Podcasts about Ge

Though Abraham was unaware of it, God had been using him to witness to the Philistines. Even though they didn't worship Abraham's God, it became obvious over time that his God was powerful and blessed him abundantly (v 22), so much so that the Philistine king became frightened and came to Abraham begging him to make a covenant of friendship with him. The sad element in this story is that Abraham had nearly spoiled what God was trying to do by lying. God wanted to reveal Himself to this foreign nation through Abraham, yet Abraham's habit of lying to protect himself almost defeated God's plan. In the passage we're reading in this episode, the king came to Abraham to ask that he promise never to lie to him again (Ge 20:2-5), and in the middle of their discussion Abraham complained that a well he had dug had been stolen by Philistines. Uncomfortably aware that his honesty was no longer considered reliable, he made a dramatic gesture to emphasize that he was telling the truth this time. Jesus told His followers that our yes must mean yes and our no must mean no (Mt 5:33-37). He wanted people to know that His followers would always tell the truth and would keep their promises. Believers should never need to swear we're telling the truth because we should have no history of lying. Yet many do and, like Abraham, we damage our witness to the world. Today we'll look at why honesty is so important and remind ourselves of key attitudes which help us tell the truth. 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.  

Silicon and Sanctuary: From the F-47 to a comeback for hypersonics, it's been a big year for airpower technology. Dr. Mark Lewis, former chief scientist of the Air Force and head of Purdue's Applied Research Institute, rates 2025's developments and picks some technologies to watch in 2026. And in this holiday season, we learn about a small church with big meaning for the United States Air Force and Britain's Royal Air Force, with The Venerable Dr. Giles Legood, Air Vice-Marshal and Chaplain-in-Chief and Archdeacon for the RAF.    Plus a few headlines in airpower. Powered by GE!

Allen and Joel sit down with Dan Fesenmeyer of Windquest Advisors to discuss turbine supply agreement fundamentals, negotiation leverage, and how tariff uncertainty is reshaping contract terms. Dan also explains why operators should maximize warranty claims before service agreements take over. 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! Welcome to Uptime Spotlight, shining Light on Wind. Energy’s brightest innovators. This is the Progress Powering tomorrow. Allen Hall: Dan, welcome to the program. Great to be here. Thanks for having me, guys. Well, we’ve been looking forward to this for several weeks now because. We’re trying to learn some of the ins and outs of turbine supply agreements, FSAs, because everybody’s talking about them now. Uh, and there’s a lot of assets being exchanged. A lot of turbine farms up for sale. A lot of acquisitions on the other side, on the investment side coming in and. As engineers, we don’t deal a lot with TSAs. It’s just not something that we typically see until, unless there’s a huge problem and then we sort of get involved a little bit. I wanna understand, first off, and you have a a ton of experience doing this, that’s why we [00:01:00] love having you. What are some of the fundamentals of turbine supply agreements? Like what? What is their function? How do they operate? Because I think a lot of engineers and technicians don’t understand the basic fundamentals of these TSAs. Dan Fesenmeyer: The TSA is a turbine supply agreement and it’s for the purchase and delivery of the wind turbines for your wind farm. Um, typically they are negotiated maybe over a 12 ish month period and typically they’re signed at least 12 months before you need, or you want your deliveries for the wind turbines. Joel Saxum: We talk with people all over the world. Um, you know, GE Americas is different than GE in Spain and GE in Australia and Nordics here, and everybody’s a little bit different. Um, but what we, we regularly see, and this is always an odd thing to me, is you talked about like negotiating. It starts 12 months ahead of time stuff, but we see that [00:02:00] the agreements a lot of times are very boilerplate. They’re very much like we’re trying to structure this in a certain way, and at the end of the day, well, as from an operator standpoint, from the the person buying them, we would like this and we would like this and we would like this, but at the end of the day, they don’t really seem to get that much negotiation in ’em. It’s kind of like, this is what the agreement you’re gonna take and this is how we sell them. That’s it. Is, is that your experience? I mean, you’re at GE for a long time, one of the leading OEMs, but is that what you’re seeing now or is there a little bit more flexibility or kind of what’s your take on that? Dan Fesenmeyer: I think generally it depends, and of course the, the OEMs in the, and I’ll focus more on the us, they’ll start with their standard template and it’s up to the purchaser, uh, to develop what they want as their wishlist and start negotiations and do their, let’s say, markup. So, uh, and then there’s a bit of leverage involved. If you’re buying two units, it’s hard to get a lot of interest. [00:03:00] If you’re buying 200 units, then you have a lot more leverage, uh, to negotiate terms and conditions in those agreements. I was with GE for 12 years on the sales and commercial side and now doing advisory services for four years. Uh, some of these negotiations can go for a long time and can get very, very red. Others can go pretty quick. It really depends on what your priorities are. How hard you want to push for what you need. Allen Hall: So how much detail goes into a TSA then are, are they getting very prescriptive, the operators coming with a, a list of things they would like to see? Or is it more negotiating on the price side and the delivery time and the specifics of the turbine? Dan Fesenmeyer: Generally speaking, you start kind of with the proposal stage and. First thing I always tell people is, let’s understand what you have in your proposal. Let’s understand, you know, what are the delivery [00:04:00] rates and times and does that fit with your project? Does the price work with respect to your PPA, what does it say about tariffs? That’s a huge one right now. Where is the risk going to land? What’s in, what’s out? Um. Is the price firm or is there indexation, whether it’s tied to commodities or different currencies. So in my view, there’s some pre-negotiations or at least really understanding what the offer is before you start getting into red lines and, and generally it’s good to sit down with the purchasing team and then ultimately with the OEM and walk through that proposal. Make sure you have everything you need. Make sure you understand what’s included, what’s not. Scope of supply is also a big one. Um, less in less in terms of the turbine itself, but more about the options, like does it have the control features you need for Ercot, for example. Uh, does it have leading [00:05:00]edge protection on your blades? Does it have low noise trailing edge? Do we even need lo low noise trailing edges? Uh, you know, those Joel Saxum: sorts Dan Fesenmeyer: of things. Joel Saxum: Do you see the more of the red lining in the commercial phase or like the technical phase? Because, and why I ask this question is when we talk, ’cause we’re regularly in the o and m world, right? Talking with engineers and asset managers, how do you manage your assets? And they really complain a lot that a lot of their input in that, that feedback loop from operations doesn’t make it to the developers when they’re signing TSAs. Um, so that’s a big complaint of theirs. And so my question is like, kind of like. All right. Are there wishes being heard or is it more general on the technical side and more focused on the commercial Dan Fesenmeyer: side? Where do you see that it comes down to making sure that your negotiation team has all the different voices and constituents at the table? Uh, my approach and our, our team’s approach is you have the legal piece, a technical piece, and we’re in between. We’re [00:06:00] the commercial piece. So when you’re talking TSAs, we’re talking price delivery terms. Determination, warranty, you know, kind of the, the big ticket items, liquidated damages, contract caps, all those big ticket commercial items. When you move over to the operations agreement, which generally gets negotiated at the same time or immediately after, I recommend doing them at the same time because you have more leverage and you wanna make sure terms go from TSA. They look the same in the. Services agreement. And that’s where it’s really important to have your operations people involved. Right? And, and we all learn by mistakes. So people that have operated assets for a long time, they always have their list of five or 10 things that they want in their o and m agreement. And, um, from a process standpoint, before we get into red lines, we usually do kind of a high [00:07:00] level walkthrough of here’s what we think is important. Um. For the TSA and for the SMA or the operations and maintenance agreement, let’s get on the same page as a team on what’s important, what’s our priority, and what do we want to see as the outcome. Allen Hall: And the weird thing right now is the tariffs in the United States that they are a hundred percent, 200%, then they’re 10%. They are bouncing. Like a pinball or a pong ping pong ball at the moment. How are you writing in adjustments for tariffs right now? Because some of the components may enter the country when there’s a tariff or the park the same park enter a week later and not be under that tariff. How does that even get written into a contract right now? Dan Fesenmeyer: Well, that’s a fluid, it’s a fluid environment with terrorists obviously, and. It seems, and I’ll speak mostly from the two large OEMs in the US market. Um, [00:08:00] basically what you’re seeing is you have a proposal and tariffs, it includes a tariff adder based on tariffs as in as they were in effect in August. And each one may have a different date. And this is fairly recent, right? So as of August, here’s what the dates, you know, here’s a tariff table with the different countries and the amounts. Here’s what it translates into a dollar amount. And it’ll also say, well, what we’re going to do is when, uh, these units ship, or they’re delivered X works, that’s when we come back and say, here’s what the tariffs are now. And that difference is on the developer or the purchaser typically. Allen Hall: So at the end of the day. The OEM is not going to eat all the tariffs. They’re gonna pass that on. It’s just basically a price increase at the end. So the, are the, are the buyers of turbines then [00:09:00] really conscious of where components are coming from to try to minimize those tariffs? Dan Fesenmeyer: That’s Allen Hall: difficult. Dan Fesenmeyer: I mean, I would say that’s the starting point of the negotiation. Um, I’ve seen things go different ways depending on, you know, if an off, if a developer can pass through their tariffs to the, on their PPA. They can handle more. If they can’t, then they may come back and say, you know what, we can only handle this much tariff risk or amount in our, in our PPA. The rest we need to figure out a way to share between the OEM or maybe and the developer. Uh, so let’s not assume, you know, not one, one size doesn’t fit all. Joel Saxum: The scary thing there is it sound, it sounds like you’re, like, as a developer when you’re signing a TSA, you’re almost signing a pro forma invoice. Right. That that could, that could go up 25% depending on the, the mood on, in Capitol Hill that day, which is, it’s a scary thought and I, I would think in my mind, hard to really get to [00:10:00] FID with that hanging over your head. Dan Fesenmeyer: Yeah. It it’s a tough situation right now for sure. Yeah. And, and we haven’t really seen what section 2 32, which is another round of potential tariffs out there, and I think that’s what. At least in the last month or two. People are comfortable with what tariffs are currently, but there’s this risk of section 2 32, uh, and who’s going to take that risk Allen Hall: moving forward? Because the 2 32 risk is, is not set in stone as when it will apply yet or if it even Dan Fesenmeyer: will happen and the amount, right. So three ifs, three big ifs there, Alan. Allen Hall: Yeah. And I, maybe that’s designed on purpose to be that way because it does seem. A little bit of chaos in the system will slow down wind and solar development. That’s one way you do. We just have a, a tariff. It’s sort of a tariff that just hangs out there forever. And you, are there ways to avoid that? Is it just getting the contract in [00:11:00] place ahead of time that you can avoid like the 2 32 thing or is it just luck of the draw right now? It’s always Dan Fesenmeyer: up to the situation and what your project delivery. Is looking at what your PPA, what can go in, what can go out. Um, it’s tough to avoid because the OEMs certainly don’t want to take that risk. And, uh, and I don’t blame them. Uh, and separately you were asking about, well, gee, do you start worrying about where your components are sourced from? Of course you are. However, you’re going to see that in the price and in the tariff table. Uh, typically. I would say from that may impact your, your, uh, sort of which, which OEM or which manufacturer you go with, depending on where their supply chain is. Although frankly, a lot of components come from China. Plain and simple, Allen Hall: right? Dan Fesenmeyer: Same place. If you are [00:12:00] subject to these tariffs, then you want to be more on a, you know, what I would say a fleet wide basis. So, uh, meaning. Blades can come from two places. We don’t want to have, you know, an OEM select place number one because it’s subject to tariff and we have to pay for it. You want it more on a fleet basis, so you’re not, so the OEM’s not necessarily picking and choosing who gets covered or who has to pay for a tariff or not. Joel Saxum: And I wonder that, going back to your first statement there, like if you have the power, the leverage, if you can influence that, right? Like. Immediately. My mind goes to, of course, like one of the big operators that has like 10, 12, 15,000 turbines and deals exclusively with ge. They probably have a lot of, they might have the, the stroke to be able to say, no, we want our components to come from here. We want our blades to come from TPI Mexico, or whatever it may be, because we don’t want to make sure they’re coming from overseas. And, and, and if that happens in, in [00:13:00] the, let’s take like the market as a whole, the macro environment. If you’re not that big player. You kind of get the shaft, like you, you would get the leftovers basically. Dan Fesenmeyer: You could, and that makes for a very interesting discussion when you’re negotiating the contract and, and figuring out something that could work for both. It also gets tricky with, you know, there could be maybe three different gearbox suppliers, right? And some of those. So this is when things really get, you know, peeling back an onion level. It’s difficult and I’ll be nice to the OEMs. It’s very tough for them to say, oh, we’re only a source these gearbox, because they avoid the tariffs. Right? That’s why I get more to this fleet cost basis, which I think is a fair way for both sides to, to handle the the issue. Allen Hall: What’s a turbine backlog right now? If I sign a TSA today, what’s the earliest I would see a turbine? Delivered. Dan Fesenmeyer: You know, I, I really don’t know the answer to that. I would say [00:14:00] generally speaking, it would be 12 months is generally the response you would get. Uh, in terms of if I sign today, we get delivery in 12 months, Allen Hall: anywhere less than two years, I think is a really short turnaround period. Because if you’re going for a, uh, gas turbine, you know, something that GE or Siemens would provide, Mitsubishi would provide. You’re talking about. Five or six years out before we ever see that turbine on site. But wind turbines are a year, maybe two years out. That seems like a no brainer for a lot of operators. Dan Fesenmeyer: I would say a year to two is safe. Um, my experience has been things, things really get serious 12 months out. It’s hard to get something quicker. Um, that suppliers would like to sign something two years in advance, but somewhere in between the 12 months and 24 months is generally what you can expect. Now, I haven’t seen and been close to a lot of recent turbine supply [00:15:00]deals and, and with delivery, so I, I, I can’t quote me on any of this. And obviously different safe harbor, PTC, windows are going to be more and more important. 20 eights preferred over 29. 29 will be preferred over 30. Um, and how quick can you act and how quick can you get in line? Allen Hall: Yeah, it’s gonna make a big difference. There’s gonna be a rush to the end. Wouldn’t you think? There’s must be operators putting in orders just because of the end of the IRA bill to try to get some production tax credits or any tax credits out of it. Dan Fesenmeyer: Absolutely. And you know. June of 2028 is a hell of a lot better than fall of 2028 if you want a COD in 2 28. Right. And then you just work backwards from there. Yeah. And that’s, that’s, we’ve seen that in the past as well, uh, with, with the different PTC cliffs that we’ve [00:16:00] seen. Allen Hall: Let’s talk service agreements for a moment when after you have a TSA signed and. The next thing on the list usually is a service agreement, and there are some OEMs that are really hard pushing their service agreements. 25, 30, 35 years. Joel, I think 35 is the longest one I have seen. That’s a long time. Joel Saxum: Mostly in the Nordics though. We’ve seen like see like, uh, there are Vestas in the Nordic countries. We’ve seen some 35 year ones, but that’s, to me, that’s. That’s crazy. That’s, that’s a marriage. 35 years. The crazy thing is, is some of them are with mo models that we know have issues. Right? That’s the one that’s always crazy to me when I watch and, and so then maybe this is a service, maybe this is a com a question is in a service level agreement, like I, I, I know people that are installing specific turbines that we’ve been staring at for five, six years that we know have problems now. They’ve addressed a lot of the problems and different components, bearings and drive, train and [00:17:00] blades and all these different things. Um, but as an, as an operator, you’d think that you have, okay, I have my turbine supply agreement, so there’s some warranty stuff in there that’s protecting me. There is definitely some serial defect clauses that are protecting me. Now I have a service level agreement or a service agreement that we’re signing that should protect me for from some more things. So I’m reducing my risk a little more. I also have insurance and stuff in built into this whole thing. But when, when you start crossing that gap between. These three, four different types of contracts, how do people ensure that when they get to that service level contract, that’s kind of in my mind, the last level of protection from the OEM. How do they make sure they don’t end up in a, uh, a really weird Swiss cheese moment where something fell through the cracks, serial defects, or something like that? You know? Dan Fesenmeyer: Yeah. It, it comes down to, I, I think it’s good to negotiate both at the same time. Um, it sometimes that’s not practical. It’s good. And [00:18:00] part of it is the, the simple, once your TSA is signed, you, you don’t have that leverage over that seller to negotiate terms in the services agreement, right? Because you’ve already signed a t to supply agreement. Uh, the other piece I think is really important is making sure the defect language, for example, and the warranty language in the TSA. Pretty much gets pulled over into the service agreement, so we don’t have different definitions of what a defect is or a failed part, uh, that’s important from an execution standpoint. My view has always been in the TSA, do as much on a warranty claim as you possibly can at that end of the warranty term. The caps and the coverages. And the warranty is much higher than under the services agreement. Services agreement [00:19:00] will end up, you know, warranty or extended warranty brackets, right? ’cause that’s not what it is. It becomes unscheduled maintenance or unplanned maintenance. So you do have that coverage, but then you’re subject to, potentially subject to CAPS or mews, annual or per event. Um. Maybe the standard of a defect is different. Again, that’s why it’s important to keep defect in the TSAs the same as an SMA, and do your warranty claim first. Get as much fixed under the warranty before you get into that service contract. Joel Saxum: So with Windquest, do you go, do you regularly engage at that as farms are coming up to that warranty period? Do you help people with that process as well? As far as end of warranty claims? Contract review and those things before they get into that next phase, you know, at the end of that two year or three years. Dan Fesenmeyer: Yeah. We try to be soup to nuts, meaning we’re there from the proposal to helping [00:20:00] negotiate and close the supply agreement and the services agreement. Then once you move into the services agreement or into the operation period, we can help out with, uh, filing warranty claims. Right. Do we, do you have a serial defect, for example, or. That, that’s usually a big one. Do you have something that gets to that level to at least start that process with an root cause analysis? Um, that’s, that’s obviously big ones, so we help with warranty claims and then if things aren’t getting fixed on time or if you’re in a service agreement and you’re unhappy, we try to step in and help out with, uh, that process as well. Joel Saxum: In taking on those projects, what is your most common component that you deal with for seald? Defects, Dan Fesenmeyer: gearboxes seem to always be a problem. Um, more recently, blade issues, um, main bearing issues. Uh, those are [00:21:00] some of the bigger ones. And then, yeah, and we can be main bearings. Also. Pitch bearings often an issue as well. Joel Saxum: Yeah, no, nothing surprising there. I think if you, if you listen to the podcast at all, you’ve heard us talk about all of those components. Fairly regularly. We’re not, we’re not to lightening the world on firing new information on that one. Allen Hall: Do a lot of operators and developers miss out on that end of warranty period? It does sound like when we talk to them like they know it’s coming, but they haven’t necessarily prepared to have the data and the information ready to go till they can file anything with the OEM it. It’s like they haven’t, they know it’s approaching, right? It’s just, it’s just like, um, you know, tax day is coming, you know, April 15th, you’re gonna write a check for to somebody, but you’re not gonna start thinking about it until April 14th. And that’s the wrong approach. And are you getting more because things are getting tighter? Are you getting more requests to look at that and to help? Operators and developers engage that part of their agreements. I think it’s an Dan Fesenmeyer: [00:22:00] oppor opportunity area for owner operators. I think in the past, a lot of folks have just thought, oh, well, you know, the, the, the service agreement kicks in and it’ll be covered under unscheduled or unplanned maintenance, which is true. But, uh, again, response time might be slower. You might be subject to caps, or in the very least, an overall contract level. Cap or limitation, let’s say. Uh, so I, I do think it’s an opportunity area. And then similarly, when you’re negotiating these upfront to put in language that, well, I don’t wanna say too much, but you wanna make sure, Hey, if I, if I file a claim during warranty and you don’t fix it, that doesn’t count against, let’s say your unplanned cap or unplanned maintenance. Joel Saxum: That’s a good point. I was actually, Alan, this is, I was surprised the other day. You and I were on a call with someone and they had mentioned that they were coming up on end of warranty and they were just kinda like, eh, [00:23:00] we’ve got a service agreement, so like we’re not gonna do anything about it. And I was like, really? Like that day? Like, yeah, that deadline’s passed, or it’s like too close. It wasn’t even passed. It was like, it’s coming up and a month or two. And they’re like, yeah, it’s too close. We’re not gonna do anything about it. We’ll just kind of deal with it as it comes. And I was thinking, man, that’s a weird way to. To manage a, you know, a wind farm that’s worth 300 million bucks. Dan Fesenmeyer: And then the other thing is sometimes, uh, the dates are based on individual turbine CDs. So your farm may have a December 31 COD, but some of the units may have an October, uh, date. Yeah, we heard a weird one the other day that was Joel Saxum: like the entire wind farm warranty period started when the first turbine in the wind farm was COD. And so there was some turbines that had only been running for a year and a half and they were at the end of warranty already. Someone didn’t do their due diligence on that contract. They should have called Dan Meyer. Dan Fesenmeyer: And thing is, I come back is when you know red lines are full of things that people learned [00:24:00] by something going wrong or by something they missed. And that’s a great example of, oh yeah, we missed that when we signed this contract. Joel Saxum: That’s one of the reasons why Alan and I, a lot, a lot of people we talk to, it’s like consult the SMEs in the space, right? You’re, you may be at tasked with being a do it all person and you may be really good at that, but someone that deals in these contracts every day and has 20 years of experience in it, that’s the person you talk to. Just like you may be able to figure out some things, enlight. Call Allen. The guy’s been doing lightning his whole career as a subject matter expert, or call a, you know, a on our team and the podcast team is the blade expert or like some of the people we have on our network. Like if you’re going to dive into this thing, like just consult, even if it’s a, a small part of a contract, give someone a day to look through your contract real quick just to make sure that you’re not missing anything. ’cause the insights from SMEs are. Priceless. Really. Dan Fesenmeyer: I couldn’t agree more. And that’s kind of how I got the idea of starting Windquest advisors to begin with. [00:25:00] Um, I used to sit across the table with very smart people, but GE would con, you know, we would negotiate a hundred contracts a year. The purchaser made one or two. And again, this isn’t, you know, to beat up the manufacturers, right? They do a good job. They, they really work with their, their customers to. Find solutions that work for both. So this is not a beat up the OEM, uh, from my perspective, but having another set of eyes and experience can help a lot. Allen Hall: I think it’s really important that anybody listening to this podcast understand how much risk they’re taking on and that they do need help, and that’s what Windquest Advisors is all about. And getting ahold of Dan. Dan, how do people get ahold of you? www.win advisors.com. If you need to get it to Dan or reach out to win advisors, check out LinkedIn, go to the website, learn more about it. Give Dan a phone call because I think [00:26:00] you’re missing out probably on millions of dollars of opportunity that probably didn’t even know existed. Uh, so it’s, it’s a good contact and a good resource. And Dan, thank you so much for being on the podcast. We appreciate having you and. We’d like to have you back again. Dan Fesenmeyer: Well, I’d love to come back and talk about, maybe we can talk more about Lightning. That’s a Joel Saxum: couple of episodes. Dan Fesenmeyer: I like watching your podcast. I always find them. Informative and also casual. It’s like you can sit and listen to a discussion and, and pick up a few things, so please continue doing what you’re doing well, thanks Dan. Allen Hall: Thanks Dan.

