Podcasts about Ge

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

Over the course of about two years, Jacob would go through at least eight major grief-producing events. So severe was the shock to his mental and emotional state that I believe he went into a severe depression for the next 20 years (Ge 37:33-35; 42:36,38; 43:3; 44:20-34; 45:26-28). Hopefully few of us will ever have to face such an intense concentration of tragic events, but all of us, in going through life, will experience seasons of grief. It's a painful reality we must learn to deal with properly, or it can become a very destructive force. Today, with Jacob's sorrows as a back drop, we will look more closely at the subject of grief. We'll try to understand what it is; I'll share some of my pastoral obsenrations about how to deal with it; we'll let Scripture remind us that God can comfort our grief; and we'll look at how we can avoid despair in the future. To receive a free copy of Dr. Steve Schell's newest book Study Verse by Verse: Revelation, email us at info@lifelessonspublishing.com and ask for your copy at no charge!  Also check out our website at lifelessonspublishing.com for additional resources for pastors and leaders. We have recorded classes and other materials offered at no charge.    

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

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

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

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

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

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

Stretch goals came out of Jack Welch's GE in the 1990s. Corporate America has been obsessed with them ever since. And they don't work.Here's what actually happens: You dump work on someone, disappear, and call it development. That's not a stretch goal. That's abandonment.In this episode, I'm replacing stretch goals entirely with a 5-step framework for developing people by letting go of work—with structure, coaching, and support.You'll learn how to identify what you're hoarding, slice work into learnable pieces, and coach people through it without taking the work back the first time they struggle.This is Part 3 of the Development Reckoning series. If you haven't listened to Parts 1 and 2, start there first.Stop the chase. Grow in place. Starting with the work you're holding onto right now.

