Podcasts about ge aviation

[SEGMENT 2-1] Great Days for America 1 All the people behind the targeting of Trump will exposed in the coming weeks. They will all either accept pleas or be made to face justice. We have 4 years to correct the horrible wrongs faced by this great nation during the era of Biden, and era of politics replete with corruption and debauchery. Time made President Trump: Man of the Year. Not that he needed their endorsement.  [SEGMENT 2-2] Great Days for America 2 Trump went from pariah to GOAT. He's a HERO He went from quicksand under his feet to a firm foundation I don't know many presidents who go into office with this type of mandate, and I don't mean what we've conjured up in our minds as MAGA. Americans are overjoyed about Trump's return.   First president to ring the bell at the NYSE since 1985 when they chose Reagan. Trump's name will last as long as Reagan's in the lexicon of political discussions and particularly admiration by Conservatives.   The resignation of Christopher Wray is a great day for America as it will end the Weaponization of what has become known as the United States Department of Injustice. I just don't know what happened to him. We will now restore the Rule of Law for all Americans. Under the leadership of Christopher Wray, the FBI illegally raided my home, without cause, worked diligently on illegally impeaching and indicting me, and has done everything else to interfere with the success and future of America. They have used their vast powers to threaten and destroy many innocent Americans, some of which will never be able to recover from what has been done to them. Kash Patel is the most qualified Nominee to lead the FBI in the Agency's History, and is committed to helping ensure that Law, Order, and Justice will be brought back to our Country again, and soon. As everyone knows, I have great respect for the rank-and-file of the FBI, and they have great respect for me. They want to see these changes every bit as much as I do but, more importantly, the American People are demanding a strong, but fair, System of Justice. We want our FBI back, and that will now happen. I look forward to Kash Patel's confirmation, so that the process of Making the FBI Great Again can begin. Thank you   There is ONE reason why Fani Willis refuses to turn over her communications on J6. She's guilty and so are they. She has been INSTRUCTED not to turn this information over.  [SEGMENT 2-3] Great Days are Coming 3 – Pardons   Chris Wray's legacy will be turning the world's most powerful law enforcement agency into a domestic terror operation that includes raiding the home of the former president, entrapping individuals into politically-oriented hoaxes like Whitmer fednapping, colluding with Big Tech to protect the Biden crime family by censoring Americans, and using the FBI counterterrorism task force to investigate, raid, and arrest nearly 1,600 Americans who protested the 2020 election on January 6. His failures include record crime, a bleeding southern border, out of control fentanyl crisis, and historic low trust in the FBI. Seems impossible but the worst FBI director in US history. The damage he caused this country may never be fully repaired. WTF?! Joe Biden just pardoned multiple Chinese spies and an individual convicted of possessing child p*rnography   https://www.ft.com/content/3378545d-d1bc-4fe6-880c-69ff5c649a05 Please use the sharing tools found via the share button at the top or side of articles. Copying articles to share with others is a breach of FT.com T&Cs and Copyright Policy. Email licensing@ft.com to buy additional rights. Subscribers may share up to 10 or 20 articles per month using the gift article service. More information can be found here. https://www.ft.com/content/3378545d-d1bc-4fe6-880c-69ff5c649a05China has hailed the release by the US of three Chinese citizens including an allegedly politically connected former student convicted of possessing child pornography. Jin Shanlin was freed as part of a rare prisoner swap negotiated with the Biden administration that China's foreign ministry said on Thursday was the result of “tireless” government efforts. While the other two Chinese citizens were imprisoned in the US on espionage-related convictions, Jin pleaded guilty in 2021 to possessing child pornography. During his trial in Texas, an FBI special agent testified that his family was “connected to influential members of the Communist party in China”, according to court records. China's foreign ministry said on Thursday its three citizens had been wrongfully detained by the US and were safely returned home through the “tireless efforts of the Chinese government”.  “This once again demonstrates that China will never abandon its compatriots under any circumstances, and the motherland will always be their strong support,” said foreign ministry spokesperson Mao Ning.  Jin, 26, had admitted possessing and distributing “more than 600 images and videos of child pornography” while he was studying for a PhD at Southern Methodist University in Texas.  Local police department investigators said an internet protocol address linked to Jin's residence had used a peer-to-peer network to share a video of “sexual assault of an infant by an adult male” along with other child porn.  Police said they found child pornography open on Jin's computer when they entered his home, which included “videos involving infants and toddlers”.     https://deepnewz.com/china/biden-grants-clemency-to-chinese-national-convicted-child-pornography-espionage-4efaf070 I asked for a comedic take on Biden's massive pardon spree, and particularly on this article where he pardoned Chinese nationals. [START] https://deepnewz.com/china/biden-grants-clemency-to-chinese-national-convicted-child-pornography-espionage-4efaf070 President Joe Biden has granted clemency to Shanlin Jin, a Chinese national convicted of possessing 47,000 images of child pornography. Yanjun Xu, a Chinese spy sentenced to 20 years for espionage. Jin had served four years of his 97-month sentence after pleading guilty. The Plano police confirmed 1,338 images and videos on Jin's computer, including infant sexual assault. For additional context, here is another article that references the deal: https://www.ft.com/content/3378545d-d1bc-4fe6-880c-69ff5c649a05 Was HUNTER on there? Xu was convicted for plotting to steal proprietary information from aviation companies, including GE Aviation. The decision to grant clemency to these individuals has sparked significant controversy and criticism. [END] The only people discussing this are Conservatives. Interestingly, if you Google "Biden pardons", the information on the pardon of the Chinese won't come up. You must dig really deep or go to X to find the link mentioned above. It's as if the fake news media doesn't want to report about the pardon of the Chinese nationals. Instead of highlighting these pardons, all the other stories highlight Americans who have turned their lives around, and now act as exemplary citizens. Even if you add "Chinese Pardons" to the Google search, no story reveals the pardons to the Chinese. I proposed that Biden pardoned these people at the behest of the Chinese government, because the perpetrators are spies, and Biden was threatened by the Chinese for his potential dealings in China for which he pardoned Hunter in Phase I of his pardons. Phase II is a Pardon-a-Palooza as Biden pardoned over 1,500 people under the guise that they were either sentenced too long for their crimes or other so-called humanitarian reasons. I'm not buying this, at least not for the Chinese pardons. Finally, Phase III is where Biden will go hog wild, as we say in the country. Phases I and II were all to set up what Biden is about to do. He's trying to spread the outrage, because Phase III will be huge, as Biden pardons his remaining family members, and all of the upper echelon of the agencies in the DOJ down to middle-management.    “Joe's Great Pardon Bazaar: Everything Must Go!”“Biden's Backroom Deals: Now with Free Spy Exchanges!”“The Art of the Pardon: Joe Biden Edition”“Pardon Me? The Biden Family Clearance Sale”“From Hard Drives to Hard Time: Biden's Clemency Chronicles”“Keeping Up with the Clemencies”. And the latest episode? Pardon-a-Palooza. Apparently, Joe's handing out pardons like Oprah hands out cars. “You get a pardon! You get a pardon! Everybody gets a pardon!” So, Joe Biden's pardoning spree is in full swing. And it's not like he's just handing out Get Out of Jail Free cards to someone who shoplifted a Snickers. No, we're talking about hardcore criminals. Chinese nationals convicted of espionage and, uh, crimes so heinous that even Jeffrey Epstein would've been like, “Whoa, too far.” A pretty low bar for clemency, eh? “Are you a threat to national security or basic human decency? Congratulations! You qualify!”   Let's Become a supporter of this podcast: https://www.spreaker.com/podcast/the-kevin-jackson-show--2896352/support.

In this episode, Amy welcomes Chad Sutton to chat about the importance of relationships and reputation in navigating life's challenges as well as the ‘abundance lessons' he learned from his career and family. Chad shares insights from his career transition from engineering to real estate, underscoring the significance of a mindset that goes beyond financial gain to include time freedom and giving back even during tough times. Chad's story reveals countless gems on cultivating abundance that anyone can apply in their own lives. More about Chad: Chad Sutton, the Investment Maverick and Managing Partner at Quattro Capital, leads Acquisitions and Investments with his visionary approach. His unique blend of aerospace engineering expertise and business acumen enable him to identify and strategize winning investments. Previously working with NASA, GE Aviation, and GE Renewable Energy, Chad hones his international negotiation and relationship-building skills to drive Quattro Capital's growth. His pursuit of excellence establishes him as an industry leader. Beyond work, Chad, a devoted family man, indulges in hobbies like golfing, playing guitar, and renovating his historic home. Under his transformative leadership, Chad is dedicated to generating value and uplifting communities through Quattro Capital's investments. Connect with Chad: https://www.thequattroway.com Connect with Amy Sylvis: https://www.linkedin.com/in/amysylvis⁠ Contact Us: https://www.sylviscapital.com https://www.sylviscapital.com/webinar 0:00 Preview 0:34 Guest Intro 06:17 Defining abundance 07:34 How to cultivate abundance 10:45 Giving in tough times 15:38 Career lessons from Chad's grandfather 23:24 Leveling up abundance during successful career 25:22 Managing circumstances out of our control 29:29 Mic drop advice to create more abundance

A contrails study by GE Aviation and NASA, an F-15E Strike Eagle downs drones, Iberia's new A321XLR in service, the Phillippine Mars moves to its final destination, an airliner and a UAP come close together, Spirit Airlines files for bankruptcy, and the environmental impact of private jets. Also, AvGeeks flock to Bluesky, a STEM author at the NASM, and F-35B trials on a Japanese flattop. The contrails of an Airbus A340 jet, over London, England. Photographed by Adrian Pingstone in March 2007. Aviation News GE and NASA to accelerate understanding of contrails The "Contrail Optical Depth Experiment" (CODEX) is a research project conducted through a NASA and GE Aerospace partnership to study the formation and behavior of contrails. Contrails are clouds of ice particles that airplanes can create when they fly through cold and humid air. Persistent contrails are thought to contribute to climate warming. The primary goal of CODEX is to accurately measure the optical depth of contrails, which indicates how much light is blocked by the contrail. In the project, a GE Boeing 747-400 creates the contrails and NASA's G-III research aircraft (a modified Gulfstream III business jet) follows and scans the 747's wake with Advanced LiDAR (Light Detection and Ranging) technology to analyze the contrails produced by different engine configurations. This will hopefully lead to the development of engine technologies that reduce contrail formation. NASA Gulfstream G-III NASA's Armstrong Flight Research Center in Edwards, California, operates the Gulfstream G-III aircraft, NASA tail number 804, as an aerodynamics research test bed. Work with the aircraft is funded through NASA's Aeronautics Research Mission Directorate (ARMD) as part of the Environmentally Responsible Aviation (ERA) project under the agency's Integrated Systems Research Program. GE 747-400 Flying Test Bed Since 2010, this former Japan Airlines plane has been used by GE to test new jet engines, such as the GE90, GEnx, LEAP, and the GE9X. The plane is based at Flight Test Operations (FTO) in Victorville. F-15E Pilot Recounts Having To Switch To Guns After Missiles Ran Dry During Iranian Drone Barrage An F-15E Strike Eagle shot down so many Iranian drones aimed at Israel that they ran out of air-to-air missiles. The crew was ordered to continue and use any weapon available, which left the Strike Eagle's 20mm Gatling Gun, capable of firing around 6,000 rounds per minute. Operating this gun is said to be risky with small, low, slow-moving targets. In this instance, the F-15 did not stop the drone. Feel Sorry For the Flight Attendants: Iberia's New A321XLR Long-Haul Jet Features Tiny Galleys That Even Contortionists Would Struggle to Work in Iberia is the launch customer of the Airbus A321XLR (extra long range) single-aisle jet. The airline is flying the plane on a Madrid and Boston route. According to Saffran, the Airbus SpaceFlex V2 galley and lavatory allows for 6 more seats in the A321. The Airbus Space-Flex galley and lavatory concept. Airbus says the A321XLR features a 4,700 nm range, 180-220 seats, and 30% lower fuel burn per seat than previous generation aircraft. The plane was launched in 2019 at the Paris Air Show. Compared to other A320 family aircraft, the A321XLR carries more fuel, has strengthened landing gear, and includes a revised wing trailing-edge flap for takeoff performance. Airbus offers two engine options: the CFM LEAP-1A and the Pratt & Whitney PW1100G. The first A321XLR was delivered to Iberia on 30 October 2024 and conducted its first revenue flight on 6 November 2024. The first long-haul flight with passengers was on 14 November 2024, from Madrid to Boston. Martin Mars To Visit San Francisco, San Diego On Final Flight The Philippine Mars is destined for the Pima Air and Space Museum in Tucson, Arizona. In preparation, the plane is undergoing taxi tests in Port Alberni, British Columbia.

Lisa Hornschemeier is the Vice President of Software Engineering for Oracle Cloud Infrastructure at Oracle. She is an experienced engineering leader with a successful history at some of the world's largest companies, including GE Aviation, Microsoft, and Oracle. She originally planned to use her passion for math and science to become a doctor. That changed when she fell in love with a Java class at Miami University. She has since become a champion for DevOps as a guiding principle for business operations to achieve results that matter. She is dedicated to finding “how the company wants to differentiate itself and where its super powers are based on the talent we have and the products we're developing.” Being a customer-centric engineering leader is just one of her roles. She is also a mother striving to find the perfect balance between family and business. What is her secret In the season one finale of Wolfed, Hornschemeier joins host Chris Cohen to discuss: Her thrilling career journey, from pre-med student at Miami University to leadership roles at GE, Microsoft, and Oracle. The leadership philosophy behind her team's customer-centric approach to product development. The ideals versus business realities of DevOps. How to overcome unconscious bias in the workplace through grassroots efforts. Learn more at qawolf.com.