Dive into an inspiring conversation with Kurt Meyers as he shares the lessons from his leadership journey, his powerful approach to communication, and strategies for balancing work and family. Gain valuable insights from his experiences that can help you elevate your career and enrich your personal life. GE-8633778.1(11/25)(Exp.11/29)

TA DIG EN WHISKY MOT RYGGONTET. David är ett levande exempel på att en dram inte hjälper mot ryggont, men hur är det med förkylning, hjärtsvikt och liktornar? Vi pratar whisky som medicin. Gurgla med newmake, någon? Vi diskuterar om Chivas Regals nya färglösa … icke-whisky och avhandlar veckans destilleri som är Glenkinchie. Vad var det i glaset? Mathias ”njöt” av en Buchanans buteljerad på sent 1970-tal. David körde med Mackmyra Identitet, som han älskade: http://tjederswhisky.se/det-basta-mackmyra-har-buteljerat/ Jeroen körde med en 21 YO Ledaig med slutlagring på Marsalafat, denna för att vara exakt: https://www.whiskybase.com/whiskies/whisky/181313. Whisky som medicin David hittar noll artiklar som behandlat detta historiskt annat än enorma mängder källmaterial så tyvärr, här får ni googla lite själva! Chivas Regal fast utan färg! Crystal Gold är whisky fast inte whisky fast ändå… https://www.chivas.com/en/collection/chivas-regal-crystalgold/ En ren reklamfilm för det hela: https://www.instagram.com/reel/DRciq7YiDdn/?igsh=MXh1cXA5Zmo0eHdodw%3D%3D The Spirits Business artikel om det hela: https://www.thespiritsbusiness.com/2025/09/chivas-regal-unveils-crystalgold/ Se också: https://www.thedrinksbusiness.com/2025/10/chivas-regals-first-ever-clear-spirit-hits-market/ Veckans destilleri är Glenkinchie! Hemsida: https://www.malts.com/en/glenkinchie Wikipedia: https://en.wikipedia.org/wiki/Glenkinchie_distillery Se också: https://www.visitscotland.com/info/see-do/glenkinchie-distillery-visitor-centre-p418531; https://scotchwhisky.com/whiskypedia/1860/glenkinchie/ Det var inte Glenkinchie utan Dalwhinnie som släppte en whisky som hette Gold fast det hette den inte alls för den hette Winter's Gold. Ge bort medlemskap i En trea whisky i julklapp! https://entreawhisky.memberful.com/gift?plan=74960 Här når du oss: En trea whisky på Facebook (https://www.facebook.com/entreawhisky) Maila till oss på hej@entreawhisky.se Davids blogg tjederswhisky.se (https://www.tjederswhisky.se) Följ oss på Instagram: https://www.instagram.com/entreawhisky Bli medlem! https://entreawhisky.memberful.com/checkout?plan=74960

Geçtiğimiz günlerde Dünya Mirası anıt eser Ayasofya'nın içine girmiş ağır tonajlı kamyonlara ve çelik ekipmanlara ilişkin fotoğrafların sosyal medyada yarattığı büyük tepki akabinde Kültür ve Turizm Bakanı'nın yaptığı açıklamalardan Ayasofya'da “Mimar Sinan'dan bu yana gerçekleştirilen en geniş çaplı restorasyon sürecini”nin başlatıldığını öğrendik.​​​​​​​Bu akşam konuğumuz Prof. Dr. Zeynep Ahunbay'a 1990'larda kendisinin de içinde yer aldığı Ayasofya koruma ve restorasyon programının ayrıntılarını soruyoruz. Ayasofya'nın korunmasına yönelik öne çıkan temalar ve öneriler nelerdi ve neler uygulamaya geçirildi, 1990'larda başlatılan bu koruma programı ileriki dönemlerde nasıl devam ettirildi ve bugün Ayasofya'nın koruma gündeminin en önemli konusu nedir, sorularını Zeynep Ahunbay ile ele alıyoruz. 

Rock müzik dünyasının en iyileri için her Cuma ‘Bu Arada Rock' diyoruz! Geçmişten günümüze en iyilere, en yenilere, son haberlere, unutulmaz olan ve planlanan konserlerin dikkat çeken ayrıntılarına yer veriyoruz. Albümlerin ve şarkıların hikayelerine de kulak vereceğiniz, rock müzik severlerin programı ‘Bu Arada Rock' her Cuma saat 20.00-22.00 arası Meltem Çivril'in sunumuyla Radyo D'de… Kaçırdığın veya yeniden dinlemek istediğin bölümler ise podcast sayfamızda seni bekliyor.