Allen, Joel, and Yolanda discuss Siemens Energy’s decision to keep their wind business despite pressure from hedge funds, with the CEO projecting profitability by 2026. They cover the company’s 21 megawatt offshore turbine now in testing and why it could be a game changer. Plus, Danish startup Quali Drone demonstrates thermal imaging of spinning blades at an offshore wind farm, and Alliant Energy moves forward with a 270 MW wind project in Wisconsin using next-generation Nordex turbines. Sign up now for Uptime Tech News, our weekly newsletter on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on YouTube, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary’s “Engineering with Rosie” YouTube channel here. Have a question we can answer on the show? Email us! The Uptime Wind Energy Podcast brought to you by Strike Tape, protecting thousands of wind turbines from lightning damage worldwide. Visit strike tape.com. And now your hosts, Alan Hall, Rosemary Barnes, Joel Saxon, and Yolanda Padron. Welcome to the  Allen Hall: Uptime Wind Energy Podcast. I’m your host, Alan Hall. I’m here with Yolanda Padron and Joel Saxon. Rosemary Burns is climbing the Himalayas this week, and our top story is Semen’s Energy is rejecting the sail of their wind business, which is a very interesting take because obviously Siemens CESA has struggled. Recently due to some quality issues a couple of years ago, and, and back in 2024 to 25, that fiscal year, they lost a little over 1 billion euros. But the CEO of Siemens energy says they’re gonna stick with the business and that they’re getting a lot of pressure, obviously, from hedge funds to do something with that business to, to raise the [00:01:00] valuations of Siemens energy. But, uh, the CEO is saying, uh, that. They’re not gonna spin it off and that would not solve any of the problems. And they’re, they’re going to, uh, remain with the technology, uh, for the time being. And they think right now that Siemens Gomesa will be profitable in 2026. That’s an interesting take, uh, Joel, because we haven’t seen a lot of sales onshore or offshore from Siemens lately.  Joel Saxum: I think they’re crazy to lose. I don’t wanna put this in US dollars ’cause it resonates with my mind more, but 1.36 billion euros is probably what, 1.8 million or 1.8. Billion dollars.  Allen Hall: Yeah. It’s, it’s about that. Yeah.  Joel Saxum: Yeah. So, so it’s compounding issues. We see this with a lot of the OEMs and blade manufacturers and stuff, right? They, they didn’t do any sales of their four x five x platform for like a year while they’re trying to reset the issues they had there. And now we know that they’re in the midst of some blade issues where they’re swapping blades at certain wind farms and those kind of things.[00:02:00] But when they went to basically say, Hey, we’re back in the market, restarting, uh, sales. Yolanda, have you heard from any of your blade network of people buying those turbines?  Yolanda Padron: No, and I think, I mean, we’ve seen with other OEMs when they try to go back into getting more sales, they focus a lot on making their current customers happy, and I’m not sure that I’ve seen that with the, this group. So it’s, it’s just a little bit of lose lose on both sides.  Joel Saxum: Yeah. And if you’re, if you’re trying to, if you’re having to go back and basically patch up relationships to make them happy. Uh, that four x five x was quite the flop, uh, I would say, uh, with the issues that it had. So, um, there’s, that’d be a lot of, a lot of, a lot of nice dinners and a lot of hand kissing and, and all kinds of stuff to make those relationships back to what they were. Allen Hall: But at the time, Joel, that turbine fit a specific set of the marketplace, they had basically complete control of that when the four x five [00:03:00] x. Was an option and and early on it did seem to have pretty wide adoption. They were making good progress and then the quality issues popped up. What have we seen since and more recently in terms of. The way that, uh, Siemens Ga Mesa has restructured their business. What have we heard?  Joel Saxum: Well, they, they leaned more and pointed more towards offshore, right? They wanted to be healthy in, they had offshore realm and make sales there. Um, and that portion, because it was a completely different turbine model, that portion went, went along well, but in the meantime, right, they fit that four x five x and when I say four x five x, of course, I mean four megawatt, five megawatt slot, right? And if you look at, uh, the models that are out there for the onshore side of things. That, that’s kind of how they all fit. There was like, you know, GE was in that two x and, and, uh, uh, you know, mid two X range investors had the two point ohs, and there’s more turbine models coming into that space. And in the US when you go above basically 500 foot [00:04:00] above ground level, right? So if your elevation is a thousand, once you hit 1500 for tip height on a turbine, you get into the next category of FAA, uh, airplane problems. So if you’re going to put in a. If you were gonna put in a four x or five x machine and you’re gonna have to deal with those problems anyways, why not put a five and a half, a six, a 6.8, which we’ve been seeing, right? So the GE Cypress at 6.8, um, we’re hearing of um, not necessarily the United States, but envision putting in some seven, uh, plus megawatt machines out there on shore. So I think that people are making the leap past. Two x three x, and they’re saying like, oh, we could do a four x or five x, but if we’re gonna do that, why don’t we just put a six x in? Allen Hall: Well, Siemens has set itself apart now with a 21 megawatt, uh, offshore turbine, which is in trials at the moment. That could be a real game changer, particularly because the amount of offshore wind that’ll happen around Europe. Does that then if you’re looking at the [00:05:00] order book for Siemens, when you saw a 21 Mega Hut turbine, that’s a lot of euros per turbine. Somebody’s projecting within Siemens, uh, that they’re gonna break even in 2026. I think the way that they do that, it has to be some really nice offshore sales. Isn’t that the pathway?  Joel Saxum: Yeah. You look at the megawatt class and what happened there, right? So what was it two years ago? Vestas? Chief said, we are not building anything past the 15 megawatt right now. So they have their, their V 2 36 15 megawatt dark drive model that they’re selling into the market, that they’re kind of like, this is the cap, like we’re working on this one now we’re gonna get this right. Which to be honest with you, that’s an approach that I like. Um, and then you have the ge So in this market, right, the, the big megawatt offshore ones for the Western OEMs, you have the GE 15 megawatt, Hayley IX, and GE. ISS not selling more of those right now. So you have Vestas sitting at 15, GE at 15, but not doing anymore. [00:06:00] And GE was looking at developing an 18, but they have recently said we are not doing the 18 anymore. So now from western OEMs, the only big dog offshore turbine there is, is a 21. And again, if you were now that now this is working out opposite inverse in their favor, if you were going to put a 15 in, it’s not that much of a stretch engineering wise to put a 21 in right When it comes to. The geotechnical investigations and how we need to make the foundations and the shipping and the this and the, that, 15 to 21, not that big of a deal, but 21 makes you that much, uh, more attractive, uh, offshore.  Allen Hall: Sure if fewer cables, fewer mono piles, everything gets a little bit simpler. Maybe that’s where Siemens sees the future. That would, to me, is the only slot where Siemens can really gain ground quickly. Onshore is still gonna be a battle. It always is. Offshore is a little more, uh, difficult space, obviously, just because it’s really [00:07:00] Chinese turbines offshore, big Chinese turbines, 25 plus megawatt is what we’re talking about coming outta China or something. European, 21 megawatt from Siemens.  Joel Saxum: Do the math right? That, uh, if, if you have, if you have won an offshore auction and you need to backfill into a megawatts or gigawatts of. Of demand for every three turbines that you would build at 15 or every four turbines you build at 15, you only need three at 21. Right? And you’re still a little bit above capacity. So the big, one of the big cost drivers we know offshore is cables. You hit it on the head when you’re like, cables, cables, cables, inter array cables are freaking expensive. They’re not only expensive to build and lay, they’re expensive to ensure, they’re expensive to maintain. There’s a lot of things here, so. When you talk about saving costs offshore, if you look at any of those cool models in the startup companies that are optimizing layouts and all these great things, a lot of [00:08:00] them are focusing on reducing cables because that’s a big, huge cost saver. Um, I, I think that’s, I mean, if I was building one and, and had the option right now, that’s where I would stare at offshore. Allen Hall: Does anybody know when that Siemens 21 megawatt machine, which is being evaluated at a test site right now, when that will wrap up testing, is it gonna be in the next couple of months?  Joel Saxum: I think it’s at Estro.  Allen Hall: Yeah, it is, but I don’t remember when it was started. It was sometime during the fall of last year, so it’s probably been operational three, four months at this point. Something like that.  Joel Saxum: If you trust Google, it says full commercial availability towards the end, uh, of 28.  Allen Hall: 28. Do you think that the, uh, that Siemens internally is trying to push that to the left on the schedule, bringing from 2028 back into maybe early 27? Remember, AR seven, uh, for the uk the auction round?[00:09:00] Just happened, and that’s 8.4 gigawatts of offshore wind. You think Siemens is gonna make a big push to get into that, uh, into the water there for, for that auction, which is mostly RWE.  Joel Saxum: Yeah, so the prototype’s been installed for, since April 2nd, 2025. So it’s only been in there in the, and it’s only been flying for eight months. Um, but yeah, I mean, RWE being a big German company, Siemens, ESA being a big German company. Uh, of course you would think they would want to go to the hometown and and get it out there, but will it be ready? I don’t know. I don’t know. I, I personally don’t know. And there’s probably people that are listening right now that do have this information. If this turbine model has been specked in any of the pre-feed documentation or preferred turbine suppliers, I, I don’t know. Um, of course we, I’m sure someone does. It’s listening. Uh, reach out, shoot us at LinkedIn or something like that. Let us know, but. Uh, yeah, I mean, uh, [00:10:00] Yolanda, so, so from a Blades perspective, of course you’re our local, one of our local blade experts here. It’s difficult to work, it’s gonna be difficult to work on these blades. It’s a 276 meter rotor, right? So it’s 135 meter blade. Is it worth it to go to that and install less of them than work on something a little bit smaller?  Yolanda Padron: I think it’s a, it’s a personal preference. I like the idea of having something that’s been done. So if it’s something that I know or something that I, I know someone who’s worked with them, so there’s at least a colleague or something that I, I know that if there’s something off happening with the blade, I can talk to someone about it. Right? We can validate data with each other because love the OEMs, but they’re very, it’s very typical that they’ll say that anything is, you know. Anything is, is not a serial defect and anything is force majeure and wow, this is the first time I’m seeing this in your [00:11:00] blade. Uh, so if it’s a new technology versus old technology, I’d rather have the old one just so I, I at least know what I’m dealing with. Uh, so I guess that answers the question as far as like these new experimental lights, right? As far as. Whether I would rather have less blades to deal with. Yes, I’d rather have less bilities to, to deal with it. They were all, you know, known technologies and one was just larger than the other one.  Joel Saxum: Maybe it boils down to a CapEx question, right? So dollar per megawatt. What’s gonna be the cost of these things be? Because we know right now could, yeah, kudos to Siemens CESA for actually putting this turbine out at atrial, or, I can’t remember if it’s Australia or if it’s Keyside somewhere. We know that the test blades are serial number 0 0 0 1 and zero two. Right. And we also know that when there’s a prototype blade being built, all of the, well, not all, but you know, the majority of the engineers that [00:12:00] have designed it are more than likely gonna be at the factory. Like there’s gonna be heavy control on QA, QEC, like that. Those blades are gonna be built probably the best that you can build them to the design spec, right? They’re not big time serial production, yada, yada, yada. When this thing sits and cooks for a year, two years, and depending on what kind of blade issues we may see out of it, that comes with a caveat, right? And that caveat being that that is basically prototype blade production and it has a lot of QC QA QC methodologies to it. And when we get to the point where now we’re taking that and going to serial blade production. That brings in some difficulties, or not difficulties, but like different qa, qc methodologies, um, and control over the end product. So I like to see that they’re get letting this thing cook. I know GE did that with their, their new quote unquote workhorse, 6.8 cypress or whatever it is. That’s fantastic. Um, but knowing that these are prototype [00:13:00] machines, when we get into serial production. It kind of rears its head, right? You don’t know what issues might pop up. Speaker 5: Australia’s wind farms are growing fast, but are your operations keeping up? Join us February 17th and 18th at Melbourne’s Pullman on the park for Wind energy ONM Australia 2026, where you’ll connect with the experts solving real problems in maintenance asset management and OEM relations. Walk away with practical strategies to cut costs and boost uptime that you can use the moment you’re back on site. Register now at WM a 2020 six.com. Wind Energy o and m Australia is created by wind professionals for wind professionals because this industry needs solutions, not speeches.  Allen Hall: While conventional blade inspections requires shutting down the turbine. And that costs money. Danish Startup, Qualy Drone has demonstrated a different approach [00:14:00] at the. Ruan to Wind Farm in Danish waters. Working with RDBE, stack Craft Total Energies and DTU. The company flew a drone equipped with thermal cameras and artificial intelligence to inspect blades while they were still spinning. Uh, this is a pretty revolutionary concept being put into action right now ’cause I think everybody has talked about. Wouldn’t it be nice if we could keep the turbines running and, and get blade inspections done? Well, it looks like quality drone has done it. Uh, the system identifies surface defects and potential internal damage in real time and without any fiscal contact, of course, and without interrupting power generations. So as the technology is described, the drone just sits there. Steady as the blades rotate around. Uh, the technology comes from the Aquatic GO Project, uh, funded by Denmark’s, EUDP program. RDBE has [00:15:00] confirmed plans to expand use of the technology and quality. Drone says it has commercial solutions ready for the market. Now we have all have questions about this. I think Joel, the first time I heard about this was probably a year and a half ago, two years ago in Amsterdam at one of the Blade conferences. And I said at the time, no way, but they, they do have a, a lot of data that’s available online. I, I’ve downloaded it and it’s being the engineer and looked at some of the videos and images they have produced. They from what is available and what I saw, there’s a couple of turbines at DTU, some smaller turbines. Have you ever been to Rust, Gilda and been to DTU? They have a couple of turbines on site, so what it looked like they were using one of these smaller turbines, megawatt or maybe smaller turbine. Uh, to do this, uh, trial on, but they had thermal movie images and standard, you know, video images from a drone. They were using [00:16:00] DGI and Maverick drones. Uh, pretty standard stuff, but I think the key comes in and the artificial intelligence bit. As you sit there and watch these blades go around, you gotta figure out where you are and what blades you’re looking at and try to splice these images together that I guess, conceptually would work. But there’s a lot of. Hurdles here still, right?  Joel Saxum: Yeah. You have to go, go back from data analysis and data capture and all this stuff just to the basics of the sensor technology. You immediately will run into some sensor problems. Sensor problems being, if you’re trying to capture an image or video with RGB as a turbine is moving. There’s just like you, you want to have bright light, a huge sensor to be able to capture things with super fast shutter speed. And you need a global shutter versus a rolling shutter to avoid some more of that motion blur. So there’s like, you start stepping up big time in the cost of the sensors and you have to have a really good RGB camera. And then you go to thermal. So now thermal to have to capture good [00:17:00]quality thermal images of a wind turbine blade, you need backwards conditions than that. You need cloudy day. You don’t want to have shine sheen bright sunlight because you’re changing the heat signature of the blade. You are getting, uh, reflectance, reflectance messes with thermal imagery, imaging sensors. So the ideal conditions are if you can get out there first thing in the morning when the sun is just coming up, but the sun’s kind of covered by clouds, um, that’s where you want to be. But then you say you take a pic or image and you do this of the front side of the blade, and then you go down to the backside. Now you have different conditions because there’s, it’s been. Shaded there, but the reason that you need to have the turbine in motion to have thermal data make sense is you need the friction, right? So you need a crack to sit there and kind of vibrate amongst itself and create a localized heat signature. Otherwise, the thermal [00:18:00] imagery doesn’t. Give you what you want unless you’re under the perfect conditions. Or you might be able to see, you know, like balsa core versus foam core versus a different resin layup and those kind of things that absorb heat at different rates. So you, you, you really need some specialist specialist knowledge to be able to assess this data as well. Allen Hall: Well, Yolanda, from the asset management side, how much money would you generate by keeping the turbines running versus turning them off for a standard? Drone inspection. What does that cost look like for a, an American wind farm, a hundred turbines, something like that. What is that costing in terms of power? Yolanda Padron: I mean, these turbines are small, right? So it’s not a lot to just turn it off for a second and, and be able to inspect it, right? Especially if you’re getting high quality images. I think my issues, a lot of this, this sounds like a really great project. It’s just. A lot of the current drone [00:19:00] inspections, you have them go through an AI filter, but you still, to be able to get a good quality analysis, you have to get a person to go through it. Right. And I think there’s a lot more people in the industry, and correct me if I’m wrong, that have been trained and can look through an external drone inspection and just look at the images and say, okay, this is what this is Then. People who are trained to look at the thermal imaging pictures and say, okay, this is a crack, or this is, you know, you have lightning damage or this broke right there. Uh, so you’d have to get a lot more specialized people to be able to do that. You can’t just, I mean, I wouldn’t trust AI right now to to be the sole. Thing going through that data. So you also have to get some sort of drone inspection, external drone inspection to be able to, [00:20:00] to quantify what exactly is real and what’s not. And then, you know, Joel, you alluded to it earlier, but you don’t have high quality images right now. Right? Because you have to do the thermal sensing. So if you’re. If you’re, if you don’t have the high quality images that you need to be able to go back, if, if, if you have an issue to send a team or to talk to your OE em or something, you, you’re missing out on a lot of information, so, so I think maybe it would be a good, right now as it stands, it would be a good, it, it’d be complimentary to doing the external drone inspections. I don’t think that they could fully replace them. Now.  Joel Saxum: Yeah, I think like going to your AI comment like that makes absolute sense because I mean, we’ve been doing external drone inspections for what, since 2016 and Yeah. And, and implementing AI and think about the data sets that, that [00:21:00] AI is trained on and it still makes mistakes regularly and it doesn’t matter, you know, like what provider you use. All of those things need a human in the loop. So think about the, the what exists for the data set of thermal imagery of blades. There isn’t one. And then you still have to have the therm, the human in the loop. And when we talk to like our, our buddy Jeremy Hanks over at C-I-C-N-D-T, when you start getting into NDT specialists, because that’s what this is, is a form of NDT thermal is when you start getting into specialist, specialist, specialist, specialist, they become more expensive, more specialized. It’s harder to do. Like, I just don’t think, and if you do the math on this, it’s like. They did this project for two years and spent 2 million US dollars per year for like 4 million US dollars total. I don’t think that’s the best use of $4 million right now. Wind,  Allen Hall: it’s a drop in the bucket. I think in terms of what the spend is over in Europe to make technologies better. Offshore wind is the first thought because it is expensive to turn off a 15 or 20 megawatt turbine. You don’t want to do that [00:22:00] and be, because there’s fewer turbines when you turn one off, it does matter all of a sudden in, in terms of the grid, uh, stability, you would think so you, you just a loss of revenue too. You don’t want to shut that thing down. But I go, I go back. To what I remember from a year and a half ago, two years ago, about the thermal imaging and, and seeing some things early on. Yeah, it can kind of see inside the blade, which is interesting to me. The one thing I thought was really more valuable was you could actually see turbulence on the blade. You can get a sense of how the blade is performing because you can in certain, uh, aspect angles and certain temp, certain temperature ranges. You can see where friction builds up via turbulence, and you can see where you have problems on the blade. But I, I, I think as we were learning about. Blade problems, aerodynamic problems, your losses are going to be in the realm of a percent, maybe 2%. So do you even care at that point? It, it must just come down then to being able to [00:23:00] keep a 15 megawatt turbine running. Okay, great. Uh, but I still think they’re gonna have some issues with the technology. But back to your point, Joel, the camera has to be either super, uh, sensitive. With high shutter speeds and the, and the right kind of light, because the tiff speeds are so high on a tiff speed on an offshore turbine, what a V 2 36 is like 103 meters per second. That’s about two hundred and twenty two hundred thirty miles per hour. You’re talking about a race car and trying to capture that requires a lot of camera power. I’m interested about what Quality Drone is doing. I went to that website. There’s not a lot of information there yet. Hopefully there will be a lot more because if the technology proves out, if they can actually pull this off where the turbines are running. Uh, I don’t know if to stop ’em. I think they have a lot of customers [00:24:00]offshore immediately, but also onshore. Yeah, onshore. I think it’s, it’s doable  Joel Saxum: just because you can. I’m gonna play devil’s advocate on this one because on the commercial side, because it took forever for us to even get. Like it took 3, 4, 5, 6 years for us to get to the point where you’re having a hundred percent coverage of autonomous drones. And that was only because they only need to shut a turbine down for 20 minutes now. Right. The speed’s up way up. Yeah. And, and now we’re, we’re trying to get internals and a lot of people won’t even do internals. I’ve been to turbines where the hatches haven’t been open on the blades since installation, and they’re 13 years, 14 years old. Right. So trying to get people just to do freaking internals is difficult. And then if they do, they’re like, ah, 10% of the fleet. You know, you have very rare, or you know, a or an identified serial of defect where people actually do internal inspections regularly. Um, and then, so, and, and if you talk about advanced inspection techniques, advanced inspection techniques are great for specific problems. That’s the only thing they’re being [00:25:00] accepted for right now. Like NDT on route bushing pullouts, right? They, that’s the only way that you can really get into those and understand them. So specific specialty inspection techniques are being used in certain ways, but it’s very, very, very limited. Um, and talk to anybody that does NDT around the wind industry and they’ll tell you that. So this to me, being a, another kind of niche inspection technology that I don’t know if it’s has the quality that it is need to. To dismount the incumbent, I guess is what I’m trying to say. Allen Hall: Delamination and bond line failures and blades are difficult problems to detect early. These hidden issues can cost you millions in repairs and lost energy production. C-I-C-N-D-T are specialists to detect these critical flaws before they become a. Expensive burdens. Their non-destructive test technology penetrates deep to blade materials to find voids and cracks. Traditional inspections [00:26:00] completely. Miss C-I-C-N-D-T Maps. Every critical defect delivers actionable reports and provides support to get your blades back in service. So visit cic ndt.com because catching blade problems early will save you millions. After five years of development, Alliant Energy is ready to build one of Wisconsin’s largest wind farms. The Columbia Wind Project in Columbia County would put more than 40 turbines across rural farmland generating about 270 megawatts of power for about 100,000 homes. The price tag is roughly $730 million for the project. The more than 300 landowners have signed lease agreements already, and the company says these are next generation turbines. We’re not sure which ones yet, we’re gonna talk about that, that are taller and larger than older models. Uh, they’ll have to be, [00:27:00] uh, Alliant estimates the project will save customers about $450 million over the 35 years by avoiding volatile fuel costs and. We’ll generate more than $100 million in local tax revenue. Now, Joel, I think everybody in Europe, when I talk to them ask me the the same thing. Is there anything happening onshore in the US for wind? And the answer is yes all the time. Onshore wind may not be as prolific as it was a a year or two ago, but there’s still a lot of new projects, big projects going to happen here. Joel Saxum: Yeah. If you’ve been following the news here with Alliant Energy, and Alliant operates in that kind of Iowa, Minnesota, Wisconsin, Illinois, that upper. Part of the Midwest, if you have watched a or listened to Alliant in the news lately, they recently signed a letter of intent for one gigawatt worth of turbines from Nordex.[00:28:00] And, uh, before the episode here, we’re doing a little digging to try to figure out what they’re gonna do with this wind farm. And if you start doing some math, you see 277 megawatts, only 40 turbines. Well, that means that they’ve gotta be big, right? We’re looking at six plus megawatt turbines here, and I did a little bit deeper digging, um, in the Wisconsin Public Service Commission’s paperwork. Uh, the docket for this wind farm explicitly says they will be nordex turbines. So to me, that speaks to an N 1 63 possibly going up. Um, and that goes along too. Earlier in the episode we talked about should you use larger turbines and less of them. I think that that’s a way to appease local landowners. That’s my opinion. I don’t know if that’s the, you know, landman style sales tactic they used publicly, but to only put 40 wind turbines out. Whereas in the past, a 280 megawatt wind farm would’ve been a hundred hundred, [00:29:00]20, 140 turbine farm. I think that’s a lot easier to swallow as a, as a, as a local public. Right. But to what you said, Alan. Yeah, absolutely. When farms are going forward, this one’s gonna be in central Wisconsin, not too far from Wisconsin Dells, if you know where that is and, uh, you know, the, the math works out. Alliant is, uh, a hell of a developer. They’ve been doing a lot of big things for a lot of long, long time, and, uh, they’re moving into Wisconsin here on this one. Allen Hall: What are gonna be some of the challenges, Yolanda being up in Wisconsin because it does get really cold and others. Icing systems that need to be a applied to these blades because of the cold and the snow. As Joel mentioned, there’s always like 4, 5, 6 meters of snow in Wisconsin during January, February. That’s not an easy environment for a blade or or turbine to operate in.  Yolanda Padron: I think they definitely will. Um, I’m. Not as well versed as Rosie as [00:30:00] in the Canadian and colder region icing practices. But I mean, something that’s great for, for people in Wisconsin is, is Canada who has a lot of wind resources and they, I mean, a lot of the things have been tried, tested, and true, right? So it’s not like it’s a, it’s a novel technology in a novel place necessarily because. On the cold side, you have things that have been a lot worse, really close, and you have on the warm side, I mean just in Texas, everything’s a lot warmer than there. Um, I think something that’s really exciting for the landowners and the just in general there. I know sometimes there’s agreements that have, you know, you get a percentage of the earnings depending on like how many. Megawatts are generated on your land or something. So that will be so great for that community to be able [00:31:00] to, I mean, you have bigger turbines on your land, so you have probably a lot more money coming into the community than just to, to alliance. So that’s, that’s a really exciting thing to hear.  Allen Hall: That wraps up another episode of the Uptime Wind Energy Podcast. If today’s discussion sparked any questions or ideas, we’d love to hear from you. Reach out to us on LinkedIn and don’t forget to subscribe so you never miss an episode. And if you found value in today’s discussion, please leave us a review. It really helps other wind energy professionals discover the show For Rosie, Yolanda and Joel, I’m Allen Hall and we’ll see you next time on the Uptime Wind Energy Podcast.

