Podcasts about General Electric

Plus: General Catalyst will lead a $74 million investment in Titan for IT services powered by AI. General Electric and United Nuclear agree on cleanup of uranium mine waste. Ariana Aspuru hosts.  Learn more about your ad choices. Visit megaphone.fm/adchoices

In Theaters August 29, 2025Jeremy Avery is vying for a college golf scholarship awarded to the winner of the State Championship, buthis preparation and game are affected by family pressures related to his mother's recovery from cancer andhaving to take care of his younger autisticbrother Ethan. These challenges, along with the burden ofcarrying his team to State against an opponent who will do anything to win, force Jeremy to reconsider hispriorities and see his brother's savant-like gifts, which if embraced can create an unstoppable pair. On thebrink of his greatest victory, Jeremy is forced to make a life-altering decision between finally realizing hisown personal dreams or standing by his brother Frank Sanza Frank Sanza, Writer / Director The Short Game is Frank Sanza's feature film directorial debut reflecting his own personal journey as a former high school golfer and the father of an autistic son. The theme of overcoming challenges through faith and determination embodies Frank's success in overcoming his battle with Parkinson's Disease. A former college athlete, Frank's career started as an award-winning San Francisco Bay area actor, providing him with exceptional insight into working with and directing actors to illicit impactful and realistic performances. This background also gives Frank a wealth of knowledge related to on-set procedures and how to work efficiently in all aspects of production. Frank is the writer and director of the acclaimed short film Home which is still impacting lives today across generations for its bold depiction of one unlikely man's love for the unlovely. He has directed numerous regional musical theater productions in California, Minnesota, and Texas. He graduated from Bethel University in St. Paul, MN, with a degree in music conducting and through the years has directed many pitorchestras.Frank has retired from Slingshot17 Productions, a full-service production company based in North Texas where he was the lead producer and director on a myriad of entertainment projects. Slingshot17 has produced commercials and various video and film content for such clients as, the Emmy Awards, General Electric, ExxonMobil, Fossil, and Navy Seals, to name a few and has been one of the most sought-after production houses in the area. David Parks David Parks is recognized as one of today's most versatile and experienced TV and film producer/directors.With 30+ years that cross over between feature films, TV, Documentary, live events, and digital media, hisprojects have garnered numerous awards andset viewing records.After working on numerous well-known Hollywood movies, David was Producer and Director ofPhotography of the hit indie filmThe Sky is Fallingstarring Teri Garr, Dedee Pfeifer, Howard Hesseman,Sean Astin, Octavia Spencer, Eric Close and Chris Elliott. The film premiered to rave reviews at theprestigious SXSW Film Festival. David was also the initial producer during the development phase of theAcademy Award winning Aaron Schneider short filmTwo Soldiers. He also produced and wrote theawardwinning National Geographic documentary,Death on the Mountain: Women of K2,andwasProducer/Director of the hit Fox TV seriesMurder in Small Town X.Among David's other Producer, EP, and Director major production credits are: 2014-2021Daytime EmmyAwards,Sports Emmy Awards,News & Documentary Emmy Awards; 2013, 2015-2018Tournament ofRoses Parade; 2009-2011NHL Winter Classic,NHL Awards;YouTube Comedy Week;Nashville Star,Extreme Makeover Home Edition;Criss Angel Mindfreak; and many others.David has also produced live concert events and their broadcast includingLive Earth: The Concerts for aClimate in Crisis, the largest entertainment broadcast in history; the Paul McCartney/Ringo Star headlinedChange Begins Withinbenefit concert; and numbers A-List artist concerts for AOL Music Live!.In Sports, besides his work at the NHL, David served as head of production helping launch the digital sportsnetwork 120 Sports/Stadium. He has worked with almost all major sports leagues including the NBA, NHL,NFL, and MLB, and started his career at NBCSports.Originally from the Washington, D.C. area, David is a graduate of Syracuse University and holds a Masterof Fine Arts degree from the University of Southern California School of Cinematic Arts. He is a former D1 soccer player and has represented the USA in soccer internationally. He remains a competitive athlete insoccer, running, and cycling.David is a member of the DGA, PGA, NATAS and the Television Academy, as well as a past MasterInstructor for YoungArts. He is the owner of the multi-focused creative production company Viewfinder. Asa frequent guest lecturer at various universities and colleges he enjoys “giving back” to support the nextgeneration of filmmakers. He currently splits his time between LA and Chicago where he lives with his wife,TV/Film Writer/Director Florrie Laurence Parks, and their son and daughterFILM FESTIVAL AWARDS &SELECTIONSPaladino d'Oro Sport Film Festival–BEST PRODUCTIONFilm Fest International: Edinburgh–BEST PICTUREGarden State Film Festival–BEST FAMILY FEATUREReedy Reels–BEST PICTUREMyrtle Beach International Film Festival–BEST FEATURE; BEST OVERALL FILM; BEST DIRECTORWorldFest–Houston International Film Festival–BEST FEATURE INSPIRATIONAL; BEST RISINGACTOR: BEN KRIEGERFacebookInstagramTrailer