Geçtiğimiz günlerde Dünya Mirası anıt eser Ayasofya'nın içine girmiş ağır tonajlı kamyonlara ve çelik ekipmanlara ilişkin fotoğrafların sosyal medyada yarattığı büyük tepki akabinde Kültür ve Turizm Bakanı'nın yaptığı açıklamalardan Ayasofya'da “Mimar Sinan'dan bu yana gerçekleştirilen en geniş çaplı restorasyon sürecini”nin başlatıldığını öğrendik.​​​​​​​Bu akşam konuğumuz Prof. Dr. Zeynep Ahunbay'a 1990'larda kendisinin de içinde yer aldığı Ayasofya koruma ve restorasyon programının ayrıntılarını soruyoruz. Ayasofya'nın korunmasına yönelik öne çıkan temalar ve öneriler nelerdi ve neler uygulamaya geçirildi, 1990'larda başlatılan bu koruma programı ileriki dönemlerde nasıl devam ettirildi ve bugün Ayasofya'nın koruma gündeminin en önemli konusu nedir, sorularını Zeynep Ahunbay ile ele alıyoruz. 

In this episode of the HAYVN Hubcast host Nancy Sheed talks with Marty Isaac, President and Managing Director of the Angel Investor Forum, Connecticut's leading network of early-stage investors. Marty brings a refreshing, community-minded perspective to angel investing — one built on curiosity and collaboration. "There are no sharp elbows in our group. We all want the companies — and each other — to win." A former GE and consumer marketing executive turned investor and civic leader, Marty shares how he built his portfolio — from early, overzealous investments to smart, diversified "small bets" — and why he's so passionate about supporting founders and helping build strong management teams. Key Points Angel investing isn't just for the ultra-wealthy anymore — while investors still must be accredited, angel groups and diversified funds have made participation more accessible and structured. Risk is extremely high, with 50% of early-stage companies failing and another 20% not returning capital — which is why the power law (a few big wins) drives overall returns. Diversification is essential, with Marty recommending at least 20 investments over five years or participation in a fund to increase the odds of catching an outlier success. What angels look for comes down to three fundamentals: the problem, the solution, and how the business makes money — but the management team remains the most critical factor in determining whether a company can execute. Proof Over Ideas: Today's investors no longer fund pitch decks alone — lower startup costs mean founders are expected to show real traction through proof points like customer validation, pilot programs, or early revenue to demonstrate market fit before attracting capital. Marty's insights offer a grounded, practical look into the realities of angel investing today — from the risks and rewards to the strategic thinking required on both sides of the table. He also shares what's happening in the broader world of angel investing — from how Connecticut's startup scene has grown to what investors are watching closely right now. Whether you're a "founder" seeking capital or an "investor" exploring the startup ecosystem, Marty's candid reflections and open arms optimism make this conversation educational, energizing, and actionable.  Connect with Marty Website LinkedIn Connect with Nancy LinkedIn  Instagram Website

This week, we're diving into a flurry of major M&A activity from GE's $2.3B healthcare tech acquisition to Violia's $3B hazardous waste deal and a massive offshore wind farm stake sale by Denmark's Ørsted. But the spotlight is on Warner Bros. Discovery, where a high-stakes bidding war is heating up.With Paramount, Netflix, and Comcast all circling, Anthony and Piers unpack why the media giant rejected multiple multi-billion dollar offers and how strategic tension is being used to push up valuations. Is splitting the company more valuable than selling it whole? And what's the endgame for each suitor?(00:00) Rate Cut Hopes & Market Moves(07:34) M&A Roundup: Paint, Healthcare & Waste(10:27) Wind Power Play: Ørsted & Apollo(12:39) Warner Bros vs Paramount(24:34) Netflix & Comcast Join the Fray(32:00) Who Buys the Crown Jewels

Join Mike and Bill as they discuss recent purchases, Money Shot 20-23, Black Kiss #5-6, They’re all Terrible #1-2, Vengeance is for the Living #3, One Last Trick #1, Spider-man Noir #1, Punisher: Badlands, Running Man The post Ge...

Πώς επηρεάζουν τα έμφυλα στερεότυπα τις μητέρες παιδιών με αναπηρία στον εργασιακό τομέα αλλά και στον κοινωνικό; Τι πρέπει να κάνει η πολιτεία για να φροντίσει με τη σειρά της τις/τους φροντίστριες/στές παιδιών με αναπηρία;Στο 7ο επεισόδιο του WHEN On Topic, η Στέλλα Κάσδαγλη συζητά με τη Μαρία Στούπα, μητέρα του Δημήτρη, ενός αυτιστικού παιδιού χαμηλής λειτουργικότητας, και μέλος του γονεϊκού κινήματος, που διεκδικεί μια καλύτερη ποιότητα ζωής για φροντίστριες και φροντιστές παιδιών με αναπηρία. Η συζήτηση με τη Μαρία φωτίζει τα μαθήματα της φροντίδας, το δρόμο που έχει ακόμα να διανύσει η αγορά εργασίας για να γίνει πραγματικά συμπεριληπτική για τους γονείς, αλλά και τη διαυγή σκέψη μιας μητέρας που αναζητά πρόοδο και λύσεις, όχι μόνο για τη δική της οικογένεια αλλά και για όλα τα άτομα που ζουν φροντίζοντας και δημιουργώντας.Στο έβδομο επεισόδιο της σειράς του WHEN on Topic, το οποίο υλοποιείται στο πλαίσιο του έργου CAREdiZO αναρωτιόμαστε:Ποια είναι η καθημερινότητα στη φροντίδα ενός παιδιού με αυτισμό χαμηλής λειτουργικότητας και πώς καθορίζονται οι προτεραιότητες στην ανάπτυξή του;Πώς αντιμετωπίζει συναισθηματικά μια μητέρα ή ένας γονιός γενικότερα, τη διάγνωση του αυτισμού και με ποιο τρόπο διαχειρίζεται τη ματαίωση των προσδοκιών του γύρω από αυτή τη νέα φάση ζωής;Πώς μοιράζεται η φροντίδα μέσα στην οικογένεια; Πώς επιτυγχάνεται η ισορροπία όταν μεγαλώνουμε ένα νευροδιαφορετικό και ένα νευροτυπικό παιδί;Υπάρχουν κατάλληλες κρατικές δομές υποστήριξης; Τι θα έπρεπε να αλλάξει σε επίπεδο κράτους ώστε η μητέρα ενός παιδιού με αναπηρία να μπορεί, εφόσον το επιθυμεί, να εργαστεί;Ένα επεισόδιο γεμάτο ενσυναίσθηση γύρω από τη φροντίδα των παιδιών με αναπηρία, την ανάγκη των γονιών τους να ανήκουν σε μια συμπεριληπτική και υποστηρικτική κοινότητα, καθώς και τα εμπόδια-προκλήσεις που αντιμετωπίζουν καθημερινά σε πολλά επίπεδα.Καλή ακρόαση!Το έργο CAREdiZO υλοποιείται στο πλαίσιο του προγράμματος CERV της Ευρωπαϊκής Επιτροπής, με τη συνεργασία των οργανισμών challedu (Greece), WHEN (Greece), MOTERU INFORMACIJOS CENTRAS (Lithuania), NATSIONALNA MREZHA ZA BIZNES RAZVITIE (Bulgaria), Mediterranean Institute of Gender Studies (Cyprus). Χρηματοδοτείται από την Ευρωπαϊκή Ένωση. Οι απόψεις και οι γνώμες που εκφράζονται είναι, ωστόσο, μόνο των συγγραφέων και δεν αντικατοπτρίζουν απαραίτητα εκείνες της Ευρωπαϊκής Επιτροπής-ΕΕ. Ούτε η Ευρωπαϊκή Ένωση ούτε η Ευρωπαϊκή Επιτροπή φέρουν ευθύνη γι' αυτές. Κωδικός έργου: 101191047 — CAREdiZO — CERV-2024-GE

Juana Vegas, Geóloga del IGME, nos habla sobre El Premio Caldera del Ayuntamiento de El Paseo

Πώς επηρεάζουν τα έμφυλα στερεότυπα τις μητέρες παιδιών με αναπηρία στον εργασιακό τομέα αλλά και στον κοινωνικό; Τι πρέπει να κάνει η πολιτεία για να φροντίσει με τη σειρά της τις/τους φροντίστριες/στές παιδιών με αναπηρία;Στο 7ο επεισόδιο του WHEN On Topic, η Στέλλα Κάσδαγλη συζητά με τη Μαρία Στούπα, μητέρα του Δημήτρη, ενός αυτιστικού παιδιού χαμηλής λειτουργικότητας, και μέλος του γονεϊκού κινήματος, που διεκδικεί μια καλύτερη ποιότητα ζωής για φροντίστριες και φροντιστές παιδιών με αναπηρία. Η συζήτηση με τη Μαρία φωτίζει τα μαθήματα της φροντίδας, το δρόμο που έχει ακόμα να διανύσει η αγορά εργασίας για να γίνει πραγματικά συμπεριληπτική για τους γονείς, αλλά και τη διαυγή σκέψη μιας μητέρας που αναζητά πρόοδο και λύσεις, όχι μόνο για τη δική της οικογένεια αλλά και για όλα τα άτομα που ζουν φροντίζοντας και δημιουργώντας.Στο έβδομο επεισόδιο της σειράς του WHEN on Topic, το οποίο υλοποιείται στο πλαίσιο του έργου CAREdiZO αναρωτιόμαστε:Ποια είναι η καθημερινότητα στη φροντίδα ενός παιδιού με αυτισμό χαμηλής λειτουργικότητας και πώς καθορίζονται οι προτεραιότητες στην ανάπτυξή του;Πώς αντιμετωπίζει συναισθηματικά μια μητέρα ή ένας γονιός γενικότερα, τη διάγνωση του αυτισμού και με ποιο τρόπο διαχειρίζεται τη ματαίωση των προσδοκιών του γύρω από αυτή τη νέα φάση ζωής;Πώς μοιράζεται η φροντίδα μέσα στην οικογένεια; Πώς επιτυγχάνεται η ισορροπία όταν μεγαλώνουμε ένα νευροδιαφορετικό και ένα νευροτυπικό παιδί;Υπάρχουν κατάλληλες κρατικές δομές υποστήριξης; Τι θα έπρεπε να αλλάξει σε επίπεδο κράτους ώστε η μητέρα ενός παιδιού με αναπηρία να μπορεί, εφόσον το επιθυμεί, να εργαστεί;Ένα επεισόδιο γεμάτο ενσυναίσθηση γύρω από τη φροντίδα των παιδιών με αναπηρία, την ανάγκη των γονιών τους να ανήκουν σε μια συμπεριληπτική και υποστηρικτική κοινότητα, καθώς και τα εμπόδια-προκλήσεις που αντιμετωπίζουν καθημερινά σε πολλά επίπεδα.Καλή ακρόαση!Το έργο CAREdiZO υλοποιείται στο πλαίσιο του προγράμματος CERV της Ευρωπαϊκής Επιτροπής, με τη συνεργασία των οργανισμών challedu (Greece), WHEN (Greece), MOTERU INFORMACIJOS CENTRAS (Lithuania), NATSIONALNA MREZHA ZA BIZNES RAZVITIE (Bulgaria), Mediterranean Institute of Gender Studies (Cyprus). Χρηματοδοτείται από την Ευρωπαϊκή Ένωση. Οι απόψεις και οι γνώμες που εκφράζονται είναι, ωστόσο, μόνο των συγγραφέων και δεν αντικατοπτρίζουν απαραίτητα εκείνες της Ευρωπαϊκής Επιτροπής-ΕΕ. Ούτε η Ευρωπαϊκή Ένωση ούτε η Ευρωπαϊκή Επιτροπή φέρουν ευθύνη γι' αυτές. Κωδικός έργου: 101191047 — CAREdiZO — CERV-2024-GE

In this episode of The Mentors Radio, Host Tom Loarie talks with Rusty Gaillard, a man who built one of the quintessential “A-student” careers of our time: Princeton engineering, GE under Jack Welch, an MBA from Stanford, and ultimately 14 years at Apple, where he served as Worldwide Director of Finance. By any external measure, he had “made it”. But internally, Rusty hit a wall — a wall many high achievers eventually reach. That crisis led to deep introspection, divorce, reinvention, and ultimately the insights behind his book, Breaking the Code: Stop Looking for Answers and Start Enjoying Life — a guide to upgrading what he calls your code or your “InnerTech,” the internal operating system that shapes your life. Rusty eventually left Apple to become a transformational executive coach, helping leaders navigate transitions and create meaningful, sustainable success. In this episode, they explore what drove Rusty to the breaking point, how he rebuilt his life, and what he has learned coaching others through change. LISTEN TO the radio broadcast live on iHeart Radio, or to “THE MENTORS RADIO” podcast any time, anywhere, on any podcast platform – subscribe here and don't miss an episode! SHOW NOTES: RUSTY GAILLARD: BIO: https://rustygaillard.com/about-rusty-gaillard-corporate-performance-consultant BOOK: Breaking the Code: Stop Looking for Answers and Start Enjoying Life, by Rusty Gaillard WEBSITE: https://rustygaillard.com

Focal passages: Matthew 4:18-22, Jn 12:26, Ge 12:1, Heb 11:8, Ex 13:21, Nu 9:17, Ac 8:26, Mk 1:18

Föstudagur 28. nóvember Vikuskammtur: Vika 48 Í Vikuskammti við Rauða borðið sitja í dag þau Unnur Andrea Einarsdóttir, fjöllistakona, Grímur Atlason, framkvæmdastjóri Geðhjálpar, Thelma Harðardóttir, sveitarstjórnarfulltrúi í borgarbyggð og Eldar Ástþórsson, markaðsstjóri Faxaflóahafna. Þau ræða fréttir vikunnar með Maríu Lilju.