It's impossible to go through life without being injured by others, just as it's impossible to go through life without being the one who causes injury to others. Each of us is afflicted with a spiritual disease called "sin" which produces rebellion toward God and selfishness. The result of living in a sinful world is that everybody carries scars which are left when others sin against us. Over the past few weeks we have studied some tragic mistakes Jacob made in the way he parented his children: he unnecessarily exposed them to Canaanite culture (Ge 33:18,19), he showed flagrant favoritism (Ge 33:1,2; 37:3,4), he passively refused to protect the honor of a daughter (Ge 34:1-31) and he tolerated demonic worship among his family (Ge 35:2,4). In doing so, he scarred all of his children one way or another, but today we'll particularly focus on the damage it did to his three oldest sons: Reuben, Simeon and Levi, because the way each reacted shows what can happen when bitterness is left unchecked. Sadly, their reaction caused the impact of their father's sin to extend much further than was necessary. Though they were not responsible for what Jacob did to them as a parent, God did hold them responsible for the sinful way they responded. Each in turn lost his birthright, which meant he forfeited the right to lead their family. Their example should be a warning to us how not to handle our deep scars the way they did, but to take them to God. To receive a free copy of Dr. Steve Schell's newest book Study Verse by Verse: Revelation, email us at info@lifelessonspublishing.com and ask for your copy at no charge!  Also check out our website at lifelessonspublishing.com for additional resources for pastors and leaders. We have recorded classes and other materials offered at no charge.    