The FAA roadmap for Artificial Intelligence in aviation, clean aviation fuel setbacks, aviation fire-fighting foam, blended wing body aircraft, and the new Sikorsky VH-92A Marine One helicopter. Also, a first-timer's experience at EAA Airventure Oshkosh. Aviation News FAA lays out 'roadmap' for AI safety in aircraft In Roadmap for Artificial Intelligence Safety Assurance [PDF], the FAA says Artificial Intelligence (AI) must demonstrate its safety before it can be utilized in aviation. This is a challenge because AI systems achieve performance and capability by learning rather than design with the absence of engineering principles that guide the traditional engineering design process. The document's primary purpose is to provide a path that ensures the safety of Artificial Intelligence in aircraft and related systems for inflight operations. The roadmap also recognizes significant opportunities to use AI for safety. A set of principles are identified as well as the next steps in five areas to enable safety enhancements and the safe use of AI. Clean Fuel Startups Were Supposed to Be the Next Big Thing. Now They Are Collapsing. The article describes headwinds that impede progress toward the broader use of clean aviation fuel. United Airlines plans to use jet fuel made from trash United Airlines partnered with about 30 other global firms to form an “Eco-Skies Alliance” to finance the use of SAF made from trash. The airline's initiative appears to have shut down. Leading hydrogen aircraft startup is suddenly grounded Startup Universal Hydrogen raised $100 million with backing from GE Aviation, American Airlines, and the venture capital arms of Airbus, JetBlue, and Toyota. Shareholders were recently informed that the company was shutting down. Universal Hydrogen could not raise additional financing from either new or existing investors. Oil majors back out of biofuel in Europe BP scaled back expansion plans for sustainable aviation fuel and renewable diesel in Europe. Chevron is furloughing workers at its Oeding, Germany biodiesel plant. Shell halted construction of a biofuel plant in Rotterdam, the Netherlands. Air New Zealand becomes first major airline to scrap its 2030 climate goal The airline cited delivery delays of new fuel-efficient aircraft and the price of alternative jet fuels. The 2030 target had been to reduce carbon intensity by 28.9%, compared with 2019 levels. The airline is working on a new near-term target. Nearly 400 gallons of high-expansion foam fills Coast Guard hangar in Mobile Due to a fault in the fire alarm system at the United States Coast Guard Aviation Training Center, almost 400 gallons of high-expansion foam filled the hangar. Three HC-144 Ocean Sentry airplanes and four MH-60 Jayhawk helicopters were in the hangar. These aircraft are being cleaned and inspected to assess damage. WKRG Video: Nearly 400 gallons of high-expansion foam fills Coast Guard hangar in Mobile https://youtu.be/7s4SRMLF6OU?si=1mZuMIHycZ3tAnt2 Because the widely-used Aqueous Film-Forming Foam (AFFF) contains dangerous PFAS (referred to as "forever chemicals"), the FAA and the Department of Defense (DoD) have engaged in a significant research project to test fluorine-free foam (F3). Fluorine-Free Foam (F3) Transition for Aircraft Firefighting In December 2022, Congress directed the FAA to prepare a transition plan to ensure an orderly move to MILSPEC F3 for aircraft firefighting. See: FAA Aircraft FireFighting Foam Transition Plan. In January 2023, DoD published an F3 military specification (MILSPEC), and foam manufacturers can now submit MILSPEC F3 agents for qualification by DoD. Once DoD certifies that a foam meets the new specification, it will be added to the Qualified Product List. FAA considers foams on the Qualified Product List as acceptable to use to satisfy the regulatory requirements of Part 139. Video: Fluorine Free Foam (F3) Transition Awareness We...

In this first part of our interview with Emily Cortright and Adam Roberts, co-founders of A&E Investments, we dive deep into their journey from engineering careers at GE Aviation to building a thriving multifamily real estate empire valued at over $225 million. Emily is a renowned real estate investor and author, while Adam is a celebrated real estate consultant known for his innovative strategies in market analysis and property management. Emily and Adam delve into the importance of financial tracking, leveraging other people's money (OPM) and time (OPT), and the diversification of portfolios. They also explore the world of mortgage note investing, explaining its advantages and how it complements their multifamily investments. The episode underscores the value of mentorship and education in navigating the real estate industry. Key Takeaways: Background and Transition to Real Estate (3:05-5:05) Emily and Adam's journey from engineering careers at GE Aviation to full-time real estate investing, emphasizing the importance of passive income and financial freedom. Why Multifamily Real Estate (5:07-6:36) Transitioning from single-family flips to multifamily investments for scalability and business growth. Portfolio and Market Focus (6:41-7:11) Managing and controlling a portfolio over $225 million, primarily in Texas but also invested in other regions as limited partners. Financial Tracking and Decision Making (7:17-8:47) Importance of tracking financials (income, expenses, balance sheet) to make informed decisions about quitting corporate jobs and pursuing real estate full-time. Challenges and Overcoming Fear (8:52-10:18) Acknowledging the difficulties and risks in transitioning to real estate, and how understanding the worst-case scenario can provide confidence. Motivation and Control (10:24-11:26) Being in full control of their destiny and not relying on corporate stability as a major motivator for Emily and Adam. OPM and OPT (13:12-14:46) Explanation of Other People's Money (OPM) and Other People's Time (OPT) as crucial concepts for scaling business and investments. Leveraging Joint Ventures and Partnerships (14:56-15:53) The importance of partnerships and joint ventures for business growth, especially for those not good at certain aspects of the business. Bootstrapping and Scaling (16:13-17:45) Initial hard work and bootstrapping are necessary before leveraging OPM and OPT for exponential growth in business. Recommended Book: "Building Wealth Through Real Estate" by Emily Cortright Connect with Emily and Adam@: Website: https://www.aeinvest.net/ YouTube: https://www.youtube.com/channel/UCE1dOH6KXwOn5b7VqSjS8PQ Linkedin: https://www.linkedin.com/in/adam-roberts-23918aa/ Instagram: https://www.instagram.com/ae_investments/ Connect with Corwyn@: Contact Number: 843-619-3005 Email: corwyn@corwynmelette.com Instagram:⁠ https://www.instagram.com/exitstrategiesradioshow/⁠ FB Page:⁠ https://www.facebook.com/exitstrategiessc/⁠ Youtube:⁠ https://www.youtube.com/channel/UCxoSuynJd5c4qQ_eDXLJaZA⁠ Website:⁠ https://www.exitstrategiesradioshow.com⁠ Linkedin:⁠ https://www.linkedin.com/in/cmelette/⁠ Shoutout to our Sponsor: ROBYN COLLINS Do you want something more? More Meaningful Moments opportunities, deeper relationships and memorable experiences? Do you want to make a difference? If you say YES, a career and real estate could be the opportunity you're looking for guiding people to one of the most important decisions they ever made, the purchase or sale of their home can be both rewarding and lucrative.  Exit Realty has a revolutionary compensation model training and technology that provides you with the tools you need to start and build your successful real estate career. Call me today  ROBYN COLLINS with REDROBYN HOMES at 843-557-5003. Again that's 843-557-5003 or visit RedRobynhomes.com/join.exit and make your Exit today. --- Support this podcast: https://podcasters.spotify.com/pod/show/corwyn-j-melette/support

Read the episode, view video, and more There was a fascinating article in Bloomberg BusinessWeek about GE doing its final spinoff of GE Vernova (ticker symbol: GEV) and the remaining business that Larry Culp remains CEO of, GE Aerospace (formerly GE Aviation, ticker symbol: GE). The inside story of how GE CEO Larry Culp dismantled a 131-year-old American giant. AN EMPIRE DIVIDED --- Support this podcast: https://podcasters.spotify.com/pod/show/lean-blog-audio/support

How can freedom-centered leadership transform your organization, boost innovation, and create a culture where fear has no place? Before we dive in, a huge shout out to our sponsor, Magic Mind! Experience the energy boost w/o the crash and enhance your focus & productivity. Try it out for yourself and feel the difference.  Only this January, for a fully focused you, get 1 month for free, when you're subscribing for 3 months at: https://www.magicmind.com/JANleading AND with our code: LEADING20. This offer is valid until the Feb 9 so hurry before it goes away.This Episode Key Highlights:

Chris Prue, who initially honed his skills in the Quality department at GE, later transitioned to GE Aviation, where he ascended to the role of Additive and Process Manager. His career journey then led him to AddUp, followed by a move to UPM Additive. UPM distinguishes itself in the powder bed fusion sector through a novel approach. Instead of focusing on selling metal powder, the company has carved out a specialization in the creation, resurfacing, and customization of build plates for metal 3D printing. In this episode of the 3DPOD, we dive into the nuances of build plate optimization and the intricacies of the metal 3D printing industry.

I've always said that my journey to TEDx was more impactful than actually giving the talk itself; it was a journey in clarity and effective communication. I had to get across big ideas in only 12 minutes.  Today I'm joined by John Bates, a TED talk expert who explores the neurobiological principles of communication. Together, we unravel the secrets behind creating engaging, emotionally resonant speeches, and offer practical advice on connecting with your audience and embracing the fear that often accompanies public speaking. This conversation is full of insights for self-employed business owners looking to master the art of impactful communication and storytelling.   John Bates is a TED and TEDx speaker, Leadership Communications Executive Coach, Author, and Keynote Speaker with a deep focus on communication rooted in neurobiology. He is renowned for his coaching excellence in the TED format. His clients, including notable organizations like Johnson & Johnson's JLABS, NASA, US Navy Special Operations, GE Aviation, and Boston Scientific, highly recommend him as a premier leadership communications coach. John's expertise lies in alleviating speaking anxiety, fostering strong leadership presence, and cultivating trust, loyalty, and connection through effective communication. His science-based approach benefits both logical, introverted individuals, and ambitious thought leaders, enabling them to craft influential speeches. John also offers top-tier pitch coaching, with affiliations in prestigious programs like Johnson & Johnson Innovations JLABS and Cisco Global Problem Solver Challenge, empowering entrepreneurs to succeed in pitch competitions, secure VC funding, and obtain grants.   And be sure to subscribe to The Self-Employed Life in Apple Podcasts or follow us on Spotify or wherever you listen to podcasts so you don't miss an episode.   Everything you need can all be found at jeffreyshaw.com.   John Bates, thank you so much for being here! Remember, you might be in business FOR yourself but you are not in business BY yourself. Be your best self. Be proud and keep changing the world. Guest Contact – JohnBates.com  Your Amazing Itty Bitty Guide to Being TED-Worthy: 15 Essential Secrets of Successful Speaking Based in Human Neurobiology by John Bates Register for John's Free Weekly Mini-trainings John Bates on LinkedIn (in/johnbates) John Bates on Facebook (@ExecutiveSpeakingSuccess) John Bates on Twitter/X (@johnbates) John Bates on YouTube (@ExecSpeakingSuccess) John Bates on Vimeo (@johnkbates) Contact Jeffrey – SelfEmployedNewsletter.com Website Books Watch my TEDx LincolnSquare video and please share!   Valuable complimentary resources to help you –   ·       The Self-Employed Business Institute- You know you're really good at what you do. You're talented, you have a skill set. The problem is you're probably in a field where there is no business education. This is common amongst self-employed people! And, there's no business education out there for us! You also know that being self-employed is unique and you need better strategies, coaching, support, and accountability. The Self-Employed Business Institute, a five-month online education is exactly what you need. Check it out! ·       Take The Self-Employed Assessment! Ever feel like you're all over the place? Or frustrated it seems like you have everything you need for your business success but it's somehow not coming together? Take this short quiz to discover the biggest hidden gap that's keeping you from having a thriving Self-Employed Ecosystem. You'll find out what part of your business needs attention and you'll also get a few laser-focused insights to help you start closing that gap. ·       Have Your Website Brand Message Reviewed! Is your website speaking the right LINGO of your ideal customers? Having reviewed hundreds of websites, I can tell you 98% of websites are not. Fill out the simple LINGO Review application and I'll take a look at your website. I'll email you a few suggestions to improve your brand message to attract more of your ideal customers. Fill out the application today and let's get your business speaking the right LINGO! Host Jeffrey Shaw is a Small Business Consultant, Brand Management Consultant, Business Coach for Entrepreneurs, Keynote Speaker, TEDx Speaker and author of LINGO and The Self Employed Life (May 2021). Supporting self-employed business owners with business and personal development strategies they need to create sustainable success.

Chad is Managing Partner at Quattro Capital, a multifamily investment firm focusing on value-add properties in growing markets. Previously working with NASA, GE Aviation, and GE Renewable Energy, Chad hones his international negotiation and relationship-building skills to drive Quattro Capital's growth. Beyond work, Chad, a devoted family man, indulges in hobbies like golfing, playing guitar, and renovating his historic home.   Quote:  “I didn't like being in a position where for me to win, others had to lose.”    Highlights: 2:00: Chad's journey to becoming an engineer   6:10: Learning the family business - real estate   11:00: Buying multifamily properties in the COVID world vs now  Guest Website: www.thequattroway.com   Recommended Resources: Accredited Investors, you're invited to Join the Cashflow Investor Club to learn how you can partner with Kevin Bupp on current and upcoming opportunities to create passive cash flow and build wealth. Join the Club! If you're a high net worth investor with capital to deploy in the next 12 months and you want to build passive income and wealth with a trusted partner, go to InvestWithKB.com for opportunities to invest in real estate projects alongside Kevin and his team.  Looking for the ultimate guide to passive investing? Grab a copy of my latest book, The Cash Flow Investor at KevinBupp.com.  Tap into a wealth of free information on Commercial Real Estate Investing by listening to past podcast episodes at KevinBupp.com/Podcast. Learn more about Kevin's investment company and opportunities for Lifetime Cashflow at sunrisecapitalinvestors.com.

