Podcasts about Ge

Teams want certainty, but in an uncertain world, how can you deliver it? Find out how in this episode. We dive deep with Mike Mears, Leadership Theoretician, former GE change-agent under Jack Welch, and ex-CIA Chief of Human Capital. Mike Mears reveals the neuroscience backed rituals and intelligence inspired frameworks that clear away uncertainty, sharpen your focus, and unleash your team's full potential. From GE's “Workout” sessions to CIA secure briefings, Mike unpacks his three-pillar “Certainty” method. Mike shares the mindset pivots that turn cautious managers into bold innovators, and the battlefield lessons of building true psychological safety, even in the most critical situations. Tune in to discover how these proven insights can elevate your leadership, strengthen your culture, and drive transformative results, starting today. Journey Highlights & Story Beats GE's “Workout” Revelation: Rebecca and Callum discover Mike's first “aha” moment under Jack Welch, how a noisy, chaotic workshop taught him that culture change starts with listening, not lecturing. CIA's Safe-House Confession: Mike recounts the night an agent risked their career to report a critical encryption error, because Mike had built a “safe house” of trust. That moment taught him that psychological safety isn't a luxury; it's a survival tool. Military Roots & Dual-Engine Leadership: From survival-of-the-fittest drills to commanding a nuclear missile site, Mike learned that drive alone breeds burnout and only paired with genuine empathy will people truly follow. Key Takeaways Certainty Overrides Fear Our primitive “survival” wiring clings to the status quo. Weekly 5-minute, agenda-free check-ins and timely praise rewire brains toward confident change. Psychological Safety as a Secure Briefing Room In covert ops, absolute trust saves lives. In business, it unleashes candid feedback and breakthrough ideas. Start small, smile at every team member, ask one open-ended question, then listen. Insight Prompts: Your CEO “Ask” Inspired by CIA Director's, assign each direct report a single, high-stakes question. Give them a week to reflect, and then collect ten ideas back. Dopamine-driven “aha” moments follow. The Dual-Engine Model: Drive + Empathy Military toughness and modern leadership demands both relentless mission focus and genuine concern for people's well-being. Notable Quotes “Great bosses don't force change; they engineer certainty so teams feel safe innovating.” “You don't need all the answers, just the right questions and the space for insights to emerge.” “Pair relentless drive with real empathy, then watch your people follow you anywhere.” Actionable Steps for Leaders. Implement CIA-Style Check-Ins: Five-minute, no-agenda chats each week with every direct report: What's top of mind? How can I support you? Rotate Your Ops: Structure work into three phases, core execution, innovation sprint, and recovery to maintain peak performance and morale. Launch an Insight Prompt: Give each team member one strategic question, set a deadline, reconvene for accountability and harvest high-impact ideas. Connect & Continue the Conversation Mike Mears on LinkedIn linkedin.com/in/mike-mears-leadership-theoretician-4627a889 Email: https://www.mikemears.com Tune in to discover how to harness certainty and lead with the confidence of a CIA strategist—wherever you are in the world.   ----more---- Connect with the show hosts below. Callum Jenkins https://www.linkedin.com/in/callumjenkins/ Rebecca Jenkins https://www.linkedin.com/in/rebeccajenkins-rjen/   Subscribe & Follow: If you enjoyed this episode, subscribe and follow the Lead to Succeed podcast for more insights on leadership and business growth.   The podcast is brought to you by RJEN https://RJEN.co.uk Strategic Revenue Transformation Gain Access to the CEO Revenue Architecture Briefing 2025 Elevate your revenue engine with the CEO Revenue Architecture Briefing, the definitive executive briefing revealing the essential moves for impactful, strategic growth. A crisp, insightful read for senior leaders delivering: Claim your FREE copy today and start driving results.            

Geçip giden yıllarda hepimizin bir keşkesi, aması, şu farklı olsaydı ne olurdu dediği durumlar vardır. Bu yaşanamayan hayatların sorumlusu kim? Sen ben biz onlar.27 Temmuz'daki etkinliğimize bilet almak için: biletinial.com/trİnstagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/bumuyanipodcast/ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/bumuyanipodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠İletişim: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠bumuyanipodcast@gmail.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠

In quel tempo, disse Gesù ai suoi apostoli: «Un discepolo non è più grande del maestro, né un servo è più grande del suo signore; è sufficiente per il discepolo diventare come il suo maestro e per il servo come il suo signore. Se hanno chiamato Beelzebùl il padrone di casa, quanto più quelli della sua famiglia! Non abbiate dunque paura di loro, poiché nulla vi è di nascosto che non sarà svelato né di segreto che non sarà conosciuto. Quello che io vi dico nelle tenebre voi ditelo nella luce, e quello che ascoltate all'orecchio voi annunciatelo dalle terrazze. E non abbiate paura di quelli che uccidono il corpo, ma non hanno potere di uccidere l'anima; abbiate paura piuttosto di colui che ha il potere di far perire nella Geènna e l'anima e il corpo. Due passeri non si vendono forse per un soldo? Eppure nemmeno uno di essi cadrà a terra senza il volere del Padre vostro. Perfino i capelli del vostro capo sono tutti contati. Non abbiate dunque paura: voi valete più di molti passeri! Perciò chiunque mi riconoscerà davanti agli uomini, anch'io lo riconoscerò davanti al Padre mio che è nei cieli; chi invece mi rinnegherà davanti agli uomini, anch'io lo rinnegherò davanti al Padre mio che è nei cieli».

This week, it's a Scratch special. Fresh off The Croissette at Cannes 2025, Baby Eric and Baby Jenna join us to share their key takeaways from the most talked-about event in all of marketing and advertising. As yes, we said Baby Eric and Baby Jenna. All courtesy of AI of course.But do expect serious, insightful, sometimes rogue insight and opinions as usual from the Rival team all about what CMOs need to know from Cannes this year. What better way to discuss a major marketing event than in the shape of little babies, and we are emptying our diapers on the following: The death of the big 6AI reshaping the industry… or is it?How Gen Z all hate their phones, and experiential is the new digitalAnd much much more. In the words of Baby-Eric: Burp your CMO and let's talk takeaways because baby, we've got thoughts!  Scratch is a production of Rival, a marketing innovation consultancy that develops strategies and capabilities that help businesses grow faster. Past guests include CMOs from Mastercard, GE, Shell, Hyperloop, Adobe, PepsiCo, and Papa Johns.If you're interested in learning more about marketing from successful CMOs, we compiled a list of the top 5 CMO podcasts to listen to in 2024; check it out here

- Premere il tasto PLAY per ascoltare la catechesi del giorno -+ Dal Vangelo secondo Matteo +In quel tempo, disse Gesù ai suoi apostoli:«Un discepolo non è più grande del maestro, né un servo è più grande del suo signore; è sufficiente per il discepolo diventare come il suo maestro e per il servo come il suo signore. Se hanno chiamato Beelzebùl il padrone di casa, quanto più quelli della sua famiglia!Non abbiate dunque paura di loro, poiché nulla vi è di nascosto che non sarà svelato né di segreto che non sarà conosciuto. Quello che io vi dico nelle tenebre voi ditelo nella luce, e quello che ascoltate all'orecchio voi annunciatelo dalle terrazze.E non abbiate paura di quelli che uccidono il corpo, ma non hanno potere di uccidere l'anima; abbiate paura piuttosto di colui che ha il potere di far perire nella Geènna e l'anima e il corpo.Due passeri non si vendono forse per un soldo? Eppure nemmeno uno di essi cadrà a terra senza il volere del Padre vostro. Perfino i capelli del vostro capo sono tutti contati. Non abbiate dunque paura: voi valete più di molti passeri!Perciò chiunque mi riconoscerà davanti agli uomini, anch'io lo riconoscerò davanti al Padre mio che è nei cieli; chi invece mi rinnegherà davanti agli uomini, anch'io lo rinnegherò davanti al Padre mio che è nei cieli».Parola del Signore.

We talk about how YNAB is the ultimate weapon against money stressors -- as you gain control over your spending, learn to give every dollar a job, and bring your spending in line with your priorities, the stresses decrease and are replaced by a growing confidence. There are other psychological "costs" of money, such as the anxiety and mental overhead created by second guessing your choices.   Should I buy this? Can I even afford it? Should I have bought that? Is this what we should be doing right now? YNAB gives you the freedom to act, to spend your money confidently without second guessing every decision.   Like Jesse and his GE upright freezer, it doesn't mean you'll never regret your purchases, but you won't second guess the fact that you spent the money!   Watch The Jesse Mecham Show on YouTube: https://www.youtube.com/@jessemechamshow   Got a question for Jesse? Send him an email: askjesse@ynab.com   Sign up for a free 34-day trial of YNAB at www.youneedabudget.com   Follow YNAB on social media: Facebook: @ynabofficial Instagram: @ynab.official Twitter/X: @ynab Tik Tok: @ynabofficial

Is it another episode of GE&D, or is it cake!? Comedian Mikey Day joins Dan in the studio this week to talk about his hit Netflix show ‘Is It Cake?' and an insane idea for a new challenge! We also check out Mikey's fancy hotel fridge, discuss his love of theme park food, and obsession with a SoCal staple. Sponsor:  Quince - go to Quince.com/GreenEggs to get free shipping and 365-day returns.  Want to be a sponsor? Learn about your ad choices at megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

India's Aircraft Accident Investigation Bureau plans to issue a preliminary report on the June 12, 2025, fatal crash of an Air India 787 tomorrow. Todd Curtis, Greg Feith, and John Goglia detectives have serious concerns about the credibility of this investigation and the upcoming preliminary report.They discuss several irregularities with the investigation, including the unusual decision not to include Air India as a party to the investigation. John and Greg have learned through their networks that the Indian authorities have limited the involvement of key parties including Boeing, the NTSB, the FAA, and engine manufacturer GE.Since the crash, no specific service bulletins, airworthiness directives, or special inspections related to the aircraft or the engines involved have been issued by the Indian authorities, Boeing, GE, or others. Little information has been released by the Indian authorities, including basic facts about who was flying the plane and details about the background of the flight crew, especially the first officer. Don't miss what's to come from the Flight Safety Detectives - subscribe to the Flight Safety Detectives YouTube channel, listen at your favorite podcast service and visit the Flight Safety Detectives website. Music: “Inspirational Sports” license ASLC-22B89B29-052322DDB8

Today's guest is Arun Subramaniyan, Founder and CEO of Articul8. After earning his PhD simulating jet engines and leading GE's digital twin revolution, he's helping Articul8 build domain-specific AI solutions for the world's most complex industries - from Wall Street to electrical grids and aerospace design. Arun joins us on today's show to share why simply plugging in large language models isn't enough for industries with complex, high-stakes processes. Arun explains how enterprises can move beyond general-purpose AI by creating domain-specific models that understand specialized terminology and data, and how orchestration frameworks—what he calls the “Model Mesh”—enable these models to work together dynamically to answer nuanced business questions. Want to share your AI adoption story with executive peers? Click emerj.com/expert2 for more information and to be a potential future guest on the ‘AI in Business' podcast! This episode is sponsored by Articul8. Learn how brands work with Emerj and other Emerj Media options at emerj.com/ad1.

It's a pretty sure bet that the future of airpower is increasingly uninhabited. Dr. Caitlin Lee of the RAND Corporation has six propositions to consider when trying to understand where we are with UAVs, and we'll go through them in detail. And a lot going on in this week's airpower headlines. Powered by GE!

I detta avsnitt av Paus guidar Karin Björkgren-Jones dig genom en lugn och tröstande meditation med budskapet: Allt du behöver finns här.I en tid då tankarna ofta rusar framåt och oron lätt tar över, bjuder detta avsnitt in dig att landa i nuet. Du får hjälp att släppa taget om krav, stress och gamla mönster, och istället vila i det som är — just nu.Ge dig själv en paus. Tillåt kroppen att slappna av, andetaget att sakta in och sinnet att stillna. Här finns inget du måste göra. Bara vara.En meditation för dig som längtar efter ro, närvaro och påminnelsen om att det räcker — precis som det är. Hosted on Acast. See acast.com/privacy for more information.

- Vorstellung Boris Eldagsen - Was ist ein Photo Media Artist? - Wie war der Plan beim Sony World Photo Award? - Was fasziniert dich am Thema "Pseudomnesia"? - Warum ist KI dein Mittel der Wahl? - Erkläre bitte deine Arbeitsweise - Wie gehst du an die Regieaufgabe des Promptens heran? - Wie viele einzelne Schritte sind das bis zum Endergebnis? - Wie viele Tools nutzt du? - Man muss permanent am Ball bleiben - Was ist "Prompt Whispering"? - Wie kommuniziert man mit einer KI artgerecht? - Geänderte Arbeitsweise durch Bild-basierten Ansatz - Fotografie und KI - Freunde oder Feinde? - Was sagst du zur Angst vieler Fotograf*innen vor der KI? - Das neueste Trainingsmodell von OpenAI - Die AI als virtuelle Zeitreisekamera - Conversational AI mit Midjourney - Braucht die KI den Menschen als Trainingsdatenlieferanten? - Wie siehst du die stetige Entwicklung der KI-Tools? - Denkst du jetzt anders über Originalität nach? - Wie siehst du das Thema "Digitale Kompetenz" in der Zukunft? - Thema Copyright der Trainingsdaten - Nachweis der Schöpfungshöhe - Wie steigt man in das Thema KI am besten ein? - Youtube vom Deutschen Fotorat - Zukunftsausblick - Thema CAI (Echtheitsnachweis) - Was ist für dich das spannendste und das beunruhigendste? - Wo und wie findet man dich?