Prīncipēs probātī atque improbātī Novo annō ineunte, doctī hominēs populāris opīniōnis metiendī perītī referunt quī summī magistrātūs ā suīs cīvibus probentur et quī improbentur. Sōlī, quī ā māiōre parte suōrum probantur, sunt Narendra Mōdī Indus, Sanāē Takaīchī Iāpō, Lee Jae-Myung Corēānus Merīdiōnālis, et Javier Milei Argentīnus. Ā duābus quīntīs partibus suōrum probantur Donaldus Trump Americānus, Lula da Silva Brasiliānus, Geōrgia Melōnī Ītala. Nōn nisi ā tertiā parte suōrum probantur Frederīcus Merz Germānus, Recep Tayyip Erdogan Turca, Petrus Sanchez Hispānus. Maximē autem omnium improbantur Keir Starmer Britannus et Emmanuēl Macron Gallus. Glīscit rēs Americāna Ab Iūliō mēnse usque per Septembrem annōna tōtīus reīpūblicae quattuor partibus centēsimīs crēvit, quod incrēmentum tam cīvium spem quam doctōrum hominum exspectātiōnem superāvit. Scelera adeō pauciōra quam priōre annō patrantur, ut numerus raedārum hōc annō sublātārum quartā parte sit dēminūtus, et quīntā parte numerus dēminūtus sit interfectōrum. Pretia sortium in forō bursālī altiōra stant quam umquam anteā. Nigeria Diē Nātīvitātis, praeses Americānus nuntiāvit sē fēlīcem diem nātālem Christī Mahometānīs terrōristīs exoptāre, quī in Nigeriā stragem Christiānōrum fēcissent; nam eōdem diē, paulō ante praesidis nūntium, mīlitēs Americānī stragem eōrundem terrōristārum fēcerant. Petrus autem Hegseth, Americānus minister bellī, grātiās ēgit Nigeriānīs magistrātibus, quī permīsissent ut impetus fīeret. Ex eō tempore pergunt Nigeriānī contrā terroristās Mahometānōs pugnāre. Venetiola Tertiō diē mēnsis Iānuāriī, Nīcolāus Madūrō, illēgitimus tyrannus quī rempūblicam Venetiolānōrum ēverserat et cum Irāniānīs aliīsque mōliēbātur rempūblicam Americānam subvertere, in dīciōnem Americānōrum redactus est, ut reus fīeret. Incursiō, quā mīlitēs Americānī tyrannum cēpērunt, intrā paucās hōrās est absolūta, et omnēs Americānī reductī sunt integrī et incolumēs, quamquam triginta et duo Cūbānī, satellitēs tyrannī, sunt interfectī. Michāēl Diaz-Canel, quī hāc hebdomade tyrannus pergit esse Cūbānōrum, “Patria aut mors!” clāmāvit, et “Vincēmus.” Dīxit autem praeses Americānus aliīs novi orbis terrārum dūcibus principibusque cavendum esse, nē id, quod Madūrō accidisset, dēnuō alicui accideret alterī. Claudiae Scheinbaum, praesidī Mexicānōrum, posteā vīsum est triginta et septem narcoterroristās in dīciōnem Americānōrum reddere, quōs illī petīverant. Ex eō tempore Americānī nautae etiam coepērunt nāvēs petroleāriās capere, quibus interdictum petroleum vehēbātur ut lucrum variīs tyrannīs redderētur. Unam nāvem, ōlim “Bellam” deinde “Marinēram” nōmine, prope Islandiam Americānī intercēpērunt coram nāve subaquāneā Russicā, quæ tamen Americānīs nōn obstitit. Quinque nāvēs captae sunt, vidēlicet Skipper, Centuries, Marinera, Sophia, Olina sīve Minerva M. Cūba Praeses Americānus monuit nec petroleum nec pecūniam ā Venetiolā ad tyrannidem in Cūbā īnsulā sustinendam lātum īrī; melius fore Cūbānīs negōtium cum Americānīs agere dē suīs rēbus futūrīs. Novī enim magistrātūs Ventiolanī nunc cum Americānīs agunt, ut Americānī petroleum Venetiolānum emant, cūius lucrum ad Venetiolam restaurandam nōn sine moderātiōne Americānā ērogētur. Cūbāna autem dominātiō, quae sexāginta sex annōs populum nōn solum suum opprimit sed etiam Ventiolānum oppressit, et quae strenuē mōlītur rempūblicam Americānam subvertere, nihil petroleī accipiet. Sȳria Hōc mēnse Americānī ūndecimum impetum in Chalifātum Islāmicum lēge tāliōnis fēcērunt, postquam priōre mēnse trēs Ameriānī sunt ab ūnō terroristā interfectī. Petrus Hegseth, minister bellī, “Numquam,” inquit, “oblīvīscēmur, neque īra nostra umquam resīdet.” Magistrātūs Syriānī, quī in hāc rē cum Americānīs stant, quinque terroristās comprehendērunt. Vietnamia Tō Lam, secretārius generālis factiōnis quae communista verbōtenus dīcitur et summus magistrātus Vietnamiēnsium, quinque annōs perget clavum reī pūblicae tractāre. Lam, quī abhinc duōbus annīs coepit magistrātum exercēre, negōtiātōrēs mercātōrēsque, id est prīvātam prōvinciam reī oeconomicae, adeō fovet dum pūblica ministeria restringit, ut Vietnamia magnōpere dītēscat. Iāpōnia Sanāē Takaīchī, ministra prīmāria Iāpōnum, īnferiōrem cameram senātōriam hodiē dissolvit et comitia octāvō diē mēnsis Februāriī habenda indīxit. Quō audītō senātōrēs “Banzae” ex mōre clāmāvērunt. Takaīchī, prīma fēmina dux facta Iāpōnum, ā septēnīs ē dēnīs cīvibus laudātur, itaque spērat fore ut possit comitiīs habendīs factiōnis suae auctōritātem rōborāre. Ītalia In Ītaliā pūblicī accūsātōrēs nūntiāvērunt Batāvōrum auxiliō novem hominēs esse comprehēnsōs, quī videntur stipem hūmānitātis causā collectam potius in ūsum terroristārum dēstinasse. Feruntur enim sub falsīs caritātis nōminibus octōgiēs centēna mīlia dollarōrum terroristīs dedisse Hamas dictīs. Hispānia Intrā septem diēs quattuor trāminibus ferroviāriīs in Hispāniā variae calamitātēs accidērunt. Quadraginta et trēs hominēs sunt interfectī.

★★報談の2人がライブ解説★★衆院選の公示前日の26日、日本記者クラブで開かれる党首討論会。「報談【HOU-DAN】」に出演する冨名腰隆・ゼネラルエディター補佐と神田大介・チーフパーソナリティーの2人が、討論会の映像をみながら、論戦のポイントがリアルタイムで読み解きます。【報談ライブ】衆院選　党首討論会を生でツッコミます【LIVE】(2026//26)https://www.youtube.com/@asahicom/streams 【番組内容】政権与党の自民と維新が真っ向からぶつかり合う大阪。間もなく始まる衆院選に先立って22日には、「大阪都構想」をめぐって維新が突如仕掛けた大阪府知事選が告示されました。超短期決戦の衆院選、知事選で私たちは何に注目すれば良いのか――。「報談」でおなじみの冨名腰隆GE補佐と、大阪の政治担当記者が話します。 ※2026年1月22日に収録しました。 【関連記事】【随時更新】大阪ダブル選なぜ今？そもそも都構想って？ポイント解説https://www.asahi.com/articles/ASV1N0RR6V1NDIFI01RM.html?iref=omny大阪出直しダブル選の選挙費「28億円」　府内自治体から反発の声もhttps://www.asahi.com/articles/ASV1N2SQDV1NOXIE02TM.html?iref=omny【更新中】衆院解散を閣議決定　官房長官「情報の真偽、よく確認を」https://www.asahi.com/articles/ASV1R049VV1RUTFK00DM.html?iref=omny 【出演・スタッフ】冨名腰隆（GE補佐） https://bit.ly/43wSTFg野平悠一（大阪ネットワーク報道本部）岡純太郎（大阪ネットワーク報道本部）MC　岸上渉、山根久美子（大阪ネットワーク報道本部）音源編集　岸上渉 https://bit.ly/3SL3x62 【おねがい】朝日新聞ポッドキャストは、みなさまからの購読料で配信しています。番組継続のため、会員登録をお願いします！ http://t.asahi.com/womz 【朝ポキ情報】アプリで記者と対話 http://t.asahi.com/won1 交流はdiscord https://bit.ly/asapoki_discord おたよりフォーム https://bit.ly/asapoki_otayori 朝ポキTV https://www.youtube.com/@asapoki_officialメルマガ https://bit.ly/asapoki_newsletter 広告ご検討の企業様は http://t.asahi.com/asapokiguide 番組検索ツール https://bit.ly/asapoki_cast 最新情報はX https://bit.ly/asapoki_twitter 番組カレンダー https://bit.ly/asapki_calendar 全話あります公式サイト https://bit.ly/asapoki_lp See omnystudio.com/listener for privacy information.

Congress's new appropriations report includes news for the Golden Dome air and missile defense system. At the same time, US allies are rethinking their commitment to help the US defend itself. And what about Greenland? We get into the details with Dr. Tom Karako, Director of the Missile Defense program at the Center for Strategic and International Studies. Plus this week's headlines in airpower. All powered by GE!