Haftalık programında Fatma İnce ve Mert Büyükkarabacak geçtiğimiz haftanın politik gelişmelerini değerlendiriyor:→ Ukrayna'da barış yakın mı?→ Gine-Bissau'da darbe, Afrika'da hesaplaşma → Suriye'de Alevilere yönelik saldırılar→ İmralı görüşmesi sonrası→ TÜİK'in enflasyon numarası → KESK'in "Geçinemiyoruz" mitingleri → 25 Kasım'da kadınların sokak iradesi→ Köpeklerin beslenmesi yasağı→ Okuma ve izleme önerileri

De Africast tipt: deze podcast van Max Boogaard.Stel je voor: je loopt langs een vijver en ziet een kind verdrinken. Wat zou je doen? Max denkt dat hij zonder aarzeling het water in zou springen om het kind te redden. Maar wat als een kind in levensgevaar zich aan de andere kant van de wereld bevindt, ver van jou vandaan? Waarom doen we dan meestal niets?In Het kind in de vijver reist journalist en podcastmaker Max Boogaard (26) naar Sierra Leone – een van de armste landen ter wereld. Daar volgt hij een bijzonder team van lokale hulpverleners die zich onvermoeid inzetten voor kinderen met een handicap. Kinderen die vaak verwaarloosd, verborgen of zelfs gedood worden.Tijdens zijn reis worstelt Max met een eeuwenoude filosofische vraag: hoe ver gaat onze plicht om een ander te helpen? Geïnspireerd door de beroemde metafoor van filosoof Peter Singer – over het kind in de vijver – confronteert de serie ons met morele dilemma's die we vaak liever uit de weg gaan. Maar de podcast laat ons ook inzien wat er gebeurt wanneer we de sprong in het water wél maken. Volg de podcast en mis geen aflevering.Apple Podcasts: https://apple.co/3X2KxSHSpotify: https://open.spotify.com/show/5pT5IxeRg3PHSBONd2Nf0j?si=d55c1f97e8424ee8

Torna l'Artigiano in Fiera! Classico appuntamento in programma a Fieramilano Rho-Pero prima del Natale, quest'anno più precisamente dal 6 al 14 dicembre. Ne ha parlato il dottor Antonio Intiglietta, presidente di Ge.Fi. che ogni anno organizza il maxi-evento internazionale, ai microfoni del nostro Claudio Chiari: «La mostra cresce, avremo un padiglione in più e ci saranno ancora più espositori per quanto riguarda Sicilia e Calabria - ha proseguito Intiglietta -. In ogni caso noi poniamo al centro il lavoro dell'artigiano, che sia uomo o donna. Cosa mi colpisce di più? Tra gli espositori ci sono sempre più giovani, che vogliono recuperare la storia del proprio paese d'origine o del proprio nonno o bisnonno, mettendo il lavoro al centro di tutto». Organizzate la vostra visita in fiera accedendo al sito artigianoinfiera.it e scaricate il vostro pass gratuito.

On this episode of Simply Money presented by Allworth Financial, Bob and Brian challenge the traditional idea of retirement by asking: what if financial freedom isn’t about quitting work forever, but having the power to choose how you work, when, and with whom? They dive into the growing trend of financial flexibility and how high-net-worth individuals are redefining their retirement goals. From part-time consulting at GE to opening woodshops or working at Costco for healthcare, the conversation covers how purpose, planning, and portfolio management play a role in these transitions. Plus, they explain how to fund this lifestyle shift with smarter income strategies, tax diversification, and tools like the Rule of 55. Later in the show, they explore why clinging to outdated investments might be holding your financial plan back, how to think differently about downsizing your home, and why your future success often comes down to basic math.See omnystudio.com/listener for privacy information.

FinPod: The Hidden Power of Stock Indices: S&P 500, Dow, & Corporate StrategyEveryone sees the headlines ("The S&P 500 is up"), but few understand the mechanics behind these indices and how they actively shape the global flow of trillions of dollars. Indices are not just scoreboards; they are the architecture of modern capital flow.In this episode of Corporate Finance Explained on FinPod, we get under the hood of the S&P 500, the Dow Jones, and the NASDAQ to reveal how index inclusion dictates corporate strategy, CEO pay, and a company's fundamental access to capital.This episode covers:The Architecture of Major IndicesWe break down the fundamental rules of construction that determine where trillions of dollars are invested:S&P 500: Chosen by a committee based on meticulous criteria: large market cap, strong liquidity, stable earnings (positive in the last four quarters), and, crucially, a high public float (shares available for public trading). Dow Jones Industrial Average (DJIA): The symbolic relic, a small, subjectively chosen, and historically price-weighted index where share price (not market cap) dictates influence. Its changes are profound cultural signals (e.g., GE's removal). NASDAQ Composite: The tech engine is a market-cap-weighted index where size truly matters, meaning giants like Apple and Nvidia drive performance.The Inclusion Effect: Billions in MotionWhen a company is added to a major index, it triggers a mandatory wave of passive capital, instantly reshaping its financial profile:Mandatory Demand: Index funds managing trillions are forced to buy the stock, regardless of valuation, creating an instant stock price surge (Tesla's chaotic 2020 entry). Structural Benefits: Inclusion boosts liquidity, provides huge prestige, and, most powerfully, results in a lower cost of capital for future growth and expansion. Historical Markers: Index removals are devastating public demotions, signaling fading relevance and structural distress (GE's removal after 110 years, Exxon Mobil being replaced by Salesforce).Strategy & CEO PayThe influence of indices extends directly into the C-suite, dictating day-to-day strategic focus:Executive Compensation: CEO and CFO bonuses are often tied to metrics like Total Shareholder Return (TSR) relative to the S&P 500, making index performance the benchmark for their paycheck. Gearing for Inclusion: Companies actively clean up their balance sheets, reduce leverage, and manage share structure (to increase public float) to please the index gatekeepers—a massive strategic finance initiative. IR's Crucial Role: Inclusion expands a company's visibility, forcing finance and investor relations (IR) teams to adopt a higher level of transparency and consistent messaging for a much broader, more demanding shareholder base.