After a life-altering dirt biking accident, Irwin had the option to give up on his hobbies, goals, and engineering career. Instead, he refused to take "no" for an answer. When told he could no longer drive his car, he was featured on the Wall Street Journal for designing a NEW way to drive. Today, he works on projects with NASA and GE Aviation to innovate ground breaking technologies in the Edison Program. Disclaimer: Opinions expressed are solely my guest's and my own. They do not express the views or opinions of our employers.If you enjoyed this episode let's connect: InstagramTikTokLinkedIn

Covid, Inflation, Supply Chain interruptions and more have caused very volatile markets. A&D has also seen its share of volatility…and it is ever adapting to the environment.   With the squeeze on labor, working capital and raw materials organic growth seems difficult - but not impossible.   It's a market of contradictions. The deal flow is there, but it's also a tumultuous time to borrow money. There are a lot of great contracts, but with a backed up supply chain, manufacturers don't have the capacity to fill them. How are M&A advisors helping clients through these challenges? Where are the most surprising opportunities right now?   In this episode, I'm joined by managing partners at Coeptis Consulting Group, Chuck Adams and Corbin Metz. They share why it's equally an exciting and challenging time to be in this industry, and navigating the exciting world of A&D from an entrepreneurial perspective.   Space is growing faster than people think, and there's a big renewal in focus on it, especially on the commercial side. -Chuck Adams   Things You'll Learn In This Episode   -The drive for diversification How are the companies getting pummeled by current supply chain constraints responding to these challenges?    -Private equity…a gift and a curse With an industry-wide squeeze on working capital, what are the challenges of taking the route of a strategic buyer?   -Raytheon GTF - a cause for concern Will this engine's recent setbacks affect its perceived reliability?   -Step out and bet on yourself What drove Chuck and Corbin to leave big Corporate America and venture out on their own? What are the biggest differences between entrepreneurship and working for a huge company?     Guest Bio   Chuck Adams is the managing partner of Coeptis Consulting Group. He brings years of experience to the firm with a background in the aviation/aerospace, automotive, and industrial goods industries. His deep, technical engineering expertise, combined with his business background, provides our clientele with a comprehensive, technical-business examination when providing our services. Prior to co-founding Coeptis Consulting Group, he spent over six and a half years at GE Aviation  providing engineering & business services, interacting with internal & external production and MRO shops around the globe on various product lines, including the CFM56, LEAP, GE90, and CF34 commercial lines, as well graduating from GE's Engineering Development Program. Before GE, he also spent time in the automotive, food manufacturing, industrial goods, construction, and video game industries. Additionally, he has founded a few companies, including a profitable residential & commercial construction firm in the local Idaho area, and is well-versed in data analysis, including programming (Python, MATLAB, SQL, and more). Chuck holds a BS in Mechanical Engineering from Boise State University, a MS in Mechanical Engineering from North Dakota State University, and an MBA from Indiana University.   Corbin Metz is the managing partner of Coeptis Consulting Group. She has spent well over a decade driving value in organizations across the aviation/aerospace, rail transportation, and industrial goods industries. Her deep operations experience compliments her strong expertise in the digital transformation & solutions space, allowing thorough understanding & implementation of solutions, observing best practices, and simplifying operations to drive business value, including the usage of techniques such as Lean Six Sigma, Change Management, and AGILE development. Prior to co-founding Coeptis Consulting Group, Corbin has spent over a combined decade alone at GE Aviation, GE Global Operations, GE Digital, and GE Transportation, delivering savings and simplification in many facets of the businesses. Also, she is a graduate of GE's well-renowned Operations Management Leadership Program (OMLP), and has deep front-line experience in the production shop environment. Corbin holds a BS in Mechanical Engineering & MMBA from Miami University, and a Master of Supply Chain Management from Penn State University.    To find out more, go to https://www.coeptiscg.com/ or phone 253-720-9058.     Learn More About Your Host: Co-founder and Managing Partner for Northstar Group, Craig is focused on recruiting senior-level leadership, sales, and operations executives for some of the most prominent companies in the aviation and aerospace industry. Clients include well-known aircraft OEMs, aircraft operators, leasing / financial organizations, and Maintenance / Repair / Overhaul (MRO) providers.   Since 2009 Craig has personally concluded more than 150 executive searches in a variety of disciplines. As the only executive recruiter who has flown airplanes, sold airplanes, AND run a business, Craig is uniquely positioned to build deep, lasting relationships with both executives and the boards and stakeholders they serve. This allows him to use a detailed, disciplined process that does more than pair the ideal candidate with the perfect opportunity and hit the business goals of the companies he serves.

Kevin and I look forward to talking with a great role model in aerospace: Rachel Garza. After receiving her degree in aerospace engineering from Embry-Riddle Aeronautical University, Rachel started her engineering career at the NASA Johnson Space Center in Houston, where she worked as an astronaut instructor for the International Space Station program and served as a flight controller in the Mission Control Center. After 9 years in that role, she left TX to work as a systems engineer at GE Aviation in her home state of MI. She spent a year in that role before being hired into her dream job at Sikorsky Aircraft, working as a helicopter flight test engineer. Rachel is now a propulsion flight test engineering manager with Sikorsky, a Lockheed Martin company, in West Palm Beach, FL. She leads the team responsible for all aspects of propulsion system flight testing conducted on helicopters designed by Sikorsky Aircraft. Stay tuned after for our takeaways. --- Support this podcast: https://podcasters.spotify.com/pod/show/shawna-christenson2/support

“AI gets back to how do I make decisions easier? Giving the right data to the right people at the right time — not perfect by any means, but it's a powerful notion.” Franz Dill is a retired P&G Technologist and independent consultant in AI and analytics. We wanted to tap into Franz's experience and expertise in technology to talk about Artificial Intelligence (AI) - a topic that issuddenly, everything, everywhere, all at once. Franz worked at P&G for 30+ years, where where he served as a Chief Scientist for analytics and as an emergent technologist. He founded P&G groundbreaking contextual innovation centers, established the company's Web 2.0 capabilities, wrote one of the most read blogs in the organization and was also a member of the Cognitive Alliance Analysis Council. Since retiring in 2008, Franz has remained an active consultant in Business Intelligence and Marketing, Retail Innovation, AI, and Business Process Improvement. Franz has also consulted with groups like GE Aviation and as an adjunct professor at Columbia University. Franz has a degree in astrophysics from the University of Pennsylvania, and a Master's in Industrial Mathematics from the University of Florida. With the rapid advancements in AI changing every day, things discussed in this March 2023 conversation may already have moved - but there's a lot of fundamentals in this candid conversation that make sense.

Later this year, Virgin Atlantic will conduct the world's first net zero transatlantic flight powered by 100% sustainable aviation fuel (SAF). If all goes well, it could set the stage for much cleaner flying by the end of this decade.In this episode, we talk to Holly-Boyd Boland, Virgin Atlantic's VP Corporate Development and Sustainability. She shares how Virgin Atlantic is preparing to conduct the historic flight with its partners and the existing regulatory and technical challenges with procuring, producing and using SAF. We'll also learn about the importance of studying the impact of contrails on the climate; the potential of carbon capture technology; Virgin Atlantic's corporate SAF programme; their in-flight sustainability initiatives and much more.If you LOVED this episode you'll also love the conversation we had with Sheila Remes, Boeing's Vice President of Environmental Sustainability, who shared how the airframer is collaborating with industry stakeholders – such as Virgin Atlantic – to move aviation towards its 2050 net zero goal. Check it out here.Feel free to reach out via email to podcast@simpliflying.com. For more content on sustainable aviation, visit our website green.simpliflying.com and join the movement. It's about time.Links & More:[2008] Boeing, Virgin Atlantic and GE Aviation to Fly First Commercial Jet on Biofuel - Boeing Newsroom World's first net zero transatlantic flight to fly from London in 2023 - GOV.UK Virgin Atlantic purchases 10 million gallons of SAF from Gevo - Biofuels International Magazine Virgin Group plans to use low-carbon fuel made from plastic waste - The Independent Airlines and others collaborate to study contrails - Travel Weekly Protecting our planet - Virgin Atlantic Reducing, reusing and recycling - Virgin Atlantic Virgin Atlantic launches corporate SAF programme - Business Travel News Europe  Boeing's Sheila Remes in conversation with Shashank Nigam - SimpliFlying 

Our guest is Melissa DiMuro - Chief People & Culture Officer at Limbach, a public company of 1,700+ team members delivering engineering, construction and services solutions to owners and partners across the United States. Since joining the Company in January 2021, Melissa has designed a ‘First Choice Employer' strategy to increase stability in a diminishing labor market, resulting in a 27% less attrition for them YoY. Previously, Melissa spent 15 years in global leadership roles in GE Aviation. Recognized by the CEO of GE Aviation for ‘Culture of Innovation Leadership', she earned a reputation of scaling businesses and talent, scaling one engineering organization by nearly 5X to support record new product intros and promoting a record number of new executives. Melissa is a passionate advocate for diversity and has led the strategy for each organization she has been a part of, as well as serving as a leader of the GE Women's Network. In this episode of Scaling Culture, Ron and Melissa discuss: Limbach's 120-year legacy: experience of going from a family company to private to public and what things changed and stayed the same? How to get through to people who resist or won't buy into culture? Change management tactics and the big mistake many leaders make. For more information about Melissa, please follow her on LinkedIn. To learn more about our books or Scaling Culture 6hrs Masterclass Series, please go to ScalingCulture.Org. Lastly, if you enjoyed this episode, please leave us a comment and share the podcast with one of your friends or colleagues. We'll be back soon with another incredible guest!

Maria is the founder and CEO of Clayful - a mental health platform for young kids. Prior to Clayful, Maria took on leadership roles in Growth and Marketing at ChartHop and an education technology company, Nearpod. While receiving her bachelors and masters in Mechanical Engineering from Stanford University, she also worked for Boeing and GE Aviation in Manufacturing Engineering. Enjoy!

Why Putting Your People First MattersIf you're a business owner, then you know that happy employees = happy customers (and a happy owner/stockholders!)Mike's guest on the podcast today is a fellow tech nerd, Bryan Howard, of Mercury Performance Group, and he believes that everything in a company revolves around its people.He says that every person in an organization has unique superpowers and those superpowers often lie dormant until they're given the opportunity to shine.Bryan has worked with some of the biggest names in the industry, including Chase, Wells Fargo, GE Aviation, and many others. But what really sets him apart is his ability to quickly diagnose and solve any problem that comes his way.He's known as a “fixer,” and today, he'll share his M-Factor toolkit and a diagnostic quiz that will help you identify how well you and your company are performing.He'll also talk about the 10 big things that can destroy a company and how to avoid them, along with his insights on lawsuits, compliance, employee turnover, bad managers, workplace conflict, and more.And bonus… he's using some of the coolest new tech to build out his training systems and deliver his IP at record speeds.If you want to find out how your organization stacks, make sure to listen to the whole podcast, grab a notepad and take the quiz.Key Takeaways (02:42) The Inchworm Effect (12:34) The eight things that can make or break an organization (15:46) The 10-question diagnostic tool (38:10) The importance of employee engagement (45:48) How Bryan is using advanced technology to accelerate what he's doing Additional Resources Get Bryan's FREE goodies and take the quiz at www.MercuryPG.com/Free Get a copy of Mike's Referral Party HERE!

This episode features a fireside chat recorded live at CES 2023. Host Enrique Herrera from Microsoft, is joined by Tim Brunkel from ZF GRoup and William VanBuskrik from PwC to discuss the best ways to bring digital technologies into industrial environments and share how each were able to utilize metaverse solutions to increase efficiency. Enrique Herrera is the Director Industry Solutions - Automotive at Microsoft. Enrique is a thought-leading speaker on topics such as the industrial internet of things, digital twins and modern data analytics. He is an experienced business transformation leader with a demonstrated history of working in the computer software industry, specializing on industrial operations. Tim Brunkel is the xReality/Metaverse Lead at ZF Group. Tim has worked for ZF Group for over three years and has a strong background in project management, consulting and business relationship management. William VanBuskirk is the Digital Operations Sr. Manager at PwC. William has over five years of experience working at PwC where his passion is translating tech hype to pragmatic value-add. Prior to PwC, William spent three years working at GE Aviation. Check out more from Touchcast: https://twitter.com/Touchcast https://www.linkedin.com/company/touchcast Touchcast is the world's leading enterprise metaverse company. A pioneer in the use of Mixed Reality and Artificial Intelligence, we bring people together by breaking down the barriers of space, time, and language.