Futures pointed to the upside following President Trump's speech at Davos and discussions surrounding Greenland. Kevin Green explains why he's "cautiously optimistic," telling investors to brace for a possible "selling into strength" day. He adds that Nvidia (NVDA) CEO Jensen Huang made comments that AI won't replace jobs, but instead add other elsewhere. KG later touches on GE Aerospace's (GE) earnings beat and the muted early reaction. ======== Schwab Network ========Empowering every investor and trader, every market day. Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/ About Schwab Network - https://schwabnetwork.com/about

Tony Bancroft and Paul Powers highlight GE Aerospace (GE) earnings, which beat on the top and bottom line but saw shares sink in Thursday trading. Tony thinks some of the drop comes from profit-taking and disappointment around its margins. However, he thinks they are “pretty well situated” and is bullish long-term. Paul notes that a major portion of its revenue is coming from sustainment and repair rather than new engine sales. He also looks at its corporate restructuring since GE broke apart and the strategies management are pursuing. ======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

Geopolitical risk will drive GE Aerospace's (GE) upside potential "beyond the scope" of expectations, says Datavault AI CEO Nathaniel Bradley. He explains why investors should hold the stock long-term following its "rise and fall, and rise again." Tom White turns to the options front for GE Aerospace with an example trade. ======== Schwab Network ========Empowering every investor and trader, every market day.Options involve risks and are not suitable for all investors. Before trading, read the Options Disclosure Document. http://bit.ly/2v9tH6DSubscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

If you are building a company and feel like growth is getting harder, this episode is a reset. Adam Coffey is a veteran, former GE leader, and CEO who has built multiple companies for private equity, generating billions in exits. In this conversation, Adam breaks down the real CEO playbook: managing process not minutia, building leaders, setting a higher bar for growth, and how private equity actually works when it is done right. We cover: The shift from operator to conductor Why great leaders schedule real thinking time When to replace an underperformer The rule of 72 and why 10% growth is not enough How private equity creates the market founders sell into Why your first exit is not the finish line The "death of the click" and how AI is reshaping lead generation Connect with Adam: https://www.linkedin.com/in/adamecoffey/ Books: The Private Equity Playbook, Empire Builder, and more __ This episode is sponsored by OneAccord OneAccord's OASYS Strategic Planning & Execution system helps business owners increase company value, reduce owner dependency, and get truly ready for a successful transition or exit. Josh Zolin listeners receive a complimentary Value Readiness Snapshot using the link below.   Start here:  https://oneaccord.co/oasys/joshzolin      

Sometimes it takes a crisis to bring us back to forgotten promises. Somewhere in the past we may have made sincere promises to God, but changing circumstances and passing years have caused us to all but forget we ever made them. In fact, so much may have changed that we may have lost hope that it would still be possible for us to keep those promises. But in today's study of the life of Jacob we learn that God doesn't forget old promises, neither the ones we make to Him nor the ones He makes to us. And we discover how important it is for us to keep those old promises while it is still possible to do so. By breaking promises to his brother (Ge 33:14) and God (Ge 28:20-22), Jacob ended up in a place that brought terrible suffering upon himself, his family and the community (Ge 34): his children's morals were corrupted; his daughter was raped; he fell into such spiritual passivity that his sons led the family during the crisis, committing mass murder. Fortunately, when things got bad enough, Jacob turned to God and when he did God instructed him to fulfill the forgotten promises he had made 30 years before. To receive a free copy of Dr. Steve Schell's newest book Study Verse by Verse: Revelation, email us at info@lifelessonspublishing.com and ask for your copy at no charge!  Also check out our website at lifelessonspublishing.com for additional resources for pastors and leaders. We have recorded classes and other materials offered at no charge.

Guitarist/composer/improviser Shane Parish is about to release a truly astounding project, Autechre Guitar. The Athens, Georgia-based guitarist has transcribed and recorded an entire album of acoustic guitar arrangements featuring the music of electronic music duo Autechre. This is no small feat. Autechre's atmospheric compositions were made with layered synths and drum machines. Shane has somehow distilled them to their essence and arranged them for solo guitar. Best of all, they sound great. On the podcast, we hear all about this Mt. Everest of a project, the Taylor 214-GE he used for the task, Shane's background as an arranger and so much more. The full Autechre Guitar album comes out on February 27, 2026 via Bandcamp: https://shaneparish.bandcamp.com/album/autechre-guitar-2 Watch Shane play Aphex Twin's "Avril 14": https://www.youtube.com/watch?v=jC49znc2Swc Our next Fretboard Summit takes place August 20-22, 2026, at the Old Town School of Folk Music in Chicago. https://fretboardsummit.org Our 58th issue of the Fretboard Journal is now mailing. Subscribe here to get it. We are brought to you by Peghead Nation: https://www.pegheadnation.com (Get your first month free or $20 off any annual subscription with the promo code FRETBOARD at checkout). Stringjoy Strings: https://stringjoy.com  

Introducing Layers of Brilliance, a five-part season that brings to life the story of a woman whose discoveries in materials science quietly shape our everyday world – but whose legacy was long eclipsed by the famous scientist she worked with.In 1918, at just twenty years old, Katharine Burr Blodgett arrived at the General Electric Company's industrial research laboratory in Schenectady, New York – a place known as the House of Magic. There she began a decades-long collaboration with Irving Langmuir, GE's star scientist, who would go on to win the Nobel Prize in Chemistry. While Langmuir became a public figure, Blodgett became something else: the mind and hands behind experiments so delicate they operated at the scale of single molecules.Blodgett's work on films just one molecule thick would lead to multiple U.S. patents and form the basis of technologies embedded in today's screens, optics, and electronics.Listen as we peel back the layers of Katharine Burr Blodgett's life – how she made groundbreaking science inside a world built for men, how she struggled against profound personal challenges, and how a woman whose work helped shape modern materials science nearly disappeared from history. Learn about your ad choices: dovetail.prx.org/ad-choices

Doug McHoney (PwC's International Tax Services Global Leader) is joined by Pat Brown, an International Tax Partner in PwC's Washington National Tax Services practice and Co-leader of the National Tax Office. Pat previously served as GE's VP of Tax and Director of Tax Policy. Doug and Pat discuss highlights from 2025: the US day-one Pillar Two executive order and the OECD's late-year side-by-side package; Section 899; the shifting of DSTs into the trade lane; and the expanding role of the UN for global tax policy. On US policy, they also unpack how OBBBA yielded greater stability; CAMT corrections; stock buyback excise tax guidance; and long-awaited Section 987 rules. Looking ahead to 2026, they assess the potential for additional US tax legislation under reconciliation, as well as the future of Pillar Two, its complexity, and how QDMTTs are now the backbone of Pillar Two. 

Some of us find it very easy to relate to Jacob. He was a man with obvious weaknesses of character, yet, he clearly loved the Lord. Even after some dramatic encounters with God, we find him falling back under pressure to old, ungodly habits. But Jacob gives us hope because, in spite of his failures, God didn't give up on him. He promised to transform him into a new man (Ge 32:28) and then kept working on him for the rest of his life until by his later years he truly became the spiritual man God intended. What's so comforting to us is that the changes in him weren't the result of getting his "act together," but of God patiently working on him. In this way, Jacob models how God still deals with people. Many of us continue to struggle with areas of weak character long after becoming Christians. Our heartfelt promises to get ourselves under control have failed so often we've stopped making such promises. Yet, frustrated lives that fail to change probably result more from our misguided attempts to change, than from lack of desire. Today we'll look at an event in Jacob's life and reflect on how God changes us. To receive a free copy of Dr. Steve Schell's newest book Study Verse by Verse: Revelation, email us at info@lifelessonspublishing.com and ask for your copy at no charge!  Also check out our website at lifelessonspublishing.com for additional resources for pastors and leaders. We have recorded classes and other materials offered at no charge.  

In a week when airpower news came from every angle, Becca Wasser was on top of it all. She leads defense research at Bloomberg Economics, and we cover operations, force posture, industry, and UAS with her. Plus this week's headlines in airpower. All powered by GE!

In this episode of Scratch, Eric sits down with Adrian Rosenkranz, Chief Revenue Officer at Webflow, to explore how AI is fundamentally changing the way brands grow, compete and get discovered. As large language models reshape how people find and evaluate products, Adrian argues that marketing is shifting from a game of clicks and traffic to a game of relevance and answers, where your website, content and brand have to work for both humans and machines at the same time. We're effectively marketing to bots at this point! They dig into what this means in practice for CMOs, from how SEO and content strategies need to evolve, to why many AI initiatives stall inside large organisations. If you're currently trying to bring AI to your marketing team (Who isn't?) then Adrian has some practical guidance and perspectives to share to ensure that your AI initiatives actually deliver something valuable.  The conversation also goes beyond tools and tactics into leadership, creativity and culture. Adrian reflects on lessons from Salesforce, the importance of narrative and design thinking, and why creativity, taste and speed of adaptation are becoming the true sources of differentiation in an AI-native world. It's a wide-ranging discussion about how marketing, growth and brand leadership need to evolve for the next era of the web.Watch the video version of this podcast on YouTube    

A woman in MA has owned a GE oven that she claims has never worked properly and has not been repaired under warranty. https://www.lehtoslaw.com

Adam Coffey is the Chairman and CEO of The Chairman Group, a high-level peer network for business leaders. Over his 25-year career as a CEO, he has built four companies for nine private equity firms, completed 58 acquisitions, and led exits totaling billions of dollars. A #1 best-selling author, US Army veteran, and international speaker, Adam shares actionable strategies in private equity, M&A, and building high-performance cultures, blending military discipline with cutting-edge business expertise. In this episode… Scaling a company to a billion-dollar empire requires strategy, discipline, and execution. Many entrepreneurs struggle to know which levers to pull, which pitfalls to avoid, or how to adapt under pressure. How can leaders combine strong leadership, operational excellence, and smart acquisitions to achieve lasting growth? According to Adam Coffey, a seasoned CEO and private equity expert, scaling a company requires disciplined leadership, operational rigor, and strategic acquisitions. He explains how mastering profit levers like pricing, margin expansion, and M&A strategy drives growth while avoiding pitfalls such as impatience or chasing "fixer-uppers." By applying lessons from his military service and GE experience, Adam shows how humility, adaptability, and relentless execution create lasting value, offering entrepreneurs and executives a clear blueprint for building and selling high-performing companies. In this episode of the Inspired Insider Podcast, Dr. Jeremy Weisz sits down with Adam Coffey, Chairman and CEO of The Chairman Group, to discuss scaling businesses through private equity and strategic acquisitions. They explore growth playbooks, high-stakes deal execution, and the frameworks Adam uses to help founders and leadership teams multiply company value. Adam also shares insights on team culture, disciplined leadership, and navigating mergers and acquisitions for extraordinary exits.