Við byrjum sumarþátt Samstöðvarinnar klukkan sjö vegna fótboltans á Ríkissjónvarpinu með fréttayfirlit, förum meðal annars yfir sláandi lýsingar á aðstöðunni á Bjargi, heimili fyrir geðfatlaða. Við ræðum síðan málefni Bjargs við Grím Atlason, framkvæmdastjóra Geðhjálpar og um ákvörðun saksóknara að ákæra ekki menn sem misnotuðu þroskahefta konu við Önnu Láru Steindal, framkvæmdastjóra Þorskahjálpar. Guðmundur Hrafn Arngrímsson, formaður Leigjendasamtakanna, kemur til okkar og ræðir húsnæðismarkaðinn en líka stöðu fámennra sveitarfélaga gagnvart ásælni auðugs fólks með virkjunaráform, en Guðmundur er Strandamaður og barðist gegn Hvalárvirkjun.

Joe's Premium Subscription: www.standardgrain.comGrain Markets and Other Stuff Links-Apple PodcastsSpotifyTikTokYouTubeFutures and options trading involves risk of loss and is not suitable for everyone.0:00 Monday Selloff3:07 Trade Stuff4:33 Corn Yield Prospects9:23 The Funds10:21 Grain Shipments11:15 Flash Sale

Scaling AI across a healthcare system takes more than just good technology—it requires effective governance, operational focus, and the right data foundation. In Part 2 of our conversation with Kiran Mysore, Chief Data & Analytics Officer at Sutter Health, he explores how Sutter is operationalizing AI across its 24 hospitals and hundreds of care sites. You'll hear: How the AI Council—a cross-functional governance body—ensures alignment, safety, and momentum What makes the “Sutter Navigator” platform a game-changer for operational visibility Why “speed of business” and “speed of foundation” must be balanced to move fast and responsibly How Sutter is applying lessons from finance and retail to transform healthcare This episode is a masterclass in AI implementation at scale—perfect for health system leaders, innovators, and data executives alike.       About Kiran Kiran is the Chief Data Analytics Officer at Sutter Health, a leading not-for-profit healthcare network in America. With over 25 years of experience, Kiran has been instrumental in driving digital transformation and leveraging data and AI to generate business value across various sectors, including healthcare, technology, and consulting.    Before joining Sutter Health in September 2023, Kiran held significant roles at prestigious organizations such as Medtronic, GE, Apple, and St. Jude Medical. His expertise includes optimizing operations, developing real-time insights, and modernizing technology infrastructures. Known for his commitment to fostering data-driven cultures and championing diversity and ethical practices in data, Kiran's leadership at Sutter Health focuses on making data and insights meaningful to improve healthcare outcomes, operational efficiency, and patient care. His work exemplifies the transformative power of technology in advancing healthcare. About Bright Spots Ventures Bright Spots Ventures is a healthcare strategy and engagement company that creates content, communities, and connections to accelerate innovation. We help healthcare leaders discover what's working, and how to scale it. By bringing together health plan, hospital, and solution leaders, we facilitate the exchange of ideas that lead to measurable impact. Through our podcast, executive councils, private events, and go-to-market strategy work, we surface and amplify the “bright spots” in healthcare, proven innovations others can learn from and replicate. At our core, we exist to create trusted relationships that make real progress possible. Visit our website at www.brightspotsinhealthcare.com.  

Want to double your ticket average without being pushy? Get access to real-time sales training, scripts, and role-play coaching inside the Blue Collar Closer community — join today before the next live Q&A drops: https://wastenoday.pro/BCC Join the Waste No Day! Facebook group: https://wastenoday.pro/FBgroup   Doug Wyatt is a high-impact speaker, trainer, and the founder of Synergy Learning Systems. From selling door-to-door with $23 in his pocket to transforming multimillion-dollar businesses, Doug's journey is built on grit, discipline, and relentless growth. He's trained over 5,000 salespeople, coached 1,000+ small businesses, and led national sales meetings for brands like GE, Carrier, and Lennox. Known for his intense focus on implementation and personal development, Doug helps companies drive real, lasting results - one mindset shift at a time. In this episode, we talked about morning routine, audio learning, personal growth, empathy, mindset… 

This week's episode will be focusing on one of the GI plenary session abstracts presented at the ASCO Annual Meeting 2025,  the MATTERHORN trial: phase 3 durvalumab + FLOT which is 5FU leucovorin, oxaliplatin and docetaxel in resectable gastric or GE junction CA. 

Today's guest is someone whose life feels like a gentle invitation to pause, listen, and truly see. Meet Miyuki Seguchi, a bilingual travel expert, guide, and host of the Japan Experts podcast. Born among the rice paddies and mountain breezes of central Japan, Miyuki's path has led her across continents and cultures, all while staying deeply rooted in her homeland's rhythms and rituals. From working in top global newsrooms like The Wall Street Journal, NHK World, and GE, to interviewing travel industry giants, Miyuki's journalism background brings a human-centered approach to every story and itinerary. Today, she channels those storytelling gifts into creating custom travel experiences across Japan, helping travelers slow down, connect deeply, and walk away with lifelong memories. Miyuki shares her journey from rural Japan to global storytelling. If you're dreaming of cherry blossoms, steaming noodles, and lantern-lit streets, or just craving a slower, more intentional approach to travel, be sure to sign up for a free Japan travel guide and follow Miyuki on Instagram. A must listen! Thanks for listening to Speaking of Travel! Visit speakingoftravel.net for travel tips, travel stories, and ways you can become a more savvy traveler.

Geçtiğimiz günlerde düzenlenen Kakadu Lezzetleri-Taste of Kakadu etkinliğini ziyaret edenler, yöresel lezzetlerin ilk uluslar mensuplarıyla daha iyi bağlantı kurmalarına yardımcı olduğunu söylüyor.

Send us a textWelcome back to Laundromat News Today! In this episode, your favorite laundromat news anchor, Jordan Berry, delivers a whirlwind tour of the latest stories from the world of laundromats. Jordan kicks off with a bit of humor before spotlighting cutting-edge technology, like a robotic folder being trained to fold laundry more efficiently, and sparks a conversation about whether this innovation is the solution we've all been waiting for—or just a solution looking for a problem.We get updates on GE's major move to bring washing machine production back to Kentucky and dive into a heated local dispute between a laundromat owner and a town mayor in New Jersey, all underscoring the importance of having a solid, long-term lease. Jordan also takes a closer look at the recession-proof reputation of laundromats, discussing industry statistics and giving listeners a reality check on success rates.Plus, you'll hear about laundromat owners making a positive impact by hosting farmer's markets for their communities, and even take a quick trip to Japan, where a laundromat offers a quirky spin on the “American” laundry experience. Finally, Jordan teases some exciting new resources in the works at Laundromat Resource for owners and future owners alike.Tune in for industry insights, community highlights, and a dash of fun on this week's roundup of Laundromat News Today!Show notes: https://www.laundromatresource.com/laundromat-news-july-4-2025/Have news, big or small, about your laundromat or your laundromat industry-supporting business? Send your press release to news@laundromatresource.com to be featured on a future episode of Laundromat News Today.Don't Miss Out! Make sure you're subscribed to the Laundromat Resource Newsletter to catch all links, articles, and updates from this and every episode. If you have thoughts on AI folding robots—or anything else laundromat related—reply and let us know! We love hearing from you.Join: https://www.laundromatresource.com/events/Email: jordan@laundromatresource.comConnect With UsYouTubeInstagramFacebookLinkedInTwitterTikTok

Geçtiğimiz günlerde Vinnies hayır kurumunun geleneksel olarak düzenlediği CEO Sleepout 2025 organizasyonuna katılan Ömer İncekara, yaklaşık 200 üst düzey yöneticiyle birlikte geceyi Sydney limanında, iki karton parçası üzerinde geçirdi.

Jack talks with Kevin Stinnett from The Lane Report about a big investment from GE in Louisville and some high marks for Center College from Money.com. See omnystudio.com/listener for privacy information.

Send us a textIn this eye-opening episode of Make Your Mark, Kay Suthar welcomes the unapologetic, dynamic, and multi-talented Maddy Alexander-Grout — the voice behind “Mad About Money.” From building a thriving franchise business to facing £80,000 in debt, navigating burnout, and ultimately receiving an ADHD and autism diagnosis, Maddy's journey is anything but ordinary.She opens up about how being neurodivergent shaped her business journey, why she speaks out against injustice on social media (even when it costs her income), and how she turned her struggles into fuel to build an inclusive empire. You'll hear the raw truth behind building a business as a neurodivergent entrepreneur, how Maddy grew a membership of nearly 400 people, and why visibility and values go hand-in-hand. If you've ever felt “too much” for the business world or worried about being fully seen — this episode is for you.Episode Highlights with Timestamps:00:00 – Kay introduces Maddy and the story behind their first meeting01:08 – What being a “multi-potentialite” really means and how Maddy shows up in business02:54 – Helping marginalized entrepreneurs build visible, values-led businesses04:00 – How redundancy led to Maddy's first business — and how she scaled it to 27 franchises06:13 – The pandemic hits — and her thriving business collapses overnight07:33 – Building an £80K app that became a “money pit”08:44 – Burnout, ADHD diagnosis, and the business that nearly killed her10:50 – The lightbulb moment: How her son's diagnosis revealed her own neurodivergence13:46 – Choosing between ADHD chaos and autistic clarity with medication15:02 – Living with the “fruit bowl” of neurodivergent traits — and making peace with it16:10 – Writing her first book Mad About Money as a dyslexic entrepreneur18:57 – Lessons learned from a failed business, and how they shaped her new one19:46 – Building her £20/month membership to 400+ people and becoming a visibility strategist21:17 – How her brand now reflects her story — tattoos, hair, book, and all22:50 – Launching a second podcast, Mad About Business, for neurodivergent entrepreneurs25:06 – Geƫng banned from TikTok's Creator Program for supporƟng the trans community27:00 – Being wrongly targeted by the press and turning hate into visibility30:08 – How to connect with Maddy and get her book Mad About Money31:25 – Final words of encouragement for entrepreneurs struggling with identity and visibilityAbout Maddy Alexander-Grout:Maddy is a neurodivergent business strategist, visibility coach, and author of Mad About Money. She helps underrepresented and marginalized entrepreneurs grow bold, values-driven businesses by showing up fully as themselves — neurodivergence, queerness, ADHD, tattoos, and all. She's also the founder of a thriving online membership and host of two podcasts: Mad About Money and Mad About Business. Her mission? To help others feel seen, celebrated, and supported — while making more money in the process.Connect with Maddy:Website: https://stan.store/MadAboutMoneyOfficialInstagram: @maddietalksmoneyTikTok: @madaboutmoneyofficialFacebook: Maddy Alexander-GroutLinkedIn: Maddy Alexander-GroutConnect with Kay Suthar!Website: https://makeyourmarkagency.com/Podcast: https://www.makeyourmarkpodcast.com/LinkedIn: https://www.linkedin.com/in/kay-suthar-make-your-mark/Facebook Group: Podcast PowerHouseEmail: kay@makeyourmarkagency.comFREE Gifts from Kay Suthar:3 Ultimate Secrets to Getting Booked on Podcasts: https://getbookedonpodcast.com/5 Simple Steps To Launch Y

Tesla's Q2 results are in, and they are way, way down from Q2 of 2024. At the same time, Nissan seems to be in serious trouble and the first-ever all-electric Dodge muscle car is getting recalled because its dumb engine noises are the wrong kind of dumb engine noises. All this and more on today's deeply troubled episode of Quick Charge! We've also got an awesome article from Micah Toll about a hitherto unexplored genre of electric lawn equipment, a $440 million mining equipment deal, and a list of incompetent, corrupt, and stupid politicians who voted away their constituents' futures to line their pockets. Source Links Tesla (TSLA) confirms 384,000 deliveries in Q2 2025, right on expectations Nissan is in crisis mode as job cuts begin and suppliers are caught in the crosshairs EV with fake engine noises recalled for not having the correct fake engine noises The forgotten 1970s GE electric lawn tractor you've never heard of Komatsu scores $440 million electric mining equipment sale in Pakistan Senate votes to send 2 million US jobs to China, increase deficit, energy costs Prefer listening to your podcasts? Audio-only versions of Quick Charge are now available on Apple Podcasts, Spotify, TuneIn, and our RSS feed for Overcast and other podcast players. New episodes of Quick Charge are recorded, usually, Monday through Thursday (and sometimes Sunday). We'll be posting bonus audio content from time to time as well, so be sure to follow and subscribe so you don't miss a minute of Electrek's high-voltage daily news. Got news? Let us know!Drop us a line at tips@electrek.co. You can also rate us on Apple Podcasts and Spotify, or recommend us in Overcast to help more people discover the show. If you're considering going solar, it's always a good idea to get quotes from a few installers. To make sure you find a trusted, reliable solar installer near you that offers competitive pricing, check out EnergySage, a free service that makes it easy for you to go solar. It has hundreds of pre-vetted solar installers competing for your business, ensuring you get high-quality solutions and save 20-30% compared to going it alone. Plus, it's free to use, and you won't get sales calls until you select an installer and share your phone number with them.  Your personalized solar quotes are easy to compare online and you'll get access to unbiased Energy Advisors to help you every step of the way. Get started here.

Geçim endekslerinden harcama önceliklerine, tasarrufun psikolojisinden bireysel emeklilik sistemine kadar sabit gelirle hayatı nasıl sürdürülebilir ve anlamlı kılabileceğimizi konuşuyoruz. Genç yaşta birikim yapmanın yolları, kriz dönemlerinde fırsat yaratma stratejileri ve kooperatifçiliğin yeniden önemi masada.