A version of this essay has been published by firstpost.com at https://www.firstpost.com/opinion/shadow-warrior-from-crisis-to-advantage-how-india-can-outplay-the-trump-tariff-gambit-13923031.htmlA simple summary of the recent brouhaha about President Trump's imposition of 25% tariffs on India as well as his comment on India's ‘dead economy' is the following from Shakespeare's Macbeth: “full of sound and fury, signifying nothing”. Trump further imposed punitive tariffs totalling 50% on August 6th allegedly for India funding Russia's war machine via buying oil.As any negotiator knows, a good opening gambit is intended to set the stage for further parleys, so that you could arrive at a negotiated settlement that is acceptable to both parties. The opening gambit could well be a maximalist statement, or one's ‘dream outcome', the opposite of which is ‘the walkway point' beyond which you are simply not willing to make concessions. The usual outcome is somewhere in between these two positions or postures.Trump is both a tough negotiator, and prone to making broad statements from which he has no problem retreating later. It's down-and-dirty boardroom tactics that he's bringing to international trade. Therefore I think Indians don't need to get rattled. It's not the end of the world, and there will be climbdowns and adjustments. Think hard about the long term.I was on a panel discussion on this topic on TV just hours after Trump made his initial 25% announcement, and I mentioned an interplay between geo-politics and geo-economics. Trump is annoyed that his Ukraine-Russia play is not making much headway, and also that BRICS is making progress towards de-dollarization. India is caught in this crossfire (‘collateral damage') but the geo-economic facts on the ground are not favorable to Trump.I am in general agreement with Trump on his objectives of bringing manufacturing and investment back to the US, but I am not sure that he will succeed, and anyway his strong-arm tactics may backfire. I consider below what India should be prepared to do to turn adversity into opportunity.The anti-Thucydides Trap and the baleful influence of Whitehall on Deep StateWhat is remarkable, though, is that Trump 2.0 seems to be indistinguishable from the Deep State: I wondered last month if the Deep State had ‘turned' Trump. The main reason many people supported Trump in the first place was the damage the Deep State was wreaking on the US under the Obama-Biden regime. But it appears that the resourceful Deep State has now co-opted Trump for its agenda, and I can only speculate how.The net result is that there is the anti-Thucydides Trap: here is the incumbent power, the US, actively supporting the insurgent power, China, instead of suppressing it, as Graham Allison suggested as the historical pattern. It, in all fairness, did not start with Trump, but with Nixon in China in 1971. In 1985, the US trade deficit with China was $6 million. In 1986, $1.78 billion. In 1995, $35 billion.But it ballooned after China entered the WTO in 2001. $202 billion in 2005; $386 billion in 2022.In 2025, after threatening China with 150% tariffs, Trump retreated by postponing them; besides he has caved in to Chinese demands for Nvidia chips and for exemptions from Iran oil sanctions if I am not mistaken.All this can be explained by one word: leverage. China lured the US with the siren-song of the cost-leader ‘China price', tempting CEOs and Wall Street, who sleepwalked into surrender to the heft of the Chinese supply chain.Now China has cornered Trump via its monopoly over various things, the most obvious of which is rare earths. Trump really has no option but to give in to Chinese blackmail. That must make him furious: in addition to his inability to get Putin to listen to him, Xi is also ignoring him. Therefore, he will take out his frustrations on others, such as India, the EU, Japan, etc. Never mind that he's burning bridges with them.There's a Malayalam proverb that's relevant here: “angadiyil thottathinu ammayodu”. Meaning, you were humiliated in the marketplace, so you come home and take it out on your mother. This is quite likely what Trump is doing, because he believes India et al will not retaliate. In fact Japan and the EU did not retaliate, but gave in, also promising to invest large sums in the US. India could consider a different path: not active conflict, but not giving in either, because its equations with the US are different from those of the EU or Japan.Even the normally docile Japanese are beginning to notice.Beyond that, I suggested a couple of years ago that Deep State has a plan to enter into a condominium agreement with China, so that China gets Asia, and the US gets the Americas and the Pacific/Atlantic. This is exactly like the Vatican-brokered medieval division of the world between Spain and Portugal, and it probably will be equally bad for everyone else. And incidentally it makes the Quad infructuous, and deepens distrust of American motives.The Chinese are sure that they have achieved the condominium, or rather forced the Americans into it. Here is a headline from the Financial Express about their reaction to the tariffs: they are delighted that the principal obstacle in their quest for hegemony, a US-India military and economic alliance, is being blown up by Trump, and they lose no opportunity to deride India as not quite up to the mark, whereas they and the US have achieved a G2 detente.Two birds with one stone: gloat about the breakdown in the US-India relationship, and exhibit their racist disdain for India yet again.They laugh, but I bet India can do an end-run around them. As noted above, the G2 is a lot like the division of the world into Spanish and Portuguese spheres of influence in 1494. Well, that didn't end too well for either of them. They had their empires, which they looted for gold and slaves, but it made them fat, dumb and happy. The Dutch, English, and French capitalized on more dynamic economies, flexible colonial systems, and aggressive competition, overtaking the Iberian powers in global influence by the 17th century. This is a salutary historical parallel.I have long suspected that the US Deep State is being led by the nose by the malign Whitehall (the British Deep State): I call it the ‘master-blaster' syndrome. On August 6th, there was indirect confirmation of this in ex-British PM Boris Johnson's tweet about India. Let us remember he single-handedly ruined the chances of a peaceful resolution of the Ukraine War in 2022. Whitehall's mischief and meddling all over, if you read between the lines.Did I mention the British Special Force's views? Ah, Whitehall is getting a bit sloppy in its propaganda.Wait, so is India important (according to Whitehall) or unimportant (according to Trump)?Since I am very pro-American, I have a word of warning to Trump: you trust perfidious Albion at your peril. Their country is ruined, and they will not rest until they ruin yours too.I also wonder if there are British paw-prints in a recent and sudden spate of racist attacks on Indians in Ireland. A 6-year old girl was assaulted and kicked in the private parts. A nurse was gang-raped by a bunch of teenagers. Ireland has never been so racist against Indians (yes, I do remember the sad case of Savita Halappanavar, but that was religious bigotry more than racism). And I remember sudden spikes in anti-Indian attacks in Australia and Canada, both British vassals.There is no point in Indians whining about how the EU and America itself are buying more oil, palladium, rare earths, uranium etc. from Russia than India is. I am sorry to say this, but Western nations are known for hypocrisy. For example, exactly 80 years ago they dropped atomic bombs on Hiroshima and Nagasaki in Japan, but not on Germany or Italy. Why? The answer is uncomfortable. Lovely post-facto rationalization, isn't it?Remember the late lamented British East India Company that raped and pillaged India?Applying the three winning strategies to geo-economicsAs a professor of business strategy and innovation, I emphasize to my students that there are three broad ways of gaining an advantage over others: 1. Be the cost leader, 2. Be the most customer-intimate player, 3. Innovate. The US as a nation is patently not playing the cost leader; it does have some customer intimacy, but it is shrinking; its strength is in innovation.If you look at comparative advantage, the US at one time had strengths in all three of the above. Because it had the scale of a large market (and its most obvious competitors in Europe were decimated by world wars) America did enjoy an ability to be cost-competitive, especially as the dollar is the global default reserve currency. It demonstrated this by pushing through the Plaza Accords, forcing the Japanese yen to appreciate, destroying their cost advantage.In terms of customer intimacy, the US is losing its edge. Take cars for example: Americans practically invented them, and dominated the business, but they are in headlong retreat now because they simply don't make cars that people want outside the US: Japanese, Koreans, Germans and now Chinese do. Why were Ford and GM forced to leave the India market? Their “world cars” are no good in value-conscious India and other emerging markets.Innovation, yes, has been an American strength. Iconic Americans like Thomas Edison, Henry Ford, and Steve Jobs led the way in product and process innovation. US universities have produced idea after idea, and startups have ignited Silicon Valley. In fact Big Tech and aerospace/armaments are the biggest areas where the US leads these days.The armaments and aerospace tradeThat is pertinent because of two reasons: one is Trump's peevishness at India's purchase of weapons from Russia (even though that has come down from 70+% of imports to 36% according to SIPRI); two is the fact that there are significant services and intangible imports by India from the US, of for instance Big Tech services, even some routed through third countries like Ireland.Armaments and aerospace purchases from the US by India have gone up a lot: for example the Apache helicopters that arrived recently, the GE 404 engines ordered for India's indigenous fighter aircraft, Predator drones and P8-i Poseidon maritime surveillance aircraft. I suspect Trump is intent on pushing India to buy F-35s, the $110-million dollar 5th generation fighters.Unfortunately, the F-35 has a spotty track record. There were two crashes recently, one in Albuquerque in May, and the other on July 31 in Fresno, and that's $220 million dollars gone. Besides, the spectacle of a hapless British-owned F-35B sitting, forlorn, in the rain, in Trivandrum airport for weeks, lent itself to trolls, who made it the butt of jokes. I suspect India has firmly rebuffed Trump on this front, which has led to his focus on Russian arms.There might be other pushbacks too. Personally, I think India does need more P-8i submarine hunter-killer aircraft to patrol the Bay of Bengal, but India is exerting its buyer power. There are rumors of pauses in orders for Javelin and Stryker missiles as well.On the civilian aerospace front, I am astonished that all the media stories about Air India 171 and the suspicion that Boeing and/or General Electric are at fault have disappeared without a trace. Why? There had been the big narrative push to blame the poor pilots, and now that there is more than reasonable doubt that these US MNCs are to blame, there is a media blackout?Allegations about poor manufacturing practices by Boeing in North Charleston, South Carolina by whistleblowers have been damaging for the company's brand: this is where the 787 Dreamliners are put together. It would not be surprising if there is a slew of cancellations of orders for Boeing aircraft, with customers moving to Airbus. Let us note Air India and Indigo have placed some very large, multi-billion dollar orders with Boeing that may be in jeopardy.India as a consuming economy, and the services trade is hugely in the US' favorMany observers have pointed out the obvious fact that India is not an export-oriented economy, unlike, say, Japan or China. It is more of a consuming economy with a large, growing and increasingly less frugal population, and therefore it is a target for