Of all the strange events in Jacob's life, this is by far the strangest. Left alone on the far bank of the Jabbok River, he ended up wrestling with a stranger in the dark of the night. During the course of the fight, Jacob began to realize he was grappling with no ordinary man. Though painfully injured, he refused to release his hold on the man until he "blessed" him. The request for a blessing in itself is surprising because Jacob was already a wealthy man with a large family. What more could he desire beyond what he already had? Yet, in the blessing God gave him, we discover the deep longing of Jacob's heart: he was tired of being Jacob. He was a self-reliant, competitive man, and he had stubbornly prevailed with everyone he dealt with, starting with his twin brother in the womb (Ge 25:21-24). Yet, something of blessing was missing inside his unsubmitted heart. He needed to walk with God at a new level, but he wasn't able to do so. This is what God saw and said He would grant him because he had not quit in his pursuit of God. Many of us are strong-willed and find it hard to become dependant on God. From God's dealings with Jacob we will learn how to receive the gift of a changed nature. To receive a free copy of Dr. Steve Schell's newest book Study Verse by Verse: Revelation, email us at info@lifelessonspublishing.com and ask for your copy at no charge!  Also check out our website at lifelessonspublishing.com for additional resources for pastors and leaders. We have recorded classes and other materials offered at no charge.

Lieutenant General (ret.) Dave Deptula, Dean of the Mitchell Institute, joins us with the latest on Venezuela, airpower in the National Security Strategy, and a season of change in the U.S. Air Force. And Bank of America's Dr. Rocket Ron Epstein on the new executive orders limiting defense corporate buybacks and dividends. Plus this week's headlines in airpower. All powered by GE!

Are you looking to save time, make money, and start winning with less risk? Then head to https://www.ovtlyr.com.Let's be honest. Everyone has seen those YouTube videos that promise “buy these 10 stocks and you'll be rich” or “set it and forget it millionaire portfolio.” This video takes that idea and flips it on its head.Instead of sitting through a 40-minute sales pitch packed with stories and justifications, this breakdown gets straight to what actually matters if you want to make money in the market. Price. Trend. Fear and greed. That's it. No hype. No fantasy portfolios. Just a clear look at whether these so-called wide moat compounding stocks are actually worth touching right now.The video pulls a popular list of stocks straight from the comments and ranks them honestly, from Lambo to food stamps. Some names look decent. Some look stuck. Some are absolute traps if you're buying them for the wrong reasons. This isn't about whether a company is “great” or whether you like the story. It's about whether the stock is positioned to go up.One of the biggest takeaways is how much the market and sector matter. Roughly 40 percent of a stock's move comes from the overall market. About 30 percent comes from the sector. Only the last piece comes from the stock itself. That explains why amazing companies can still bleed money when the environment is wrong. If the wind isn't at your back, you're fighting uphill.You'll also see a deep dive into fear and greed, market breadth, buy and sell signals, and why overhead resistance keeps showing up in the same places again and again. These aren't random lines on a chart. They represent real people who are stuck, emotional, and ready to sell the moment they get back to breakeven.Here's what you'll walk away with after watching:✅ Why price is the only thing that actually pays you as an investor✅ How market, sector, and stock alignment creates easy trades✅ Why buying “cheap” stocks in downtrends usually ends badly✅ How fear turns into greed before big moves happen✅ What crashing up really looks like compared to crashing downThe video covers major names like ASML, Amazon, Visa, Mastercard, GE, Taiwan Semiconductor, Netflix, and more. One stock clearly stands out as the strongest setup. Others show exactly why patience matters and why forcing trades is expensive. Watching these side by side makes the difference between good setups and bad ones painfully obvious.Another big theme here is simplicity. You don't need to dig through financial statements, revenue models, or long-term stories to get paid. If price is rising and greed is increasing, that's where opportunity lives. If fear is rising and trends are breaking, that's when you step aside and protect capital.This is where OVTLYR fits in. The entire goal is to make these signals obvious so you can avoid major drawdowns and focus on stocks that actually want to move higher. Skipping a 20 percent loss can be just as powerful as catching a big winner.If you want trading to feel boring, repeatable, and stress-free, this video is worth your time. Watch how each stock is evaluated, compare the setups, and start thinking in probabilities instead of promises.Gain instant access to the AI-powered tools and behavioral insights top traders use to spot big moves before the crowd. Start trading smarter today