Madeleine interned with GE Aviation, She heard about privacy with the General Data Protection Regulation. Madeleine qualified as a solicitor of England and Wales, And she teaches others about what the CIPP/E entails! Madeleine's CIPP/E course: https://www.inhousew.com/

We're pumped to welcome another engineer on the show today—Chad Sutton! Tune in to this week's episode to learn how Chad transitioned from a high-paying corporate job to a full-time real estate investor. Chad Sutton is the Managing Partner at Quattro Capital, a real estate investment firm focused on residential multifamily assets. Before he became an entrepreneur, Chad was an engineer and executive leader for GE Aviation. With his experience in the corporate world, Chad took the big leap to become a full-time entrepreneur. In this jam-packed episode, Chad and I delve into how his team went from buying to operating to selling, what it was like to work with family, and how Chad does business in today's climate. We also get into an in-depth discussion about the challenges investors might face when buying with poor strategies today; something a lot of us need to hear with an impending recession. KEY TAKEAWAYS 1. Taking a risk can lead you to greater things. 2. When working with family members, you have to treat each other as equals. 3. You need a good capital stack before buying a property. 4. Bridge money is expensive and no longer the most competitive thing to use. LINKS https://www.linkedin.com/in/chadhsutton/ https://www.thequattroway.com/chad-sutton https://www.thequattroway.com/podcast INVESTMENT OPPORTUNITIES Want to invest alongside Reed? All investments are 100% PASSIVE. Historical returns to accredited investors have ranged 18-31% annualized! To find out more, head on over to… www.reedgoossens.com

Andy and Rob talk about the future of a critical building that was at the crux of former Cincinnati City Councilman P.G. Sittenfeld's corruption conviction, as well as the Super Friends combination of Graeter's Braxton and Dewey's Pizza in a new NKY spot and a $100 million project near UC.Interview starts at (18:51). Joel Willis began his career in IT at GE Aviation, selected for its prestigious Information Technology Leadership Program. Meanwhile though, he was moonlighting writing comedy on Twitter as the Glad Stork. That led to a career shift into humor as the editor in chief for social media brand The Dad. Now, Willis has launched his own social media platform devoted to the largest form of entertainment on the planet: gaming.Above the Fold is a podcast by the Cincinnati Business Courier.

On this episode of AvTalk, an aircraft catches the wire—and we're not talking about aircraft carriers. Plus, Airbus details its plans for the future at its Summit in Toulouse, GE Aviation is trying to figure out what's wrong with the GE9X engine, and Senator Maria Cantwell may just have a way forward for Boeing. Catching … The post AvTalk Episode 192: He fought the wire and the wire won appeared first on Flightradar24 Blog.

Katie Anderson, her 6th appearance Episode page with video, photos, transcript, and more My guest for Episode #464 of the Lean Blog Interviews Podcast is Katie Anderson, who is, among other things, the author of the book Learning to Lead, Leading to Learn. She has previously been a guest here in Episodes 233, 275, 302, 326, and 425. Katie has also been a guest twice on “My Favorite Mistake” — once with Isao Yoshino and once on her own. Today, Katie and I talk about the recent AME annual conference that was held in Dallas. We both heard Larry Culp, CEO of General Electric (and GE Aviation) speak for 15 minutes, and we discuss that here today. We also recap highlights from (and our reflections about) the fireside chat that Katie had with Larry on stage. Notes and highlights: Listen to Katie on the internal GE podcast (named “Andon That Note”) she mentions in this episode Discussing the panel discussion that I moderated with Deondra Wardelle and Amy Gowder Gary Michel, another great CEO speaker at the event Larry: “This is how we manage” (Lean) Going to the gemba? Why? Process and people Top down and bottom up – operationalizing Hoshin Kanri Learning from mistakes, how a leader reacts to bad news From telling to asking questions – breaking the telling habit Having a coach as CEO… why Larry thinks that's so important Larry: “You don't go to HBS to learn how to ask questions” The podcast is sponsored by Stiles Associates, now in their 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast is part of the #LeanCommunicators network. 

Even if you're committed to making your organization and its C-suite leadership more diverse, your network tends to look like you. And as a result, you build a team of people like you. But if you seek out coworkers with complementary skills who are willing to challenge you, your team will perform better and have more fun doing it. So, what can we do as leaders to create a more diverse talent pipeline at work? D Sangeeta is Founder and CEO at Gotara, a career growth platform for women in STEM. Gotara provides mentoring and nano-learning programs based on the latest research with the goal of closing the gender gap in science, technology, engineering and math. Sangeeta spent two decades in the corporate world, leading teams at Amazon, Nielson and GE Aviation before launching Gotara in June 2020. She has a PhD in Materials Chemistry from the University of Illinois, holds 26 patents and is the recipient of the Nielson CEO Award, the National Women of Color in Technology Award and the GE Latimer Innovation Award. On this episode of Workplace Forward, Sangeeta joins me to discuss what gets in the way of creating diverse leadership teams, challenging us to hold space for differing opinions and healthy conflict in our organizations. Sangeeta explains how to create more diverse talent pipelines and why it's good for business, describing the Ally Stars and North Star Program Gotara offers current executives and emerging female leaders. Listen in for Sangeeta's actionable advice on promoting diversity of thought at work and learn how Gotara can support you in building diverse leadership teams in your organization. Themes explored in this week's episode: What inspired Sangeeta to build a career growth platform for women in STEM What gets in the way of creating diverse leadership teams Growing your capacity to hold space for differing opinions and healthy conflict How to create a more diverse talent pipeline in your organization How a diverse leadership pipeline impacts top-line growth, productivity and net profit Gotara's Ally Stars program to help leaders remove bias and promote inclusivity How Sangeeta's North Star Program serves emerging female leaders What you can do from your seat today to promote diversity of thought at work Sangeeta's take on why leaders need to be willing to break the rules How Sangeeta's leadership has evolved through the volatility of the last 2 years Why leaders of the future need as much EQ as IQ and how women lead in crises Resources from this episode: Read along with this Workplace Forward Podcast episode's text transcript Connect with D Sangeeta and follow Gotara on LinkedIn Follow Gotara on Twitter, Instagram and Facebook Learn more about Gotara at https://www.gotara.com/ Request a demo of Gotara's Ally or North Star Program Explore the research around women leaders in a crisis I would love to hear from you! Have an idea for a podcast or a question you want me to address? Interested in additional support, resources and workshops? Here are all the ways you can interact with me!  Tweet me @TeganTrovato Email tegan@brightarrowcoaching.com Follow me on Facebook @BrightArrowCoaching Follow me on Instagram @TeganTrovato Connect with me on LinkedIn: Tegan Trovato Download free tools and sign up for my newsletter, coaching and workshops at  https://www.brightarrowcoaching.com/ 

This is the second engine its tested with fuel made up entirely of fats, oils and greases.

Welcome to The Hydrogen Podcast!In episode 155, Cepsa has a big hydrogen announcement for hydrogen development and transportation in Europe. And American Airlines dips its toes into hydrogen. All this on today's hydrogen podcast.Thank you for listening and I hope you enjoy the podcast. Please feel free to email me at info@thehydrogenpodcast.com with any questions. Also, if you wouldn't mind subscribing to my podcast using your preferred platform... I would greatly appreciate it. Respectfully,Paul RoddenVISIT THE HYDROGEN PODCAST WEBSITEhttps://thehydrogenpodcast.comCHECK OUT OUR BLOGhttps://thehydrogenpodcast.com/blog/WANT TO SPONSOR THE PODCAST? Send us an email to: info@thehydrogenpodcast.comNEW TO HYDROGEN AND NEED A QUICK INTRODUCTION?Start Here: The 6 Main Colors of Hydrogen