exporters rather than a competitor for exporting countries. As such, the impact of these US tariffs on India will be somewhat muted, and there are alternative destinations for India's exports, if need be.While Trump has focused on merchandise trade and India's modest surplus there, it is likely that there is a massive services trade, which is in the US' favor. All those Big Tech firms, such as Microsoft, Meta, Google and so on run a surplus in the US' favor, which may not be immediately evident because they route their sales through third countries, e.g. Ireland.These are the figures from the US Trade Representative, and quite frankly I don't believe them: there are a lot of invisible services being sold to India, and the value of Indian data is ignored.In addition to the financial implications, there are national security concerns. Take the case of Microsoft's cloud offering, Azure, which arbitrarily turned off services to Indian oil retailer Nayara on the flimsy grounds that the latter had substantial investment from Russia's Rosneft. This is an example of jurisdictional over-reach by US companies, which has dire consequences. India has been lax about controlling Big Tech, and this has to change.India is Meta's largest customer base. Whatsapp is used for practically everything. Which means that Meta has access to enormous amounts of Indian customer data, for which India is not even enforcing local storage. This is true of all other Big Tech (see OpenAI's Sam Altman below): they are playing fast and loose with Indian data, which is not in India's interest at all.Data is the new oil, says The Economist magazine. So how much should Meta, OpenAI et al be paying for Indian data? Meta is worth trillions of dollars, OpenAI half a trillion. How much of that can be attributed to Indian data?There is at least one example of how India too can play the digital game: UPI. Despite ham-handed efforts to now handicap UPI with a fee (thank you, brilliant government bureaucrats, yes, go ahead and kill the goose that lays the golden eggs), it has become a contender in a field that has long been dominated by the American duopoly of Visa and Mastercard. In other words, India can scale up and compete.It is unfortunate that India has not built up its own Big Tech behind a firewall as has been done behind the Great Firewall of China. But it is not too late. Is it possible for India-based cloud service providers to replace US Big Tech like Amazon Web Services and Microsoft Azure? Yes, there is at least one player in that market: Zoho.Second, what are the tariffs on Big Tech exports to India these days? What if India were to decide to impose a 50% tax on revenue generated in India through advertisement or through sales of services, mirroring the US's punitive taxes on Indian goods exports? Let me hasten to add that I am not suggesting this, it is merely a hypothetical argument.There could also be non-tariff barriers as China has implemented, but not India: data locality laws, forced use of local partners, data privacy laws like the EU's GDPR, anti-monopoly laws like the EU's Digital Markets Act, strict application of IPR laws like 3(k) that absolutely prohibits the patenting of software, and so on. India too can play legalistic games. This is a reason US agri-products do not pass muster: genetically modified seeds, and milk from cows fed with cattle feed from blood, offal and ground-up body parts.Similarly, in the ‘information' industry, India is likely to become the largest English-reading country in the world. I keep getting come-hither emails from the New York Times offering me $1 a month deals on their product: they want Indian customers. There are all these American media companies present in India, untrammelled by content controls or taxes. What if India were to give a choice to Bloomberg, Reuters, NYTimes, WaPo, NPR et al: 50% tax, or exit?This attack on peddlers of fake information and manufacturing consent I do suggest, and I have been suggesting for years. It would make no difference whatsoever to India if these media outlets were ejected, and they surely could cover India (well, basically what they do is to demean India) just as well from abroad. Out with them: good riddance to bad rubbish.What India needs to doI believe India needs to play the long game. It has to use its shatrubodha to realize that the US is not its enemy: in Chanakyan terms, the US is the Far Emperor. The enemy is China, or more precisely the Chinese Empire. Han China is just a rump on their south-eastern coast, but it is their conquered (and restive) colonies such as Tibet, Xinjiang, Manchuria and Inner Mongolia, that give them their current heft.But the historical trends are against China. It has in the past had stable governments for long periods, based on strong (and brutal) imperial power. Then comes the inevitable collapse, when the center falls apart, and there is absolute chaos. It is quite possible, given various trends, including demographic changes, that this may happen to China by 2050.On the other hand, (mostly thanks, I acknowledge, to China's manufacturing growth), the center of gravity of the world economy has been steadily shifting towards Asia. The momentum might swing towards India if China stumbles, but in any case the era of Atlantic dominance is probably gone for good. That was, of course, only a historical anomaly. Asia has always dominated: see Angus Maddison's magisterial history of the world economy, referred to below as well.I am reminded of the old story of the king berating his court poet for calling him “the new moon” and the emperor “the full moon”. The poet escaped being punished by pointing out that the new moon is waxing and the full moon is waning.This is the long game India has to keep in mind. Things are coming together for India to a great extent: in particular the demographic dividend, improved infrastructure, fiscal prudence, and the increasing centrality of the Indian Ocean as the locus of trade and commerce.India can attempt to gain competitive advantage in all three ways outlined above:* Cost-leadership. With a large market (assuming companies are willing to invest at scale), a low-cost labor force, and with a proven track-record of frugal innovation, India could well aim to be a cost-leader in selected areas of manufacturing. But this requires government intervention in loosening monetary policy and in reducing barriers to ease of doing business* Customer-intimacy. What works in highly value-conscious India could well work in other developing countries. For instance, the economic environment in ASEAN is largely similar to India's, and so Indian products should appeal to their residents; similarly with East Africa. Thus the Indian Ocean Rim with its huge (and in Africa's case, rapidly growing) population should be a natural fit for Indian products* Innovation. This is the hardest part, and it requires a new mindset in education and industry, to take risks and work at the bleeding edge of technology. In general, Indians have been content to replicate others' innovations at lower cost or do jugaad (which cannot scale up). To do real, disruptive innovation, first of all the services mindset should transition to a product mindset (sorry, Raghuram Rajan). Second, the quality of human capital must be improved. Third, there should be patient risk capital. Fourth, there should be entrepreneurs willing to try risky things. All of these are difficult, but doable.And what is the end point of this game? Leverage. The ability to compel others to buy from you.China has demonstrated this through its skill at being a cost-leader in industry after industry, often hollowing out entire nations through means both fair and foul. These means include far-sighted industrial policy including the acquisition of skills, technology, and raw materials, as well as hidden subsidies that support massive scaling, which ends up driving competing firms elsewhere out of business. India can learn a few lessons from them. One possible lesson is building capabilities, as David Teece of UC Berkeley suggested in 1997, that can span multiple products, sectors and even industries: the classic example is that of Nikon, whose optics strength helps it span industries such as photography, printing, and photolithography for chip manufacturing. Here is an interesting snapshot of China's capabilities today.2025 is, in a sense, a point of inflection for India just as the crisis in 1991 was. India had been content to plod along at the Nehruvian Rate of Growth of 2-3%, believing this was all it could achieve, as a ‘wounded civilization'. From that to a 6-7% growth rate is a leap, but it is not enough, nor is it testing the boundaries of what India can accomplish.1991 was the crisis that turned into an opportunity by accident. 2025 is a crisis that can be carefully and thoughtfully turned into an opportunity.The Idi Amin syndrome and the 1000 Talents program with AIThere is a key area where an American error may well be a windfall for India. This is based on the currently fashionable H1-B bashing which is really a race-bashing of Indians, and which has been taken up with gusto by certain MAGA folks. Once again, I suspect the baleful influence of Whitehall behind it, but whatever the reason, it looks like Indians are going to have a hard time settling down in the US.There are over a million Indians on H1-Bs, a large number of them software engineers, let us assume for convenience there are 250,000 of them. Given country caps of exactly 9800 a year, they have no realistic chance of getting a Green Card in the near future, and given the increasingly fraught nature of life there for brown people, they may leave the US, and possibly return to India..I call this the Idi Amin syndrome. In 1972, the dictator of Uganda went on a rampage against Indian-origin people in his country, and forcibly expelled 80,000 of them, because they were dominating the economy. There were unintended consequences: those who were ejected mostly went to the US and UK, and they have in many cases done well. But Uganda's economy virtually collapsed.That's a salutary experience. I am by no means saying that the US economy would collapse, but am pointing to the resilience of the Indians who were expelled. If, similarly, Trump forces a large number of Indians to return to India, that might well be a case of short-term pain and long-term gain: urvashi-shapam upakaram, as in the Malayalam phrase.Their return would be akin to what happened in China and Taiwan with their successful effort to attract their diaspora back. The Chinese program was called 1000 Talents, and they scoured the globe for academics and researchers of Chinese origin, and brought them back with attractive incentives and large budgets. They had a major role in energizing the Chinese economy.Similarly, Taiwan with Hsinchu University attracted high-quality talent, among which was the founder of TSMC, the globally dominant chip giant.And here is Trump offering to India on a platter at least 100,000 software engineers, especially at a time when generativeAI is decimating low-end jobs everywhere. They can work on some very compelling projects that could revolutionize Indian education, up-skilling and so on, and I am not at liberty to discuss them. Suffice to say that these could turbo-charge the Indian software industry and get it away from mundane, routine body-shopping type jobs.ConclusionThe Trump tariff tantrum is definitely a short-term problem for India, but it can be turned around, and turned into an opportunity, if only the country plays its cards right and focuses on building long-term comparative advantages and accepting the gift of a mis-step by Trump in geo-economics.In geo-politics, India and the US need each other to contain China, and so that part, being so obvious, will be taken care of more or less by default.Thus, overall, the old SWOT analysis: strengths, weaknesses, opportunities and threats. On balance, I am of the opinion that the threats contain in them the germs of opportunities. It is up to Indians to figure out how to take advantage of them. This is your game to win or lose, India!4150 words, 9 Aug 2025 This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit rajeevsrinivasan.substack.com/subscribe