Allen, Joel, and Yolanda examine TPI Composites’ Chapter 11 proceedings, including the Oaktree Capital secured debt controversy and Vestas’ acquisition of two Mexican factories. With remaining assets heading to auction in January, they discuss what operators should consider as blade supply uncertainty grows. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard’s StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes’ YouTube channel here. Have a question we can answer on the show? Email us! The Uptime Wind Energy Podcast brought to you by Strike Tape, protecting thousands of wind turbines from lightning damage worldwide. Visit strike tape.com. And now your hosts, Allen Hall, Rosemary Barnes, Joel Saxum and Yolanda Padron. Welcome to the Uptime Wind Energy  Allen Hall: Podcast. I’m your host, Allen Hall. I’m here with Yolanda Padron and Joel Saxum. Rosemary Barnes is on holiday. We’re here to talk about the TPI composites, uh, bankruptcy hearings, and there’s been so much happening there behind the scenes. It’s hard to keep track of, but we’ve done a deep dive and wanted to give everybody at least a highlight of what has happened over the last couple of months. So, uh, if you do own vessels or GE turbines, you understand what the situation is. As we all know, TPI composites, gee, was the world’s largest independent of wind blade manufacturing. Uh, they [00:01:00] were, it, they built blades for renova, Vestas, Nordex. They built blades for almost everybody, uh, names that basically power the global energy transition. And then, uh, if, and a lot of people don’t know this, but back in December of 2023, uh, TPI struck a deal that is drawing some fire. Right now, TPI swapped $436 million in preferred stock for. $393 million in secure debt held by Oak Tree Capital and by August of last year, just a couple of months ago, TPI filed for Chapter 11. Now the Blade Makers assets are being carved up and sold, and two of wind energy’s biggest players are stepping in to keep production running while the bankruptcy plays out. Now, Joel and Yolanda, I, I think the bankruptcy of. TPI sort of came to the industry as a little bit of a shock. Obviously [00:02:00] the, the price had fallen quite a bit. Uh, if you’ve watched the stock price of TPI composites had been dropping for a while and didn’t have a lot of of market value. However, uh, GE and Vestas both have manufacturing facilities basically with uh, TPI composites and, and needs them to produce those blades. So the filing of the bankruptcy, I’m sure was a nervous point for Vestus and GE being really the, the two main ones. Joel Saxum: Well, I think we talked about this a little bit off air. Is it, it shouldn’t just be Vestus and GE nervous about this now. It should be every operator that’s in either in development or still has blades under warranty. Uh, so, and this is a not a US problem, this is a global problem. ’cause TPI is a global company that serves, uh, global industry all over the place, right? We know that a large percentage of their throughput was GE and Vestas, but also Siemens ESAs in there, you name it, right? The, any major operator’s gonna have some blades built [00:03:00] by TPI or op major, OEM. So. There isn’t gonna be much of a, uh, dark corner of the wind industry that this issue doesn’t touch. So I think they, the, one of the issues here is, um, we’ve, we’ve, we’ve heard about some issues going on with TPI, but it was almost like a, ah, they’re not, they’ll, they’ll be okay. They, so, so something will happen. I mean, Yolanda, you had said. What was it that you said ear earlier? Like, uh, the kind of the, the, the feeling about it.  Yolanda Padron: They’ll take care of it. You know, OEMs will take care of it and we’ll be fine.  Joel Saxum: Someone’s gonna support this thing.  Yolanda Padron: Yeah. I, I think teams, you’re, you’re definitely right. Teams really do need to at least think of a, of a plan B or a plan C to have when the dust settles so you’re not scrambling.  Allen Hall: Yeah. And it hasn’t really played out that way. Uh, Vestas has stepped in a little bit and GE has stepped in. Not in terms of acquiring any of the major assets, but I think the first question is what is Oaktree Capital’s, [00:04:00] uh, role in all this? And that is being played out right now in front of the bankruptcy court. Uh, so when you go to bankruptcy, there’s obviously a lot of oversight that happens there, uh, and. When TPI composites entered bankruptcy, the accreditors committee had a bunch of questions about that transaction. Uh, they pointed to a December, 2023 refin refinancing deal with Oaktree and in which creditors were really suspicious of basically saying that TPI was already insolvent in 2023 and Oaktree exchanged equity for secure debt jumping ahead of everybody else in line to get paid. So because they Oaktree has secured debt, they’re first in line to get paid. If, uh, weather Guard was involved selling parts to TPI, which thank goodness we weren’t, we would be unsecured. They wouldn’t have to pay us. So Oaktree would get paid first and everybody else is unsecured, gets paid [00:05:00] later. Uh, that’s okay. I mean, that’s the way they, uh, they structured it. But this has led to a problem, right? So that oak tree. Uh, was supposed to release about $20 million in funding to keep the factories open, and that, that happened just a couple of weeks ago, and Oaktree refused to do it. So the amount of cash flow to keep the factories open was a real issue. TPI was in front of the court saying, we’re in trouble. We’re gonna become insolvent. We don’t have cash flow to keep the doors open. So the blade factories nearly shut down a couple of weeks ago. However, there was a, the settlement, uh, just after that, uh, in regards to Oaktree about when the payouts happen, what Oaktree will receive, and which basically it’s, most of whatever’s gonna happen here. So whatever, uh, TPI decides to sell or can sell, Oaktree is gonna be the recipient of those funds for most of it. I think the  Joel Saxum: difficult thing here for. The [00:06:00] general listener, me included, is understanding that this is a very complicated legal process that’s governed and it’s global, right? So it’s governed in certain court systems in different places. And because there is also the idea of like say in the, in the United States, the SEC Securities Exchanges Commission, that kind of regulates these. Publicly traded companies. There’s a lot of lights and there’s a lot of lawyers and there’s a lot of jargon involved in this thing. And, but basically what what we’re saying is, is the way the process works when you have a, uh, a bankruptcy and insolvency, if a company has debt to certain people, there may be a list of a hundred people. There may be a list of two, doesn’t matter. There’s certain classes of debt, right? And Oaktree has secured debt, which means. If they get paid first, if there’s anything, right? If this bankruptcy goes and, and gets, sell this, sell that, sell this, whatever’s left, goes to the secured debt and then it goes to unsecured debt. And [00:07:00] there’s sometimes there can be different classes of unsecured debt as well. And, but if there’s not, some of it just goes by like date or value or everybody gets a percentage, it just kind of all depends on how it works out in the specific court system that the stuff takes care of. But that person. That is the top. Um, in this case, Oaktree Capital, right? Based out of la but offices all over the world, they got about $200 billion in real estate equity and debt assets or, uh, I guess valuation. I wouldn’t say assets. Um, they are the debtor in possession, so they’re the one that’s kind of like top of the heap. They’re kind of controlling how the. The restructuring and or sale goes alongside the court system.  Allen Hall: And the trouble is, is that when you have unsecured and secured debt, everybody that’s unsecured wants to get paid. So any material supplier that has been for in selling product to TPI over the years [00:08:00] usually has a 30, 60, 90, maybe 120 days of, of after they deliver the product to they get paid. In that timeframe, if bankruptcy happens, all that product that’s sitting on the floor at TPI, you sort of lost it. You know, you can’t get it back and you’re not gonna get paid for it for if, if, if ever, what do you do? And so you start, you know, you start filing claims, but those, those claims most likely will never get paid. Or if they will, they’re going to get pennies on the dollar.  Joel Saxum: Yeah. And I would imagine like, so, you know, when we, when we sit here and say from the weather guard hat, right? We put a. They go to a client, net 15, net 30, we expect to get paid in that amount of time. That’s kind of how our, basically US forwarding credit to someone else. That’s how it works. And if you work within the wind industry, you know that the OEMs, because they are the OEMs, they have a heavier hand. Sometimes they’re net 90, net one 20. Um, once they, once they’re cool with your invoice. So you could see that some of these people that have, [00:09:00] uh, and TPI falls within that OEM category, right? Um, you can see that they more than likely will have had longer, more favorable terms for themselves with some of these sub-suppliers. And the sub-suppliers are, think about TPI blades. It is composites, it is fabric, it’s resins, it’s all of those supply companies. Um, and you know, there may be, uh, some other. Dead in there that you’re not, we’re not sure of. We saw some stuff with some OEMs, maybe they have some exchange agreements you paid up front for some blades or something of that sort. You didn’t get ’em. I don’t know. But there is also, and this is the one that kind of hits home to some of our listeners, um, not only some of our listeners are those supply chain companies that support them, um, but a lot of them are ISPs. Right? So we were just talking to someone who, you know, just a couple weeks ago that had done some inspection work, uh, for, for TPI that. They’re not gonna get paid for it. Um, we have seen on the creditors list of some ISPs that we know they’re not gonna get paid, and those are people out [00:10:00] doing warranty repairs and those kind of things over a course of time. And they may have had a net 30, net 60, net 90 days payment, but I’m sure that stuff is well and long gone. They probably have invoices due for a year now. Uh, but it, this, the, the, this downfall of TPI, what’s going on with them, it affects a lot of people in the wind industry. Um. Be being, having been on the short end once in my career of an unsecured debt, uh, when a, when the client or the, uh, um, purchaser of services, but went into bankruptcy and losing a whole bunch of cash, and there’s nothing you can do about it, um, except for. Be mad and stew over it and learn from your mistakes. Uh, that’s a tough place to be. Speaker 5: Australia’s wind farms are growing fast, but are your operations keeping up? Join us February 17th and 18th at Melbourne’s Poolman on the park for Wind energy o and m Australia [00:11:00] 2026, where you’ll connect with the experts solving real problems in maintenance asset management. And OEM relations. Walk away with practical strategies to cut costs and boost uptime that you can use the moment you’re back on site. Register now at W OM a 2020 six.com. Wind Energy o and m Australia is created by wind professionals for wind professionals because this industry needs solutions, not speeches,  Allen Hall: the problem. With TPI has been keeping the doors open and they went in front of the court and said, we have a liquidity problem. Uh, Vestus bought those two factories, those two LLCs for $10 million each. That was the agreement During that transaction, TPI asked for another $55 million, uh, and it’s in the transcripts. You can go listen to this dental, listen to it, but obviously the vest representatives were. No [00:12:00] way. We’re not doing that. We are in good faith. De decided to buy, uh, these two pieces. So 10 million bucks a, a factory is. Pretty decent price, but they are still in a liquidity challenge. So GE Renova and Vestus, uh, don’t want the Blades manufacturing to stop. They have customers who need blades and so they need these TPI factories to keep running. GE Renova is providing emergency financing. Uh, through what the court calls, uh, Erna, G-E-R-N-A, it’s a liquidity agreement. Uh, they also signed a long lead materials agreement to keep raw materials moving into the plants. Vestas provided cash advances to keep production going at the Mexico facilities also. So for now, everything continues to be running, but essentially GE and Vestas are pro paying for the materials. To keep the production line going and there’s this, there’s on the back end of this TPI is essentially. Gonna charge, um, [00:13:00] GE vest less for the blades when they roll off the line because they advanced some those funds. So, TPI as an organization is still trying to continue to produce blades and trying to honor their commitments as much as they can, but they need cash and the, the place they’re going to go get it or have been getting it from as Vestas in GE Renova. So you  Joel Saxum: one would expect that either Vestas or GE Renova would eventually just say like, we’ve got to buy you. Is that a reality? Because it doesn’t seem like it from the court documents and stuff. It seems like they’re, they’re kind of, they don’t want to get their hands into back or back into, in GEs case, this blade manufacturing, uh, faculties, right? They’re okay right now providing cash for you guys to keep your operation running and providing us with the things we need. But we don’t actually want to take it over. That’s what it feels  Allen Hall: like. Uh, well, Vestus did, right? So Vestus took over two factories in Mexico. GE has not done [00:14:00] that yet, and there’s no indication from the proceedings that I read on all the documents that GE has made any move to do that. Vestus definitely stepped in and wants to keep the two factories running, uh, with the issues with ge, Renova and LM at the minute, and there was a lot of layoffs at LM just before the new year. It’s a question of what GE will do, and it doesn’t seem like as of right now, GE is going to buy factories. Now that being said, uh, TPI composites has deadlines to meet and some auctions to run. Uh, the remaining assets, the non vestus. Portion and the, the Turkish operations, which were sold way earlier, uh, all of the remaining assets go up for bid on January 26th. And if no outside buyer steps in, which is very possible, Oak Tree Capital can use its debt as currency to take ownership of from what is called a credit bid. [00:15:00] From there, uh, the secure lender could convert that debt into equity and, and so basically what happens is Oak Tree Capital. Would be the holder of the company for whatever remains. But you would think that GE Viva, uh, would want to have some piece of this to keep the blade factories running, but there’s no indication of that. No one from GE has said anything. None of the filings indicate that GE wants to go ahead and or ge. Viva wants to go ahead and buy the factories. Nothing like that has happened. So there may be, uh, some more financial transactions at play here, but as of right now, everything that remains for TPI composites is gonna be in the auction block. Someone could walk up and for several million dollars, obviously, uh, acquire it and  Joel Saxum: in theory run it. So, I mean, Alan, you and I talked about this this morning a little bit. We have seen more [00:16:00] layoffs at lm. Right. We saw more people depart and it sounds like that building is basically a ghost town over in Denmark. GE is basically scuttling LM down to nothing, and they will more than likely either sell off whatever LM has or discontinue whatever that business model is, if that’s where they’re going, blade wise, wind wise. At the same time, they’ve also said, we’re not building any more g offshore turbines.  Allen Hall: What are they  Joel Saxum: doing? I don’t see them having the, the, the, the thirst to go scoop up or put any money into TPI, but it’s like a catch 22. ’cause they need them to fulfill the orders and stuff that they have. Right now what we’re staring at is basically oak tree composites. Allen Hall: There’s no chance of that. The oak tree doesn’t know how to run that business. They’re gonna have to hire somebody to go do that. Even if they did, you still got factories in Iowa, a bunch in Mexico, other [00:17:00] places. You have all these assets kind of spread all over the place. It’s not like running an automotive dealership on the corner, you’re, you’re running a major operation with thousands of employees and producing these massively complex blades. There’s only a handful of companies that would be even possible that we could acquire that and run it with any competency at all right now.  Joel Saxum: So does oak tree being, being that oak tree is the debtor in possession and if, if possible with, or if possible, if it, if it rolls this way with the plan toggle, right. Where they would basically, the cell would convert them into equity holdings and they would own it. Are they the gatekeepers to who can bid? Like do they control ge? You can bid vest as you can bid? Or does the court control that?  Allen Hall: The court controls all of that. So it’s all part of the chapter 11 proceedings. Anybody can walk up and put a bid in. And now whether it qualifies or not is, is a good question, but anybody can walk up and, [00:18:00] and make a claim for what remains. There’s, there is a process that will happen there, but who else would it be? Nordex? I don’t think so. Is is Vesta gonna buy more? I don’t think so. So the concern is obviously for TPI, what is it gonna look like going forward? If you have purchased Vestus turbines or GE Renova turbines, are you gonna have the blades that you have purchased in time? Great questions to ask. I think on the other side is if you do own GE Renova or Vestus turbines and they’re made by TPI, where the technical aspects lie, what do you do where, what should you be thinking about if you’re a large operator of some of these turbines? How I should be planning for the future here? What are you thinking about?  Joel Saxum: So let’s divide it into two categories. One of them is turbine blades on order supply chain, supply [00:19:00] chain, and the other one’s being turbine blades already in production or received order.  Yolanda Padron: I’m not sure that we can fully look at them separately though, right? Because if you have them, if, if they’re yours and they’re under a service agreement or something. Eventually you might be in the queue for a replacement that you need, right? That your OEM would be on the hook for.  Joel Saxum: That raises another question there then does. I don’t, ’cause I don’t know this. Maybe you do. Alan does a bankruptcy qualify as a force majeure event?  Allen Hall: Not in terms of like lightning would be, but, but in terms, yeah, sure.  Joel Saxum: Yeah. But can they claim force majeure and be like, uh, out of our control? So now the turbine supply agreements are, you know, basically have to be rewritten. Timelines have to be rewritten. Yolanda, to your point, if we have a blade that we need for production, am I not responsible for LDS anymore because the blade manufacturer went into, uh, bankruptcy?  Yolanda Padron: I think it’d be more of [00:20:00] either Now you’re not just. In the queue for TPI Blades. But you’re in the queue for whatever we can retrofit there, right? That they could put in.  Joel Saxum: Yeah. The alternative is you need a whole set though, right? So if we say like, I need a blade from TPI, or I need an entire set of LM blades, now you’re triple the cost. Who has to pay for that?  Yolanda Padron: I really would hope that it, they wouldn’t go this route, but I think some OEMs would just hit liquidated damages. And stop.  Allen Hall: That’s what I think too. I mean, we’ve seen that happen with some of the OEMs. Is that the, uh, LDS and that’s it. There is nothing going forward. They’re, they’re fine doing that. That’s the only play that they have. I, I am deeply concerned what GE Renova is about to do in the wind business because of their gas turbine and everything else are so profitable. And they just announced that the wind business in 2026 is not likely to make any. Positive cash flow. [00:21:00] It, the, the discussion inside of GE Renova, at least at the sort of the boardroom level, must be really tense because in, in theory, they could buy TPIs assets in the factories and run them, but they just went through essentially a liquidation process with lm. Do they want to run another company, especially when they’re bleeding cash in that particular business? I think the answer GE historically has been no. If we’re not number one or number two, we’re getting the heck outta that business. That was the Jack Welsh of running ge, and anybody that worked for GE knew that loud and clear because they said it all the time. Those same people that grew up in that GE culture are now in the boardroom, and what are they likely to do? They’re likely to follow that advice. Because it’s just what they know. It’s, it’s, it’s, it’s the school they went to. Are they gonna change their mind and say, A longer term play is wind [00:22:00] and we wanna stay in it and we’re willing to lose a couple hundred million dollars a year for the next couple of years, and now we’re gonna run a Blade Factory with several thousand employees down in Mexico. I just don’t see it. Uh, not that I could be totally wrong about that. Probably am. Uh, today, sitting at the beginning of January of 2026, I don’t think GE Renova wants to be in the blade manufacturing business if they can at all avoid it.  Yolanda Padron: I think it’s important for owners to start thinking a lot more about educating their internal teams on what they can. So if it’s through, if you know people within your OEM that you can trust and that can help you. Learn how to self-service some of your blades. That would be great if it’s through ISPs that you can trust. If it’s a hodgepodge of items. I think it’s really important for owners right now to start building that up because it will take a while. I. And, and the risk [00:23:00] is there.  Allen Hall: That wraps up another episode of the Uptime Wind Energy Podcast, and if today’s discussion sparked any questions or ideas, we’d love to hear from you. Reach out to us on LinkedIn and don’t forget to subscribe so you never miss an episode. And if you found value in today’s conversation, please leave us overview. It really helps other wind energy professionals discover the show. And we will catch you here next week on the Uptime Wind Energy Podcast.