Notas del Show: • Wall Street cede tras máximos históricos: Futuros con leves bajas: $SPX -0.2%, $US100 -0.2%, $INDU plano. El mercado digiere el cierre semestral en récords mientras se acerca el 9 de julio, fecha límite para la extensión de aranceles. Persisten dudas sobre el plan “90 acuerdos en 90 días”, y resurge tensión Trump–Musk por subsidios a $TSLA. En agenda: PMI (52.0), ISM (48.8), JOLTS (7.32M) y Powell en el BCE. • Boeing cae tras accidente en India: $BA -2.3% tras incidente del vuelo AI171. Se investigan causas mecánicas del 787 Dreamliner. $GE +4% por ser proveedor de motores GEnx y cajas negras. • Disney y MLB reabren negociaciones de derechos: $DIS busca recuperar parte de los derechos de transmisión local tras cerrar acuerdo histórico de ESPN. El nuevo contrato sería parcial y más corto, mientras compite con $AAPL y $ROKU. • Texas reconoce el oro y plata como moneda legal: Desde mayo 2027, los metales preciosos podrán usarse en pagos vía tarjeta de débito respaldada en oro/plata. El oro sube 0.6% ($XAUUSD), plata cae 0.5% ($XAGUSD). Citi proyecta consolidación entre $3,100–$3,500/oz. Una jornada con foco en política monetaria, metales preciosos y riesgos en el sector aeroespacial. ¡No te lo pierdas!

https://www.enterpriseexcellenceacademy.com/downloads#keybehavioursSummary KeywordsOrganisation, improvement, outcomes, defence, focus, journey, teams, leadership, align, airbus, continuous improvement, opportunity, drive, work, change, lean, create, learn, behaviour.Introduction Welcome to episode 158 of the Enterprise Excellence Podcast. It is such a pleasure to have Mr. Ben Phillips on the show with us today. Ben is a Transformation and Business Improvement specialist currently working at Airbus. Ben has extensive experience in healthcare through organisations such as Symbion, and GE. Ben is passionate about transforming cultures to enhance continuous improvement and operational efficiency. Let's get into the episode, Ben thanks for joining us. We are proudly sponsored by S A Partners, a world-leading business transformation consultancy.Episode Links:Youtube Full episode: https://youtu.be/rqG6z_zG7zQTwo-Minute Tip: Enterprise Excellence Academy:   Contacts Brad: connect via LinkedIn or call him on 0402 448 445 or email bjeavons@iqi.com.au. Ben Phillips: What's next?Join our next community! https://www.enterpriseexcellenceacademy.com/communityListen to another podcast episode with Ken Webster on Achieving Environmental Excellence through the Circular Economy. a)     listen on our website - https://www.enterpriseexcellenceacademy.com/podcast/episode/499c7325/28-achieving-environmental-excellence-through-the-circular-economy-with-ken-websterb)     Watch on YouTube - https://youtu.be/l7vAZS_yvlc?si=auTc3KzOnH6kpiZCTo learn more about what we do, visit www.enterpriseexcellenceacademy.com.Thanks for your time, and thanks for helping to create a better future.

What can a smart business leader learn from a softball field to build a thriving, multi-million-dollar company? If you've ever wondered how to build a resilient company culture, lead with decisiveness, and navigate the messy beauty of running a family business, this episode is for you. Derek Volk, third-generation CEO of Volk Packaging, shares unfiltered stories and hard-earned leadership lessons drawn from the softball diamond and decades in the corrugated box industry. Whether you're in manufacturing, family business, or just looking to lead with more clarity, you'll find yourself nodding along. By the end of this episode, you'll walk away with: A powerful mindset shift around decision-making that could change how you lead under pressure A fresh take on company culture rooted in loyalty, trust, and “no bureaucracy” empowerment Real strategies for growing a family-owned business without losing your soul—or your sanity Hit play now to discover how to lead like a coach, build a team that thinks like owners, and create a business your customers love doing business with. Check out: [10:34] – How Derek's family turned a GE stationery account into a multi-generational manufacturing empire [28:47] – The softball coaching philosophy that inspired his bestselling business book, “Go For Third” [51:10] – A candid look at succession planning, ESOP dilemmas, and what it really means to build a business worth inheriting About Derek Volk Derek Volk is the owner of Volk Packaging Corporation, a third-generation family-owned and operated corrugated box manufacturer in Biddeford, Maine, and Volk Paxit, a contract packaging fulfillment center in Sanford, Maine.  He released his second book, Go for Third: Leadership Lessons from the Softball Field to the Workplace in 2024.  Derek has been working at Volk Packaging since high school and has been running the company for over 20 years.  Derek is a Maine businessman, best-selling author, former radio personality, and nationally recognized public speaker.  He is a grateful supporter of veterans' organizations and created the Volk Packaging Heroes Wall as a way to honor members of the US Armed Forces, past and present.  Derek was named the 2015 Spurwink “Humanitarian of the Year.”  That same year, Maine Biz named Derek to their NEXT List, recognizing him as one of Maine's business trailblazers.  In 2020, Derek was inducted into the Manufacturer's Association of Maine's “Manufacturer's Hall of Fame.”  

"Kripto" çılgınlığında kaybolmuş veya "fiat" dünyasının güvenilirliğini sorguluyor musunuz? Bu bölüm, kafa karışıklığını gidermek için net bir duruş sergiliyor: Bitcoin, blockchain, DeFi, Web3, CBDC'ler veya getiri peşinde koşulan diğer tüm "kripto" projeleri değildir. Bitcoin'in ne olduğunu, neden diğer her şeyden kökten farklı olduğunu ve neden "fiat gazeteciler" veya "dolandırıcılar" tarafından yanıltılmış olabileceğinizi derinlemesine inceliyoruz.Birçok kişi, merkezi borsalarda veya "kağıt bitcoin"de tuttuğu ve güvendiği varlıkları kaybetti. Bu kayıplar, Bitcoin ağının kendisini asla etkilemedi. Çünkü Bitcoin, emanet etmediğiniz sürece güven gerektirmez. Matematik ve fizik yasalarına dayanır, sansüre ve müsadereye dirençlidir. Kimsenin kontrolünde değildir, bir doğa kuvveti gibidir ve kesintisiz olarak 10 dakikada bir yeni bir blok üretir.Bitcoin ölü değil, eski teknoloji değil. Fiat para birimlerinin aksine mutlak kıttır ve "para basarak" değeri düşürülemez. Fiyatındaki dalgalanmalar, Bitcoin'in kendisinin değil, insan psikolojisinin ve piyasanın volatilitesidir. Bitcoin'in özünde yatan şey derin sistemik istikrardır. Önemli olan USD fiyatı değil, ağın çalışması ve varlığın değişmeyen özellikleridir."Yield" veya getiri aramak, hala "fiat merceğinden" dünyaya baktığınızın bir işaretidir. Gerçek soru şudur: "Projeniz neden kendi parasına ihtiyaç duyuyor ve o getiri nereden geliyor?"Geç kaldığınızı düşünmeyin. Bitcoin, bir yatırım aracı olmanın ötesinde, servetinizi zaman ve mekan boyunca taşımanızı sağlayan devrimci bir teknolojidir. Bir çıkıştır, yan yol değil.Merkezi platformların ve vaatlerin tehlikelerinden kaçının. Kendi anahtarlarınızı tutun! Sorumluluk alın, "fiat zihniyetinden" kurtulun ve servetinizi satoshi (sats) olarak ölçmeye başlayın. Bitcoin kimseyi beklemez, ama anlamak ve kendi kontrolünüzü ele almak için asla geç değildir.Bu bölümü dinleyerek, Bitcoin'in neden "sinyal", diğer her şeyin ise "gürültü" olduğunu keşfedin ve gerçek parayı anlama yolculuğunda ilk adımı atın.Kaynak

Caner Taslaman'ın "Hayretten Hayranlığa: Aforizmalarım" adlı kitabından alıntılara yer veriyoruz. - İnsan ne mazlum ne de zalim olmalı! Fakat ahiret hesabını bilenler için mazlum olmak, zalim olmaktan iyidir. - İnsanlar bu dünyadan mahrum kalmamak için ölümü düşünmüyorlar ama ölümü düşünmeyerek ahiretten mahrum kalıyorlar. - Evrenin sonlu olması bazı insanlar için varoluşsal bir krizin kaynağı olmuştur. Birçok insan kendi ölümünün tesellisini evrende bıraktığı eserlerin, namın ve neslin devam etmesinde bulmuştur. Dünyada dev eserler bırakma isteği ölümsüzleşme arzusunun bir tezahürü değil midir? - Varlığını yok olanların üstüne inşa etmek ne büyük bir ahmaklıktır! - Ölümü öldürüp ölümsüzleşemezsin Ölümün Sahibi'ne yönelmeden. - Şu an öldüğünü düşün; geçmişte nasıl bir hayat yaşamış olmak isterdin? Geçmişte nasıl bir hayat yaşamış olmak istiyorsan şu an hayatını öyle yaşa! - Hepimiz mantıken bir gün öleceğimizi biliyoruz ama yaşarken sanki hiç ölmeyecekmiş gibi, ölmek bir yalanmış gibi yaşıyoruz. Biz ölümü görmezden gelirsek ölüm de bizi görmez sanıyoruz. Oysa ölümün gözleri hepimizden daha keskin, adımları hepimizden daha hızlı, kararlılığı hepimizden daha fazladır. Dünya işlerinde öndekilere bakıp imrenen, ahiret işlerinde geridekilere bakıp tembellik edenlerin; dünya işlerinde geridekilere bakıp şükretmeleri, ahiret işlerinde öndekilere bakıp gayret etmeleri gerekmez mi? - Ancak verdiklerinin sahibisin. - Evrendeki muazzam ihtişamla beraber hayatın orantısız kısalığı, sadece bu dünya için yaratılmadığımızı ve ahiretin var olduğunu desteklemektedir. - Var olmanın olağanüstülüğünü, kainatın ihtişamını, yaratılmışların güzelliğini hissedip de coşamıyorsak utanç duymamız lazım! Göğün, denizlerin, ağaçların, kuşların, karıncaların seslerini işitemiyorsak sağır değil miyiz?

Crime and Punishment by Fyodor Dostoyevsky - Part 2 chapter 6, narrated by Isaac BirchallSubscribe on YT or Join the Book Club on Patreon and support me as an independent creator :Dhttps://ko-fi.com/theessentialreadshttps://www.youtube.com/channel/UCfOFfvo05ElM96CmfsGsu3g/joinSUMMARY: Raskolnikov is suddenly clearheaded and gets out of bed, puts on his new clothes, and leaves the apartment. Wandering the streets he questions passing pedestrians. He enters a café called the Crystal Palace, and orders newspapers from the past week so he can read about the Pawnbroker. There he meets a police officer called Zamyotov. Raskolnikov starts to tease the officer about the crime and murders in general, claiming to know about both. Ge starts to ramble on to the officer and very nearly confesses to committing the crime against the old woman. His crazed way of speaking arouses the officer's suspicions, but soon dissuades the officer. Leaving the café, he runs into Razumikhin, who is furious to find Raskolnikov out of bed, but he then invites the sick Raskolnikov to his housewarming party. Raskolnikov refuses and walks away. He sees a woman try to take her life on a bridge and is disgusted by it. Continuing to wander around, he ends up at the Pawnbroker's house, and enters it alarming the men redecorating it. In a daze he asks them about the blood, and they chase him out onto the street with the porter.SEO Stuff that I don't want to do lol...Welcome to this narration of Fyodor Dostoyevsky's masterpiece, bringing you another chapter of this incredible literary classic. In this literary fiction reading, we explore the depths of Russian literature as the a desperate young Russian man, Raskolnikov, plans the perfect crime - the murder of a despicable pawnbroker, an old woman who no one will mourn. It isn't just, he argues, for a man of of genius to commit a crime if it will ultimately benefit humanity. A powerful psychological study and a terrifying, thrilling murder mystery, filled with philosophical, religious and social commentary.Join me for this Crime and Punishment novel audiobook as we delve into themes of crime, social commentary, and Right and Wrong.Russian Literature, Dostoyevsky Audiobook, Classic Literature

نوید ناظمیان یکی از شناخته‌شده‌ترین کوچ‌های اجرایی در جهان است که در هدایت رهبران ارشد برای ورود موفق به نقش‌های مدیریتی سطح C تخصص دارد. او بیش از ۲۶ سال تجربه بین‌المللی دارد و در شرکت‌های بزرگی مانند وودافون، آدیداس، جنرال الکتریک، BAT و رُوش (Roche) در جایگاه‌های ارشد منابع انسانی فعالیت کرده است. این تجربیات به او دیدگاه عمیقی نسبت به چالش‌های مدیران در بازارهای نوظهور و توسعه‌یافته داده است.00:00:00 پیشگفتار00:01:30 معرفی نوید از HR تا نویسندگی و کوچینگ00:02:56 شروع مسیر: چرا دانشگاه نرفتم؟ 00:07:12 انقلاب شغلی: ورود به دنیای منابع انسانی 00:13:23 تجربه ۲۰ ساله: چرا هرگز یک صنعت را تکرار نکردم؟00:19:22 لحظه سرنوشت‌ساز: داستان مدیری که نیاز به کوچ داشت 00:33:10 چگونه یک کوچ حرفه‌ای پیدا کنیم؟ ۱۰ معیار کلیدی 00:43:40 برنامه کوچینگ ۱۲ ماهه از ارزیابی تا تحول01:13:20 فراتر از سوال: کوچینگ، منتورینگ و ادوایزری01:40:56 کوچ انسانی یا هوش مصنوعی تفاوت‌ها کجاست؟ Navid Nazemian is a globally recognized executive coach, specializing in guiding senior leaders through successful transitions into C-suite roles. With over 26 years of international experience, he has held senior HR positions at leading companies such as Vodafone, Adidas, GE, BAT, and Roche, providing him with firsthand insight into the complexities faced by executives in both emerging and developed marketsNavid Nazemian | نوید ناظمیانhttps://www.linkedin.com/in/navidnazemian