Thank you for listening to our Finding Brave show, ranked in the Top 100 Apple Career Podcasts! “Whether you're on an athletic team, a sales force, or a symphony orchestra, you better be honest about what you think about yourself. What you think about yourself and what you think about all the things that happen day by day, that's what constitutes your confidence.” – Dr. Nate Zinsser Confidence is a character trait that has relatively little to do with what happens to you, but rather it's a function of how you think. Today's Finding Brave guest reveals how you can change your level of confidence, but first you must be aware of certain things. You absolutely can develop confidence for any situation that you care to, and our guest shares the ways that confident performers think differently from the average person in order to do this.​​ Dr. Nate Zinsser is an expert in the psychology of human performance who consults for individuals and organizations seeking a competitive edge. Nate's book, The Confident Mind: A Battle-Tested Guide for Unshakable Performance, hit shelves January 2022, and has been endorsed by two-time Super Bowl Champion and MVP Eli Manning, bestselling authors Jon Krakauer and Steven Pressfield, and US Olympic Bobsled Head Coach Mike Kohn. Nate was a regular consultant to the Philadelphia Flyers and New York Giants for twelve seasons and has been a keynote speaker for General Electric, Facebook, McDonald's, Staples, UBS, Major League Baseball, the NBA, and many more, as well as a consultant for the FBI Academy, the U.S. Army World Class Athlete Program, (mentoring four Olympic medalists), the U.S. Army Recruiting Command, and the U.S. Army Marksmanship Unit. Since 1992, he has directed a cutting-edge applied sport psychology program at the United States Military Academy's Center for Enhanced Performance, personally conducting over seventeen thousand individual training sessions and seven hundred team training sessions for cadets seeking the mental edge for athletic, academic, and military performance. He also helped launch the highly successful magazine Sports Illustrated for Kids and was presented with an American Library Association award for his 1991 children's book Dear Dr. Psych: A Kid's Guide to Handling Sports Problems. I'm beyond excited to bring you the first installment of this special two-part mini-series with Nate on the subject of confidence, and I've loved learning from a master on this topic as it's something that I teach about often in my courses and in my career and leadership coaching. This is an excellent opportunity to learn, grow, and stretch our understanding of confidence, and I'll see you back here next week for the conclusion of this riveting conversation!   Highlights from this Episode: How Nate entered this field of work and the way that a school sports team from his youth helped him understand the concept of self-fulfilling prophecies [6:00] The impact that your thoughts will play on the overall level of confidence that you have in yourself [10:26] What Nate had to do at an early age to develop a strong belief in himself [13:22] The key factors that influence our own systems of beliefs and approach to growth, success and progress [14:23] The 7 deadly sins and limiting beliefs that hold us back and lower our confidence [16:50] Why being socialized to the norms of society is often a formula to be mediocre [20:35]   For More Information: Nate's Latest Book, The Confident Mind: A Battle-Tested Guide for Unshakable Performance https://natezinsser.com/ https://www.linkedin.com/in/nate-zinsser-35349010/ https://twitter.com/DocZinsser https://www.facebook.com/nathaniel.zinsser Dr. Zinsser interviewed in Kathy's Forbes.com blog “Career Bliss, discussing Developing a Confident Mind: Key Strategies for Experiencing Unshakable Success   Resources Mentioned: Order Kathy's book The Most Powerful You today! In Australia and New Zealand, click here to order, elsewhere outside North America, click here, and in the UK, click here. If you enjoy the book, we'd so appreciate your giving the book a positive rating and review on Amazon! And check out Kathy's digital companion course The Most Powerful You, to help you close the 7 most damaging power gaps in the most effective way possible. Kathy's Power Gaps Survey, Support To Build Your LinkedIn Profile To Great Success & Other Free Resources Kathy's TEDx Talk, Time To Brave Up & Free Career Path Self-Assessment Kathy's Amazing Career Project video training course & 6 Dominant Action Styles Quiz ___________________________________________________________ Sponsor Highlight I'm thrilled that both Audible.com and Amazon Music are sponsors of Finding Brave! Take advantage of their great special offers and free trials today! Audible Offer Amazon Music Offer   QUOTES FROM TODAY'S SHOW: “At the conclusion of my junior year, our wrestling team had our first winning season in a long time, and in my senior year it had another winning season. I don't think it was so much because we were all that physically gifted, but it was just as much a function of the fact that we did not buy into that negative self-fulfilling prophecy.” [9:20] “I don't recall moments in my earlier childhood where I received a series of messages that really encouraged me to believe in myself. I had to work at that.” [13:22] “We've got to be honest about which [limiting belief] is hanging us up, and be willing to let it go to cultivate an alternative belief.” [21:40]    Watch video versions of my interviews on Finding Brave! Don't forget – you can experience each Finding Brave interview episode in both audio and video formats! Check out new and recent episodes on my Youtube channel at YouTube.com/kathycaprino. And please leave us a comment and a thumbs up if you like the show! * * * * * *   Please share your positive ratings and reviews!If you enjoy the show, we'd be so very grateful for a positive rating and review on Apple Podcasts! These great ratings help us reach more and more people who are interested in boosting their careers, businesses, and their leadership, and keep in the Top 100 Apple Career Podcasts in the U.S. and around the world and in the top 1.5% of over 2.6 million podcasts! Thank you! * * * * * * Thank you so much and here's to becoming The Most Powerful You!