Allen, Joel, and Yolanda share their annual Thanksgiving reflections on a year of major changes in wind energy. They discuss industry collaboration, the offshore wind reset, and upcoming changes in 2026. Thanks to all of our listeners from the Uptime team! 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! Welcome to Uptime Spotlight, shining Light on Wind Energy’s brightest innovators. This is the Progress Powering Tomorrow. Allen Hall: Welcome to the Uptime Wind Energy Podcast. I’m your host, Alan Hall in the Queen city of Charlotte, North Carolina. Joel Saxon’s up in Wisconsin, and Yolanda Padron is down in Texas, and this is our yearly Thanksgiving edition. Thanks for joining us and, and on this episode we always like to look back at the year and, uh, say all we’re thankful for. We’ve had a number of podcast guests on more than 50, I think total by the time we get to conferences and, uh, all the different places we’ve been over the past year. Joel, it does seem like it’s been a really interesting year. We’ve been able to watch. The changes in the wind industry this year via the eyes of [00:01:00]others. Joel Saxum: Yeah. One of the things that’s really interesting to me when we have guests on is that we have them from a variety of parts of the wind industry sector. So we have ISPs, you know, people running things out in the field, making stuff happen. We’ve got high level, you know, like we have this, some CEOs on from different, uh, people that are really innovative and trying to get floating winged out there. They have like on, we had choreo generation on, so we, so we have all different spectrums of left, right center, Europe, well us, you name it. Uh, new innovative technology. PhD smart people, uh, doing things. Um, also, it’s just a, it’s just a gamut, right? So we get to learn from everybody who has a different kind of view on what’s Allen Hall: happening. Yolanda, you’ve been in the midst of all this and have gone through a big transition joining us at Weather Guard, lightning Tech, and we’re very thankful for that, for sure. But over the last year, you’ve seen a lot of changes too, ’cause you’ve been in the seat of a blade engineer and a [00:02:00] large operator. What do you think? Yolanda Padron: Uh, something I am really thankful for this year is, and I think a lot of owner operators are, is just knowing what’s coming up. So there was a lot of chaos in the beginning before the big beautiful bill where everyone theorized on a lot of items. Um, and, and you were just kind of stuck in the middle of the court not really knowing which direction to go in, but. Now we’re all thankful for, for what? It’s brought for the fact that everyone seems to be contributing a lot more, and at least we all know what direction we’re heading in or what the, what the rules are, the of the game are, so we can move accordingly. Joel Saxum: Yeah. I got some clarity. Right. I think that, but that happened as well, like when we had the IRA bill come in. Three, four years ago, it was the same thing. It was like, well, this bill’s here, and then you read through it. I mean, this was a little bit opposite, right? ’cause it was like, oh, these are all [00:03:00] great things. Right? Um, but there wasn’t clarity on it for like, what, six months until they finalized some of the. Longer on some of the, some of the tax bills and what it would actually mean for the industry and those kind of things. So yeah, sorting this stuff out and what you’ve seen, you’re a hundred percent correct, Yolanda, like all the people we talked to around the industry. Again, specifically in the US because this affects the us but I guess, let me ca caveat that it does affect the global supply chain, not, you know what I mean? Because it’s, it’s not just the, the US that it affects because of the consumption here. So, but what we have heard and seen from people is clarity, right? And we’re seeing a lot of people starting to shift strategy a little bit. Right now, especially we’re in budgeting season for next year, shifting strategy a little bit to actually get in front of, uh, I know like specifically blades, some people are boosting their blades, budgets, um, to get in front of the damages because now we have a, a new reality of how we need to operate our wind farms. The offshore Allen Hall: shift in the United States has really had a [00:04:00] dramatic impact. On the rest of the world. That was, uh, a little unexpected in the sense that the ramifications of it were broader, uh, just because of so much money going into offshore projects. As soon as they get pulled or canceled, you’ve have billions of dollars on the table at that point. It really affects or seen it. Ecuador seen it. Anybody involved in offshore wind has been deeply affected. Siemens has seen it. GE has clearly seen it. Uh, that has. In my opinion, probably been the, the biggest impact. Not so much the big beautiful bill thing, but the, uh, ongoing effort to pull permits or to put stoppages on, on offshore wind has really done the industry some harm. And honestly, Joel, I’m not sure that’s over. I think there’s still probably another year of the chaos there. Uh, whether that will get settled in the courts or where it’s gonna get settled at. I, I still don’t know. [00:05:00] But you’ve seen a big shift in the industry over in Europe too. You see some changes in offshore wind. It’s not just the US that’s looking at it differently. Yeah. Globally. I think offshore wind Joel Saxum: right now is in a reset mode where we, we went, go, go, go, go, go get as much in the water as we can for a while. And this is, I’m, I’m talking globally. Um. And then, and now we’re learning some lessons, right? So there’s some commercial lessons. There’s a lot of technical lessons that we’re learning about how this industry works, right? The interesting part of that, the, the on or the offshore wind play here in the States. Here’s some numbers for it, right? So. It onshore wind. In the states, there’s about 160 gigawatts, plus or minus of, uh, deployed production out running, running, gunning, working, spinning all day long. Um, and if you look at the offshore wind play in planned or under development, there’s 66 gigawatts of offshore wind, like it’s sitting there, right? And of that 66, about 12 of them are permitted. Like [00:06:00] are ready to go, but we’re still only at a couple hundred megawatts in the water actually producing. Right. And, and I do want, say, this is what I wanna say. This is, I, I think that we’re taking a reset, we’re learning some things, but from, from my network, I’m seeing, I got a, a whole stack of pictures yesterday from, um, coastal offshore, Virginia Wind. They’ve, and they looked promising. They looked great. It was like a, it was a marshaling facility. There was nelle stacked up, there was transition pieces ready to go. Like, so the industry is still moving forward. It’s just we’re we need to reset our feet, um, and, and then take a couple steps forward instead of those, the couple steps back, Allen Hall: uh, and the industry itself, and then the employees have been dramatically reduced. So there’s been a lot of people who we’ve known over the past year, they’ve been impacted by this. That are working in different positions, look or in different industries right now, uh, waiting for the wind industry to kind of settle itself [00:07:00] out to, to figure out what the next steps are That has been. Horrible, in my opinion. Uh, uh because you’re losing so much talent, obviously. And when you, when you talk to the people in the wind industry, there’s like, oh, there’s a little bit of fat and we can always cut the fat. Yeah, yeah, yeah. But we’re, we’re down to the bone. We’re cutting muscle right now. We’re into some bones, some structure. That is not what I anticipated to happen. But you do see the management of these companies being. Uh, very aggressive at the minute. Siemens is very aggressive. Vestas is very aggressive about their product line and, and getting availability way up. GE has made huge changes, pretty much closing LM wind power, uh, and uh, some things happening in South Carolina that we probably people don’t know about yet, but there’s so much happening behind these scenes that’s negative and we have to acknowledge it. It’s not great. I worry about everybody that has been [00:08:00] laid off or is, is knows their job is gonna go away at the end of the year. I struggle with it all the time and I, I think a lot in the wind industry do. But there’s not a lot to do about it besides say, Hey, uh, we’ve gone through this a couple of times. Wind has never been bountiful for 50 years. It’s bountiful for about 10, then it’s down for about five and it comes back for 10. It’s that ebb and flow, but you just hate to be involved with that. It’s particularly engineering ’cause this industry needs engineering right Joel Saxum: now. All of us on this podcast here have been affected by ups and downs in the industry at some point in time in our life, in in major ways. I guess one of the positive things I have seen that from an operator standpoint, and not as much at the latter half of this year, but at the beginning half of this year is when some of these OEMs were making cuts. There was a lot of people that landed at operators and asset owners that were huge assets to them. They walked in the door with. Reams of knowledge about how, [00:09:00] you know, how a ge turbine works or how the back office process of this works and they’re able to help these operators. So some of that is good. Um, you get some people spread around in the industry and some knowledge bases spread around. But man, it’s really hard to watch. Um, your friends, your colleagues, even people that you, that you don’t know personally just pop up on LinkedIn, um, or wherever. And. That they’ve, they’re, they’re looking for work again. Allen Hall: Yolanda, how do you look at 2026 then, knowing what’s just happened in 2025? Is there some hope coming? Is there a rainbow in the future? Yolanda Padron: I think there’s a rainbow in the future. You know, I, I think a lot of the decisions were made months ago before a lot of people realized that the invaluable, how invaluable some of that information in people’s heads is. Uh, particularly, I mean, I know we’ve all talked about the fact that we’re all engineers and so we, we have a bit of bias that way. Right. But, uh, [00:10:00] just all of the knowledge that comes in from the field, from looking at those assets, from talking to other engineers now, which is what, what we’re seeing more and more of, uh, I think, I mean. So there’s going to have to be innovation, right? Because of how, how lean everybody is and, and there’s going to have to be a lot more collaboration. So hopefully there, there should be some, some good news coming to people. I think we, we need it a little Joel Saxum: bit. You know, to, to, to pair on with what you’re saying there, Yolanda, like, this is a time right now for innovation and collaboration. Collaboration, right. I want to touch on that word because that is something that we, we talk about all the time on the podcast, but you also see the broader industry talking about it since I’ve been in it, right. Since I think I came in the wind industry, like 2019. Um, you hear a lot of, uh, collaboration, collaboration, collaboration. But those were like, they were [00:11:00] fun, like hot air words, like oh yeah, but then nobody’s really doing anything. Um, but I think that we will start to see more of that. Alan, you and I say this a lot, like at the end of the day, once, once the turbines are in the ground as an asset owner, you guys are not competing anymore. There’s no competition. You’re competing for, for green space when you’re trying to get the best wind resource. I get that. Um, but I mean, in the central part of the United States, you’re not really competing. There’s a lot of hills out there to stick a turbine on. Uh, but once they’re, once they are spinning. Everybody’s in the same boat. We just wanna keep these things up. We wanna keep the grid energized, we wanna do well for renewable energy and, um, that collaboration piece, I, I, I would like to see more and more of that in 2026. And I know from, from our chairs here, we will continue to push on that as well. Yolanda Padron: Yeah. And just so many different operators, I mean sure they can see themselves as, as being one against the other. Right. But. When you talk [00:12:00] to these people and it, I think people in the past, they’ve made the, the mistake of just being a little bit siloed. And so if you’re just looking at your assets and you’re just looking at what your OEM is telling you of, oh, these problems are new and unique to you, which I’m sure a lot of people hearing us have heard that. You can stay just kind of in that zone of, oh no, I, I have this big problem that there’s no other way to solve it except for what some people are telling me or not telling me, and I’m just going to have to pay so much money to get it done and take the losses from generation. Uh, but there’s so many people in the industry that have a hundred percent seen the issues you’ve seen. Right. So it’s, it’s really, really important to just talk to these people, you know? I mean, just. Just have a, a simple conversation. And I think some of the issue might be that some people don’t know [00:13:00] how to get that conversation started, right? And so just, just reach out to people, someone in the same position as you go to Wilma, you know, just talk to the person next to you. Joel Saxum: I mean, like I said about visibility, like we’re here too. Like the, the three of us are sitting here. We’ve got our. We’re always monitoring LinkedIn and our emails like if you, if you have a problem, we, we had one this morning where I, Alan, you got a message from someone, I got a message from someone that was like, Hey, we’ve got this root bolt issue. Can you help us with it? We’re like, Hey, we know two companies that can, let’s just connect them up and, and make that conversation happen. So we’re happy to do the same thing. Um, if, if you have an issue, we have a, a Allen Hall: broad reach and use us as Joel has mentioned a thousand times on the podcast. If you don’t know where a technology lies or where a person is that you need to reach out to, you need to go to the Uptime podcast. You can search it on YouTube and probably get an answer, or just reach us on LinkedIn. We’re all willing [00:14:00] to give you advice or help or get you in the right direction. We’ve done it all year and we’ve done it for years. Not everybody takes us up on that opportunity. It’s free. We’re just trying to make this world just a tiny bit better. Yolanda Padron: No one has the time or the money right now to reinvent the wheel, right? So I mean, it just doesn’t make sense to not collaborate. Allen Hall: I think we should discuss what will happen to all the people that have left wind this past year willingly or unwillingly. And what that means for the industry, in my opinion. Now there is more knowledge than ever walking on the streets and probably doesn’t have an NDA to tie them up. ’cause it’s been long enough that the industry hasn’t tapped into, the operators have not grabbed hold of the people who designed the blade that, uh, manufactured the blade that looked at. The LEP solutions that looked at all the bearings and all the different gear boxes that they evaluated and were involved in the testing of those [00:15:00] things. Those people are available right now and a little bit of LinkedIn shopping would give you access to, uh, really invaluable wealth of information that will make your operations work better, and you may have to be willing to pay for it a little bit. But to tap into it would save you months and months and months of time and effort and, uh, limit having to add to your engineering staff because they will work as consultants. It does seem like there’s an opportunity that maybe the operators haven’t really thought about all that much because they haven’t seen too much of it happening yet. Occasionally see the, the wise old operators being smart about this, they’ve been through these loops before and are taking advantage of it. Don’t you see? That’s like 2026 is is is the year of the consultant. I a hundred percent Joel Saxum: agree with you, Alan. Um, I saw a TEDx talk oh, years ago actually now. Uh, but it was about the, what the future of worker looks like, the future of [00:16:00] work and the future of work at that time for those people giving that TEDx talk was workers on tap. Basically consultants, right? Because you have subject matter experts that are really good at this one thing, and instead of just being that one thing good for just this one company, they’re pulling back and going, I can do this, this, this, and this for all these companies. So we have, um, we have a lot of those in the network and we’re starting to see more and more of them pop up. Um, at the same time, I think I’ve seen a couple of groups of them pop up where, uh, you didn’t have. When I look at ISPs, um, I’m always kind of like, oh man, they could do this a little bit better. They could do this a little bit better. And I, I recently heard of an ISP popping up that was a bunch of these like consultant types that got together and we’re like, you know what? We have all this knowledge of all these things. Why not make this a, a company that we can all benefit from? Um, and we can change the way some things are done in the wind industry and do it a little bit better, uh, a little bit more efficiently. Allen Hall: Does that change the way we think about technicians also. [00:17:00] We had the Danish Wind Power Academy on the podcast a couple of months ago talking about training and specific training for technicians and engineers for that matter on the turbines that are at their sites and how much productivity gain they’re getting from that. And we’ve recently talked about how do I get a 10% improvement? Where does that 10% lie? Where is that? And a lot of times we get offered the 1%, the half a percent improvement, the 10% lies in the people. If you know who to ask and you get your people spooled upright, you can make multiple percentage point changes in your operation, which improves your revenue. But I think that’s been left on the table for a long time because we’ve been in build, build, build. And now that we’re into operate, operate, operate. Do you see that shift happening? Do you see O operators starting to think about that a little bit that maybe I should train up my technicians on this? Intercon turbine Joel Saxum: that they’re not familiar with. In my [00:18:00] opinion, I think that’s gonna be a 2027 reality. Because we’re seeing this, your, your right now what? You know we have this cliff coming where we’re gonna see in, in the face of the current regulations in the US where you’re gonna see the. Development kind of slow, big time. And when that happens, then you can see the focus start to switch onto the operating assets. So I don’t think that’s a 26 thing, I think that’s a 27 thing. But the smart operators, I believe would be trying to take some of that, take control of some of that stuff. Right. Well we see this with the people that we know that do things well. Uh, the CRS team at EDF with their third party services and sala, Ken Lee, Yale, Matta, and those guys over there. They’re doing a, I don’t wanna lose any other names here, Trevor Engel. Like, I wanna make sure I get a Tyler. They’re all superstars, they’re fantastic. But what they’re doing is, is is they’re taking, they’re seeing what the future looks like and they’re taking control. I think you’ll see, you’ll, you’ll see an optimization. Um, companies that are investing in their technicians to train [00:19:00] them are going to start getting a lion’s share of the work, because this time of, oh, warm bodies, I think is, is they’re still gonna be there, right? But I think that that’s gonna hopefully become less and less. Allen Hall: Yolanda, I want to focus on the OEM in 2025, late 2025, and moving into 2026 and how they deal with the developers. Are you thinking that they’re going to basically keep the same model where a lot of developers are, uh, picking up the full service agreements or not being offered a turbine without a full service agreement? Will that continue or do you see operators realize that they probably don’t need the OEM and the historical model has been OEMs manufacture products and provide manuals in the operations people and developers read the manuals and run the turbine and only call over to the OEM when they need really severe help. Which way are we gonna go? Yolanda Padron: I think on the short term, it’ll still be very FSA focused, in my opinion, [00:20:00] mainly because a lot of these operators didn’t necessarily build out their teams, or didn’t have the, the business case wasn’t there, the business model wasn’t there. Right. To build out their internal teams to be able to, to do the maintenance on these wind turbines as much as an OEM does. Uh. However, I do think that now, as opposed to 10 years ago when some of these contracts started, they have noticed that there’s, there’s so many big things that the OEN missed or, or just, you know, worked around, uh, that really has affected the lifetime of some of these blades, some of these turbines. So I think the shift is definitely happening. Uh, you mentioned it with EDF NextEra, how, how they’re at a perfect spot to already be there. Uh, but I think at least in the US for some of these operators that are a lot [00:21:00] more FSA focused, the shift might take a couple of years, but it’s, it surely seems to be moving in that direction. Joel Saxum: So here’s a question for you, Ilana, on that, on that same line of thinking. If we, regulation wise, are looking to see a slow down in development, that would mean to me that the OEMs are gonna be clamoring for sales over the next few years. Does that give more power to the operators that are actually gonna be buying turbines in their TSA negotiations? Yolanda Padron: I think it should, right. I mean, the. If they, if they still want to continue developing some of these, it and everyone is fighting, you know, all of these big OEMs are fighting for the same contracts. There’s, there’s a lot more kind of purchase power there from, from the operators to be able [00:22:00] to, to, you know, negotiate some of these deals better. Stay away from the cookie cutter. TSA. That the OEMs might supply that are very, very shifted towards the OEM mindset. Joel Saxum: You, you’re, you’re spot on there. And if I was a developer right now, I’d be watching quarterly reports and 10 k filings and stuff at these operators to make sure, or to see when to pounce on a, on a, a turbine order, because I would wait to see when in, in the past it’s been like, Hey, if we’re, it doesn’t matter who you are, OEM, it has been like we’re at capacity and we have. Demand coming in. So we can pick and choose. Like if you don’t buy these turbines on our contract, we’ll just go to the next guy in line. They’ll buy ’em. But now if the freeboard between manufacturing and demand starts to keep having a larger delta, well then the operators will be able to go, well, if you don’t sell it to me, you’re not, there isn’t another guy behind me. So now you have to bend to what I want. And all the [00:23:00] lessons that I’ve learned in my TSA negotiations over the last 20 years. Yolanda Padron: Something relating to Alan’s point earlier, something that I think would be really, really interesting to see would be some of these developers and EPC teams looking towards some of those contract external contractor consultants that have been in the field that know exactly where the issues lie. To be able to turn that information into something valuable for an operating project that. Now we know has to operate as long as possible, Allen Hall: right? Without repower, I think two things need to happen simultaneously, and we will see if they’ll play out this way. OEMs need to focus on the quality of the product being delivered, and that will sustain a 20 year lifetime with minimal maintenance. Operators need to be more informed about how a turbine actually operates and the details of that technology so they can manage it themselves. Those two things. Are [00:24:00] almost inevitable in every industry. You see the same thing play out. There’s only two airplane companies, right? There’s Boeing and Airbus. They’re in the automobile world. There’s, it gets fewer and fewer every year until there’s a new technology leap. Wind is not gonna be any different, and I hope that happens. OEMs can make a really quality product. The question is, they’ve been so busy developing. The next turbine, the next turbine, the next turbine. That have they lost the magic of making a very, very reliable turbine? They’ll tell you, no, we know how to do it. Uh, but as Rosemary has pointed out numerous times, when you lose all your engineering talent, it gets hard to make that turbine very robust and resilient. That’s gonna be the challenge. And if the OEMs are focused on. TSAs it should be, but the full service agreements and taking care of that and managing all the people that are involved with that, it just sucks the life out of the OEMs, I think, in terms of offering the next great product. [00:25:00]Someone showed me the next GE Joel Saxum: one five. Oh, I would love to see it. Do you believe that? Okay, so I, we’ll shift gears from oe, uh, wind turbine OEMs to blade manufacturers. LM closing down shops, losing jobs, uh, TPI bankruptcy, uh, 99% of their market cap eroding in a year is there and, and, and the want for higher quality, better blades that are gonna last. Is there space, do you think there’s space for a, a blade manufacturer to come out of nowhere, or is there just someone’s gonna have to scoop some of these factories up and and optimize them, or what do you think the future looks like for blade Allen Hall: manufacturers? The future is gonna be vertically integrated, and you see it in different industries at the moment where they’re bringing in technology or manufacturing that would have typically been outsourced in the two thousands. They’re bringing it back underneath their roofs. They’re buying those companies that were vendors to them for years. The reason they’re doing that is they [00:26:00] can remove all the operational overhead. And minimize their cost to manufacture that product. But at the same time, they can have really direct oversight of the quality. And as we have seen in other industries, when you outsource a critical component, be it gear, boxes, bearings, blades, fall into that category, those are the critical items for any wind turbine. When you outsource those items and rely upon, uh, uh, companies that you don’t have direct control over, or not watching day to day, it can go awry. Management knows it, and at some point they’re willing to accept that risk. They know that the cost is right. I gotta build this, uh, turbine. I know I’m working three generations ahead, so it’s okay, I’ll, I’ll live with this for the time being, but at some point, all the staff in the OEMs needs to know what the quality component is. Is it being delivered on time? Do I have issues out in the field with it? Do I keep this supply chain? Do I, and do I build this in house blades? [00:27:00] I think eventually. Like they were years ago, were built in-house. Uh, but as they grew too quickly, I think everybody will agree to that Joel Saxum: capacity. Yeah, Allen Hall: right. They started grabbing other factories that they didn’t know a lot about, but it gave them capacity and ability able to make sales. Now they’re living with the repercussions of that. I think Siemens is the obvious one, but they’re not the only one. GE has lived through something very similar, so, uh, vertical integration is going to be the future. Before we wrap the episode, we should talk about what we’re thankful for for this year, 2025. So much has happened. We were in Australia in February, weather guard moved in April to North Carolina. We moved houses and people, and the whole organization moved from Massachusetts and North Carolina. Joel got married. Yolanda got married. We’ve been all over the world, honestly. Uh, we’ve traveled a great deal and we’re thankful for everybody that we’ve met this year, and that’s one of the pleasures of doing this podcast is I just [00:28:00] get to meet new people that are very interesting, uh, and, uh. Talk, like, what’s going on? What are you thinking? What’s happening? It just feels like we’re all connected in this weird way via this podcast, and I, I, I’m really thankful for that and my always were saying Thanks. I will go through my list. I’m thankful for my mom. I’m thankful for my wife Valerie, who pretty much runs Weather Guard, lightning Tech, and Claire, who is my daughter who does the podcast and has been the producer, she graduated this year from Boston College. With honors that happened this year. So I’m very thankful that she was able to do that. And my son Adam, who’s earning his doctorate degree out in San Diego, always thankful for him ’cause he’s a tremendous help to us. And on the engineering side, I’m thankful to everybody we have with us this year. We brought Yolanda on, so we’re obviously thankful that, uh, she was able to join us. Of course, Joel Joel’s been here a couple of years now and helping us on sales and talking to everybody [00:29:00] in the world. We’re super thankful for Joel and one of the people we don’t tell behind the who’s behind the scenes on our side is our, our, uh, manufacturing person, Tammy, um, and Leslie. They have done a tremendous job for us over the years. They don’t get a lot of accolades on the podcast, but people who receive our strike tape product, they have touched. Tammy and Leslie have touched, uh, Tammy moved down with us to North Carolina and we’re extremely grateful that she was able to do that. Another person behind the scenes for us is Diane stressing. She does her uptime tech news newsletter. So the high quality content doesn’t come from me, it comes from Diane ’cause she can write and she’s an excellent newsletter writer. She helps with a ton of our content. She’s behind the scenes and there’s a lot of people at, at, uh, weather, car Lightning Tech that are kind of behind the scenes. You don’t get to see all the time, but when you do get an email about uptime, tech news is coming from Diane. So we’re super grateful for her. We’ve been blessed this year. We [00:30:00] really have. We’ve brought on a lot of new friends and, uh, podcast has grown. Everything has done well this year, so we’re super happy. Joel, what are you thankful for? Joel Saxum: I would start it the same way. Uh, my, my new. Sorry, my new wife as of last May, Kayla, she is the, the glue that holds me together, uh, in our household together, in this kind of crazy world that we’re in, of the ups and downs and the travels and the moving and grooving. Um, she keeps, she keeps me grounded. She keeps our family grounded. So, um, uh, I, I don’t think I can thank her enough. Uh, and you know, with that being said, we are always traveling, right? We’re, we’re here, we’re there. We’re. All around the world, and I am thankful for that. Um, I’m thankful for the people that we meet while we get to travel, the cultures and the, the experiences and the people that want to share with us and the knowledge gained from, uh, the conversations, whether it be in a conference room or over a beer.[00:31:00] Um, uh, the, the people that we have, uh, grown into this uptime network and, um, I know like my personal network from the past and of course everybody that will come in the future. I think that’s where, you know, the, the, if you know me, you know that I’m very much an extrovert, uh, talking with people and, and getting those conversations gives me energy. Um, and I like to give that back as much as I can. So the, all of the people that I’ve run into over the, over the past year that have allowed me to monologue at them. Thank you. Sorry. Apologies. Um, but, uh, yeah, I mean, it’s, it’s hard to. I think this, this is a, this is always why Thanksgiving is like a six hour long thing in the United States, eight hour long thing. You have dinner at three and you hang out with your friends and family until 10, 11:00 PM because it gives you time to reflect on, um, the things that are awesome in life. Right? And we get bogged down sometimes in our, you know, in the United States. We are [00:32:00] work, work, work, work works. First kind of society. It’s the culture here. So we get bogged down sometimes in the, you know, we’re in the wind industry right now and it’s not always. Um, you know, roses and sunshine, uh, but ha having those other people around that are kind of like in the trenches with you, that’s really one thing I’m thankful for. ’cause it, it’s, it’s bright spots, right? I love getting the random phone calls throughout the day of someone sharing a piece of information or just asking how you’re doing or connecting like that. So, um, that, that would be the, the thing I’m most thankful for, and it puts it into perspective here, to a me up home in Wisconsin, or my, my not home. Home is Austin, but my original hometown of northern Wisconsin, and I’ve got to see. Quite a few of my, my high school buddies are, yeah, elementary school buddies even for that matter over the last couple weeks. And, um, that really always brings me back to, to a bit of grounding and puts, puts life in perspective. So, uh, I’m really appreciative for that as well. Yolanda, newly married as well, and welcome to the club. Yolanda Padron: Thank [00:33:00] you. Yeah, I’m really, really thankful for, for Manuel, my husband, uh, really. Really happy for our new little family. Uh, really thankful for my sisters, Yvonne and Carla and my parents. Um, my friends who I like to think of as my chosen family, especially, you know, here in Austin and then, and in El Paso. Uh, really, really thankful for, for the extended family and for, for weather card for, for this lovely opportunity to just. Learned so much. I know it’s only been almost two months, but I’ve, I’ve just learned so much of just talking to everybody in the industry and learning so much about what’s going on everywhere and just getting this, this whole new outlook on, on what the future holds and, and what exactly has happened and technology wise, and I’m thankful for [00:34:00] this year and how. How exciting everything’s going to be. So, yeah, thankful for you guys. Allen Hall: And we don’t wanna forget Rosemary and Phil, uh, they’ve been a big part of 2025. They’ve worked really hard behind the scenes and, uh, I appreciate everything they’ve done for the podcast and everything they’re doing for. Us as a company and us as people. So big shout out to Rosemary and Phil. So that’s our Thanksgiving episode. Appreciate everybody that’s joined us and has enjoyed the podcast in 2025 and will continue to in 2026. The years coming to an end. I know the Christmas holidays are upon us. I hope everybody enjoys themselves. Spend a little bit of time with your family. And with your coworkers and take a little bit of time. It’s been a pretty rough year. You’re gonna need it. And that wraps up another episode of the Uptime Winner Energy podcast, and we appreciate you joining us here today. If anything has triggered an idea or a question. As we’ve mentioned, reach out to us on LinkedIn. That’s the easiest way to get ahold of [00:35:00] us and don’t ever forget to subscribe. So click that little subscribe button so you don’t miss any of the Future Uptime podcast episodes, and we’ll catch you here next week on the Uptime Wind Energy Podcast.