Republicans blast the Senate parliamentarian, DHS arrests illegals in LA, GE shifts production back to the U.S., and fire in the sky. Plus, Bill's Message of the Day, why Trump's haters and cheerleaders are doing a disservice to America. Learn more about your ad choices. Visit megaphone.fm/adchoices

Entrepreneurship is pressure, patience, and pain—and most people aren't built for it. Before becoming one of the world's top marketing experts, GaryVee worked at his family's liquor store until he was 34, growing the business from $4 million to $60 million in annual sales. He was playing the long game, even as he loaded up cases of Dom Pérignon in his friends' BMWs. Just nine years after founding VaynerMedia, he scaled it to over 800 employees, servicing clients like PepsiCo and GE. In this episode, GaryVee delivers a masterclass in day trading attention and social media marketing, sharing how to leverage interest graph algorithms in content strategy and modern advertising. In this episode, Hala and Gary will discuss: (00:00) Introduction (04:22) Why Most People Can't Be Entrepreneurs (10:51) Doing What You Love Without Burning Out (15:08) The Real Mental Health Cost of Entrepreneurship (21:01) How Gary Spots Digital Trends First (26:16) TikTokification and the Rise of Interest Graphs (35:14) The Power of Targeted Audience Cohorts  (39:29) Mastering Platforms and Pop Culture for Virality (42:31) Using Strategic Organic Content to Win (47:50) Why Storytelling Is Everything in Marketing (52:00) Why Small Brands Can Now Beat Big Companies Gary Vaynerchuk, famously known as "GaryVee," is a serial entrepreneur, investor, and CEO of VaynerMedia, a leading advertising agency. He is a pioneer in digital marketing and social media, known for his early adoption of platforms like YouTube and X (formerly Twitter). With over 44 million followers across various social media platforms, Gary is a prolific content creator and host of the top-rated marketing podcast The GaryVee Audio Experience. He's also a five-time New York Times bestselling author, and was named on the Fortune list of the Top 50 Influential people in the NFT industry. Sponsored By: Shopify - Start your $1/month trial at Shopify.com/profiting. Indeed - Get a $75 sponsored job credit to boost your job's visibility at Indeed.com/PROFITING Mercury - Streamline your banking and finances in one place. Learn more at mercury.com/profiting  OpenPhone - Get 20% off your first 6 months at OpenPhone.com/profiting. Bilt - Start paying rent through Bilt and take advantage of your Neighborhood Benefits by going to joinbilt.com/profiting. Airbnb - Find a co-host at airbnb.com/host Boulevard - Get 10% off your first year at joinblvd.com/profiting when you book a demo Resources Mentioned: Gary's Book, Day Trading Attention: bit.ly/DayTradingAttention  Gary's Podcast, The GaryVee Audio Experience: bit.ly/TGVAE-apple  Active Deals - youngandprofiting.com/deals       Key YAP Links Reviews - ratethispodcast.com/yap  Youtube - youtube.com/c/YoungandProfiting  LinkedIn - linkedin.com/in/htaha/  Instagram - instagram.com/yapwithhala/  Social + Podcast Services - yapmedia.com   Transcripts - youngandprofiting.com/episodes-new  Entrepreneurship, entrepreneurship podcast, Business, Business podcast, Self Improvement, Self-Improvement, Personal development, Starting a business, Strategy, Investing, Sales, Selling, Psychology, Productivity, Entrepreneurs, AI, Artificial Intelligence, Technology, Marketing, Negotiation, Money, Finance, Side hustle, Startup, Career, Leadership, Health, Growth mindset, SEO, E-commerce, LinkedIn, Instagram, Communication, Video Marketing, Social Proof, Marketing Trends, Influencers, Influencer Marketing, Marketing Tips, Online Marketing, Marketing podcast

Welcome to the seventy first episode of Talk Spirit To Me.This week Jess welcomed Megan Dalla-Camina to the podcast.Megan Dalla-Camina is the Founder and CEO of Women Rising and a world leading expert in women's leadership. A celebrated coach, influential writer, researcher and advocate for change, Megan is known for her brave and refreshing approach to women's empowerment, wellbeing and leadership. Megan fuses a 20-year career as an executive and multi-billion-dollar strategist for corporate heavyweights including IBM, GE and PwC with deep academic credentials and more than a decade of researching, teaching and leading gender diversity and women's leadership initiatives around the world. She is the best-selling author of four books and her latest, Women Rising: The Forces That Hold Us Back and The Tools to Help Us Rise has already been called ‘life changing.' Her work has also been featured in hundreds of media outlets globally including Forbes, Fortune, Psychology Today, CNN, Inc., Fast Company and Thrive Global. In 2023 Megan was named B&T's Women Leading Tech Awards, Woman and Mentor of the year in recognition of her impact as an innovator in women's leadership and empowerment across the globe. Women Rising was also honored to be named the 2024 Telstra Best of Business ‘Accelerating Women' NSW award winner.The renowned Women Rising program is a fully virtual, scalable and proven personal and professional development program that has empowered 8,350 women and 1,110 male allies from more than 735 companies in 65 countries over the past 4 years.If you would like to connect with Megan you can follow her on Instagram @megandallacaminaIf you like this sh*t, follow us on Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ @jessicalynnemediumship⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@talkspirittomepodcast ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠OR if you would like to book a Psychic Medium Reading you can do so ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠HERE⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠**Please note: we do not own the rights to this music; Dive – MBB @RFM_NCM

Just when people were saying the future of air power was small, distributed systems like UAVs, the US struck Iran's nuclear program infrastructure with an old-fashioned manned penetrating bombing raid. Which future is it? We ask two experts: retired Lt. Gen. David Deptula, the planner behind Operation Desert Storm, and Dr. Stacie Pettyjohn of the Center for a New American Security. Plus headlines in airpower. Powered by GE!

On this podcast episode I dive deep with Wesley Stevens, the founder of Vox, Inc. Wes shares his fascinating journey from starting as an intern in the voiceover industry to becoming a highly successful agent. In this episode, explore the evolution of voiceover, the impact of technology on the industry, and what it takes to make it as a voiceover artist today. Whether you're a seasoned professional or new to the scene, this episode is packed with insights and advice from one of the industry's most experienced agents.   Wes has advocated for talent as a profession since 1994. He started in Columbus, Ohio at a small agency booking variety acts before joining Talent Group, Inc. (TGI) in Los Angeles in 1995 as an assistant. Seven years later, he acquired TGI's voice-over department and launched VOX, Inc. Wes has represented some of the biggest names in film, television, social media and music, alongside brands including Pixar, Disney, DreamWorks, Fox, GE, Apple, Dodge, Jaguar and Sprint. His first booking of note was placing David Hyde Pierce in "A Bugs Life," and the journey took him back to Pixar in 2009, when he placed Ed Asner in "Up." Along that road there have been many campaigns, series, films, and fond memories.   Having built the company off the springboard of his specialization in animation and gaming, the company's success led to diversification into celebrity endorsements and innovative deals in hosting, podcasting, AI and other emerging media and technologies. Wes helps talented people create powerful, equitable, and long-term relationships. He thrills at the opportunity to connect the right talented people with each other.   Wes was born in Virginia. He is a military brat, an Eagle Scout and a graduate of the University of Virginia. Wes has run seven full marathons from Honolulu to Florence, Italy. He is very involved with Amazon Conservation Team and with Best Buddies, a global charity promoting the full integration of individuals with intellectual disabilities into mainstream society. He is passionate about creativity in all its expressions. Wes resides in Los Angeles with his husband and two pups.   Want to connect with Wes? You can find him at:   Vox Website: https://voxusa.net/#about Vox IG: https://www.instagram.com/vox_inc_usa/   Want to connect with Justine? You can find her at:    Website: https://empoweredvoicecoach.com/ Email: justine@suchavoice.com IG: @justinereiss And to receive an INTRO TO VOICEOVER webinar email her at justine@suchavoice.com   I hope you enjoy this powerful and inspirational episode just as much as I did!  If you did please leave a review for us!    Check out this recent incredible review of The VoiceOver Pod:   “The Queen, Justine Reiss   This wonderful lady is truly the Queen of our business. Justine is sincere, honest, exhilarating, exuberant, polarizing, and energetic!! You inevitably get caught up in the moment with her enthusiasm and love for the craft!   She and the guests on the podcast have a genuine vibe that you can feel and hear in their voices! As a person, I am honored to have Justine as a mentor and guide as a newcomer to the voice acting industry. She is truly one of the best in what she does!" - Dave Kaleel    Tune in to the full episode on Spotify, Apple, YouTube, or wherever you like to listen to your podcasts    Thank you for listening!   --   Check out our free PDF with pro-tips from real working voiceover actors here:  bit.ly/3hT7ylz   Want to learn more about voiceover? Check out Justine's introductory webinar here:  https://go.oncehub.com/YoureOnTheAirWithJustine

Skandalös: Im Italien der 1850er Jahre sitzt die Aristokratie in den Logen und Verdi stellt die gesellschaftlich Geächteten auf die Bühne: Singend prangert ein Buckliger den Machtmissbrauch des Adels an ... Von Christoph Vratz.