Episode:  E1090 - PERSONAL PODCAST – Our New and Broken GENERAL ELECTRIC Dryer    Description:  The five-week-old GENERAL ELECTRIC dryer already doesn't work.  A great way to end an event filled 24 hours, which started with the new #1 ranking visual injury ever in the house.    Coupled with Chaos full episodes and bonus content subscriptions are available here:  Premium Content, including Additional 90 Day Fiancé episodes, coverage of other TLC and A&E shows and even some crime news along with more personal podcast episodes are available by subscription at:    Supercast: https://coupledwithchaosnetwork.supercast.tech/    Patreon:  https://www.patreon.com/coupledwithchaos    Apple: Coupled with Chaos Channel: https://podcasts.apple.com/us/channel/coupled-with-chaos/id6442522170    Contacts us:  Email: Coupledwithchaos@gmail.com    Web site: https://coupledwithchaos.com    Facebook: @Coupledwithchaos    Instagram: @Coupledwithchaos    Twitter: @CoupledwChaos 

Episode: PERSONAL PODCAST – Our New and Broken GENERAL ELECTRIC Dryer  Description: The five-week-old GENERAL ELECTRIC dryer already doesn't work.  A great way to end an event filled 24 hours, which started with the new #1 ranking visual injury ever in the house.  Coupled with Chaos full episodes and bonus content subscriptions are available here: Premium Content, including Additional 90 Day Fiancé episodes, coverage of other TLC and A&E shows and even some crime news along with more personal podcast episodes are available by subscription at:  Supercast: https://coupledwithchaosnetwork.supercast.tech/  Patreon:  https://www.patreon.com/coupledwithchaos  Apple: Coupled with Chaos Channel: https://podcasts.apple.com/us/channel/coupled-with-chaos/id6442522170  Contacts us: Email: Coupledwithchaos@gmail.com  Web site: https://coupledwithchaos.com  Facebook: @Coupledwithchaos  Instagram: @Coupledwithchaos  Twitter: @CoupledwChaos  