Augmented reveals the stories behind the new era of industrial operations, where technology will restore the agility of frontline workers. The topic is Industrial AI. Our guest is Professor Jay Lee, the Ohio Eminent Scholar, the L.W. Scott Alter Chair Professor in Advanced Manufacturing, and the Founding Director of the Industrial AI Center at the University of Cincinnati (https://www.iaicenter.com/). In this conversation, we talk about how AI does many things but to be applicable; the industry needs it to work every time, which puts additional constraints on what can be done by when. If you liked this show, subscribe at augmentedpodcast.co (https://www.augmentedpodcast.co/). If you liked this episode, you might also like Episode 81: From Predictive to Diagnostic Manufacturing Augmentation (https://www.augmentedpodcast.co/81). Augmented is a podcast for industry leaders, process engineers, and shop floor operators, hosted by futurist Trond Arne Undheim (https://trondundheim.com/) and presented by Tulip (https://tulip.co/). Follow the podcast on Twitter (https://twitter.com/AugmentedPod) or LinkedIn (https://www.linkedin.com/company/75424477/). Trond's Takeaway: Industrial AI is a breakthrough that will take a while to mature. It implies discipline, not just algorithms. In fact, it entails a systems architecture consisting of data, algorithm, platform, and operation. Transcript: TROND: Welcome to another episode of the Augmented Podcast. Augmented brings industrial conversations that matter, serving up the most relevant conversations on industrial tech. Our vision is a world where technology will restore the agility of frontline workers. In this episode of the podcast, the topic is Industrial AI. Our guest is Professor Jay Lee, the Ohio Eminent Scholar, and the L.W. Scott Alter Chair Professor in Advanced Manufacturing, and the Founding Director of the Industrial AI Center at the University of Cincinnati. In this conversation, we talk about how AI does many things but to be applicable, industry needs it to work every time, which puts on additional constraints on what can be done by when. Augmented is a podcast for industrial leaders, process engineers, and shop floor operators hosted by futurist Trond Arne Undheim and presented by Tulip. Jay, it's a pleasure to have you here. How are you today? JAY: Good. Thank you for inviting me to have a good discussion about industrial AI. TROND: Yeah, I think it will be a good discussion. Look, Jay, you are such an accomplished person, both in terms of your academics and your industrial credentials. I wanted to quickly just go through where you got to where you are because I think, especially in your case, it's really relevant to the kinds of findings and the kinds of exploration that you're now doing. You started out as an engineer. You have a dual degree. You have a master's in industrial management also. And then you had a career in industry, worked at real factories, GM factories, Otis elevators, and even on Sikorsky helicopters. You had that background, and then you went on to do a bunch of different NSF grants. You got yourself; I don't know, probably before that time, a Ph.D. in mechanical engineering from Columbia. The rest of your career, and you correct me, but you've been doing this mix of really serious industrial work combined with academics. And you've gone a little bit back and forth. Tell me a little bit about what went into your mind as you were entering the manufacturing topics and you started working in factories. Why have you oscillated so much between industry and practice? And tell me really this journey; give me a little bit of specifics on what brought you on this journey and where you are today. JAY: Well, thank you for talking about this career because I cut my teeth from the factory early years. And so, I learned a lot of fundamental things in early years of automation. In the early 1980s, in the U.S, it was a tough time trying to compete with the Japanese automotive industry. So, of course, the Big Three in Detroit certainly took a big giant step, tried to implement a very good manufacturing automation system. So I was working for Robotics Vision System at that time in New York, in Hauppage, New York, Long Island. And shortly, later on, it was invested by General Motors. And in the meantime, I was studying part-time in Columbia for my mechanical engineering, Doctor of Engineering. And, of course, later on, I transferred to George Washington because I had to make a career move. So I finished my Ph.D. Doctor of Science in George Washington later. But the reason we stopped working on that is because of the shortage of knowledge in making automation work in the factory. So I was working full-time trying to implement the robots automation in a factory. In the meantime, I also found a lack of knowledge on how to make a robot work and not just how to make a robot move. Making it move means you can program; you can do very fancy motion. But that's not what factories want. What factories really want is a non-stop working system so they can help people to accomplish the job. So the safety, and the certainty, the accuracy, precision, maintenance, all those things combined together become a headache actually. You have to calibrate the robot all the time. You have to reprogram them. So eventually, I was teaching part-time in Stony Brook also later on how to do the robotic stuff. And I think that was the early part of my career. And most of the time I spent in factory and still in between the part-time study and part-time working. But later on, I got a chance to move to Washington, D.C. I was working for U.S. Postal Service headquarters as Program Director for automation. In 1988, post service started a big initiative trying to automate a 500 mil facility in the U.S. There are about 115 number one facilities which is like New York handled 8 million mail pieces per day at that time; you're talking about '88. But most are manual process, so packages. So we started developing the AI pattern recognition, hand-written zip code recognition, robotic postal handling, and things like that. So that was the opportunity that attracted me actually to move away from automotive to service industry. So it was interesting because you are working with top scientists from different universities, different companies to make that work. So that was the early stage of the work. Later on, of course, I had a chance to work with the National Science Foundation doing content administration in 1991. That gave me the opportunity to work with professors in universities, of course. So then, by working with them, I was working on a lot of centers like engineering research centers and also the Industry-University Cooperative Research Centers Program, and later on, the materials processing manufacturing programs. So 1990 was a big time for manufacturing in the United States. A lot of government money funded the manufacturer research, of course. And so we see great opportunity, like, for example, over the years, all the rapid prototyping started in 1990s. It took about 15-20 years before additive manufacturing came about. So NSF always looks 20 years ahead, which is a great culture, great intellectual driver. And also, they're open to the public in terms of the knowledge sharing and the talent and the education. So I think NSF has a good position to provide STEM education also to allow academics, professors to work with industry as well, not just purely academic work. So we support both sides. So that work actually allowed me to understand what is real status in research, in academics, also how far from real implementation. So in '95, I had the opportunity to work in Japan actually. I had an opportunity...NSF had a collaboration program with the MITI government in Japan. So I took the STA fellowship called science and technology fellow, STA, and to work in Japan for six months and to work with 55 organizations like Toyota, Komatsu, Nissan, FANUC, et cetera. So by working with them, then you also understand what the real technology level Japan was, Japanese companies were. So then you got calibration in terms of how much U.S. manufacturing? How much Japanese manufacturing? So that was in my head, actually. I had good weighting factors to see; hmm, what's going on here between these two countries? That was the time. So when I came back, I said, oh, there's something we have to do differently. So I started to get involved in a lot of other things. In 1998, I had the opportunity to work for United Technologies because UTC came to see me and said, "Jay, you should really apply what you know to real companies." So they brought me to work as a Director for Product Environment Manufacturing Department for UTRC, United Technology Research Center, in East Hartford. Obviously, UTC business included Pratt & Whitney jet engines, Sikorsky helicopters, Otis elevators, Carrier Air Conditioning systems, Hamilton Sundstrand, et cetera. So all the products they're worldwide, but the problem is you want to support global operations. You really need not just the knowledge, what you know, but also the physical usage, what you don't know. So you know, and you don't know. So how much you don't know about a product usage, that's how the data is supposed to be coming back. Unfortunately, back in 1999, I have to tell you; unfortunately, most of the product data never came back. By the time it got back, it is more like a repair overhaul recur every year to a year later. So that's not good. So in Japan, I was experimenting the first remote machine monitoring system using the internet actually in 1995. So I published a paper in '98 about how to remotely use physical machine and cyber machine together. In fact, I want to say that's the first digital twin but as a cyber-physical model together. That was in my paper in 1998 in Journal of Machine Tools and Manufacture. TROND: So, in fact, you were a precursor in so many of these fields. And it just strikes me that as you're going through your career here, there are certain pieces that you seem to have learned all along the way because when you are a career changer oscillating between public, private, semi-private, research, business, you obviously run the risk of being a dilettante in every field, but you seem to have picked up just enough to get on top of the next job with some insight that others didn't have. And then, when you feel like you're frustrated in that current role, you jump back or somewhere else to learn something new. It's fascinating to me because, obviously, your story is longer than this. You have startup companies with your students and others in this business and then, of course, now with the World Economic Forum Lighthouse factories and the work you've been doing for Foxconn as well. So I'm just curious. And then obviously, we'll get to industrial AI, which is so interesting in your perspective here because it's not just the technology of it; it is the industrial practice of this new domain that you have this very unique, practical experience of how a new technology needs to work. Well, you tell me, how did you get to industrial AI? Because you got there to, you know, over the last 15-20 years, you integrated all of this in a new academic perspective. JAY: Well, that's where we start. So like I said earlier, I realized industry we did not have data back in the late 1990s. And in 1999, dotcom collapsed, remember? TROND: Yes, yes. JAY: Yeah. So all the companies tried to say, "Well, we're e-business, e-business, e-commerce, e-commerce," then in 2000, it collapsed. But the reality is that people were talking about e-business, but in the real world, in industrial setting, there's no data almost. So I was thinking, I mean, it's time I need to think about how to look at data-centric perspectives, how to develop such a platform, and also analytics to support if one-day data comes with a worry-free kind of environment. So that's why I decided to transition to an academic career in the year 2000. So what I started thinking, in the beginning, was where has the most data? As we all know, the product lifecycle usage is out there. You have lots of data, but we're not collecting it. So eventually, I called a central Intelligent Maintenance System called IMS, not intelligent manufacturing system because maintenance has lots of usage data which most developers of a product don't know. But if we have a way to collect this data to analyze and predict, then we can guarantee the product uptime or the value creation, and then the customer will gain most of the value back. Now we can use the data feedback to close-loop design. That was the original thinking back in the year 2000, which at that time, no cell phone could connect to the internet. Of course, nobody believed you. So we used a term called near-zero downtime, near-zero downtime, ZDT. Nobody believed us. Intel was my first founding member. So I made a pitch to FANUC in 2001. Of course, they did not believe it either. Of course, FANUC in 2014 adopted ZDT, [laughs] ZDT as a product name. But as a joke, when I talked to the chairman, the CEO of the company in 2018 in Japan, Inaba-san that "Do you know first we present this ZDT to your company in Michigan? They didn't believe it. Now you guys adopted." "Oh, I didn't know you use it." So when he came to visit in 2019, they brought the gift. [laughs] So anyway, so what happened is during the year, so we worked with the study of 6 companies, 20 companies and eventually they became over 100 companies. And in 2005, I worked with Procter & Gamble and GE Aircraft Engine. They now became GE Aviation; then, they got a different environment. So machine learning became a typical thing you use every day, every program, but we don't really emphasize AI at that time. The reason is machine learning is just a tool. It's an algorithm like a support-vector machine, self-organizing map, and logistic regression. All those are just supervised learning or now supervised learning techniques. And people use it. We use it like standard work every day, but we don't talk about AI. But over the years, when you work with so many companies, then you realize the biggest turning point was Toyota 2005 and P&G in 2006. The reason I'm telling you 2005 is Toyota had big problems in the factory in Georgetown, Kentucky, where the Camry factory is located. So they had big compressor problems. So we implemented using machine learning, the support-vector machine, and also principal component analysis. And we enable that the surge of a compressor predicted and avoided and never happened. So until today -- TROND: So they have achieved zero downtime after that project, essentially. JAY: Yeah. So that really is the turning point. Of course, at P&G, the diaper line continues moving the high volume. They can predict things, reduce downtime to 1%. There's a lot of money. Diaper business that is like $10 billion per year. TROND: It's so interesting you focus on downtime, Jay, because obviously, in this hype, which we'll get to as well, people seem to focus so much on fully automated versus what you're saying, which is it doesn't really, you know, we will get to the automation part, but it is the downtime that's where a lot of the savings is obviously. Because whether it's a lights out or lights on, humans are not the real saving here. And the real accomplishment is in zero downtime because that is the industrialization factor. And that is what allows the system to keep operating. Of course, it has to do with automation, but it's not just that. Can you then walk us through what then became industrial AI for you? Because as I've now understood it, it is a highly specific term to you. It's not just some sort of fluffy idea of very, very advanced algorithms and robots running crazy around autonomously. You have very, very specific system elements. And they kind of have to work together in some architectural way before you're willing to call it an industrial AI because it may be a machine tool here, and a machine tool there, and some data here. But for you, unless it's put in place in a working architecture, you're not willing to call it, I mean, it may be an AI, but it is not an industrial AI. So how did this thinking then evolve for you? And what are the elements that you think are crucial for something that you even can start to call an industrial AI? Which you now have a book on, so you're the authority on the subject. JAY: Well, I think the real motivation was after you apply all the machine learning toolkits so long...and a company like National Instruments, NI, in Austin, Texas, they licensed our machine learning toolkits in 2015. And eventually, in 2017, they started using the embedding into LabVIEW version. So we started realizing, actually, the toolkit is very important, not just from the laboratory point of view but also from the production and practitioners' point of view from industry. Of course, researchers use it all the time for homework; I mean, that's fine. So eventually, I said...the question came to me about 2016 in one of our industry advisory board meeting. You have so many successes, but the successes that happen can you repeat? Can you repeat? Can you repeatably have the same success in many, many other sites? Repeatable, scalable, sustainable, that's the key three keywords. You cannot just have a one-time success and then just congratulate yourself and forget it, no. So eventually, we said, oh, to make that repeat sustainable, repeatable, you have a systematic discipline. TROND: I'm so glad you say this because I have taken part in a bunch of best practice schemes and sometimes very optimistically by either an industry association or even a government entity. And they say, "Oh yeah, let's just all go on a bunch of factory visits." Or if it's just an IT system, "Let's just all write down what we did, and then share it with other people." But in fact, it doesn't seem to me like it is that easy. It's not like if I just explain what I think I have learned; that's not something others can learn from. Can you explain to me what it really takes to make something replicable? Because you have done that or helped Foxconn do that, for example. And now you're obviously writing up case studies that are now shared in the World Economic Forum across companies. But there's something really granular but also something very systemic and structured about the way things have to be explained in order to actually make it repeatable. What is the sustainability factor that actually is possible to not just blue copy but turn it into something in your own factory? JAY: Well, I think that there are basically several things. The data is one thing. We call it the data technology, DT, and which means data quality evaluation. How do you understand what to use, what not to use? How do you know which data is useful? And how do you know where the data is usable? It doesn't mean useful data is usable, just like you have a blood donation donor, but the blood may not be usable if the donor has HIV. I like to use an analogy like food. You got a fish in your hand; wow, great. But you have to ask where the fish comes from. [chuckles] If it comes from polluted water, it's not edible, right? So great fish but not edible. TROND: So there's a data layer which has to be usable, and it has to be put somewhere and put to use. It actually then has to be used. It can't just be theoretically usable. JAY: So we have a lot of useful data people collect. The problem is people never realized lots of them are not usable because of a lack of a label. They have no background, and they're not normalized. So eventually, that is a problem. And even if you have a lot of data, it doesn't mean it is usable. TROND: So then I guess that's how you get to your second layer, which I guess most people just call machine learning, but for you, it's an algorithmic layer, which is where some of the structuring gets done and some of the machines that put an analysis on this, put in place automatic procedures. JAY: And machine learning to me it's like cooking ware like a kitchen. You got a pan fry; you got a steamer; you got the grill. Those are tools to cook the food, the data. Food is like data. Cooking ware is like AI. But it depends on purpose. For example, you want fish. What do you want to eat first? I want soup. There's a difference. Do you want to grill? Do you want to just deep fry? So depending on how you want to eat it, the cooking ware will be selected differently. TROND: Well, and that's super interesting because it's so easy to say, well, all these algorithms and stuff they're out there, and all you have to do is pick up some algorithms. But you're saying, especially in a factory, you can't just pick any tool. You have to really know what the effect would be if you start to...for example, on downtime, right? Because I'm imagining there are very many advanced techniques that could be super advanced, but they are perhaps not the right tool for the job, for the workers that are there. So how does that come into play? Are these sequential steps, by the way? So once you figure out what the data is then, you start to fiddle with your tools. JAY: Well, there are two perspectives; one perspective is predict and prevent. So you predict something is going to happen. You prevent it from happening, number one. Number two, understand the root causes and potential root causes. So that comes down to the visible and invisible perspective. So from the visible world, we know what to measure. For example, if you have high blood pressure, you measure blood pressure every day, but that may not be the reason for high blood pressure. It may be because of your DNA, maybe because of the food you eat, because of lack of exercise, because of many other things, right? TROND: Right. JAY: So if you keep measuring your blood pressure doesn't mean you have no heart attack. Okay, so if you don't understand the reason, measuring blood pressure is not a problem. So I'm saying that you know what you don't know. So we need to find out what you don't know. So the correlation of invisible, I call, visible-invisible. So I will predict, but you also want to know the invisible reason relationship so you can prevent that relationship from happening. So that is really called deep mining those invisibles. So we position ourselves very clearly between visible-invisible. A lot of people just say, "Oh, we know what the problem is." The problem is not a purpose. For example, the factory manufacturing there are several very strong purposes, number one quality, right? Worry-free quality. Number two, your efficiency, how much you produce per dollar. If you say that you have great quality, but I spent $10,000 to make it, it is very expensive. But if you spend $2 to make it, wow, that's great. How did you do it? So quality per dollar is a very different way of judging how good you are. You got A; I spent five days studying. I got A; I spent two hours studying. Now you show the capability difference. TROND: I agree. And then the third factor in your framework seems to be platform. And that's when I think a lot of companies go wrong as well because platform is...at least historically in manufacturing, you pick someone else's platform. You say I'm going to implement something. What's available on the market, and what can I afford, obviously? Or ideally, what's the state of the art? And I'll just do that because everyone seems to be doing that. What does platform mean to you, and what goes into this choice? If you're going to create this platform for industrial AI, what kind of a decision is that? JAY: So DT is data, AT is algorithm, and PT is platform, PT platform. Platform means some common things are used in a shared community. For example, kitchen is a platform. You can cook. I can cook. I can cook Chinese food. I can cook Italian food. I can cook Indian food. Same kitchen but different recipe, different seasoning, but same cooking ware. TROND: Correct. Well, because you have a good kitchen, right? JAY: Yes. TROND: So that's -- JAY: [laughs] TROND: Right? JAY: On the platform, you have the most frequently used tool, not everything. You don't need 100 cooking ware in your kitchen. You probably have ten or even five most daily used. TROND: Regardless of how many different cuisines you try to cook. JAY: Exactly. That's called the AI machine toolkit. So we often work with companies and say, "You don't need a lot of tools, come on. You don't need deep learning. You need a good logistic regression and support-vector machine, and you're done." TROND: Got it. JAY: Yeah, you don't need a big chainsaw to cut small bushes. You don't need it. TROND: Right. And that's a very different perspective from the IT world, where many times you want the biggest tool possible because you want to churn a lot of data fast, and you don't really know what you're looking for sometimes. So I guess the industrial context here really constrains you. It's a constraint-based environment. JAY: Yes. So industry, like I said, the industry we talked about three Ps like I said: problems, purposes, and processes. So normally, problem comes from...the main thing is logistic problems, machine, and factory problems, workforce problems, the quality problems, energy problem, ignition problem, safety problems. So the problem happens every day. That's why in factory world, we call it firefighting. Typically, you firefight every day. TROND: And is that your metaphor for the last part of your framework, which is actually operation? So operation sounds really nice and structured, right? JAY: [chuckles] Yes. TROND: As if that was like, yeah, that's the real thing, process. We got this. But in reality, it feels sometimes, to many who are operating a factory; it's a firefight. JAY: Sometimes the reason lean theme work, Six Sigma, you turn a problem into a process, five Ss process, okay? And fishbone diagram, Pareto chart, and Kaizen before and after. So all the process, SOP, so doesn't matter which year workforce comes in, they just repeat, repeat, repeat, repeat, repeat. So in Toyota, the term used to be called manufacturing is just about the discipline. It's what they said. The Japanese industry manufacturing is about discipline, how you follow a discipline to everyday standard way, sustainable way, consistent way, and then you make good products. This is how the old Toyota was talking about, old one. But today, they don't talk that anymore. Training discipline is only one thing; you need to understand the value of customers. TROND: Right. So there are some new things that have to be added to the lean practices, right? JAY: Yes. TROND: As time goes by. So talk to me then more about the digital element because industrial AI to you, clearly, there's a very clear digital element, but there's so many, many other things there. So I'm trying to summarize your framework. You have these four factors: data, algorithms, platforms, and operations. These four aspects of a system that is the challenge you are dealing with in any factory environment. And some of them have to do with digital these days, and others, I guess, really have to do more with people. So when that all comes together, do you have some examples? I don't know, we talked about Toyota, but I know you've worked with Foxconn and Komatsu or Siemens. Can you give me an example of how this framework of yours now becomes applied in a context? Where do people pick up these different elements, and how do they use them? JAY: There's a matrix thinking. So horizontal thinking is a common thing; you need to have good digital thread including DT, data technology, AT, algorithms or analytics, PT, platform, edge cloud, and the things, and OT operation like scheduling, optimizations, stuff like that. Now, you got verticals, quality vertical, cost vertical, efficiency verticals, safety verticals, emission verticals. So you cannot just talk about general. You got to have focus on verticals. For example, let me give you one example: quality verticals. Quality is I'm the factory manager. I care about quality. Yes, the customer will even care more, so they care. But you have a customer come to your shop once a month to check. You ask them, "Why you come?" "Oh, I need to see how good your production." "How about you don't have to come? You can see my entire quality." "Wow, how do I do that?" So eventually, we develop a stream of quality code, SOQ, Stream Of Quality. So it's not just about the product is good. I can go back to connect all the processes of the quality segment of each station. Connect them together. Just like you got a fish, oh, okay, the fish is great. But I wonder, when the fish came out of water, when the fish was in the truck, how long was it on the road? And how long was it before reaching my physical distribution center and to my home? So if I have a sensor, I can tell you all the temperature history inside the box. So when you get your fish, you take a look; oh, from the moment the fish came out of the boat until it reached my home, the temperature remained almost constant. Wow. Now you are worry-free. It's just one thing. So you connect together. So that's why we call SOQ, Stream Of Quality, like a river connected. So by the time a customer gets a quality product, they can trace back and say, "Wow, good. How about if I let you see it before you come? How about you don't come?" I say, "Oh, you know what? I like it." That's what this type of manufacturing is about. It just doesn't make you happy. You have to make the customer happy, worry-free. MID-ROLL AD: In the new book from Wiley, Augmented Lean: A Human-Centric Framework for Managing Frontline Operations, serial startup founder Dr. Natan Linder and futurist podcaster Dr. Trond Arne Undheim deliver an urgent and incisive exploration of when, how, and why to augment your workforce with technology, and how to do it in a way that scales, maintains innovation, and allows the organization to thrive. The key thing is to prioritize humans over machines. Here's what Klaus Schwab, Executive Chairman of the World Economic Forum, says about the book: "Augmented Lean is an important puzzle piece in the fourth industrial revolution." Find out more on www.augmentedlean.com and pick up the book in a bookstore near you. TROND: So, Jay, you took the words out of my mouth because I wanted to talk about the future. I'm imagining when you say worry-free, I mean, you're talking about a soon-to-be state of manufacturing. Or are you literally saying there are some factories, some of the excellence factories where you've won awards in the World Economic Forum or other places that are working towards this worry-free manufacturing, and to some extent, they have achieved it? Well, elaborate for me a little bit about the future outlook of manufacturing and especially this people issue because you know that I'm engaged...The podcast is called Augmented Podcast. I'm engaged in this debate about automation. Well, is there a discrepancy between automation and augmentation? And to what extent is this about people running the system? Or is it the machines that we should optimize to run all the system? For you, it's all about worry-free. First of all, just answer this question, is worry-free a future ideal, or is it actually here today if you just do the right things? JAY: Well, first of all, worry-free is our mindset where the level of satisfaction should be, right? TROND: Yep. JAY: So to make manufacturing happen is not about how to make good quality, how to make people physically have less worry, how to make customers less worry is what is. But the reason we have a problem with workforce today, I mean, we have a hard time to hire not just highly skilled workers but even regular workforce. Because for some reason, not just U.S., it seems everywhere right now has similar problems. People have more options these days to select other living means. They could be an Uber driver. [laughs] They could be...I don't know. So there are many options. You don't have to just go to the factory to make earnings. They can have a car and drive around Uber and Lyft or whatever. They can deliver the food and whatever. So they can do many other things. And so today, you want to make workforce work environment more attractive. You have to make sure that they understand, oh, this is something they can learn; they can grow. They are fulfilled because the environment gives them a lot of empowerment. The vibe, the environment gives them a wow, especially young people; when you attract them from college, they'd like a wow kind of environment, not just ooh, okay. [laughs] TROND: Yeah. Well, it's interesting you're saying this. I mean, we actually have a lack of workers. So it's not just we want to make factories full of machines; it's actually the machines are actually needed just because there are no workers to fill these jobs. But you're looking into a future where you do think that manufacturing is and will be an attractive place going forward. That seems to be that you have a positive vision of the future we're going into. You think this is attractive. It's interesting for workers. JAY: Yeah. See, I often say that there are some common horizontal we have to use all the day. Vertical is the purpose, quality. I talked about vertical quality first, quality. But what are the horizontal common? I go A, B, C, D, E, F. What's A? AI. B is big data. C is cyber and cloud. D is digital or digital twin, whatever. E is environment ecosystem and emission reduction. What's F? Very important, fun. [laughs] If you miss that piece, who wants to work for a place there's no fun? You tell me would you work for...you and I, we're talking now because it's fun. You talk to people and different perspectives. I talk to you, and I say, wow, you've built some humongous network here in the physical...the future of digital, not just professional space but also social space but also the physical space. So, again, the fun things inspire people, right? TROND: They do. So talking about inspiring people then, Jay, if you were to paint a picture of this future, I guess, we have talked just now about workers and how if you do it right, it's going to be really attractive workplaces in manufacturing. How about for, I guess, one type of worker, these knowledge workers more generally? Or, in fact, is there a possibility that you see that not just is it going to be a fun place to be for great, many workers, but it's actually going to be an exciting knowledge workplace again? Which arguably, industrialization has gone through many stages. And being in a factory wasn't always all that rosy, but it was certainly financially rewarding for many. And it has had an enormous career progression for others who are able to find ways to exploit this system to their benefit. How do you see that going forward? Is there a scope, is there a world in which factory work can or perhaps in an even new way become truly knowledge work where all of these industrial AI factors, the A to the Fs, produce fun, but they produce lasting progression, and career satisfaction, empowerment, all these buzzwords that everybody in the workplace wants and perhaps deserves? JAY: That's how we look at the future workforce is not just about the work but also the knowledge force. So basically, the difference is that people come in, and they become seasoned engineers, experienced engineers. And they retire, and the wisdom carries with them. Sometimes you have documentation, Excel sheet, PPT in the server, but nobody even looks at it. That's what today's worry is. So now what you want is living knowledge, living intelligence. The ownership is very important. For example, I'm a worker. I develop AI, not just the computer software to help the machine but also help me. I can augment the intelligence. I will augment it. When I make the product happen, the inspection station they check and just tell me pass or no pass. They also tell me the quality, 98, 97, but you pass. And then you get your score. You got a 70, 80, 90, but you got an A. 99, you got an A, 91, you got an A, 92. So what exactly does A mean? So, therefore, I give you a reason, oh, this is something. Then I learn. Okay, I can contribute. I can use voice. I can use my opinion to augment that no, labeled. So next time people work, oh, I got 97. And so the reason is the features need to be maintained, to be changed, and the system needs to be whatever. So eventually, you have a human contribute. The whole process could be consisting of 5 experts, 7, 10, 20, eventually owned by 20 people. That legacy continues. And you, as a worker, you feel like you're part of the team, leave a legacy for the next generation. So eventually, it's augmented intelligence. The third level will be actual implementation. So AI is not about artificial intelligence; it is about actual implementation. So people physically can implement things in a way they can make data to decisions. So their decision mean I want to make an adjustment. I want to find out how much I should adjust. Physically, I can see the gap. I can input the adjustment level. The system will tell me physically how could I improve 5%. Wow, that's good. I made a 5% improvement. Your boss also knows. And your paycheck got the $150 increase this month. Why? Because my contribution to the process quality improved, so I got the bonus. That's real-world feedback. TROND: Let me ask you one last question about how this is going to play out; I mean, in terms of how the skilling of workers is going to allow this kind of process. A lot of people are telling me about the ambitions that I'm describing...and some of the guests on the podcasts and also the Tulip software platform, the owner of this podcast, that it is sometimes optimistic to think that a lot of the training can just be embedded in the work process. That is obviously an ideal. But in America, for example, there is this idea that, well, you are either a trained worker or an educated worker, or you are an uneducated worker. And then yes, you can learn some things on the job. But there are limits to how much you can learn directly on the job. You have to be pulled out, and you have to do training and get competencies. As you're looking into the future, are there these two tracks? So you either get yourself a short or long college degree, and then you move in, and then you move faster. Or you are in the factory, and then if you then start to want to learn things, you have to pull yourself out and take courses, courses, courses and then go in? Or is it possible through these AI-enabled training systems to get so much real-time feedback that a reasonably intelligent person actually never has to be pulled out of work and actually they can learn on the job truly advanced things? So because there are two really, really different futures here, one, you have to scale up an educational system. And, two, you have to scale up more of a real-time learning system. And it seems to me that they're actually discrepant paths. JAY: Sure. To me, I have a framework in my book. I call it the four P structure, four P. First P is principle-based. For example, in Six Sigma, in lean manufacturing, there's some basic stuff you have to study, basic stuff like very simple fishbone diagram. You have to understand those things. You can learn by yourself what that is. You can take a very basic introduction course. So we can learn and give you a module. You can learn yourself or by a group, principle-based. The second thing is practice-based. Basically, we will prepare data for you. We will teach you how to use a tool, and you will do it together as a team or as individual, and you present results by using data I give to you, the tool I give to you. And it's all, yeah, my team A presented. Oh, they look interesting. And group B presented, so we are learning from each other. Then after the group learning is finished, you go back to your team in the real world. You create a project called project-based learning. You take a tool you learn. You take the knowledge you learn and to find a project like a Six Sigma project you do by yourself. You formulate. And then you come back to the class maybe a few weeks later, present with a real-world project based on the boss' approval. So after that, you've got maybe a black belt but with the last piece professional. Then you start teaching other people to repeat the first 3ps. You become master black belt. So we're not reinventing a new term. It really is about a similar concept like lean but more digital space. Lean is about personal experience, and digital is about the data experience is what's the big difference. TROND: But either way, it is a big difference whether you have to rely on technological experts, or you can do a lot of these things through training and can get to a level of aptitude that you can read the signals at least from the system and implement small changes, perhaps not the big changes but you can at least read the system. And whether they're low-code or no-code, you can at least then through learning frameworks, you can advance, and you can improve in not just your own work day, but you can probably in groups, and feedbacks, and stuff you can bring the whole team and the factory forward perhaps without relying only on these external types of expertise that are actually so costly because they take you away. So per definition, you run into this; I mean, certainly isn't worry-free because there is an interruption in the process. Well, look, this is fascinating. Any last thoughts? It seems to me that there are so many more ways we can dig deeper on your experience in any of these industrial contexts or even going deeper in each of the frameworks. Is there a short way to encapsulate industrial AI that you can leave us with just so people can really understand? JAY: Sure. TROND: It's such a fundamental thing, AI, and people have different ideas about that, and industry people have something in their head. And now you have combined them in a unique way. Just give us one sentence: what is industrial AI? What should people leave this podcast with? JAY: AI is a cognitive science, but industrial AI is a systematic discipline is one sentence. So that means people have domain knowledge. Now we have to create data to represent our domain then have the discipline to solve the domain problems. Usually, with domain knowledge, we try with our experience, and you and I know; that's it. But we have no data coming out. But if I have domain become data and data become discipline, then other people can repeat our success even our mistake; they understand why. So eventually, domain, data, discipline, 3 Ds together, you can make a good decision, sustainable and long-lasting. TROND: Jay, this has been so instructive. I thank you for spending this time with me. And it's a little bit of a never-ending process. JAY: [laughs] TROND: Industry is not something that you can learn it and then...because also the domain changes and what you're doing and what you're producing changes as well. So it's a lifelong -- JAY: It's rewarding. TROND: Rewarding but lifelong quest. JAY: Yeah. Well, thank you for the opportunity to share, to discuss. Thank you. TROND: It's a great pleasure. You have just listened to another episode of the Augmented Podcast with host Trond Arne Undheim. The topic was Industrial AI. And our guest was Professor Jay Lee from University of Cincinnati. In this conversation, we talked about how AI in industry needs to work every time and what that means. My takeaway is that industrial AI is a breakthrough that will take a while to mature. It implies discipline, not just algorithms. In fact, it entails a systems architecture consisting of data, algorithm, platform, and operation. Thanks for listening. If you liked the show, subscribe at augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 81: From Predictive to Diagnostic Manufacturing Augmentation. Hopefully, you'll find something awesome in these or in other episodes, and if so, do let us know by messaging us. We would love to share your thoughts with other listeners. The Augmented Podcast is created in association with Tulip, the frontline operation platform that connects the people, machines, devices, and systems used in a production or logistics process in a physical location. Tulip is democratizing technology and is empowering those closest to operations to solve problems. Tulip is also hiring. You can find Tulip at tulip.co. Please share this show with colleagues who care about where industry and especially where industrial tech is heading. To find us on social media is easy; we are Augmented Pod on LinkedIn and Twitter and Augmented Podcast on Facebook and YouTube. Augmented — industrial conversations that matter. See you next time. Special Guest: Jay Lee.