In this episode of Building Texas Business, I sit down with Pete Mora, founder of Fajita Pete's, to talk about his journey from running a full-service restaurant to building a scalable, off-premise food concept focused on delivery and catering. Pete shares how starting small and keeping the menu focused allowed him to maintain quality and simplify operations. He explains that by limiting the menu and designing the kitchen accordingly, they were able to keep costs low while serving large groups efficiently. His approach helped transition from dine-in service to a streamlined catering and delivery model. We also discuss the importance of hiring well and establishing effective systems. Pete admits he learned the hard way about managing people and the value of setting expectations early. As the company grew, building a culture based on respect, structure, and direct communication became essential to maintaining consistency across locations. Finally, Pete reflects on what it takes to be an entrepreneur. He emphasizes being prepared for challenges, not romanticizing the journey, and staying committed to the long haul. His advice is to set small, achievable goals and surround yourself with people who complement your weaknesses. It's not about doing everything yourself, but about building a structure that supports the growth of your business and your team. SHOW HIGHLIGHTS I delve into the entrepreneurial journey of Pete Mora, founder of Fajita Pete's, exploring his evolution from waiting tables in college to establishing a successful restaurant chain. We discuss Pete's strategic business model, which emphasizes a small footprint and limited menu to enhance operational efficiency and specialize in off-premise services like delivery and catering. Pete shares insights on effective team management, highlighting the importance of hiring the right people, setting clear expectations, and fostering a supportive work environment. The episode explores how Pete's innovative approach and adaptation of technology, particularly during the COVID-19 pandemic, contributed to the growth and success of Fajita Pete's. I examine the significance of maintaining quality and consistency across locations, with a focus on centralizing production processes and collaborating with partners who possess operational expertise. We discuss the advantages of being based in Houston, a competitive environment that offers access to resources and professionals, and how this has influenced the scalability of the business. Pete provides practical advice for aspiring entrepreneurs, emphasizing the value of setting achievable goals and understanding that success can also come from significant contributions within a company. LINKSShow Notes Previous Episodes About BoyarMiller About Fajita Pete's GUESTS Pete MoraAbout Pete TRANSCRIPT (AI transcript provided as supporting material and may contain errors) INTRO Welcome to the Building Texas Business Podcast. Interviews with thought leaders and organizational visionaries from across industry. Join us as we talk about the latest trends, challenges and growth opportunities to take your business to the next level. The Building Texas Business Podcast is brought to you by Boyer Miller, providing counsel beyond expectations. Find out how we can make a meaningful difference to your business at BoyerMillercom and by your podcast team, where having your own podcast is as easy as being a guest on ours. Discover more at yourpodcastteam Now. Here's your host, chris Hanslick. Chris: All right, pete, welcome to Building Texas Business. Thanks for taking time to come on the show. I've been a big fan of your food for years, so really excited about this opportunity. Pete: Well, thank you. I know you told me that the babies grew up eating some of it, so those are always my favorite stories when we get to see multi-generational type of business. We've done some kids from kinder through college now. That's how old we are, that's how long you've been around, I love that I hope my daughters listen. Chris: They don't listen to all these. I think I know that to be true, but they're going to listen to this one. Hayden and Holland grew up on Fajita Pete's. For sure, Fajita Pete's, tell us what that is what you're known for, fajita Pete's. Pete: We're a very small footprint restaurant. 98% of what we do is off-premise. That's our thing. It's either pickup delivery. Catering is a huge part of what we do. By catering, we specialize in corporate catering. Okay, so office lunches, like here at your firm, people call us up 30 people, 11, 30, 14th floor, 29, 25, richmond, you know and then we just show up. They, they like the ease of it. We do three types of deliveries. We do with the warmers, with the servers if you need them, or just drop off and get out of your way which is the most? popular one, but we specialize in a very limited menu so that way we can feed the hundreds of people we do every morning on catering, and then at night we turn into a delivery company, kind of like a pizza company. You call us up, feed us for four. Boom, we show up at your door with the food. Chris: And I can attest that you show up fast. Pete: Yep, yeah, that's from those small menus, so we specialize. There's very few things I'm good at, so I try to do as little as possible so I can be good at those things. Chris: Yeah, keep it simple, stupid, exactly, I love it. So I would think keeping the menu narrow like that helps you with controlling food costs and inventory and managing kind of the cost side of your business. Pete: Yeah, business-wise it's good on a lot of levels. The fixed costs, like you said, the rent. So the menu decides your kitchen layout. So, it decides your equipment package. It decides how many feet I mean you can get very granular with these things. It decides how many feet you need between the equipment, how you lay everything. Our menu specifically allows you to get high ticket items in the small area you know fajitas and group type of events. So we got a high ticket average for the restaurant industry and that's because our items are sold for families or for big groups like this. So it allows you to crank out a lot of food in a short amount of time and allows you to keep it fresh, and it's also a menu that transports well you can compartmentalize everything and it arrives the way you want it to it makes sense. Chris: So let's go back to the beginning. What was the inspiration for you to start this in the first place? At the beginning. Pete: Well, I waited tables to school. I went to. I'm from, naturally from columbia, south america, when we moved here. I grew up inief. I went through high school here, I went to U of H, got into the entrepreneurship program at U of H and that was a program that taught me how to really think about what I can do and scale. Having waited tables, I said well, restaurants really allow you to find out very quickly if you're going to make it or not. And my mom always told me we didn't bring you here to fill out applications, we brought you here to do something. Chris: Wow, I love that yeah. Pete: So with that mentality I was blessed enough to get out of the entrepreneurship program and run into the Meyer family. You know Meyer Land, meyer Park, sure, and we were able to get a very good deal on a restaurant that had been closed for a few years. Mr Meyer was very gracious, allowed me to go into his office. I learned a lot through that negotiation and we started a full service restaurant right out of college, 60 tables in Meyer Park, and that really taught us a lot. I mean typical immigrant story. Right, we made the tables in our garage. You know, walk through the snow in the Houston summers, all that stuff Uphill both ways. Chris: Yeah, exactly. Pete: So that experience was very good, and I always mentioned the full service restaurant because it led to what ended up being Fajita. Chris: Pizza yeah, it's part of your journey, right yeah? Pete: Taught me. The first year was just survival. Second year was figuring out. Okay, now that we kind of know what we're doing because you never know you kind of know what you're doing. Now how do we add revenue? And that's how catering became a topic. Chris: Okay. Pete: It got to over the six years we were there, where we grew the catering business to where it was doing more than our lunch business, and so when it was time to renew a lease, it just didn't really make sense to have the 6,300 square feet we had. Right, we took a leap of faith and went to a 1,200 square foot kitchen in West University and, thank God, it worked out. Yeah, you know, and that's kind of, we were able to keep what we liked from the restaurant business and do it in a way that allowed me to keep doing it, because maybe if I was still in full service I wouldn't be in the business anymore. It was just a very you know, starting at 23, and it was just very hard to get it going yeah uh, but it taught all the lessons I wouldn't learn. I mean, you learn, you know how they say. You learn more the first six months out of college than you do. Chris: The four years in right, yeah. So what was the name of that first restaurant? Pete: Poblano's Mexican Grill. Chris: Okay. Pete: It was in Westmire Park. Now they tore down that area. There's a Coles there. It's a nice development. Chris: Yeah. Pete: I'm very grateful to the people in that area. They were very nice to us. We still deliver to them a lot. You know, we have people that come by the kids. Like I mentioned earlier, we've been able to feed kids from since they're little to college, and when they're in town they come and say hi. So so it's been a very good community based business from the beginning, and I think that's what allowed us to really get the roots down. That allowed us to, you know, withstand all the problems that come with a new business. Chris: Yeah. So let's talk a little bit about those early days. You just said, and kind of alluded to it, those first six months out of college. You feel like you learned a lot more than you did in the four years in college. Anyone in any business starting out on their own there's a lot of headwinds. There's lessons learned. What were some of the things that the challenges you faced that you might share with the listeners to say now you know I went through this, you're likely to go through it too. Here's what I did to help and maybe something you experienced that someone might learn from your experience, to avoid Anything that you share from that perspective. Pete: I think at the beginning, with the restaurant business, you're in the people business right, and the biggest issue that you don't get practice at is managing your employees, your team, your coworkers. I think that was a big eye-opener because maybe people you run into people that don't have the work ethic you have, so you have to learn and I was, you know, young and my mom always told me start when you're young and dumb, because if you're smart enough, you won't do it. If you were smart enough, you wouldn't do this. Chris: Well, there's plenty of people that have come on the podcast that have said you know, yeah, you're never really ready, you just got to take the leap. It's like having a child. Pete: Yeah, you're never ready, it just comes, comes and now you have to figure it out. So, dealing with a crew setting up, the importance of setting up systems from the beginning and not willy-nilly as you go, which I did at the beginning, that's a problem. I said well, we'll figure it out. Chris: Follow your heart. Pete: I think during those trying times at the beginning, it was that developing systems, figuring out how to be a better leader to the people, and also all that while controlling cost, and what really helped me through it because businesses fail from being undercapitalized or mismanaged and what helped me through it is that we were always able to live very below our means to really withstand those pressures that came at the beginning. Chris: Okay, yeah. So yeah, it's good insight. You talked about the challenges of you know work. You're managing a team. There's challenges in building the team right Because you got to get it right and you're going to run across times where you make bad hires. What are some of the things that you've learned over the years? To try to? You know perfect that either the interview process or whatever to make sure you're hiring the right team members that can kind of buy in and get aligned behind your mission and your beliefs. Pete: I think it's hiring. When you hire out of necessity, you're already at a disadvantage. You just need bodies, right. I think, hiring at the right, getting the right person even if you don't have a spot for them, and making a spot for them Somebody that you think can be good for your team. 85 percent of the employee issues are solved at the hiring table. Yeah, you know, you need to get better at picking people who represent, and now people when they're applying, they talk very well, right, so you've got to get used to looking through the through the BS. That's the hard part yeah, and, and we're in the industry where we're talkers right, the end is the restaurant industry and also understanding and being compassionate that most people that are in the restaurant industry didn't that wasn't their goal originally. We get a lot of people that end up in this industry okay, so you have to be understanding of the path they've been through yeah, I didn't think about that yeah, and so so you have to allow them a growth path within your company, allow them a system that shows them respect and treats them like people, because I hear horror stories about how people get treated other places or and it's just the industry word, sure. So I think having that empathy and looking at the same time, looking through the BS and making sure the person you're hiring has somewhat the same values and goals, or at least providing a structure to where it's very clear what you expect from them, I think that's the only fair way to hire somebody Right, because at the beginning I was hiring people and I didn't have a structure, so that's unfair to them because I figured out, like I'm doing current. Chris: Right, right, right, you're living and breathing it. Yeah, someone you hire may not. Pete: No, they need a job yeah, and so learning that that immaturity I had at the beginning, that was key as well and it was unfair to the employee. So really creating systems becomes a way to be more fair to your employees. Set clear expectations, trackable expectations and achievable expectations. I think that's key to them. Chris: So you have this restaurant right, full service for six years or so, and you make a decision that's pretty significant to kind of really change up your entire business model. What was it that kind of you know led you to get the I don't know confidence or the ability to take that risk Like? Pete: everything else. Necessity Necessity Right, because you're signing an extension of a lease and it feels like a plea deal. That's not a good that's a good sign that you shouldn't sign that extension. You know Right, good sign that you shouldn't sign that extension, you know so. Then, luckily, some of my um. Greg lewis is a gentleman who found the spot for me at west you and I'm always very grateful to him. He was just a customer of mine. He said, hey, there's a spot. If you really think about doing it, there's a spot that's available, you should check it out and so I'm very grateful to him. Always he does a lot of real estate here in houston and um, it was a leap of faith in that. I knew that in 10 years I didn't want to be doing what I was currently doing. So I always think if you don't want to do it in 10 years, then don't do it today, because what are you doing? So I said I like this part of the industry and it was also more scalable. The model I was creating was more scalable and coming out of the entrepreneurship program, I mean, you go there to scale businesses. They teach you a lot of things. So I said this is more scalable. With my small brain, it was easier to fill in the spreadsheet and really explain to myself and prove to myself that it was going to be more profitable in the long run. Chris: It's interesting. I wrote a note to come back to this because when you were talking about full service to what you're doing now, it struck me that what you're doing now is way more scalable than a full service restaurant. It's tough and there's plenty of great examples in town that are still very successful restaurants, but those full service restaurants seem to have a. They gain up, the ones that sustain, develop a personality, typically around that founder and entrepreneur right who's there, and we have lots of great examples. I frequent them a lot but they're tough to scale. Maybe they go to two locations, but it's like it's hard to get beyond that personality of that person and what you've done is is may created something that still has great quality food, has your stamp on it, but doesn't require you to be at all the locations for it to be successful and I think that comes from the, the low operating cost, the simplified menu we spoke about earlier, all those things you know. Pete: I do think that the full service there's always. There's great restaurants here. Like I said, I was born in colombia. I learned how to eat mexican food at ninfas yeah you know, and, and there's a lot of amazing restaurants here in houston. People always ask me well, what do you think about this place? They're great. There's a dude, we're blessed in houston there's so much good food and it's just to me. I tell them it's just an honor to be even mentioned. Like they say oh well, I like your food. I compare it to this restaurant. I compare that. You know that's crazy yeah now it's to think of how it's scaled and how how people know we're actually starting to go from the. What the heck is a fajita pizza? Chris: oh, there's a fajita pizza right, which is a weird turn yeah, you know, I don't know how to tell a different mind. Yeah, yeah, so so you, yeah, so you start this new concept, you start to it. Let's talk through what were some of the challenges you faced in scaling the business. Pete: I think it was educating the market. Right, it was really letting people know because at that time in 2008,. You either got pizza delivered or Chinese and that's it. Yeah, so really educating the market that we do delivery. They're like, oh, okay, so for like 150 people or no, no, no, we do. And you would tell the customers would come in, it's a little room like this. They would come in multiple times and then until while they were there, they saw drivers going. They go oh, you deliver to houses. And it was just an education time because Uber wasn't really big. No, third-party platforms, so that was a very difficult thing. I also put the tortilla lady right behind the counter so I could see her hand-rolling tortillas, because also, when you go to smaller locations, people assume it's a lesser product. Right, it's an inferior product. So I said, well, let's put the lady right here so they know, because they're used to going to the restaurant and seeing the ladies make tortillas the good ones, you know and so they were like, oh, I get it, y'all make your food. It was just a big education process, educating the markets always was the hardest thing at the beginning. Chris: Talking about the tortillas, your quality of food is outstanding, my opinion. Thank you. I think other people agree. One of the challenges for a restaurant, I would think, in the scale, is maintaining the quality and the consistency. Is maintaining the quality and the consistency what? And you? You talked earlier about putting systems in place, but what? What are you doing to make sure that quality and consistency is there, because you're now all across the state of texas? Pete: yep. So it was very difficult to begin. Like I said, we we used to trim in house marinating house. It's a. I mean, we can get into the weeds on processes and procedures, but you would always maybe go to another store where they added sugar instead of salt to the marinade. So you're like, oh, we can't do that. Very early on I realized that I needed more system, more structure, and one of my goals was to grow. But I knew I couldn't do it the way I was doing it. Then we got to the point where we could marinate our stuff centrally and distribute it to our food distributor who takes it to the stores. So that was one thing that saved some concern, because that's the biggest heartache is the worst thing you can hear is I don't like that one as much as that one. Chris: Right, it's just different, right? Yeah, that hurts yeah. Pete: So it's developing relationships with manufacturers that can actually do your recipe the right way and deliver it to the customers. Chris: Sorry, yeah, go ahead. You've been talking a lot. Advert: Hello friends, this is Chris Hanslick, your Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations and business leaders? Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at boyermillercom. And thanks for listening to the show. So let's talk a little bit about innovation. What are some of the things that you feel like you have done, or maybe doing that are somewhat innovative, to help your business grow? Pete: Well, you go back to getting a good team around you, right? So when I started to grow, I ran into one of my partners, joey Aguia, who had a lot of operational experience in the industry. He was a franchisee for multiple concepts and, because I don't want people to think this all came out of my brain, I had a lot of help along the way and I would stop you because that is such a great point. Chris: Rarely has anyone just done it on their own right. You surround yourself and maybe we'll talk a little bit about that in a second, but I think it's a great point we should pause on, it's knowing what you're not good at. Yeah. Pete: And luckily. Chris: I'm so bad at so many things that it was just finding people all over the place that could help me. Well, I doubt that part but I bet you know. Pete: So innovation so you were talking a little bit about All right. So innovation was going to these manufacturers and our recipe is citrus-based. So technology really caught up to what we do in that not that we do anything special, but the way we do it was very hard for technology to be able to put it in a stable way that could perform the way we expected. So along the way we got with further processors who marinated our product and that was a three-year process to really get it right. So that's innovation on their side right. For us it was our technology, our apps, our ability that helped us survive through COVID. Actually Our ability to do curbside, to be quick and responsive, the way we package our things, the way we set up our kitchen, which took a couple iterations, and to really limit steps and increase customers service through speed and convenience and, like I tell people, the three C's you know convenience, a consistency and quality dad joke, like my daughter says that joke and and so. So those three things really helped us to speed up our service and match. So the problem there becomes matching your service through technology and through your processes on the front end. So really investing into that at an early point helped us keep a little bit ahead of the curve along the way. Okay, so those type of innovations. Chris: That's great. Head a little bit ahead of the curve along the way, okay. So those type of that's great. So, as I mentioned, started in houston and one spot in west university. Uh, you've now expanded throughout the state. What are some of the advantages that you've experienced or see in being a texas-based business and maybe it'll kind of spread across the state? I? Pete: think that that well, I came to Houston. I don't you know, being here, you don't realize how big it is and how competitive it is, and, as I think being in that competitive environment really helped us, you know you gotta. I mean, you can't sell fajitas 23 years in Houston and not be good. Chris: Right. Pete: There's 10,000 restaurants that do a great job in Houston, so I think that was one of the things Having access to big providers, distribution, the ports, being close for our produce. You know being close to the border, so I think that being a hub allows you to control costs, develop business and really grow strategically. Having so many people here law firms, business professionals to help you along the way, you have everything you need in Houston, In Texas, you know, by professionals to help you along the way. You have everything you need in Houston In Texas by default, so I think that was really an advantage. Although it's hard to make it, I think you have the tools you need if you're lucky enough to run into them early. Chris: Okay, that's good. So, when you think about the restaurant industry, what are some of the headwinds that you feel like your company or the industry may be facing today, or that you see around the corner that you're trying? Pete: to. Right now. I think there's a crunch. People are spending a little bit less, right? I think we all see it at the grocery stores, we see it everywhere. So a headwind is how do you translate your value proposition to the guests? We're a community-based business, so we tell people teachers, preachers and coaches so that is part of the value proposition you have as a brand. But people still want to. I mean, it's all about the meat and potatoes, right? They want to get a good value for their food. So the headwinds are figuring out how to provide value, control cost and still deliver the quality that the customer deserves. Gotcha. Chris: What was one of the? When you think about struggles or lessons learned, what was one of the maybe failures or mistakes you feel like you made along the way in those early days that you overcame, but it taught you a lesson that you'll never forget. Pete: I think it was really like we mentioned in the beginning hiring problems. At the beginning it was a lack of maturity. It was a lack of having systems, like we mentioned. I think, maybe underestimating what I did in that well, if I did, anybody can do it and maybe making bad decisions on people I could put in key situations, and those probably came because my systems weren't good enough also. So I think really underestimating what you do as an entrepreneur is a problem that we all have. Underpricing your services is a problem we all have. And trying to compete with my full service restaurant, trying to be everything to everybody, having 70 items on the menu that was the biggest lesson. I said no, there's too much waste. It's too hard to be good at everything else. Let's just be good at one thing and replicate that. So I think those lessons really got us to where we are in learning how to trust other people in areas that you're weak at. Chris: I said well, going back to being the best at one thing, it's almost like the GE mindset, right? Yeah, let's be. If you can't be the best, let's not do it. Pete: Yeah, I got any color you want, as long as it's black. Yeah, you know so that's the way you, that's the only way I could figure out how to do it. Chris: Yeah, the kind of going back to the people and I agree with your emphasis on so much of it is in the interview process, hiring process. You usually learn that the hard way, right. And then you get to what do you do when you realize you made a mistake? And what have you kind of learned over the years about when you realize you've made a mistake, how to handle that and how to move? Pete: on. I think you have to be fair to the person. You have to let them go. You have to get rid of the people, right, inform them of why it's probably not a good fit. Most of the times, people just fire themselves. But in this situation where you make the mistake, you just have to be fair. Let them know what their strengths and weaknesses are, because I would want somebody to do it to my son. Sure, let him know where he messed up so he can be better next time. Say, hey, it ain't going to be here, but if you get better, you'll do better there. So having those clear conversations those are tough conversations to have, sure, they are, but they're important because they're part of leadership is not when you're with the person you know. Good leadership extends to when they're gone from you and in the lessons, like a lot of the leaders I've come across, I say the things they say still 30 years later because they're good leaders. So they don't have to be next to you to be a leader. So we, as people who are in charge of businesses, we have to understand that the leadership style we need needs to be forward thinking, right. Chris: But it's a great mindset to share. So let's talk a little bit about leadership then. I always like to ask people how would you describe your leadership style? How do you think that's evolved over the last? Pete: almost 20 years. I think it's like people, I'm very relaxed leadership style. I'm really not very confrontational. I need to get better at those things. But I take everybody's opinion. It's very disseminated the way we make decisions. It's never hey, make the call, pete, right, no, no, we talk about it. I involve everybody. People that maybe even ask why are you asking my opinion? Why do I? Whatever, I think it's very important to always take the opinion of people actually in the front lines, and that's the reason I like having my store, my original store, always because I'm making decisions for a store in Chicago, well, I need to feel the pain of that decision, I need to feel the weight of it, and if I wouldn't do it at my store, why would I do it at theirs? So it keeps you honest. You have to be with the team. I guess is the question for leadership. Chris: Sounds like kind of that servant mindset. Pete: Yes. Chris: I'm not going to ask you to do something I wouldn't do myself Exactly. Pete: And then, once decisions are made, expect everyone to know, get behind it, move forward. Yep, exactly, I think that's important part of especially the industry we're in, because people you, you deal with hourlies, salaries. Now with the franchising corporate staff is a different employee than at the store level, but everybody has a, a trigger. You can. You can touch people in different ways, but you have to take the time to know what motivates them. So you have to to be in it. Chris: Got to be in it. So we've kind of been talking around this, but let's go right into culture, right? So all you're talking about hiring the right people, telling them and being clear about expectations, giving them motivation and incentive to do that job. You know, how would you describe the culture that you believe you have at Fajita Pete's? And then what are you doing to make sure that, as you scale the business beyond that one location, that it is resonating in those other? Pete: locations. We need to do a better job of culture building. You always need to be doing a better job of culture building. I think it's by example, like I told about the leadership side. So we try to communicate directly with the teams. If there's issues, you communicate directly with the frontline people that don't expect a call from you, but it lets them know hey, somebody's watching, and not only when there's issues. When there's good things happening, you need to communicate that to them, because it's like putting deposits in a bank account right, every interaction you have with somebody is that you're putting a deposit or you're taking a withdrawal and if you go and only withdraw, they're not going to listen to you. There's nothing there. So you have to build that up. So those interactions are part of what we do as a culture. We need to incorporate probably more team meetings, as we do. We did at the beginning and now, as the company grew, we have multi-unit franchisees who kind of have a good vibe going on good culture within them. But I do think getting back to more scheduled team events is going to be good. We just had one a few months ago. So those things that allow people to see that you're in it with them. You're going through the same issues it's not just you and you have that support system. I think those things are critical. Chris: I like that and I think the team building right Creating opportunity for them to connect and build relationships so that the team within the team has a connection, feels like they've got each other's back will end up being a better product for the customer Because they're taking pride in what they're doing and want to help each other be successful. Pete: You have to believe your own BS. You know what I mean. Chris: If not, because part of the service that. Pete: You have to believe your own BS. You know what I mean. If not, because part of the service that we try to teach is genuine service. So you have to have a genuine. Like I tell people, don't learn my spiel, but learn in your words. Say the same things in your words, because I don't want it to sound rehearsed True. But, it's a tough thing, as we grow so fast, to really you go through six months at a time in the blink of an eye. So it's something that we have to be more intentional on and keep building that Right. Chris: There's so many things going on right. That's a good point as an entrepreneur, just how you juggle and manage because you're trying to keep the business going, trying to grow the business, you're trying to maintain relationships up, down and all around. But you got to. I think it comes back to systems and processes. Right To say we're going to have quarterly team meetings or whatever they're going to be, so that there's a scheduled cadence to doing the things that help create the connectivity. Pete: Yep, that's part of growth. I think it's just taking stuff off your plate, putting in the right, because on top of all the business stuff there's also life. Yeah, you have a family, yeah, exactly I know so you think about. Chris: you were a great education at U of H and the entrepreneurial program. So what? What type of advice, being where you are now looking back, for someone out there that maybe is thinking about starting on their own, like you did years ago? What are some of the one, two, three things you might say as advice to say, if you're thinking about starting your own business, regardless of the industry? Pete: What's some something you might say as advice to say if you're thinking about starting your own business, regardless of the industry, what's something you could pass on to them? I think you have to have. You have to go in it with open eyes and understand that it's going to be. You can have the best intentions and you can do everything fault, but it's always your problem. So I think that's having you have to know that going in and thank God, now there's industry. You hear, hey, I started a business, sold it in five months for X amount. That's awesome, but that's not everybody. So be ready to. If you're not planning on keeping it, don't start it. Be ready for that. So I buy a couple of little commercial real estate properties. Are you going to flip it? If I'm not willing to keep it for 30 years, I'm not going to buy it today. Now will I flip it? Probably. But you have to go in with the mentality If you're not going to keep it, don't start it. And, like the good things, set yourself small goals, because you always have the big picture as the entrepreneur, as the founder, sure, but set small goals and celebrate the wins, right, you know. So I, I think it, once you achieve those smaller goals, those milestones. You really need to celebrate them for you, because we have, I tell people, entrepreneurship is almost a disease, right, right, and you don't recommend it to everybody. It's not for everybody. 100 so, and there's nothing wrong with not being an entrepreneur now. Now there's a culture that everybody needs to be their own boss and side hustles, and not for everybody. There's nothing. There's entrepreneurship that they teach us in the entrepreneurship program also how to grow within the company Interesting, how to add value to your boss. Chris: I hadn't heard of that. That's great yeah. Pete: So that's a very important part, because not everybody, it's not for everybody. Chris: It's not, and that's a great point, right. Everyone thinks, and because of those, the the things that get the headlines right someone starts a company, a year later, they sold it to whatever it sounds easy, we're making it. Pete: You know the media romanticism about it yeah, but it's not for everyone. Chris: I mean, we're all different, we all have different strengths and and we said this earlier, you know in the podcast, in this episode it's not easy, it's not for everybody. So just because you can't do it, that make you a bad person. You have, you could have a very significant role within a company, even if you haven't found it uh, I would think that's a great thing on your resume is failure right, right that that that I mean. Pete: that's how we all learn, absolutely, you know. And another another thing is people who have done things. If you can move one rock out of the path of somebody coming behind, then that's also our responsibility. Right Now, will they listen or not? Because I remember 23,. You knew everything, you know, yeah, so, but you have to be available to those people as well available to those people as well. Chris: Okay, so you said you moved from Columbia. Yes, sir, what's your favorite thing about Houston or Texas? Is there an event you like to go to every year, or sporting event or cultural event? Pete: About Houston is that there's a lot of live events. So I like live stuff, I like sports, I love the Astros. Go to the Texas games, rocket games, I like that. If you wake up at, if you you're one in the morning and you want to eat food from any country in the world, you pick it. There's a restaurant here in houston for it. Yeah, I like that. There's a good international community. I mean, there's bad things, always the traffic and everything, but that comes with it, right. So I like the opportunity that it's there, because then you can learn from different things, you can apply what you learn in other areas. So that's what I like about it Just the broadness of it, the availability of whatever you can think of and the access to different people that come from maybe not a similar background, but we all have mothers, grandmas, fathers, brothers, sisters. So you end up realizing that the world is not as big as you think and we're not as different as we think. Chris: Very true, very true. So I'm 90-something episodes into this podcast. I've asked every guest this question at the end. When I ask you even though it just seems a little bit odd, but I ask my guests, what do you prefer? Tex-mex or barbecue? You with the fajita restaurant? It seems like it's not a fair question. Pete: It's not a fair question, because my favorite type of food is chinese. Okay, so no. But houston has a great uh text mix scene and and I think it's just awesome when people come here you've seen the interviews they come in for barbecue text mix, but there's so much more in between, sure, you know? I think it's. It's such a beautiful, it's a good city. Chris: It's a great city to be a foodie. Yeah, because it's also where it's such a beautiful part of town. Pete: It's a great city to be a foodie. Yeah, because it's also where it's at on the map right. You can access different produce products that match other cuisines, so then you end up getting more authentic food, like you would if you went there Now. It's not equal apples to apples, but it's a very good representation of whatever that culture is trying to portray. Chris: So last question you've mentioned is it's it's not being an easy being an entrepreneur, run your business. So what do you do to kind of for yourself, to kind of recharge, relax? Pete: Spend a lot of time in the afternoons with the family. The funny thing is cooking, which we do all day. But you know, go home, clip a branch of the rosemary plant, make some steaks for the family, spend time, go to live events. I think recharging that social battery. Being in crowds, I like that environment. That's part kind of the restaurant kind of gives you that. But you know, going to different live events, concerts and sporting events is really kind of the way to charge up and it allows you to be in the moment and, even though you never clock out as an entrepreneur, it allows you to kind of disengage for just enough. Chris: Yeah, you know until you're driving out. Nearly right, yeah, so well, pete, this has been great really your stories amazing and inspiring. Like I said, I've been a big fan of the food for four years before you, so getting to meet you has been a real pleasure. Pete: Thank you, thanks for coming on. Thank you, brother. Chris: Appreciate it.T Special Guest: Pete Mora.