Welcome to the CanadianSME Small Business Podcast, hosted by Kripa Anand, where we explore the intersection of technology, innovation, and entrepreneurship. Today, we're focusing on the role of custom software solutions and AI in driving business growth. Our guest is David Mansilla, Founder and CEO of ISU Corp, an award-winning company specializing in AI-integrated software. David has helped businesses—from startups to multinational giants like General Electric and Heinz—achieve exponential growth through tailored tech solutions.Today, we'll discuss how AI is transforming custom software development, the strategic advantages of tailored solutions, and the evolving challenges of managing remote teams. Let's dive in!Key Highlights:1. Artificial Intelligence and Custom Software Development—The Synergy: David will explain how aligning AI with ISU Corp's custom software solutions maximizes efficiency, scalability, and ROI, sharing an example of a successful tailored solution.2. The Strategic Advantage of Custom Software and Digital Transformation: David will discuss how custom software development helps businesses stay competitive and achieve digital transformation, along with signs that a business needs tailored solutions.3. Optimizing the Remote Workforce & Entrepreneurial Insights: David will share strategies and tools used at ISU Corp to optimize remote workforce efficiency, collaboration, and growth.4. Adapting Custom Software to Unique Client Needs: David will highlight how ISU Corp ensures custom software solutions are designed around a client's specific challenges and goals to drive business success.Special Thanks to Our Partners:RBC: https://www.rbcroyalbank.com/dms/business/accounts/beyond-banking/index.htmlUPS: https://solutions.ups.com/ca-beunstoppable.html?WT.mc_id=BUSMEWAGoogle: https://www.google.ca/A1 Global College: https://a1globalcollege.ca/ADP Canada: https://www.adp.ca/en.aspxFor more expert insights, visit www.canadiansme.ca and subscribe to the CanadianSME Small Business Magazine. Stay innovative, stay informed, and thrive in the digital age!Disclaimer: The information shared in this podcast is for general informational purposes only and should not be considered as direct financial or business advice. Always consult with a qualified professional for advice specific to your situation.

Commercial aviation is booming, but not for the reasons you'd expect. While the media fixates on tariffs, inflation, and geopolitical risks, industry insiders are seeing a very different picture. Airline profits are up, demand is strong, and aircraft backlogs are stretching eight years into the future. But underneath the optimism is something more nuanced: a market defined by high-cost inputs, a scramble for qualified labor, and a reshuffling of what counts as “value” in M&A. In this episode of The Aerospace Executive Podcast, M&A specialist Bill Alderman returns for his quarterly check-in on the state of the aerospace and defense sector.  We unpack the surprising resilience of commercial aviation, why job shops are suddenly hot properties, and the real reasons behind rising multiples in the MRO and manufacturing space. Key Topics Covered: Why Job Shops Are Suddenly a Seller's Market The Real Tariff Story MRO's Growth May Have Peaked  Delta's Blowout Quarter and What It Signals  Good Accounting is Deal Fuel Defense Two Speeds, One Future Guest Bio William H. Alderman (Bill) is the Founding Partner of Alderman & Company. Bill is an M&A specialist in the middle market of the aerospace and defense industry with over $2 billion in mergers and acquisition-related transactions to his name. Prior to founding Alderman & Company in 2001, Bill worked for 15 years on Wall Street and in the Aerospace & Defense Industry, principally on M&A transactions in the middle market. His employers included BT Securities, Fieldstone, and General Electric. Bill is a Securities Principal registered with the Financial Industry Regulatory Authority (“FINRA”) and has four securities industry licenses (Series 7, 24, 63, and 65). Bill is a commercial pilot and owns and operates a Cirrus SR22. URL Link: https://www.aldermanco.com/ LinkedIn - https://www.linkedin.com/in/williamalderman/ About Your Host Craig Picken is an Executive Recruiter, writer, speaker, and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers, and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.      Check out this episode on our website, Apple Podcasts, or Spotify, and don't forget to leave a review if you like what you heard. Your review feeds the algorithm so our show reaches more people. Thank you! 

Welcome to a special four-part podcast series titled "Thomas Edison on Leadership." In this series, we'll explore the surprising and insightful leadership principles of one of history's most prolific inventors—principles that still speak powerfully to today's leaders in business, ministry, and innovation. Thomas Alva Edison (1847–1931) was not only the mind behind the electric light bulb, the phonograph, and motion pictures—he was also the founder of 14 companies, including General Electric. Over the course of his lifetime, he was granted 1,093 patents, a staggering achievement that speaks to both his creativity and his tenacity. But what often goes unnoticed is Edison's extraordinary ability to lead others, manage chaos, overcome failure, and build an enduring legacy of innovation. Edison was an incredible leader, a tireless experimenter, and a shrewd entrepreneur. His Menlo Park and later West Orange labs were among the first true innovation hubs, long before the term became common. In this third episode, we see how Edison saw chaos as necessary -- up to a point. The post Thomas Edison on Leadership – Part 3: The Incredible Lesson of Managed Chaos appeared first on Church Answers.

Welcome to a special four-part podcast series titled "Thomas Edison on Leadership." In this series, we'll explore the surprising and insightful leadership principles of one of history's most prolific inventors—principles that still speak powerfully to today's leaders in business, ministry, and innovation. Thomas Alva Edison (1847–1931) was not only the mind behind the electric light bulb, the phonograph, and motion pictures—he was also the founder of 14 companies, including General Electric. Over the course of his lifetime, he was granted 1,093 patents, a staggering achievement that speaks to both his creativity and his tenacity. But what often goes unnoticed is Edison's extraordinary ability to lead others, manage chaos, overcome failure, and build an enduring legacy of innovation. Edison was an incredible leader, a tireless experimenter, and a shrewd entrepreneur. His Menlo Park and later West Orange labs were among the first true innovation hubs, long before the term became common. In this fourth episode, we see how Edison used persistence to succeed, while being highly selective in when he chose to be persistent. The post Thomas Edison on Leadership – Part 4: The Powerful Lesson of Selected Persistence appeared first on Church Answers.

