitterness is left unchecked. Sadly, their reaction caused the impact of their father's sin to extend much further than was necessary. Though they were not responsible for what Jacob did to them as a parent, God did hold them responsible for the sinful way they responded. Each in turn lost his birthright, which meant he forfeited the right to lead their family. Their example should be a warning to us how not to handle our deep scars the way they did, but to take them to God. 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.