As the aerospace industry emerges from the last kicks of covid, mergers and acquisitions are a great barometer of the new developments, the big market needs and the concerns of both buyers and sellers. Even though there's still a little caution in the air, many corners in the industry are poised to make major moves going forward. Where are big firms looking to participate right now? How can buyers and sellers approach the deal so everyone wins? In this episode, managing partner of Coeptis Consulting Group, Chuck Adams, shares what's happening in M&A and what we can expect over the next couple of years. There's uncertainty around the economy, but there are still some good solid deals going on. -Chuck Adams     Three Things You'll Learn In This Episode  Why the frenzy died down in multiples Are we seeing a compression of multiples caused by covid, and when can we expect them to pick back up? How to tap into a global market What kind of opportunities are emerging markets creating for aerospace operators? What's driving open operators to sell How should buyers approach the owner operators who are selling a business that's really close to their heart?    Guest Bio Chuck Adams is the managing partner of Coeptis Consulting Group. He brings years of experience to the firm with a background in the aviation/aerospace, automotive, and industrial goods industries. His deep, technical engineering expertise, combined with his business background, provides our clientele with a comprehensive, technical-business examination when providing our services. Prior to co-founding Coeptis Consulting Group, he spent over six and a half years at GE Aviation  providing engineering & business services, interacting with internal & external production and MRO shops around the globe on various product lines, including the CFM56, LEAP, GE90, and CF34 commercial lines, as well graduating from GE's Engineering Development Program. Before GE, he also spent time in the automotive, food manufacturing, industrial goods, construction, and video game industries. Additionally, he has founded a few companies, including a profitable residential & commercial construction firm in the local Idaho area, and is well-versed in data analysis, including programming (Python, MATLAB, SQL, and more). Chuck holds a BS in Mechanical Engineering from Boise State University, a MS in Mechanical Engineering from North Dakota State University, and an MBA from Indiana University. To find out more, go to https://www.coeptiscg.com/ or phone 253-720-9058.     Learn More About Your Host: Co-founder and Managing Partner for Northstar Group, Craig is focused on recruiting senior-level leadership, sales, and operations executives for some of the most prominent companies in the aviation and aerospace industry. Clients include well-known aircraft OEMs, aircraft operators, leasing / financial organizations, and Maintenance / Repair / Overhaul (MRO) providers. Since 2009 Craig has personally concluded more than 150 executive searches in a variety of disciplines. As the only executive recruiter who has flown airplanes, sold airplanes, AND run a business, Craig is uniquely positioned to build deep, lasting relationships with both executives and the boards and stakeholders they serve. This allows him to use a detailed, disciplined process that does more than pair the ideal candidate with the perfect opportunity and hit the business goals of the companies he serves.