Europenii își fac calcule referitoare la taxele vamale cuprinse în acordul comercial UE-SUA. Unele industrii și companii vor pierde, altele vor câștiga. Deocamdată, însă, unele prevederi ale înțelegerii dintre cele două mari blocuri comerciale rămân în negociere. După „sublimul” acord pe tema tarifelor vamale încheiat între Uniunea Europeană și Statele Unite ale Americii, statele membre, economiile și patronatele își fac calcule cu privire la impactul pe care îl vor avea noile prevederi asupra sectoarelor economice. În Franța, Eric Lombard, ministrul economiei și finanțelor, a anunțat că va organiza întâlniri cu patronatele din diverse sectoare. Cotidianul „Les Echos” arată că vor fi industrii care vor câștiga și altele pentru care există multă incertitudine referitoare la efectele asupra companiilor. Astfel, sectorul aeronautic răsuflă ușurat. Asociația Franceză de profil salută exceptarea de la taxare după un dialog transatlantic. Măsura este logică în contextul în care în ultimii ani s-a constatat că multele dispute pe teme comerciale între Airbus și Boeing nu au dus la nimic bun pentru niciuna dintre companii. De altfel, cele două firme au pledat la unison pentru a se păstra actualul nivel de taxare, respectiv zero, un statut vamal care funcționează încă din anul 1979. Specialiștii arată că există colaborări la nivel transatlantic care au creat fluxuri comerciale echilibrate în ambele direcții. De exemplu, industria aeronautică franceză exportă aproximativ 80% din cifra de afaceri, de 51 miliarde de euro, în anul 2024, iar aplicarea unor taxe vamale ar fi fost un dezastru pentru un sector economic extrem de integrat. „Les Echos” dă exemplul unui motor de avion construit complementar de compania Safran în Franța și de General Electric în SUA și care echipează atât Airbus A320 și Boeing 737. În același timp, producătorii din sectorul aeronautic se temeau, în cazul introducerii de taxe vamale, de birocrația cu care acestea veneau la pachet, într-o industrie în care de 40 de ani nimeni nu a calculat tarife vamale. Dar, nu toate industriile sunt atât de mulțumite ca sectorul aviatic. Patronatele din industria produselor lactate sunt îngrijorate. Producătorii francezi exportă anual în Statele Unite mărfuri de 350 milioane de euro și obțin profituri bune în special la brânză. Organizațiile de afaceri din domeniu cred că un acord, chiar și cu taxe vamale, este mai bun decât un război comercial. Majoritatea marilor companii europene din industria lactatelor produc în Europa și exportă în SUA. Dar, o creștere a prețurilor pe piața americană cauzată de aplicarea taxelor vamale va pune un semn de întrebare față de comportamentul de consum, respectiv există riscul să se înregistreze o scădere a vânzărilor din cauza creșterii prețurilor. Deocamdată, acordul tarifar UE-SUA nu cuprinde decizii privind băuturile spirtoase și vinurile, dar detaliile vor fi finalizate în următoarele săptămâni. Până acum, negocierile merg în direcția de a nu taxa băuturile spirtoase, dar acest lucru va trebui confirmat. În orice caz, recent, un producător francez important în domeniul băuturilor alcoolice a calculat că aplicarea unor taxe vamale de 30% i-ar aduce pierderi de 35 milioane de euro pe an. În acest moment, sectorul vinicol este supus taxării, iar patronatele din domeniu au calculat că un nivel de 10% ar fi suportabil, dar o taxă vamală mai mare de atât ar duce la creșterea prețurilor pe piața americană. Industria cosmetică franceză și-a făcut primele calcule. Piața americană este importantă pentru companiile franceze, unde trimit 12% din totalul exporturilor, iar o taxare cu 15% va complica statutul acestor mărfuri în America. Studiile arată că există riscul unei pierderi anuale de 300 milioane de euro și cel al desființării a 5.000 de locuri de muncă în Franța. Directorul general al L Oreal, o companie importantă din industrie, a anunțat în această primăvară că ia în calcul posibilitatea relocării unei părți din producție în SUA. Desigur, calculele vor continua, fiecare sector economic va avea efecte diferite și câștiguri sau pierderi. Donald Trump a complicat viața firmelor europene care exportă în SUA, dar beneficiile americanilor legate de introducerea taxelor vamale sunt încă neclare.

In this special episode of HR insights, Stuart Elliott is joined by Ilona Jurkiewicz and Roshan Jayawardena to draw on insights from their recently published white paper, ‘Evolving skillsets of HR leaders', which combines qualitative interviews with 80+ HR leaders and quantitative data. They explore how the HR function is rapidly evolving in response to significant external forces and how the expectations of HR professionals have expanded far beyond traditional responsibilities; today's HR leaders are increasingly expected to drive commercial outcomes, lead AI initiatives, and navigate complex, people-centred challenges across global organisations. They also address the growing difficulty of creating psychologically safe and inclusive environments, especially amid political polarisation and evolving definitions of inclusion. Who are our guests? Ilona Jurkiewicz is the President, Americas at Cappfinity. She has over 16 years of executive experience driving HR strategy, culture evolution, and organisational growth and specialises in leading people-centred transformations that drive measurable business outcomesThroughout her career, she has successfully scaled organisations globally, built world-class leadership ecosystems, navigated major acquisitions and divestitures, and architected cultures that empower innovation and performance. Roshan Jayawardena is the Managing Director for Elliott Scott in North America, partnering with HR leaders across a range of sectors to deliver specialist HR search and recruitment solutions. With 15 years of experience in HR and executive search, Roshan brings a strategic, consultative, and relationship-driven approach to senior HR hiring. He specialises in retained searches for senior HR appointments and his background as an HRBP at General Electric gives him a unique understanding of the HR function, allowing him to advise on both immediate hiring needs and long-term talent strategies. Key timestamps: - 02:04 – Intro into Ilona - 04:16 – Intro into Rosh- 07:32 – The inspiration for the report - 12:00 – The standout impacts of the research - 18:53 – Hybrid working - 21:50 – The evolving role of a CPO - 30:25 – The struggle of implementing empathy, psychological safety and inclusion - 35:50 – The impact of the political agenda in the US- 39:20 – Is HR ready and prepared to lead on digital transformation?- 48:50 – The potential dangers of AI - 52:40 – Advice for mid career HR professionals becoming CPOsPlease download the whitepaper here for more data insights and the ever-chaging skills of HR leaders. You can listen to and download HR Insights from Apple Podcasts, Google Podcasts, Spotify and other popular podcast apps. Please subscribe so the latest episodes are directly available! You can also join our HR Community by following us on LinkedIn.Thank you for listening and please do review and rate us wherever you listen!