Secretary Hegseth has proposed a new way for the Air Force to buy its most complicated systems. Former Air Force Secretary Frank Kendall joins us to break it down, and examines defense reform generally. And what's the latest with the Golden Dome missile defense project? We'll get answers from Dr. Tom Karako, Director of the Missile Defense Project at the Center for Strategic and International Studies. Plus a few headlines in airpower. Powered by GE!

Odağımızdakiler'in bu bölümünde, araştırmacımız Dr. Nisan Alıcı'nın Geçiş Dönemi Adaleti ve Kürt Sorunu: Tabandan Yaklaşım başlıklı kitabını ele alıyoruz. Kürt meselesine geçiş dönemi adaleti perspektifinden bakmanın sunduğu imkânları, çatışma bağlamında mağduriyetin nasıl inşa edildiğini ve çatışmadan en çok etkilenenlerin kendilerini nasıl tanımladıklarını tartışıyoruz. Ayrıca kayıp yakınlarının—özellikle de Cumartesi Anneleri/İnsanları'nın—geçiş dönemi adaletine katkılarını da ele alıyoruz.Görüşlerinizi bizimle sosyal medya hesaplarımız üzerinden #DEMOStanSesler etiketiyle paylaşmayı unutmayın! #Barış #GeçişDönemiAdaleti #AdaletDevam Eden Çatışmada ‘Geçiş Dönemi Adaleti'ni Kullanmak: Türkiye'deki Sivil Toplum Aktörlerinden Neler Öğrenebiliriz? https://www.turkeybeyondborders.org/project/nisan-alici-one-part-tek-bolum/Nasıl Bir Geçiş Dönemi Adaleti Hayal Ediyoruz? http://demos.org.tr/gecis-donemi-adaletinde-sivil-toplum-nasil-bir-rol-oynayabilir/Dr. Nisan Alıcı: Neden bir barış masası, müzakere masası yok? https://www.agos.com.tr/tr/yazi/35920/dr-nisan-alici-neden-bir-baris-masasi-muzakere-masasi-yokTürkiye'de sivil toplumun geçiş dönemi adaletindeki rolü ve katkıları https://t24.com.tr/haber/dr-nisan-alici-yazdi-turkiye-de-sivil-toplumun-gecis-donemi-adaletindeki-rolu-ve-katkilari,1218073Mağdur Merkezli Geçiş Dönemi Adaleti https://creators.spotify.com/pod/profile/demostansesler/episodes/Madur-Merkezli-Gei-Dnemi-Adaleti-e1nqpna/a-a8hbep1Yeşil Geçiş Dönemi Adaleti https://creators.spotify.com/pod/profile/demostansesler/episodes/Yeil-Gei-Dnemi-Adaleti-e3526qh/a-ac1ghmbGeçiş Dönemi Adaleti ve Hakikat Arayısı https://creators.spotify.com/pod/profile/demostansesler/episodes/Gei-Dnemi-Adaleti-ve-Hakikat-Aray-Konuk-Onur-Bakner-e1g6bb8/a-a7koopgGeçiş Dönemi Adaleti ve Toplumsal Cinsiyet https://creators.spotify.com/pod/profile/demostansesler/episodes/Gei-Dnemi-Adaleti-ve-Toplumsal-Cinsiyet-erq7eq/a-a4rhvbs

Send us a textEpisode 693: Ruan does erotic fiction improv, spinning a sexy spicy hot story right off the top of her head roleplaying, getting into playing the character of Maria, a new hotwife. Maria is the new hotwife that Harry, her Daddy Dom has gotten her interested in being. Once Maria agrees to trying out the free-use hotwife role, Daddy sets up a party with all of his friends. Maria is very excited and slips on the sheer pink lingerie dress Daddy picked out for her. As she says, "It's like swiss cheese!" There's a perfectly delicious reason for this! Daddy gets a pre-party treat from Maria's mouth. Maria explores her humiliation and free use kinks. Pleasure abounds! But in the end, it's Daddy's turn to reclaim his sub and make her 'his sub' again. Oh the sheer luscious deliciousness!Enjoy this power exchange Dom/sub hotwife story I created right off the top of my head... it's erotic improv sex scene time again--so all you grammar police take a hike! This was live narration and damn did I have fun! Spicy fiction to heat up your ears in a flash! Ge your wife sharing fetish met, kinky vibes! A friends with benefits story, free use party style!Black Friday to Cyber Monday sale on Ruan's site! Get ebooks, signed paperbacks, and audiobooks for 50% OFF! Sale runs from 11/25/25 to 12/2/25 https://payhip.com/RuanWillowBooks$0.99 cents ebooks on sale https://books.ruanwillowauthor.com/ninetyninecentsbookssaleshttps://payhip.com/RuanWillowBooks$0.99 books https://books.ruanwillowauthor.com/ninetyninecentsbookssales Support the showExclusives https://www.buzzsprout.com/1599808/subscribeNewsletters https://subscribepage.io/ruanwillowhttps://linktr.ee/RuanWillow Affiliates Firm Tech 15% OFF with code ruan15 https://myfirmtech.com/ruanwillow BeeDee dating app https://beedee.app/?r=ohfuckyeahThe Fantasy Box DATE30 for $30 OFF 1st box https://thefantasybox.sjv.io/c/6250602/2141126/26423

00:00 Intro01:33 Trump Meets New York City Mayor-Elect Mamdani01:59 House Votes on Resolution Denouncing Socialism03:40 CCP's Attack on Religion: A Threat to the U.S.07:06 U.S. Charges 4 for Exporting Nvidia AI Chips to China08:43 Lawmakers Seek Ban on Chinese Chipmaking Equipment09:17 EU to Invest in Australian Minerals to Counter China10:41 China's Rare-Earth Exports Fall Over 20% Year on Year11:08 GE to Shift Washer, Dryer Production from China to Kentucky12:37 Experts Warn Taiwan Fall Could Spark Great Depression15:28 Taiwan Unveils 2 Cutting-Edge Navy Ships16:19 China Potentially ‘Rehearsing' Taiwan Invasion16:51 Japanese PM Takaichi Discusses Conflict With China18:15 Takaichi's Popularity Skyrockets Amid China Spat: Newsham

Send us a textA celebrated naturalist's Maine hillside holds thousands of wild American chestnuts thriving across three generations, challenging the claim that the species cannot return without genetic engineering. We explore the history of blight, restoration strategies, climate shifts, and why evidence from the field matters.• origins of the blight and early containment attempts• limits of Chinese hybrid chestnuts in forest settings• selective breeding for American traits with blight tolerance• push for GE chestnuts and its one-gene promise• documented natural resurgence on Bernd Heinrich's land• seed dispersal by birds and squirrels across miles• published mapping, burr counts, and multi‑generation stands• climate change moving the chestnut range north• reports of wild chestnuts in gap openings across the Northeast• missteps and credibility issues in GE field trials• how to see the documentary and share chestnut sightingsPremieres December 4 at thewildamericanchestnut.org. “People can go there, sign up for the movie, and share your chestnut story.”Support the show

What a preliminary report by the NTSB says about the deadly UPS plane crash at the Louisville airport, GE awards $40 million to suppliers in Kentucky, how state lawmakers plan to attract more tourists to historical sites in Eastern Kentucky, and why a Kentucky food bank says the need is even greater this year.