In episode 31 of The Product Design Podcast, Seth Coelen interviews Jeremy Miller, Senior Staff Experience Architect at GE Aviation! He is also a mentor and a Retro Time Podcast host where they talk about software, from product design to software development, and the soft skills needed to make it in our industry.Jeremy has worked in agency, startup, and large corporate environments throughout his career. During our chat, he let us know what led him to enterprise UX for a large corporation. Jeremy also shares the skills that have helped him climb the ranks and tips for working in a large corporate environment.During our interview with Jeremy you will learn:

In the first of our two-part series on the future of flight, Jeff and Brian speak with Arjan Hegeman, General Manager for Advanced Technologies at GE Aviation, about the innovative projects and technologies in development within the industry that are driving reduced carbon emissions while maintaining safety as the top priority.  Join us as we examine the ways in which sustainable aviation fuels fit within the current state of industry infrastructure, and dive deeper into the topics of hydrogen and electric power generation's role in the industry's quest to advance sustainability efforts. Connect with Arjan Hegeman on LinkedInDiscover more about GE Aviation's role in advancing the future of flightLearn more about GE Aviation's recent collaboration with AirbusLearn about GE Aviation's work on CFM Rise with SafranFollow the latest news from GE AviationFor more information, please visit www.ge.com/power/gas and follow GE's Power business on Twitter and LinkedIn. You can learn more about the Cutting Carbon podcast here and please consider subscribing to the podcast on your player of choice.

Building on their dynamic discussion in Part 1, Arjan Hegeman, Jeff, and Brian explore the challenges and opportunities at play in the aviation industry as it works to drive forward critical progress in global sustainability and decarbonization efforts. The discussion focuses on some of GE Aviation's exciting partnerships within the aviation and aerospace industries, such as NASA's hybrid electric flight project, that are bringing to innovation and new possibilities to the future of flight. This is part two of a two-part series. Connect with Arjan Hegeman on LinkedInExplore additional ways GE is collaborating with industry leaders to drive advancements in sustainabilityRead more about NASA's hybrid-electric projectStay up to date on the latest news from GE AviationFor more information, please visit www.ge.com/power/gas and follow GE's Power business on Twitter and LinkedIn. You can learn more about the Cutting Carbon podcast here and please consider subscribing to the podcast on your player of choice.

The Boone Area Chamber of Commerce recently hosted Vision Northwest North Carolina, an annual summit focused on workforce trends in our region. The afternoon session focused on workplace culture, and how employees respond to the intentional efforts of employers that aim to create a friendly, engaging, and sincere environment for their staff.This week's Mind Your Business recaps our Afternoon keynote session, featuring an excerpt from Adrienne Cole's presentation on Rethinking Our Approach to Talent, The Importance of Workplace Culture. We then hear some follow-up comments from a trio of panelists that include Chuck Eyler, President, Peak Insurance Group; Kendra Blevins, Training and Recruiting Coordinator, GE Aviation; and Karen Warlick, Human Resource Manager, Blue Ridge Energy.Mind Your Business is produced weekly by the Boone Area Chamber of Commerce thanks to a partnership between Appalachian Commercial Real Estate and High Country Radio.Support the show

We were happy to finally get to meet Jim Boccarossa, the Founder & CEO of ProvenAir at the Partsbase PBEXPO event in March. ProvenAir helps owners and operators maintain the Back-to-Birth (BtB) traceability of aircraft life-limited parts and major equipment assemblies. Their platform dynamically builds timelines for these parts so that operators have insight into their complete history. When it comes time to maintain, overhaul, or sell these components, they have everything they need to provide BtB records to their service providers or buyers. In our conversation, we discuss some of the details around their technology, the benefits their customers are realizing through implementation, and their latest partnership with GE Aviation. To connect with Jim on LinkedIn: https://www.linkedin.com/in/jimboc To learn more about ProvenAir, check out their website: https://www.provenair.com

Elisia Flores joins the Voice of Business podcast to share what it is like being a female CEO and Vice Chair of Hawaii's favorite plate lunch restaurant and the daughter to the L&L founder and entrepreneur, Eddie Flores.  As a second-generation business owner, even Elisia was tempted to not return to Hawaii and contribute to the "brain drain" after moving to the mainland for college and to begin her career. Ultimately, family and food brought her home and she is excited to lead the business into the next chapter with new menus, apps and locations. Bio:Elisia Flores currently serves as CEO and Vice Chair of L&L Franchise, Inc. which has 210 restaurants across the country and in Japan. She is responsible for setting the strategic vision of the company and driving new growth initiatives. She has been instrumental in developing key partnerships to expand the L&L brand, strengthening the brand across markets and implementing national revenue generating programs for the franchises.Prior to joining L&L, Ms. Flores worked for over 8 years at General Electric Company (GE) where she began as a corporate auditor responsible for significant audit and process improvements at GE Aviation, GE Corporate and overseas at GE Capital Interbanca (formerly an Italian Financial Services company). Ms. Flores has served on the board of directors of Hawaiian Electric Industries (NYSE: HE) since December 2021. Since 2018, Ms. Flores has also served on the board of directors of American Savings Bank, a subsidiary of Hawaiian Electric Industries, and she is currently chair of the audit committee. In the community she serves on the board of Hawaii Pacific Health (one of Hawaii's largest healthcare systems), Diamond Head Theatre, and the Hawaiian Humane Society.Ms. Flores holds a Bachelor of Science in Business from the University of Southern California, and an Executive MBA from the University of California, Los Angeles.

We interviewed Adam Roberts and Emily Cortright, co-owners of AE multifamily. Emily started her real estate investing journey in 2013, purchasing single-family flip and rental properties in the Dallas-Fort Worth area. Adam has recently joined Emily in July 2018 to help run their real estate business in a full-time capacity. Prior to then, he worked in roles of increasing responsibility within the GE Aviation and Transportation businesses. Since being introduced to multifamily investing in July 2017, Emily and Adam have invested passively in 6 multifamily properties throughout Texas and have co-sponsored 2 deals: Cooper Park Apartments, a 180-unit apartment complex in Arlington, Texas, and Northaven Terrace, a 208-unit complex in Northwest Dallas. Both Adam and Emily come from an engineering background. Climbing the corporate ladder was all they knew before they were exposed to passive income and real estate. In this episode, we cover several key topics including: Overcoming limiting beliefs on raising capital for multifamily How they built strong relationships with brokers in their market What to think about before you raise rents on a property And More… Connect with Adam and Emily: Website - https://www.aemultifamily.com/ Email - adam@aemultifamily.com And if you want more tips and guidance, sign up to our weekly newsletter at www.donisinvestmentgroup.com/monopoly. Follow Us: @donisbrothers on Instagram, Twitter, Facebook @Donis Investment Group on Linkedin Website --> www.donisinvestmentgroup.com

Traci Fenton is the founder and CEO of WorldBlu, a global leadership education company teaching top CEO, leaders, and their organizations how to lead with the proven Freedom at Work™ leadership model. Traci is also a globally-recognized keynote speaker, author, and coach to CEOs and top leaders worldwide. Traci is a “Thinkers50 Radar” award winner, received the Game Changer award for “Outstanding Results in Shaping the World,” was named a “World-Changing Woman in Conscious Business,” has been recognized in Inc. magazine as a “Top 50 Leadership  Thinker,” and as a Marshall Goldsmith “Top 100 Coach” in the world.  Traci founded WorldBlu in 1997 and has helped spark and lead the global conversation around leading and reinventing workplaces using freedom and organizational democracy rather than fear and control. Traci and her team have helped hundreds of top companies and leaders at world-class organizations such as The WD-40 Company, DaVita, HCL Technologies, Mindvalley, Pandora, Podio, RevAsia, GE Aviation, Zappos, and more in over 100 countries worldwide. Traci developed the groundbreaking Freedom at Work™ leadership model based in part on the WorldBlu 10 Principles of Organizational Democracy as well as numerous mindset, leadership, and organizational design courses, all of which are delivered on BluSpark™, the cutting-edge gamification learning technology she developed. Traci frequently speaks to top leaders, and has spoken at numerous organizations such as Harvard, Yale, Yahoo! and the US Naval Academy, and at worldwide events such as South by Southwest and TEDx.  Her work has been featured in Fortune, Forbes, Fast Company, the Wall Street Journal, the Christian Science Monitor, the New York Times, Inc., BusinessWeek, NPR, the BBC, and dozens of other media outlets around the world as well as in over three dozen books. She is the author of the book Freedom at Work: The Leadership Strategy for Transforming Your Life, Your Organization, and Our World. Learn more at: worldblu.com http://worldblu.com/freedomatworkbook (worldblu.com/freedomatworkbook) www.marlanasemenza.com Audio : Ariza Music Productions Transcription : Vision In Word Marlana: Tracy Fenton is the founder and CEO of World Blu, a globally recognized keynote speaker, author and coach to CEOs and top leaders Worldwide. Welcome, Tracy. Traci: Great to be with you. Thanks for having me.  Marlana: So today we're going to talk about a fearless mindset. And first let me ask you what you really mean by fearless? Is it just fearing less? Is it absence of fear? Is it talk to us a little bit about that? So, we have a basis? Traci: That's a great question. There's a lot of ways to look at what fear is. A lot of people when they think of fear, they think of the acronym False Evidence Appearing Real which I love. It's a way of describing fear. I like to think of fear as a limited point of view of what we're capable of and what we're not capable of doing. Why I say this is because the brain research tells us that the average person thinks 60,000 thoughts a day, and 80% of those thoughts are the exact same thoughts we had the day before and have those exact same thoughts. 95% of those thoughts are negative and fear based. Marlana: Oh! Wow! Traci:  And so, most of the time, we're thinking fear based thoughts. And we might not even realize it, you know, we tend to use words like, I feel stressed, or I feel rushed, or I feel anxious, or I'm limiting myself, or I want to up level and I can't get there or excuses or lack of personal accountability, all of that when you dial it down, it comes back to fear, it's at the root of it. And another thing that's very interesting about fear is that when we're in a state of fear, the peripheries of our brain shut down, and we become myopic. So, we literally have a limited point of view. And so that's why I like to think of fear as a limited point of

Learn how to get started with your cloud journey, and make the right changes along the way. Featured guests include Chris Carissimi, CTO at GE Aviation and Douglas Bellin, the Business Development Lead for Smart Factory and Industry 4.0 at AWS

Bem-vindos a bordo da 2ª temporada! Nesse episódio, a poltrona à direita do Comandante Lito é ocupada pelo humorista Rogério Vilela. Preparem-se para uma conversa de cabine nostálgica, já que piloto e copiloto são da mesma geração. Isso quer dizer que eles assistiram aos mesmos desenhos, ouviram as mesmas músicas e continuam reclamando de cada nova rede social que irá surgir. Acompanhe um voo divertido pelos primórdios da internet, competição de quebra-cabeça, avaianas de pau no aeroporto e até dicas para ser um podcaster de sucesso. Na rota das notícias, um voo até o Dubai Airshow, com escala na GE Aviation e no imbróglio da Latam. Por fim, nossa homenagem à cantora Marília Mendonça, explicando como será o trabalho de investigação do CENIPA.