Watch out documentary on the Future of the CMO from this link

Is it possible to lead a real, long-term cultural transformation in a publicly traded company—where shareholders often demand short-term financial results?It's challenging, yet possible. And GE Aerospace, with CEO Larry Culp at the helm, is leading the way. I invited Phil Wickler, Chief Transformation Officer, back to discuss the enterprise-wide shift toward lean at GE Aerospace.We explore what it takes to build a lean management system across a global company of 50,000+ people and how GE Aerospace is embedding problem-solving thinking, leadership behavior, and capability building into every layer of the organization as the strategic approach to getting business results.Discover the difference between “doing” lean and “being” lean and what it takes to shift from operational leadership and “being the expert” to transformational influence and building capability across the organization.If you're an operational leader, internal lean practitioner, external consultant, or if you want to lead change at scale, don't miss this episode!YOU'LL LEARN:How to strengthen the positioning of internal change teams and continuous improvement efforts—with and without executive supportWhy real transformation starts with leadership behaviors—not tools—and the key mindset and behavior shifts needed for lasting impactHow GE Aerospace is overcoming GE's Six Sigma historic approach to improvement and leaders' long-standing misconceptions about lean The purpose and elements of GE Aerospace's proprietary FLIGHT DECK lean operating system and how it's aligning lean fundamentals and behaviors across the organizationWhy shifting the ROI conversation on capability-building (not just cost savings) is critical for long-term transformation successABOUT MY GUEST:Phil Wickler is a Chief Transformation Officer at GE Aerospace where he has enterprise responsibility for EHS, Quality, Lean Operations, Sustainability and Transformation. Phil joined GE in 1995. He progressed through several operations roles, including Six Sigma Black Belt in assembly and component manufacturing, and as a facility manager. Then most recently, the Vice President of Supply Chain at GE, leading global manufacturing and supply chain operations.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/46Connect with Phil Wickler: linkedin.com/in/philip-wicklerCheck my website: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonLearn more about lessons from Toyota Leader, Isao Yoshino: Learning to Lead, Leading to Learn  TIMESTAMPS FOR THIS EPISODE:01:54 Phil's career journey to Chief Transformation Officer04:28 Steps to lead culture change and build a thriving lean enterprise07:23 Common leadership misconceptions09:13 Helping leaders go to gemba with humility12:14 Setting up hoshin kanri up for success14:25 Importance of reflection for continuous improvement16:41 Narrowing down objectives vs. working on everything at once20:18 Moving from an operational leader to a transformational change leader22:04 How centralized and decentralized lean teams support enterprise culture change25:15 Integrating communications and HR functions in transformation & talent development26:18 GE Aerospace's proprietary lean management system – FLIGHT DECK28:12 Mindset shifts that shaped Phil's leadership31:00 Measuring cultural change through lean and FLIGHT DECK34:57 Starting with the basics is critical in leading change37:55 Real-world example of progress at site level39:21 How to strengthen the positioning of lean/Operational Excellence in your organization41:55 One element that accelerated GE Aerospace's transformation42:31 How to get started/ bring senior leaders on board