The blog postThis episode looks at how GE Aerospace CEO Larry Culp grounds Lean leadership in two fundamentals: safety and respect for people. Drawing on his recent appearance on the Gray Matter podcast, we explore how Culp applies the core habits of the Toyota Production System—not as slogans, but as daily practice.Culp traces his Lean development back to Danaher, where he learned kaizen directly from consultants trained by Toyota's Shingijutsu pioneers. That early exposure shaped his belief that improvement is a behavior, not a program. He still invites those same advisers, including Yukio Katahira, onto GE Aerospace's shop floors—reinforcing that the real expertise lives with the people doing the work.He describes how he “kaizens himself” after board meetings and plant visits, using the same PDSA cycle expected throughout the organization. His message is blunt: Lean fails when leaders try to drive improvement from conference rooms instead of going to the work.The conversation also highlights GE's SQDC focus—Safety and Quality before Delivery and Cost—and why Culp begins every leadership meeting with a safety moment. Given that three billion passengers fly each year on GE-powered aircraft, he frames safety as a responsibility, not a dashboard metric.Culp's turnaround work emphasizes cultural change as much as operational results. He's pushing GE from a finger-pointing culture toward a problem-solving culture, where issues are surfaced early and treated without blame. Psychological safety is essential to that shift.The throughline is simple and consistent: continuous improvement requires humble leadership, curiosity at every level, and a commitment to getting closer to the work. Culp's approach is a reminder that Lean endures not because of its tools, but because of the behaviors it cultivates.

Kutsal Motor Ürünleri artık Voxvil'de! https://www.voxvil.com/kutsal-motorCanlı yayında ilgimizi çeken haber ve videoları yorumluyoruz, boş yapmak için fırsat kolluyoruz. 00:00 | Giriş04:10 | Ankara'daki Tabela09:35 | Evim Akın'la İlgili İddialar15:35 | Kutsal Motor Merch40:28 | The Beast in Me43:40 | Zeynep'in The Office Sözü49:55 | Garip Bir Gece 54:25 | Tanışmak İstediğimiz Yazarlar1:02:00 | Bekar Yayını 21:05:25 | Alperen Şengün ve Milli İçeceğimiz Rakı1:14:40 | Meryem Uzerli Sahiciliği1:18:38 | Kevin Spacey Acındırması1:22:55 | Kerem Aktürkoğlu Warner Bros Olayı (Yalan Haber)1:27:15 | Yılın Kelimesi: Parasosyal1:35:05 | Monica Bellucci İle Geçen Vakit1:39:20 | Bir Kutsal Motor Aptallığı1:43:35 | Elon Musk'ın Videosu2:04:30 | Hayatsızlar Geçişi2:05:55 | Hayatsızlar - Kısmetse Olur 

Larry Culp, Chairman and CEO of GE Aerospace, became the first outsider to lead GE in the company's history. In this episode, he shares how a leadership approach rooted in humility and respect helped guide the company through transformation and build a culture focused on continuous improvement.   Topics include: Why employees must feel comfortable sharing bad news with senior leadership Three lean leadership principles that support long-term financial health What his unannounced visits to manufacturing facilities reveal about the company's growth This episode offers a behind-the-scenes look at leadership, problem-solving, and the mindset that drives lasting results for clients and shareholders. #CapGroupGlobal For full disclosures go to capitalgroup.com/global-disclosures For our latest insights, practice management ideas and more, subscribe to Capital Ideas at getcapitalideas.com. If you're based outside of the U.S., visit capitalgroup.com for Capital Group insights. Watch our latest podcast, Conversations with Mike Gitlin, on YouTube: https://www.youtube.com/playlist?list=PLbKcvAV87057bIfkbTAp-dgqaLEwa9GHi  This content is published by Capital Client Group, Inc.  U.K. investors can view a glossary of technical terms here: https://www.capitalgroup.com/individual-investors/gb/en/resources/how-to-invest/glossary.html  To stay informed, follow us LinkedIn: https://www.linkedin.com/company/capital-group/posts/?feedView=all  YouTube: https://www.youtube.com/@CapitalGroup/videos  Follow Mike Gitlin: https://www.linkedin.com/in/mikegitlin/ About Capital Group Capital Group was established in 1931 in Los Angeles, California, with the mission to improve people's lives through successful investing. With our clients at the core of everything we do, we offer carefully researched products and services to help them achieve their financial goals. Learn more: capitalgroup.com Join us: capitalgroup.com/about-us/careers.html Copyright ©2025 Capital Group

Uncertain budgets. Acquisition reforms. Government shutdowns. What's an industrial base to do? Aerospace Industries Association CEO Eric Fanning, one of Washington's most astute observers of government, is right in the middle of that storm. He tells us about it all. And we have headlines from a wowza week in airpower. Powered by GE!

Kriget till trots fortsätter forskare i Ukraina sitt arbete, och vissa av dem kan också resa utomlands för att träffa kolleger. I Uppsala berättar de om kolleger som dör vid fronten och om ständigt bombardemang. Lyssna på alla avsnitt i Sveriges Radios app. De svenska och ukrainska forskarna som möts har samma fokus på hur tamdjur kan må bättre och producera mer, med genetik och även drönarteknologi som redskap. Men deras livsvillkor skiljer sig dramatiskt åt. Vi hör om samarbetsprojektet där data från korna ska utnyttjas bättre, och där även experter från Danmark och Litauen ingår. Det bygger på digitalisering, sensorer och matematiska modeller som kan avslöja allt från fodereffektivitet till sjukdomar hos kor. Medverkande: Tomas Klingström, forskare och ledare SLU Gigacow; Khrystyna Kurta, forskare inom kvantitativ och populationsgenetik, genomik och avelsarbete, båda vid intitutionen för husdjurens biovetenskaper, Sveriges Lantbruksuniversitet SLU; Roman Kulibaba, professor genetik vid Ukrainas nationella universitet för livs- och miljövetenskaper, NULES, i Kiev. Reporter Björn Gunérbjorn.guner@sr.seProducent Lars Broströmlars.brostrom@sr.se

In this episode, Bill Neff, Head of Marketing at YETI, breaks down how the legendary cooler company became a culture-defining outdoor brand without relying on massive media budgets. From his Under Armour “locker room” days to leading one of the world's most beloved challenger brands, Bill shares the operating system behind YETI's rise, which is one built on community intimacy, real relationships, and equipment designed to last forever.And this year, YETI made The Rival 50, our index of the world's top challenger brands redefining growth, a recognition that reflects the consistency, courage, and craft behind their approach.One key takeaway: Roots before reach. Bill explains why YETI invests four times more in community than brand, how third-party advocacy beats first-party hype, and why focusing on the micro-cultures around hunting, fishing, culinary, and outdoor craft fuels more growth than broad awareness ever could. If you're building a premium brand or trying to scale without outspending your category, this conversation is your blueprint.Watch the video version of this podcast on YouTube ▶️: HERE          

Geçtiğimiz hafta başladığımız serinin ikinci ve son bölümünde, genetik çeşitlilik, adaptasyon ve iklim krizi odağında genetiğin evrimi nasıl 'okuduğunu' konuğumuz Hacettepe Üniversitesi Biyoloji Bölümü'nden Doç. Dr. Banu Şebnem Önder ile farklı bir perspektiften ele alıyoruz.

"It's the bookkeeper who has to sell his or her own services, and so they're not a professional salesperson. So a lot of times there's a lot of fear and we get in our heads, we get in our gut, we feel pushy, we feel salesy, we feel weird and we discount. And so to me, it's about arming the person whose job it is to sell this value with the skills and tools to do it." -Casey Brown In part one of this two-part conversation, pricing expert and resident of Boost Pricing, Casey Brown, joins the podcast to help bookkeepers overcome fear, self-doubt, and hesitation around pricing their services. Drawing from her journey as an engineer turned pricing strategist, she explains how your "money story" shapes your pricing decisions—and how to change it. In this interview, you'll learn: How mindset & money stories limit what you charge The biggest pricing mistake small firms make How to handle pricing objections without discounting Connect with Casey on LinkedIn. To buy her book, Fearless Pricing, click here. Watch her TED Talk, or video on 12 things I Hate About Hourly Billing. To learn more about Boost Pricing, click this link.  Time Stamp 00:00 – Why pricing confidence matters for bookkeepers 02:10 – Casey's journey from engineer to pricing strategist 04:38 – Lessons from working at GE & entering the pricing world 05:56 – Shifting from big corporations to small businesses 07:14 – Why analytical pricing models don't work for small firms 08:13 – Helping bookkeepers sell their own value with confidence 10:24 – From pricing analytics to pricing mindset training 12:31 – How training teams led to massive profit increases 13:36 – Why pricing problems start between your ears, not in spreadsheets 15:14 – Common sales beliefs that hold business owners back 17:19 – The myth that "the market sets the price" 18:52 – How changing beliefs can boost profitability 20:18 – Why most people fear talking about price 21:01 – Understanding your personal money story 22:41 – How emotions affect pricing decisions 23:13 – Exercises to detach emotion from pricing 24:22 – Casey's advice for bookkeepers ready to charge more This episode is brought to you by our friends at Dext! Dext handles transaction capture, keeps your data accurate, and even simplifies e-commerce reconciliation, all in one place. Join thousands of bookkeepers and accountants who've already made the switch. If you're ready to save time, reduce errors, and make bookkeeping more efficient, Dext is for you! Go to thesuccessfulbookkeeper.com/dext to book a demo TODAY and see how it can transform the way you work!

Scott's conversation with Freestyle Capital's Maria Palma ranges from venture capital hype cycles to ethics, engineering creativity, venture regret, and even the art of naming startups (“Cluster Fudge” stays). Palma also offers a personal take on her own journey—from GE supply chain to Harvard Business School to eventually discovering she was built for venture—all while keeping an engineer's mindset and a founder's empathy. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

18 Nov 2025. Broadcasting live from the Dubai Airshow 2025, we break down the biggest headline of the week: Emirates has ordered 65 Boeing 777s, along with 130 GE engines, in a deal worth around 38 billion dollars. We speak to Boeing’s VP of Commercial Marketing about what this means for the airline and the future of long-haul travel. Plus, Riyadh Air is pushing ahead despite Boeing delays. Executive reporter Georgia Tolley speaks to CEO Tony Douglas for the inside track. And Dubai’s flying taxis take a major leap toward reality. Georgia also sits down with Joby Aviation after completing the first crewed eVTOL flight between two UAE locations.See omnystudio.com/listener for privacy information.