Edward H. Muñoz rose from humble beginnings as a first-generation Mexican American in a South Texas border town to build a 33-year career at Celanese, where he played a key role in transforming the company into a global leader in engineering materials. After earning a chemistry degree from the University of Texas at Austin, he joined Celanese during its pivot from fibers to high-value engineering resins and helped establish its polyacetal product as a serious competitor to industry giants like DuPont and GE. His journey included navigating corporate takeovers, leading multinational teams, confronting cultural bias, and accepting personal sacrifices, particularly the strain his ambition placed on family life. A near-fatal car accident that killed a close friend became a defining turning point, propelling him into international leadership roles and reshaping both his career trajectory and personal life. In this episode of Marketer of the Day, Edward Muñoz reflects on his legacy through his memoir Challenges, Triumphs, and Heroes: Memoirs of My Celanese Odyssey, which honors the people behind corporate success while capturing the human cost of leadership. He discusses his work in Germany and Mexico, his commitment to inclusive leadership, and the lessons learned from balancing ambition, culture, and responsibility. Now living with Parkinson's disease, he remains active through photography, travel, and leadership within the arts community, helping an organization not only survive the pandemic but grow significantly. Key takeaways include the importance of resilience, values-driven leadership, preserving personal history, and leaving something meaningful behind for future generations. Quotes: “The hardest challenge was balancing ambition with family. You gain a career, but you pay a price, and you have to decide what you are willing to give up.” “I am an American. That moment taught me how perception works and how easily people define others before they listen.” “You are not going to be around forever, so you have to leave something behind that others can learn from.” “When I think I might get fired, I remember this: I was looking for a job when I got here.” Resources: Connect with Edward H. Muñoz on LinkedIn Discover Edward H. Muñoz's journey from first-generation roots to global leadership. Get Challenges, Triumphs, and Heroes: Memoirs of My Celanese Odyssey on Amazon.

Bu bölümde 2025'te en beğendiğimiz kitaplar, diziler ve oyunlar, Instacart'ın dinamik fiyat testi ve teknoloji dünyasında çocuk yetiştirmenin 10 kuralı kitabı üzerine sohbet ettik.Bizi dinlemekten keyif alıyorsanız, kahve ısmarlayarak bizi destekleyebilir ve Telegram grubumuza katılabilirsiniz. :)Yorumlarınızı, sorularınızı ya da sponsorluk tekliflerinizi info@farklidusun.net e-posta adresine iletebilirsiniz.Zaman damgaları:00:00 - 2025 Nasıl Geçti21:00 - Yılın Enleri - Kitap34:46 - Yılın Enleri - Dizi50:13 - Yılın Enleri - Oyun1:03:43 - Dinamik Fiyatlar1:23:04 - Okuduklarımız, Teknoloji Dünyasında Çocuk Yetiştirme2:13:30 - İzlediklerimiz2:35:01 - Haftanın AlbümüBölüm linkleri:MonoformacOS by TutorialsNil CoalescingKaybolan BağlarMasters of DoomMore Everything ForeverDebt: The First 5,000 YearsPluribusWelcome to DerrySeveranceAndorThe PittPluribus — From Every Angle | Behind the Scenes | Apple TVSkate StoryDOOM: The Dark AgesARC RaidersBlue PrinceislandmanInstacart's AI-Enabled Pricing Experiments May Be Inflating Your Grocery Bill, CR and Groundwork Collaborative Investigation FindsI'm a developer for a major food delivery app. The 'Priority Fee' and 'Driver Benefit Fee' go 100% to the company. The driver sees $0 of it.10 Rules for Raising Kids in a High-Tech WorldAgainst the GrainThe Anxious GenerationSuperbloom: How Technologies of Connection Tear Us ApartInvisible Doctrine: The Secret History of NeoliberalismHacim Hesabı Üzerine 1. Cilt49WThe Psychology of MoneyStranger ThingsFalloutLife of PiDave Chappelle: The UnstoppableRicky Gervais: MortalityCMXXIVHitler and the Nazis: Evil on TrialThe Rise and Fall of the Third ReichSupertramp — Crime of the Centur

Geçtiğimiz bir yılda Avustralyalıların yaşadığı çalkantılı gündemi ele alıyoruz… Son 12 ay toplum olarak birlik arayışı içinde ve küresel çatışmaların gölgesinde geçti.

Nyheter och fördjupning från Sverige och världen. Lyssna på alla avsnitt i Sveriges Radios app.

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

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

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

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

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

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

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

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

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

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

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

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

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

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