B2B is big business for sports rights holders. But why are business-to-business brands paying billions in sport sponsorship rights? From the IOC to Formula One, categories such as consulting, accountancy, logistics, financial services and tech are growing rapidly.  In the IOC's programme, Deloitte and Allianz replaced Dow and GE as TOP Olympic sponsors.  IBM's technology partnerships with Toronto sports teams, VMware's McLaren Formula One partnership, and Dell China's Chinese Olympics rowing team sponsorship.  In F1, major B2B partners include DHL (logistics), Globant (digital services), American Express (financial services), and TAG Heuer (luxury/precision timing)Teams feature extensive B2B partnerships including Cognizant, Microsoft, Siemens, Aramco, and numerous technology and consulting firmsWhat are they buying, and how is sport targeting them? Leigh Curyer, CEO and founder of NexGen Energy, explains why his company's partnership with Aston Martin Formula 1 team prioritizes technology transfer and investor access over brand visibility. "Branding would be the last criteria for why we have that partnership."Joining Leigh is Nick Djounov, Head of Valuation at Gemba London. Together, they expose how B2B brands are finding arbitrage opportunities while B2C companies pay premium prices for billboard space.Unofficial Partner is the leading podcast for the business of sport. A mix of entertaining and thought provoking conversations with a who's who of the global industry. To join our community of listeners, sign up to the weekly UP Newsletter and follow us on Twitter and TikTok at @UnofficialPartnerWe publish two podcasts each week, on Tuesday and Friday. These are deep conversations with smart people from inside and outside sport. Our entire back catalogue of 400 sports business conversations are available free of charge here. Each pod is available by searching for ‘Unofficial Partner' on Apple, Spotify, Google, Stitcher and every podcast app. If you're interested in collaborating with Unofficial Partner to create one-off podcasts or series, you can reach us via the website.

Dr. Shaalan Beg and Dr. Kristen Ciombor discuss practice-changing studies in GI cancers and other novel treatment approaches that were presented at the 2025 ASCO Annual Meeting. Transcript Dr. Shaalan Beg: Hello, I'm Dr. Shaalan Beg, welcoming you to the ASCO Daily News Podcast. I'm a medical oncologist and an adjunct associate professor at UT Southwestern Medical Center in Dallas, Texas. There were some remarkable advances in gastrointestinal cancers that were presented at the 2025 ASCO Annual Meeting, and I'm delighted to be joined by Dr. Kristen Ciombor to discuss some exciting GI data. Dr. Ciombor is the Ingram Associate Professor of Cancer Research and a co-leader of Translational Research and the Interventional Oncology Research Program at the Vanderbilt Ingram Cancer Center. Our full disclosures are available in the transcript of this episode. Dr. Ciombor, it's great to have you on the podcast today. Dr. Kristen Ciombor: Thanks, Dr Beg. It's great to be here. Dr. Shaalan Beg: Alright, let's kick it off. Big year for GI cancers. We'll start off with LBA1. This was the ATOMIC study sponsored by NCI and the National Clinical Trials Network (NCTN) and the Alliance group. This is a randomized study of standard chemotherapy alone or combined with atezolizumab as adjuvant therapy for stage III mismatch repair deficient colorectal cancer. Dr. Kristen Ciombor: I think this study was really definitely practice-changing, as you can tell because it was a Plenary. But I do have some concerns in terms of how we're actually going to implement this and whether this is the final answer in this disease subtype. So, as you said, the patients were enrolled with stage III resected mismatch repair deficient colon cancer, and then they were randomized to either modified FOLFOX6 with or without atezolizumab. And that's where it starts to become interesting because not many of us give FOLFOX for 6 months like was done in this study. Obviously, the study was done over many years, so that was part of that answer, but also the patients received atezolizumab for a total of 12 months. So the question, I think, that comes from this abstract is, is this practical and is this the final answer? I do think that this is practice-changing, and I will be talking to my patients with resected mismatch repair deficient colon cancer about FOLFOX plus atezolizumab. I think the big question is, do these patients need chemotherapy? And can we do a neoadjuvant approach instead? And that's where we don't have all the answers yet. Dr. Shaalan Beg: Yeah, but it has been great to see immunotherapy make its way into the adjuvant space after having made such a big impact in the metastatic space, but still some unanswered questions in terms of the need for chemotherapy and then the duration of therapy, which I guess we'll have to stay tuned in for the next couple of years to to get a lot of those questions answered. Dr. Kristen Ciombor: Yeah, but a big congratulations to the study team, to the NCTN, the NCI. I mean, this is really a great example of federally funded research that needs to continue. So, great job by the study team. The DFS 10% difference is really very large and certainly a practice-changing study. Dr. Shaalan Beg: Yeah, and and sticking with colon cancer, and and this another federally funded study, but this time funded by a Canadian cancer clinical trials group was LBA3510. This is the CHALLENGE study. It's a randomized phase 3 trial of the impact of a structured exercise program on disease-free survival for stage III or high-risk stage II colon cancer. This study got a lot of buzz, a lot of mainstream press coverage, and a lot of discussions on what that means for us for the patients who we're going to be seeing next week in our clinic. What was your takeaway? Dr. Kristen Ciombor: Yeah, this is a really interesting study, and I was so glad to see it presented because this partially answers one of the questions that patients always have for us in clinic, right? You know, once they've completed their standard chemotherapy and surgery, what else can they do to help prevent recurrence? And so we've always known and sort of extrapolated that healthy lifestyle habits are good, but now we have data, particularly in these patients. Most of them were stage III colon cancer patients, those had high-risk stage II cancer. And basically, the goal was to increase their physical activity by at least 10 MET hours per week. So, my big question, of course, as I came into this presentation was, “Okay, what does that mean exactly? How does that translate to real life?” And really what the author presented and explained was that basically most patients could hit their target by adding a 45- to 60-minute brisk walk 3 to 4 times a week. So I think this is very approachable.  Now, in the confines of the study, this was a structured exercise program, so it wasn't just patients doing this on their own. But I do think kind of extrapolating from that, that this is very achievable for most patients. And not only did this prevent recurrence of their prior cancer, but actually the rate of new primary cancer diagnoses, was less, which is really interesting, especially in the breast and prostate cancer. So this was a really interesting, and I think practice-changing study as well, especially given that this is something that most patients can do. Dr. Shaalan Beg: Yeah, and there was a lot of discussion in the hallways after the presentation in terms of how this really changes our existing practice because most folks already recommend exercise as a way for improving outcomes in cancer patients. So we've already been doing that. Now we have some data on how much it can impact the benefit. But there was some discussion about what the actual degree of impact was. There was a drop-off rate in terms of how long folks were able to stick with this exercise regimen. But you've seen this in clinic when someone have their surgery, they have their chemotherapy, they've been so intimately involved with the oncology world, with the oncology practice, and they somehow feel that they're being let loose into this mean, angry world without any guidance and they're looking for something to do. “What more can I do in terms of my lifestyle?” And then here we have very solid data, as solid as can be for an intervention like exercise, showing that there is an impact and you can give a prescription for exercise when someone wraps up their chemotherapy for colon cancer, thanks to the study. Dr. Kristen Ciombor: Yeah. It was a great study. Dr. Shaalan Beg: Moving to gastroesophageal cancer, another late-breaking abstract. This is LBA5. The MATTERHORN trial was a phase 3 trial of durvalumab plus FLOT for resectable GE junction and gastric cancer. And again, another area where immunotherapy has made an impact, and here we're seeing it move closer for earlier-stage disease. What was your take-home for the MATTERHORN trial? Dr. Kristen Ciombor: Yeah, so this study looked at neoadjuvant perioperative durvalumab plus our current standard chemotherapy of FLOT versus placebo plus FLOT. And this was a large study, almost 1,000 patients were randomized. And the primary endpoint was event-free survival, and it was definitely met in favor of the D + FLOT arm, as Dr. Klempner discussed after Dr Janjigian's presentation. I do think there are still some unanswered questions here. Overall survival is not yet mature, so we do have to wait and see how that shakes out. But it's very interesting and kind of is reflective of what, as you said, we're looking at earlier and earlier lines of therapy, particularly with immunotherapy, in these GI cancer spaces. So it makes a lot of sense to test this and and to look at this. So the toxicity was pretty similar to what we would expect. Primary endpoint was met, but again, we'll have to wait and see what the survival data looks like. Dr. Shaalan Beg: Yeah, and in oncology, we know, especially for treatment that does add additional cost, it does add additional potential toxicity that we want to see that overall survival nudged. I did see some polls on social media asking folks whether their practices changed from this, and I think the results were favoring adding durvalumab for this group of patients but understanding that there are caveats to the addition of treatments and the eventual FDA approval in that indication as well. Dr. Kristen Ciombor: Exactly. I completely agree with that. Dr. Shaalan Beg: All right. How about we stick with gastroesophageal cancer? LBA4002 was trastuzumab deruxtecan versus ramucirumab plus paclitaxel for second-line treatment in HER2-positive unresectable or metastatic gastric cancer or GE junction cancer. This was the DESTINY-Gastric04 study. And again, antibody-drug conjugates making a big impact across different diseases. And here we have more data in the HER2-positive gastric cancer space. Your thoughts on this study? Dr. Kristen Ciombor: Yeah, so this is a really important space in gastroesophageal cancer because the HER2 positivity rate is fairly high as compared to some of our other tumor types. So, I do think one of the important things was that patients did have biopsy confirmation of HER2 status, which was very important, and then they were randomized to either T-DXd versus the kind of second-line standard of ramucirumab-paclitaxel. So this was a great practical study and really answers a question that we had for a while in terms of does anti-HER2 therapy in the second-line really impact and improve survival. So we did see a statistically significant improvement favoring T-DXd. I do think it's always important to look at toxicity, though, too. And there was about almost 14% rate of interstitial lung disease, which of course is the most feared toxicity from some of these antibody-drug conjugates, especially T-DXd. So I do think it's important to keep that in mind, but this is definitely a great addition to the armamentarium for these HER2-positive patients. Dr. Shaalan Beg: And pancreas cancer was on the stage after a very long time with a positive clinical trial. This is Abstract 4006. These were preliminary results from a phase 2 study of elraglusib in combination with gemcitabine/nab-paclitaxel versus gemcitabine/nab-paclitaxel alone for previously untreated metastatic pancreas cancer. This is a frontline clinical trial of gemcitabine/nab-paclitaxel plus/minus the study drug. There were other cohorts in this study as well, but they reported the results of their part 3B arm. And great to see some activity in the pancreas space. And your thoughts? Dr. Kristen Ciombor: Yeah, we definitely need better treatments in pancreas cancer. This was a very welcome presentation to see. The elraglusib is an inhibitor of GSK-3beta, and it's thought that that mediates drug resistance and EMT. And so this is, I think, a perfect setting to test this drug. So patients basically were randomized. Patients with metastatic pancreas cancer were randomized 2: 1 to gemcitabine/nab-paclitaxel plus or minus this elraglusib. So, what we saw was that overall survival was better with the addition of this new drug. And overall, not only the 1-year overall survival, but also median overall survival.  The thing that was interesting, though, was that we saw that the overall survival rates were 9.3 months with the combination versus 7.2 months with just gemcitabine/nab-paclitaxel. And that's a little bit lower than we've seen in other studies. So, not sure what was going on there. Was it the patients that were a bit sicker? Was it a patient selection, you know, thing? I'm not really sure how to explain that so much. Also, the toxicity profile was much higher in terms of visual impairment, with over 60% of patients being treated with the combination versus 9% with gemcitabine/nab-paclitaxel. So these were mild, grade 1 and 2, but still something to be cautious about. Dr. Shaalan Beg: And especially with this being a phase 2 trial, making sure that in a larger study we're able to better evaluate the toxicity and see if the control arm in the larger confirmatory study performs differently will be really important before this compound makes it to the clinic in our space. But very exciting to see these kinds of results for pancreas adenocarcinoma. Dr. Kristen Ciombor: Yeah. Dr. Shaalan Beg: We've talked, it seems, a couple of times on this podcast about the BREAKWATER clinical trial. We did hear PFS and updated OS data, updated overall survival data on first-line encorafenib plus cetuximab plus modified FOLFOX6 for BRAF-mutated colorectal cancer. This was LBA3500. And eagerly anticipated results – we have all previously heard the progression-free survival results – but here we heard updated overall survival results, and very well-received study it seemed from the audience that time. So what are your takeaways on the updated results for BREAKWATER? Dr. Kristen Ciombor: In my opinion, this was one of the most practice-confirming studies. As you mentioned, we've already seen some of the preliminary data of BREAKWATER at prior meetings. But really what was particularly impactful for me was the median overall survival with the BREAKWATER regimen. So, again, patients received FOLFOX, encorafenib cetuximab in the first line if they had BRAF-mutated V600E-mutated colorectal cancer. And the median PFS was 12.8 months, which was actually really remarkable in this traditionally very aggressive, poor prognosis subtype of tumors. So, by seeing a median overall survival of 30.3 months was just incredible, in my opinion. Just a few years ago, that was considered the median overall survival for all comers for metastatic colorectal cancer. And we know the median overall survival was more in the less than 12 months range for BRAF. So this was incredibly impactful, and I think should be absolutely practice-changing for anyone who is eligible for this regimen.  I think again, where the practice meets the study is what's kind of important to think about too, how long did patients get FOLFOX, and certainly it adds toxicity to add a BRAF-targeted regimen on top of FOLFOX already. So, one of the other interesting things about the study, though, was that even though it didn't complete treatment, they actually did look at encorafenib/cetuximab alone and in the first line without chemotherapy. And those preliminary results actually looked okay, especially for patients who might not be able to tolerate chemotherapy, which we certainly see in practice. So, overall, definitely more data. And I agree that it's certainly practice-changing. Dr. Shaalan Beg: And it completely, as you mentioned, changes the outlook for a person who's diagnosed with BRAF-mutated metastatic colon cancer today versus even 7 or 8 years ago. Dr. Kristen Ciombor: And we're seeing this over and over in other subtypes too, but how you choose to treat the patient up front really matters. So really giving the right regimen up front is the key here. Dr. Shaalan Beg: And along the same lines, Abstract 3501 wanted to answer the question on whether people with MSI-high metastatic colorectal cancer need double checkpoint inhibitor therapy or is single therapy enough. So this [CheckMate-8HW] study compared nivo plus ipi with nivo alone, nivo monotherapy for MSI-high metastatic colorectal cancer. And we've known that both of these are fairly active regimens, but we also know the chance of immune-related adverse events is significantly higher with combination therapy. So this was a much-needed study for this group of patients. And what were your takeaways here? Dr. Kristen Ciombor: This, of course, has been really nivo-ipi in the first-line MSI-high metastatic colorectal cancer is now a standard of care. And not everybody is eligible for it, and there could be reasons, toxicity reasons, and other things too. But as we've been seeing for the last couple of years, immunotherapy clearly beats chemo in this space. And now looking at doublet versus single immunotherapy treatment in the first line, I think really nivo-ipi does beat out monotherapy. I will say, however, there is a caveat in that we still haven't seen the nivo-ipi versus nivo in the first line. So what has been presented thus far has been across all lines of therapy, and that does muddy the waters a little bit. So definitely looking forward and and we've asked this many times and based on the statistical plan and and what not, you know, we just haven't seen that data yet. But I do think it's becoming increasingly important to consider doublet immunotherapy for these patients as long as there are no contraindications. With the again, with the caveat that we have to have these toxicity discussions in the clinic with patients because many patients can tolerate it, you know, this regimen fairly well, but there can be very severe toxicities. So, I think an informed discussion should really be had with each patient before moving forward. Dr. Shaalan Beg: Yeah, informed decision, making them aware of the potential of real significant toxicities, immune-related toxicities with double therapy. But I am curious in your practice, how often do you see people choosing doublet therapy as frontline? Dr. Kristen Ciombor: So patients are really savvy, and a lot of times they've heard this data before or have come across it in patient advocacy groups and other things, and it's really nice to be able to have that conversation of the risk versus benefit. So I will say not all of my patients choose doublet, and many of them are still cured with immunotherapy monotherapy. So the big question there is, will we ever understand who actually needs the doublet versus who can still be cured or have very good long-term outcomes with just the single agent? And that has not been answered yet. Dr. Shaalan Beg: What a great point. So the last abstract I was hoping we could talk about is POD1UM-303 or the INTERAACT2 subgroup analysis and impact of delayed retifanlimab treatment for patients with squamous cell carcinoma of the anal canal. What were your thoughts here? Dr. Kristen Ciombor: This was a study, actually we saw at ESMO, we saw the primary data at ESMO last year, and this was an update with some exploratory analyses. But this was really an important study because once again, we're looking at immunotherapy in later lines of therapy. That's how we started looking at and investigating immunotherapy, and now we're moving it up and up in the treatment course. So this was a study of carboplatin/paclitaxel plus or minus retifanlimab. Actually it was retifanlimab versus placebo. And it was a positive study, as we heard last year. This actually led to FDA approval of this regimen last month, just before ASCO, and it has now been incorporated in the NCCN guidelines as the preferred first-line option.  So what I thought was important from the additional data presented at ASCO was looking at the different subgroups, it did not appear that patients with liver mets or not had different outcomes. So that was really good to see because sometimes in colon cancer we see that immunotherapy doesn't work as well when patients have liver mets. And interestingly, because we use immunotherapy in anal cancer without any biomarkers, unlike with colon cancer or some of the other tumor types, also the authors looked at PD-L1 status, and it did look like maybe patients did a little bit better if they had higher PD-L1 expression, but patients still could benefit even if they were PD-L1 negative. So that was important, I think, and we will continue to see further data come out from this study. I want to mention also that EA2176 just completed accrual, so that was carbo-taxol plus or minus nivolumab. And so we should be seeing that data sometime soon, which will hopefully also confirm the ongoing role for immunotherapy in the first-line setting for anal cancer. Dr. Shaalan Beg: That was a fantastic review. Thank you, Dr Ciombor. Thanks for sharing your valuable insights with us today on the ASCO Daily News Podcast. Dr. Kristen Ciombor: Thanks for having me here. Dr. Shaalan Beg: And thank you to our listeners for your time today. You will find links to the abstracts discussed today in the transcript of this episode. And if you value the insights that you hear on the podcast, please take a moment to rate, review, and subscribe, wherever you get your podcasts. 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. More on today's speakers:   Dr. Shaalan Beg  @ShaalanBeg  Dr. Kristen Ciombor @KristenCiombor Follow ASCO on social media:    @ASCO on Twitter   @ASCO on BlueSky  ASCO on Facebook    ASCO on LinkedIn    Disclosures:   Dr. Shaalan Beg:   Consulting or Advisory Role: Ipsen, Cancer Commons, Foundation Medicine, Science37, Nant Health, Lindus Health Speakers' Bureau: Sirtex Research Funding (Inst.): Delfi Diagnostics, Universal Diagnostics, Freenome Dr. Kristen Ciombor: Consulting or Advisory Role: Pfizer, Incyte, Exelixis, Bayer, ALX Oncology, Tempus, Agenus, Taiho Oncology, Merck, BeiGene Research Funding (Inst.): Pfizer, Boston Biomedical, MedImmune, Onyx, Bayer, Boehringer Ingelheim, Bristol-Myers Squibb, Merck, Novartis, Incyte, Amgen, Sanofi, Bristol-Myers Squibb, Array BioPharma, Incyte, Daiichi Sankyo, Nucana, Abbvie, Merck, Pfizer/Calthera, Genentech, Seagen, Syndax Travel, Accommodations, Expenses: Incyte, Tempus