Monica Williams is the Senior Vice President of Digital Products and Operations at NBCUniversal Content Distribution. In her 16 years at NBCUniversal, Monica has held a variety of roles and led innovative growth in the digital product space. Monica is also the founding member of the private network Chief's Los Angeles location.Highlights from our conversation include:Monica's transition from GE Aviation to NBCUniversal (1:43)Key lessons from her leadership training (8:31)How Six Sigma has influenced her hiring approach (10:54)Identifying candidates who will thrive in a quickly evolving industry (11:56)Why creative thinking is essential in her world (15:10)Monica's go-to interview questions and red flags (17:14)How she empowers and unlocks talent within her team (20:11)How her team geared up for the Olympics (26:40)Visit HowIHire.com for transcripts and more on this episode.Follow Roy Notowitz and Noto Group Executive Search on LinkedIn for updates and featured career opportunities.Subscribe to How I Hire:AppleSpotifyAmazonGoogle

As the VP of Data Science and Analytics for GE Aviation, Dinakar Deshmukh talks about how he, and the large team he is over, solve big problems internally and externally by splicing the power of data science with deep domain knowledge. 

Today's Leadership Conversation features InspireCIO member Jim Fowler, CTO of Nationwide.  Over 18 years with General Electric, Jim served as CIO for GE Aviation, GE Power and GE Capital before becoming Global CIO in 2015. During his tenure, Jim was named an ORBIE Finalist by GeorgiaCIO and was a member of both GeorgiaCIO and BostonCIO chapters. In 2018, Jim joined Nationwide, the Fortune 100 Insurance & Financial Services company that's “on your side”...  As CTO, Jim is responsible for the digital transformation at Nationwide - driving the company's technology strategy, IT capabilities and digital business initiatives for over 34,000 employees. Please enjoy today's leadership conversation featuring Jim Fowler with Lisa LaRoque of InspireCIO. 

Welcome to this new episode of Bootstrapping Your Dreams Show. I am Manuj Aggarwal and I will be talking with Dr. James Wasson about how to master product development and obtain financing to do it.What are you waiting for? Tune In Now!In this episode, we will learn about:The product development cycleThe Marketing Viable ProductMarketing Strategy and Business ModelFinancial AnalysisMistakes to avoid when developing a productGetting financing to develop your productLaunching a business on your ownBuilding strategic relationshipsDeveloping perseveranceAbout Dr. James Wasson:Dr. James Wasson is founder and President of Growth Strategies International, LLC (GSI) providing Technology Commercialization Consulting Services since 2010 helping entrepreneurs start and grow their businesses, develop and market new products and services, and obtain financing (government contracts/grants, investor equity, crowdfunding, and small business loans). GSI services include Strategic Business Planning, Business Development, R&D/Product Development, Proposal Development, Project Management, and Operations Management. Prior to founding GSI, Dr. Wasson was Chief Technology Officer (CTO) at BAE Systems Inc. where he planned and directed a new product development portfolio for 16 product lines, overseeing 600 engineers at 7 international locations. He has over 20 years of experience as Director/Manager of R&D, Engineering, Program Management, and Business Development at GE Aviation (formerly Smiths Aerospace) and the Boeing Company (formally McDonnell Douglas). In addition to GSI, he founded two other high-tech businesses that have since been acquired and are still in operation some 30 to 40 years later.Social Media Handles:Linkedin: https://www.linkedin.com/in/jimwasson58/Website: https://growth-strategies-intl.business.site/Thank you for tuning in!Thanks so much for being with us.Have some feedback you'd like to share? Please leave a note in the comments section!Hope you enjoyed the episode.Kindly share it with your friends.Check out this case study:49,900% ROI in 6-months. https://www.InnerGet.comTake care and see ya! See acast.com/privacy for privacy and opt-out information.Support the show (https://tetranoodle.com)

This week, we welcome back Pat Hubbell and Peter Sukits, the co-founders of Candorful, a non-profit organization that connects transitioning service members with experienced interview coaches for live personal job interview practice sessions. The final episode in a four-part series is a must-listen for interviewers, hiring managers, HR staff, and business owners. Pat and Peter join hosts Lindsey Pollak and Mike Abrams to discuss what veterans wish employers knew before interviewing them. Over the course of the series, Pat and Peter discuss what they've learned working with hundreds of veterans and employers; the biggest mistake veterans make going into an interview; how veterans can best prepare for a job interview; and what veterans wish employers knew before interviewing them. Pat is the executive director of Candorful and has over 17 years of experience coaching soldiers, veterans, and young professionals with career transitions at Cornell, PRTM (which is now PwC), and Keystone Strategy. She has an SM/MBA from MIT Sloan and a BSME from the University of Rhode Island. Peter is president of Candorful and a former Army Captain who served five years on active duty with service in the 82ndAirborne Division and with a deployment to Afghanistan. He is currently a commercial financial risk manager with GE Aviation. Peter has an MBA from Cornell, an MS in Business Analytics from Indiana University, and a BS in Business Administration from Carnegie Mellon. ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, FourBlock founder, director of the Columbia University Center for Veteran Transition and Integration, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Over 77% of FourBlock alumni stay at their first jobs over 12 months. Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter

This week, we welcome back Pat Hubbell and Peter Sukits, the co-founders of Candorful, a non-profit organization that connects transitioning service members with experienced interview coaches for live personal job interview practice sessions. In this episode, Pat and Peter discuss the biggest interview mistakes that veterans make and share their advice for overcoming those missteps. This is the third episode in a four-part, bi-weekly series where we explore and take a deep dive into the job interview, an area that many transitioning service members, veterans, and employers find challenging. Over the course of the series, Pat and Peter join hosts Lindsey Pollak and Mike Abrams to discuss what they've learned working with hundreds of veterans and employers; the biggest mistake veterans make going into an interview; how veterans can best prepare for a job interview; and what veterans wish employers knew before interviewing them. Pat is the executive director of Candorful and has over 17 years of experience coaching soldiers, veterans, and young professionals with career transitions at Cornell, PRTM (which is now PwC), and Keystone Strategy. She has an SM/MBA from MIT Sloan and a BSME from the University of Rhode Island. Peter is president of Candorful and a former Army Captain who served five years on active duty with service in the 82ndAirborne Division and with a deployment to Afghanistan. He is currently a commercial financial risk manager with GE Aviation. Peter has an MBA from Cornell, an MS in Business Analytics from Indiana University, and a BS in Business Administration from Carnegie Mellon. ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, FourBlock founder, director of the Columbia University Center for Veteran Transition and Integration, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Over 77% of FourBlock alumni stay at their first jobs over 12 months. Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter

This week, we welcome back Pat Hubbell and Peter Sukits, the co-founders of Candorful, a non-profit organization that connects transitioning service members with experienced interview coaches for live personal job interview practice sessions. This is the second episode in a four-part bi-weekly series where we explore and take a deep dive into the job interview, an area that many transitioning service members, veterans, and employers find challenging. Over the course of the series, Pat and Peter join host Mike Abrams to discuss what they've learned working with hundreds of veterans and employers; the biggest mistake veterans make going into an interview; how veterans can best prepare for a job interview; and what veterans wish employers knew before interviewing them. In this second episode, Pat and Peter join hosts Lindsey Pollak and Mike Abrams to discuss why ‘leadership' is not a career path and how to apply your military leadership to find your path in the civilian workforce. Pat is the executive director of Candorful and has over 17 years of experience coaching soldiers, veterans, and young professionals with career transitions at Cornell, PRTM (which is now PwC), and Keystone Strategy. She has an SM/MBA from MIT Sloan and a BSME from the University of Rhode Island. Peter is president of Candorful and a former Army Captain who served five years on active duty with service in the 82ndAirborne Division and with a deployment to Afghanistan. He is currently a commercial financial risk manager with GE Aviation. Peter has an MBA from Cornell, an MS in Business Analytics from Indiana University, and a BS in Business Administration from Carnegie Mellon. ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, FourBlock founder, director of the Columbia University Center for Veteran Transition and Integration, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Over 77% of FourBlock alumni stay at their first jobs over 12 months. Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter

This week, we welcome Pat Hubbell and Peter Sukits, the co-founders of Candorful, a non-profit organization that connects transitioning service members with experienced interview coaches for live personal job interview practice sessions. Pat is the executive director of Candorful and has over 17 years of experience coaching soldiers, veterans, and young professionals with career transitions at Cornell, PRTM (which is now PwC), and Keystone Strategy. She has an SM/MBA from MIT Sloan and a BSME from the University of Rhode Island. Peter is president of Candorful and a former Army Captain who served five years on active duty with service in the 82ndAirborne Division and with a deployment to Afghanistan. He is currently a commercial financial risk manager with GE Aviation. Peter has an MBA from Cornell, an MS in Business Analytics from Indiana University, and a BS in Business Administration from Carnegie Mellon. This episode is Part One of a four-part series where we explore and take a deep dive into the job interview, an area that many transitioning service members, veterans, and employers find challenging. Over the course of the series, Pat and Peter join host Mike Abrams to discuss what they've learned working with hundreds of veterans and employers; the biggest mistake veterans make going into an interview; how veterans can best prepare for a job interview; and what veterans wish employers knew before interviewing them. In this first episode, Pat and Peter share how they came together to create Candorful, what veterans can expect from the Candorful experience, and the important things that veterans need to know about the job interview process. ABOUT US Welcome to the FourBlock Podcast, a show that examines veteran career transition and the military-civilian divide in the workplace. General Charles Krulak coined the term "Three Block War" to describe the nature of 21st-century military service defined by peace-keeping, humanitarian aid, and full combat. But what happens next? Veterans are often unprepared to return home and begin new careers. We call this the Fourth Block.  FourBlock is a national non-profit that has supported thousands of transitioning service members across the nation in beginning new and meaningful careers.  Mike Abrams (@fourblock) is an Afghanistan veteran, FourBlock founder, director of the Columbia University Center for Veteran Transition and Integration, and author of two military transition books. He'll be representing the military transition perspective. Lindsey Pollak (@lindsaypollak) is a career and workplace expert and New York Times bestselling author of three career advice books. Lindsey will be representing the civilian perspective of this issue.  Veterans, explore new industries and make the right connections. Find a career that fits your calling. Join us at fourblock.org/ Over 77% of FourBlock alumni stay at their first jobs over 12 months. Sponsor our program or host a class to equip more of our veterans at fourblock.org/donate. Follow FourBlock on Social Media  LinkedIn Facebook Instagram Twitter

En este episodio tuve el placer de hablar nuevamente con José Velasquez, Venezolano, Advanced Lead Engineer en GE Aviation y Vice-President & CFO en ARA Tech Group LLC. José es Ingeniero Electrónico y vive en Grand Rapids, Michigan. Trabaja tiempo completo en la división de aviación de GE haciendo aviónica de motores. José aprovecha la oportunidad para diversificar sus ingresos, trabajando en su tiempo libre en ARA Tech Group, una empresa que ha montado con cuatro amigos. ARA es una tienda online en el que se puede comprar insumos tecnológicos y tiene centro de distribución y exportación en Miami. Aparte de trabajar todo el día y tener su propio negocio en paralelo, José tiene interacción con la comunidad y es miembro de “The Rotary Club Gran Rapids” y de la junta directiva de una empresa sin fines de lucro de AlumnUSB , una empresa sin fines de lucro creada en EEUU para ayudar a la Universidad Simón Bolívar. Hablamos acerca de su trabajo actual, de los pros y contras de permanecer en una empresa por mucho tiempo o no y los beneficios de organizarse diariamente. También hablamos en profundidad acerca de cómo montó su negocio; motivo por el cual la transformó en una compañía de responsabilidad limitada, el proceso para elegir un contador, acerca de cómo maneja perdidas, ganancias e impuestos, el rol que cumple en la empresa y que haría diferente si tuviese que emprender un nuevo negocio. Conéctate con José vía Linkedin: José Velasquez Recursos mencionados: GE AviationARA Tech Group LLCThe Rotary Club of Gran RapidsAlumnUSBUniversidad Simón BolivarZen BusinessQuickbookBooklikeaboss ¿Nos quieres ayudar a crecer?: Déjanos una reseña en ITunesMándanos un mensaje a ConexionesPodcast@gmail.comCompártelo con un amigo  ¿Quién es Hugo Castellanos? Averigua quién es en linkedin ¡Muchas gracias por escuchar el programa! Si quieres saber más o comentar el programa, por favor únete a nosotros en Conexiones.io o búscanos en LatinosWhoTech