The crew discusses LM Wind Power's dramatic layoff of 60% of remaining Danish staff, dropping from 90 to just 31 workers. What does this mean for thousands of wind farms with LM blades? Is government intervention possible? Who might acquire the struggling blade manufacturer? Plus, a preview of the Wind Energy O&M Australia 2026 conference in Melbourne this February. Learn more about CICNDT!Register for ORE Catapult's UK Offshore Wind Supply Chain Spotlight! 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!  If you haven't downloaded your latest edition of PES Wind Magazine, now's the time issue four for 2025. It's the last issue for 2025 is out and I just received mine in the Royal Mail. I had a brief time to review some of the articles inside of this issue. Tremendous content, uh, for the end of the year. Uh, you wanna sit down and take a good long read. There's plenty of articles that affect what you're doing in your wind business, so it's been a few moments. Go to peswind.com Download your free copy and read it today. You're listening to the Uptime Wind Energy Podcast, brought to you by build turbines.com. Learn, train, and be a part of the Clean Energy Revolution. Visit build turbines.com today. Now here's your hosts, Alan Hall, Joel Saxon, Phil Totaro, and Rosemary Barnes. Welcome to the Uptime Wind Energy [00:01:00]Podcast. I'm your host, Alan Hall in the Queen city of Charlotte, North Carolina. I've got Yolanda Padron in Texas. Joel Saxon up in Wisconsin and Rosemary Barnes down under in Australia, and it has been a, a really odd Newsweek. There is a slow down happening in wind. Latest news from Ella Wind Power is they're gonna lay off about 60% of their staff in Denmark. They've only have about 90 employees there at the moment. Which is a dramatic reduction of what that company once was. Uh, so they're planning to lay off about 59 of the 90 workers that are still there. Uh, the Danish media is reporting. There's a lot of Danish media reporting on this at the moment. Uh, there's a letter that was put out by Ellen Windpower and it discusses that customers have canceled orders and are moving, uh, their blade production to internal factories. And I, I assume. That's a [00:02:00] GE slash Siemens effort that is happening, uh, that's affecting lm and customers are willing to pay prices that make it possible to run the LM business profitably. Uh, the company has also abandoned all efforts on large blades because I, I assume just because they don't see a future in it for the time being now, everybody is wondering. How GE Renova is involved in this because they still do own LM wind power. It does seem like there's two pieces to LM at the minute. One that serves GE Renova and then the another portion of the company that's just serving outside customers. Uh, so far, if, if you look at what GE Renova paid for the company and what revenue has been brought in, GE Renova has lost about 8.3 billion croner, which is a little over a billion dollars since buying the company in 2017. So it's never really been. Hugely profitable over that time. And remember a few months ago, maybe a month ago now, or two months ago, the CEO of LM [00:03:00] Windpower left the company. Uh, and I now everyone, I'm not sure what the future is for LM Windpower, uh, because it's, it has really dramatically shrunk. It's down to what, like 3000 total employees? I think they were up at one point to a little over when Rosie was there, about 14,000 employees. What has happened? Maybe Rosemary, you should start since you were working there at one point.  Rosemary Barnes: Yeah, I dunno. It always makes me really sad and there's still a few people that I used to work with that were there when I went to Denmark in May and caught up with a bunch of, um, my old colleagues and most of them had moved on because a lot of firing had already happened by that point. But there were still a few there, but the mood was pretty despondent and I think that they guessed that this was coming. But I just find it really hard to see how with the number, just the pure number of people that are left there. I, I find it really hard to see how they can even support what they've still [00:04:00] got in the field. Um. Let alone like obviously they cut way back on manufacturing. Okay. Cut Way back on developing new products. Okay. But you still do need some capabilities to work through warranty claims and um, you know, and any kind of serial issues. Yeah, I would be worried about things like, um, you know, from time to time you need a new, a new blade or a new set of blades produced. Maybe a lot of them, you know, if you discover an issue, there's a serial defect that doesn't, um, become obvious until 10 years into the turbine's lifetime. You might need to replace a whole bunch of blades and are you gonna be able to, like, what's, what is gonna happen to this huge number of assets that are out there with LM blades on there? Uh, I, yeah, I, I would really like to see some announcements about what they're keeping, you know, what functionality they're planning to keep and what they're planning to excise.  Joel Saxum: But I mean, at the end of the day, if it's, if [00:05:00] the business is not profitable to run that they have no. Legal standing to have to stay open? Rosemary Barnes: No, no, of course not. We all know that there, there's, you know, especially like you go through California, there's all sorts of coast turbines there that nobody knows how to maintain them anymore. Right. And, um, yeah, and, and around there was one in, um, in Texas as well with some weird kind of gearbox. I can't remember what exactly, but yeah, like the company went bankrupt, no one knew what to do with them, so they just, you know, like fell into disrepair and couldn't be used anymore. 'cause if you can't. Operate them safely, then you can't let no one, the government is not gonna let you just, you know, just. Try your luck, operate them until rotors start flying off. You know, like that's not really how it works. So yeah, I do think that like you, you can't just stay silent about, um, what you expect to happen because you know, like maybe I have just done some, a bit of catastrophizing and, you know, finding worst case scenarios, but that is where your mind naturally goes. And the absence of information about what you can expect, [00:06:00] then that's what. People are naturally gonna do what I've just done and just think through, oh, you know, what, what could this mean for me? It might be really bad. So, um, yeah, it is a little bit, a little bit interesting.  Allen Hall: Delamination and bottom 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 expensive burdens. Their non-destructive test technology penetrates deep to blade materials to find voids and cracks. Traditional inspections, completely. Miss C-I-C-N-D-T Maps. Every critical defect delivers actionable reports and provides support to get your blades. Back in service, so visit cic ndt.com because catching blade problems early will save you millions. Yolanda, what are asset managers [00:07:00] thinking about the LM changes as they proceed with orders and think about managing their LM Blade fleet over the next couple of years, knowing that LM is getting much smaller Quicker? Yolanda Padron: Yeah, and this all comes at a time when. A lot of projects are reaching the end of the full service agreements that they had with some of these OEMs, right? So you already know that your risk profile is increasing. You already know. I mean, like Rosie, you said worst case scenario, you have a few years left before you don't know what to do with some of the issues that are being presented. Uh, because you don't count with that first line of support that you typically would in this industry. It's really important to be able to get a good mix of the technical and the commercial. Right? We've all seen it, and of course, we're all a little bit biased because we're all engineers, right? So we, to us it makes a lot of sense to go over the engineering route. But the pendulum swung, swung so [00:08:00] far towards the commercial for Ella, the ge, that it just, it. They were always thinking about, or it seemed from an outsider's point of view, right, that they were always thinking about, how can I get the easiest dollar today without really thinking about, okay, five 10 steps in the future, what's going to happen to my business model? Like, will this be sustainable? It did Just, I don't know, it seems to me like just letting go of so many engineers and just going, I know Rosie, you mentioned a couple of podcasts ago about how they just kept on going from like Gen A to Gen B, to Gen C, D, and then it just, without really solving any problems initially. Like, it, it, it was just. It's difficult for me to think that nobody in those leadership positions thought about what was gonna happen in the [00:09:00]future.  Rosemary Barnes: Yeah. I think it was about day-to-day survival. 'cause I was definitely there like saying, you know, there's too many, um, technical problems that Yeah. When I was saying that a hundred, a hundred of versions of me were all saying that, a lot of us were saying it. Just in the cafeteria amongst ourselves. And a lot of us, uh, you know,

Geçtiğimiz günlerde, Melbourne Limanında düzenlenen Avustralya-Türkiye Tedarik Zinciri ve Lojistik Ağı toplantısı, kurumsal hayattaki Avustralyalı Türkleri bir araya getirdi. Lojistik dünyasının Türkiye'den gelen deneyimli ismi Barış Dillioğlu ev sahipliğinde buluşan sektör temsilcileri, dayanışma ruhunu pekiştirme paydasında buluştu.

Jack Welch's binder hit the floor before Michael Bourque had time to react. At just 23, he sat in a Honeywell acquisition review meeting as the “keeper of the numbers,” rifling through a binder he knew didn't contain the EPS detail Welch demanded. When the answer didn't come, Welch “swept his binder off the table, threw it across the room, and got up and left,” Bourque tells us. The moment stayed with him—not only the need to anticipate every question, but the feeling of “how I was treated,” a lesson he carried forward.That early scene captures the intensity of Bourque's 15 years at GE, where he rotated every four months on the corporate audit staff, learned to understand a business model quickly, and moved across countries from Mexico to Italy to Canada. He tells us those experiences became “a massive accelerator” but also showed him what he did not want: senior lives “lived 90 days at a time.”Leaving GE led him into Ocwen, where regulatory pressure mounted immediately. Advisers warned him to “run for the hills,” yet he stayed, tracking cash daily and absorbing public blows from the New York DFS. The experience, he tells us, taught him “how to navigate a crisis and try to keep your cool.”At LendingHome (later Kiavi), he applied that calm to redesign the business around two customer cohorts—first-timers and professionals doing “eight or more” flips a year—and anchored decisions in unit economics. That discipline would shape his leadership at Convera, where he now steers a global payments network and pushes teams to adopt AI tools that “help them… get clarity on that next operational step.”

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Electricity demand is exploding, fueled by the rise of artificial intelligence and an unprecedented wave of data center construction. Some experts warn the U.S. grid won't be able to handle it. But Scott Strazik, the CEO of GE Vernova, says his company can deliver. On this episode of Bold Names, Strazik joins the WSJ's Christopher Mims and Tim Higgins to talk about leading GE's energy spin-off through its blockbuster first year, how gas turbines have become Silicon Valley's hottest commodity, and whether nuclear can help power the future. To watch the video version of this episode, visit our WSJ Podcasts YouTube channel or the video page of WSJ.com. Check Out Past Episodes: Condoleezza Rice on Beating China in the Tech Race: 'Run Hard and Run Fast' The Google-Backed Startup Taking on Elon Musk in Humanoid Robotics This Tech Founder's $1.3 Billion Company Is Taking On Apple and Samsung Let us know what you think of the show. Email us at BoldNames@wsj.com. Sign up for the WSJ's free Technology newsletter. Read Christopher Mims's Keywords column.Read Tim Higgins's column.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Today we are breaking down GE Aerospace. We did cover GE several years ago, but that episode focused on Larry Culp's turnaround of the conglomerate.  Ramesh Narayanaswamy, co-founder and portfolio manager of Tourbillon Partners, joins me to explore what is now a pure-play aerospace business. We discuss the unique dynamics of the aerospace supply chain and the long-cycle nature that differentiates this industry. We also explore the complexity of aircraft engine manufacturing and how GE exemplifies the powerful model of selling services attached to equipment. Please enjoy our conversation on GE Aerospace. For the full show notes, transcript, and links to the best content to learn more, check out the episode page⁠⁠⁠⁠⁠ here.⁠⁠⁠⁠⁠ —- This episode is brought to you by⁠⁠ ⁠Portrait Analytics⁠⁠⁠ - your centralized resource for AI-powered idea generation, thesis monitoring, and personalized report building. Built by buy-side investors, for investment professionals. We work in the background, helping surface stock ideas and thesis signposts to help you monetize every insight. In short, we help you understand the story behind the stock chart, and get to "go, or no-go" 10x faster than before. Sign-up for a free trial today at⁠⁠ ⁠portraitresearch.com⁠⁠⁠ — Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit⁠⁠⁠⁠⁠ joincolossus.com/episodes⁠⁠⁠⁠⁠. Editing and post-production work for this episode was provided by The Podcast Consultant (⁠⁠⁠⁠⁠https://thepodcastconsultant.com⁠⁠⁠⁠⁠). Show Notes (00:00:00) Welcome to Business Breakdowns (00:01:52) Overview of GE Aerospace (00:04:01) Commercial Jet Engines: Market and Segments (00:08:16) Military and Defense Applications (00:10:07) Financials and Revenue Streams (00:15:57) The Legacy and Transformation of GE (00:20:31) Jet Engine Industry and GE's Role (00:22:04) Challenges and Partnerships in Jet Engine Manufacturing (00:28:39) Revenue Models and Customer Segments (00:30:29) Understanding the OE and Aftermarket Revenue Models (00:31:50) The Profitability of Aftermarket Services (00:34:25) Revenue Models in the Aftermarket (00:36:11) Growth Strategies and Market Dynamics (00:39:38) Impact of Economic Cycles and Resilience (00:43:33) Capital Intensity and Return on Capital (00:47:12) Competitive Landscape and Technological Risks (00:55:07) Valuation Approaches and Market Perception (00:57:39) Key Takeaways and Lessons from GE

If you were to put into a simple statement God's goal for Abraham it would be this: God made Abraham into a great father. Even his name reveals God's plan: Abram means "great-father" and "Abraham" means "father of many." When we read the story of his life we are reading about one of the major events in God's plan to offer eternal life to humans. Through Abraham and Sarah a family was begun which passed saving faith on to their children, one generation after another. In time this family grew into a nation and 1,400 years after that the Son of God was born as a member of that nation (Mt 1:1). Abraham was the first in a new strategy by which God would produce an unbroken chain of "saved" people from Abraham to the birth of Jesus. Believing parents, with a special burden placed on fathers, would pass their faith on to their children, who in turn would pass it on to their children. God's preparation of Abraham to be a father concerned much more than just his physical conception of a son. It required intense spiritual preparation so that he could pass on the kind of faith that brings the gift of righteousness (Ge 15:6) and the blessing of God's powerful presence (Ge 17:7,8). Today God still calls His followers to become anointed parents and there's still a special calling placed on men to be fathers. 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.    

Can automation actually replace pilots? A top general says one pilot is enough for lengthy global bomber missions. Bomber expert Mark Gunzinger of the Mitchell Institute looks at what the idea is and whether it's a good one, and covers other significant issues in the bomber force. And we have this week's airpower headlines. Powered by GE!

Worldwide Markets – Episode 656 (12 November) Powered by Standard Bank Global Markets and Shyft – the global money app that puts travel, shopping, payments and investments in the palm of your hand

If you were to put into a simple statement God's goal for Abraham, it would be this: God made Abraham into a great father. Even his name reveals God's plan: Abram means "great-father" and "Abraham" means "father of many." When we read the story of his life, we are reading about one of the major events in God's plan to offer eternal life to humans. Through Abraham and Sarah a family was begun which passed saving faith on to their children, one generation after another. In time this family grew into a nation and 1,400 years after that the Son of God was born as a member of that nation (Mt 1:1). Abraham was the first in a new strategy by which God would produce an unbroken chain of "saved" people from Abraham to the birth of Jesus. Believing parents, with a special burden placed on fathers, would pass their faith on to their children, who in turn would pass it on to their children. God's preparation of Abraham to be a father concerned much more than just his physical conception of a son. It required intense spiritual preparation so that he could pass on the kind of faith that brings the gift of righteousness (Ge 15:6) and the blessing of God's powerful presence (Ge 17:7,8). Today God still calls His followers to become anointed parents and there's still a special calling placed on men to be fathers. 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.  

From what the Bible tells us about Enoch, he was an amazingly holy man who lived long before the Flood. To be described as one who “walked with God” is a true testimony of a life well lived. Further, a few lines of the Book of Enoch are actually quoted in the New Testament. With such credentials, we would have to wonder why the Book of Enoch is not a part of the Bible itself. Why wouldn't you include the writings of a man who walked with God for 300 years? Could this be an oversight...or a conspiracy? Fortunately, a clear understanding of history and the Bible gives us thorough and conclusive answers to all of these questions. What do we really know about Enoch? Even though he is rarely mentioned in the Bible, every reference to him shows his faith in and reverence for God. He lived before the Flood and was the seventh generation from Adam. He is referenced in the book of Hebrews as a righteous man, and his prophetic words are quoted in Jude. With all of these positives in place, we need to review the reasons the Book of Enoch is NOT in the Bible. There are actually three Books of Enoch: 1 Enoch, 2 Enoch and 3 Enoch. We only focus on the first, as the other two books have never been considered for biblical inclusion. There are at least five key criteria that explain its exclusion: 1 Enoch was never part of the Hebrew Bible (Tanakh), which formed the foundation of the Christian Old Testament. It is pseudepigraphal, meaning it was written centuries after Enoch's life by unknown authors, likely during the Second Temple Period (300–100 BCE), and preserved only in Ge'ez, a classical Ethiopian language. Its speculative theology includes fantastical angelology, apocalyptic visions and cosmology inconsistent with biblical truth and scientific understanding. Its transmission history is very weak, lacking widespread manuscript preservation compared to canonical texts. It was not used consistently across early Christian communities, with only the Ethiopian Orthodox Church recognizing it as scripture. While 1 Enoch offers historical insight into Second Temple Judaism and reflects themes like judgment and the “Son of Man,” its theological inconsistencies and limited acceptance disqualify it from canon. Our focus should be on God-inspired Scripture, and we need to beware of being misled by writings that mimic biblical style but lack divine authority.