On a trip to Las Vegas, Chris Riccobono found himself wearing the same J.Crew shirt over and over; it was the only dress shirt he had that looked good untucked. All of his other button-downs were too long and looked sloppy. His buddies all said they had the same problem, so Chris decided to seize the opportunity and launch UNTUCKit with a friend. Keeping his day job as a GE salesman, he embarked on a crash course in how not to make a shirt. Thousands of defective button-downs later, UNTUCKit hit its stride, and the big fashion brands began to copy the untucked look. In 2020, UNTUCKit came within inches of a lucrative acquisition, then nearly went bankrupt, but today has grown into a thriving brand. This episode was produced by J.C. Howard, with music by Ramtin Arablouei.Edited by Neva Grant, with research help from Kerry Thompson.You can follow HIBT on Twitter & Instagram, and email us at hibt@id.wondery.com. Sign up for Guy's free newsletter at guyraz.com and on Substack.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this special episode Glenn is joined by Nate Saperia to answer the 10 most burning questions in FP&A. Nate brings nearly 20 years of finance experience including at Accordion, Spruce Finance, Hess Corporation and GE. At Saperia Consulting Nate specializes in real-time dashboards, financial planning, and interim CFO/FP&A leadership.  The questions: Q1: How can I use AI in FP&A? Q2: What do you think of FP&A solutions? Q3: How can you get to driver based decision making  Q4: Fastest levers FP&A teams can pull with margin pressures rising? Q5: How can an FP&A function trust the financial data it's using when it doesn't control the data? Q6: Should the CTO or CFO own the data? Q7. Skills to get from M&A Financial due diligence to FP&A? Q8. FP&A Internship, what advice?  Q9. Things I wish I had known earlier in FP&A? Q10. What's the future of Excel in FP&A? 

On this week's Defense & Aerospace Report Business Roundtable, sponsored by Bell, Dr. “Rocket” Ron Epstein of Bank of America Securities, Sash Tusa of the independent equity research firm Agency Partners, and Richard Aboulafia of the AeroDynamic advisory consultancy join host Vago Muradian to discuss a down week on Wall Street with modest losses; the Federal Reserve suggested rate cuts; the United States joined Israel in attacking Iran, mobilizing good old-fashioned heavy air power with 125 aircraft involved including B-2 bombers dropping 14 30,000-pound bunker buster weapons — each Spirit can carry two of the Boeing weapons — against Tehran's nuclear sites including the deeply buried Fordo facility; the administration's 2026 defense budget request; Paris Air Show takeaways as Boeing and GE have a muted week in the wake of the Air India tragedy before the show with the American jet-maker opting against making announcements; Airbus disclosed orders with AviLease, Poland's LOT, Saudi Arabia's startup Riyadh Air, Vietnam's VietJet and others ordering new planes; Embraer sells more commercial aircraft as well as KC-390 tanker-transports; France considers buying Global Eye jets; and some between Dassault and Airbus over the new phase of the French-German-Spanish-Belgian program to develop a new next generation family of combat aircraft.

 Faisal Hoque is the founder of SHADOKA and NextChapter andserves as a transformation and innovation partner for CACI, an $8billion company focused on U.S. national security. He is a #1 WallStreet Journal bestselling author with ten award-winning books tohis name. His new book, TRANSCEND: Unlocking Humanity in theAge of AI, was named a ‘must read' by the Next Big Idea Club andselected as a Financial Times business book of the month. Itbecame an instant bestseller—across multiple categories—onthe USA Today (#1 in Computers, #1 in Philosophy, #3 in Business & Economics, #5 in AllNon-Fiction), Los Angeles Times (#7 in All Non-Fiction), and Publishers Weekly lists.For thirty years, he has been developing commercial business and technology systems,and enabling leadership teams at MasterCard, American Express, GE, Home Depot, FrenchSocial Security Services, US Department of Defense (DoD), US Department of HomelandSecurity (DHS), PepsiCo, IBM, Chase, and others with sustainable growth. Today, Faisal is ahighly sought-after innovation and transformation (digital/AI, business, organization)partner for both public and private sector organizations, and recognized as one of theworld's leading management thinkers and technologists.As a founder and CEO of multiple companies, he is a three-time winner of the DeloitteTechnology Fast 50™ and Fast 500™ awards. Faisal is a contributor at the MIT's IDEAS SocialInnovation program, Thinkers50, and the Swiss business school IMD. His work hasappeared in Fast Company, Harvard Business Review, The Wall Street Journal, MIT SloanManagement Review, The Financial Times, Psychology Today, BIG Think, BusinessInsider, Fortune, Inc., Kiplinger, Yahoo Finance, Fox, ABC, CBS, and others.Faisal's work and life are profoundly influenced by a distinctive fusion of Easternphilosophy and American entrepreneurial spirit. He frequently speaks at internationalconferences, business schools, corporate gatherings, and business summits. Inspired bypersonal experiences, Faisal is a passionate advocate for cancer research, raisingawareness and supporting research efforts to combat the disease.

Lockheed Martin Aeronautics chief Greg Ulmer joins us with fresh insights on the futures of F-35 (Block 5!), NGAD (more!), F-55, airlift, and more. Plus airpower headlines, including fussin' up at the FCAS Ranch. Powered by GE!

Joe's Premium Subscription: www.standardgrain.comGrain Markets and Other Stuff Links-Apple PodcastsSpotifyTikTokYouTubeFutures and options trading involves risk of loss and is not suitable for everyone.0:00 Corn Belt Heat2:45 Bean Oil, Meal6:07 Crop Ratings and Progress8:35 Corn Shipments are Still Strong9:50 NOPA Crush11:06 Russia Wheat12:09 Middle East Update

In this conversation, I'm joined by Robert E. Siegel, author of The Systems Leader, to unpack the essential mindset shifts leaders must make in a complex, fast-moving environment. We explore the tensions leaders face—like balancing innovation with execution, and strength with empathy—and how the most effective leaders navigate these paradoxes with clarity and purpose. Drawing from real stories of leaders like Jeff Immelt of GE and Michael Dowling of Northwell Health, Robert shares why systems thinking, strong relationships, and the ability to adapt are no longer optional—they're essential. If you want to lead with greater clarity in the chaos, this episode is for you. Buy Robert's Book ⁠"⁠The Systems Leader"⁠ Visit Robert's ⁠⁠Website⁠⁠ Follow Robert on ⁠LinkedIn⁠ Join my weekly ⁠⁠newsletter⁠⁠. Learn more about my ⁠⁠books and courses⁠⁠. Join ⁠⁠The Essentialism Academy⁠⁠. Follow me on ⁠⁠LinkedIn⁠⁠, ⁠⁠Instagram⁠⁠, ⁠⁠X⁠⁠, ⁠⁠Facebook⁠⁠, and ⁠⁠YouTube⁠⁠.