The Late Show has always been worked for the corporations Letterman shut down Harvey Pekar when he started bashing G.E. General Electric

Episode Overview In this episode of the Solar Maverick Podcast, Benoy Thanjan speaks with Robb Jetty, CEO of REC Solar.  Rob shares insights from his 23-year journey in renewable energy, REC's behind-the-meter and utility-scale development strategy, and the company's active role in greenfield projects, energy storage, and asset repowering. Benoy Thanjan Benoy Thanjan is the Founder and CEO of Reneu Energy and he is also an advisor for several solar startup companies.  He has extensive project origination, development, and financial experience in the renewable energy industry and in the environmental commodities market.   This includes initial site evaluation, permitting, financing, sourcing equipment, and negotiating the long-term energy and environmental commodities off-take agreements. He manages due diligence processes on land, permitting, and utility interconnection and is in charge of financing and structuring through Note to Proceed (“NTP”) to Commercial Operation Date (“COD”). Benoy composes teams suitable for all project development and construction tasks. He is also involved in project planning and pipeline financial modeling. He has been part of all sides of the transaction and this allows him to provide unique perspectives and value. Benoy has extensive experience in financial engineering to make solar projects profitable. Before founding Reneu Energy, he was the SREC Trader in the Project Finance Group for SolarCity which merged with Tesla in 2016.  He originated SREC trades with buyers and co-developed their SREC monetization and hedging strategy with the senior management of SolarCity to move into the east coast markets.  Benoy was the Vice President at Vanguard Energy Partners which is a national solar installer where he focused on project finance solutions for commercial scale solar projects.  He also worked for Ridgewood Renewable Power, a private equity fund, where he analyzed potential investments in renewable energy projects and worked on maximizing the financial return of the projects in the portfolio.  Benoy also worked on the sale of all of the renewable energy projects in Ridgewood's portfolio.   He was in the Energy Structured Finance practice for Deloitte & Touche and in Financial Advisory Services practice at Ernst & Young.  Benoy received his first experience in Finance as an intern at D.E. Shaw & Co., which is a global investment firm with 37 billion dollars in investment capital. He has a MBA in Finance from Rutgers University and a BS in Finance and Economics from the Stern School of Business at New York University.  Benoy was an Alumni Scholar at the Stern School of Business.  Robb Jetty Rob Jetty is the Chief Executive Officer of REC Solar, a leading independent power producer (IPP) and clean energy developer focused on delivering innovative behind-the-meter and small utility-scale solar and storage solutions across the U.S. With over 23 years of experience in the renewable energy industry, Rob has built a career spanning the full lifecycle of clean energy development—from founding a regional EPC firm in 2002 to holding senior leadership roles at some of the industry's most influential organizations, including Recurrent Energy, General Electric, and EDF Renewables. As CEO of REC Solar, Rob is steering the company's strategic growth following its 2023 acquisition by ArcLight Capital Partners. Under his leadership, REC is focused on expanding its operating fleet through greenfield development, M&A, and repowering of aging solar assets. The company operates more than 150 solar projects totaling approximately 300 MW across 16 states. Rob's deep understanding of project development, corporate procurement, and grid-scale renewables enables REC to serve diverse sectors including food & beverage, cold storage, special districts (MUSH market), and fleet electrification. Notably, the company led the development of a solar-powered EV bus charging hub for the Anaheim Transportation Network, and a microgrid at Kona Village Resort in Hawaii, supporting resilience and clean energy access.   Stay Connected: Benoy Thanjan Email: info@reneuenergy.com  LinkedIn: Benoy Thanjan Website: https://www.reneuenergy.com   Robb Jetty LinkedIn: https://www.linkedin.com/in/robertjetty/ Website: https://recsolar.com/ REC Solar Case Studies:  https://recsolar.com/resources/case-studies/

A version of this essay has been published by firstpost.com at https://www.firstpost.com/opinion/shadow-warrior-air-india-crash-how-to-spin-doctor-and-peddle-narratives-the-western-way-13912025.html There has been a virtual masterclass lately in the creation and dissemination of biased narratives. Not only in the case of the ill-fated Air India 171 (Boeing 787, June 12, 2025) that crashed, but also in some other, unrelated instances. The age-old practices of "truth by repeated assertion" and "dubious circular references" as well as "strategic silence" have all been deployed in full force.The bottom line with the Air India flight: there is reasonable doubt about whether there was mechanical/software failure and/or sabotage or possible pilot error. Any or all these caused both engines to turn off in flight. But the way the spin-doctors have spun it, it is now "official" that the commanding pilot was suicidal and turned off the fuel switch. Boeing, the plane maker, and General Electric, the engine maker, are blameless.This is, alas, not surprising. It is in the interests of western MNCs to limit reputational damage and monetary loss related to their products. They do massive marketing by unleashing their PR agencies. We also saw how they protect themselves in other instances. A leaked Pfizer contract for their Covid vaccine insisted that if anything happened, it was the user's problem, not Pfizer's: there was no indemnity.Incidentally, a report on July 19th said that the Pfizer COVID vaccine can lead to severe vision problems. Oh, sorry, no indemnity.What is deplorable in the Air India case is that the AAIB, the Indian entity investigating the disaster, chose to release a half-baked preliminary report with enough ambiguity that a case could be (and definitely was) built up against the poor dead pilots. Any marketing person could have read the report and told them that it would be used to blame the pilots and absolve the manufacturers.Besides, the AAIB report was released late night on a Friday India time, which meant that the western media had all of one working day to do the spin-doctoring, which they did with remarkable gusto. Meanwhile the Indian media slept. Whose decision was this? Clearly, Indian babus need a remedial course in public relations if this was mere incompetence. Of course, if it was intentional, that would be even worse.There is a pattern. In earlier air accidents, such as the Jeju Air crash involving a Boeing 737-800 in South Korea in December, the pilots were blamed. In accidents involving Lion Air (Boeing 737 Max 8, 2018), China Airlines (737 200, 1989), Flydubai (737 800, 2016), ditto. I am beginning to believe that a lot of Asian pilots are poorly trained and/or suicidal. Ditto with the F-35 that fell into the ocean off Japan.Truth by repeated assertion is a powerful force for gaslighting the gullibleI wonder what excuses we'll hear about the Delta Airlines Boeing 767 whose engine caught fire in the air after take-off from LAX on July 20th. The pilots didn't die so they will speak up. Besides, they were westerners. I am eagerly awaiting the spin on this.I also noticed with grim amusement how the BBC, WSJ, Bloomberg and Reuters and so on were busy quoting each other to validate their assertions. This is a standard tactic that India's distorians (see Utpal Kumar's powerful book 'Eminent Distorians') have perfected: B will quote third-hand hearsay from A, then C will quote B, D will quote C, and before you know it, the hearsay has become The TRUTH. But if you wind it back from D to C to B to A it becomes, "I hear someone told someone that xyz happened". Out of thin air, then.There is also the lovely tactic of strategic silence. It has been used to un-person people who ask inconvenient questions. It has also been used to defenestrate inconvenient news. Just days ago, under the Deepstate-installed new regime in Syria, hundreds of minority Druze were brutally massacred. There was video on X of armed men in uniform forcing Druze men to jump off tall buildings, and desecrating their shrines.Similary, there is a brutal reign of terror, rape, murder and thuggery against Hindus, Buddhists and others under the Deepstate-blessed regime of Mohammed Yunus in Bangladesh: a clear genocide. Neither Syria nor Bangladesh gets any headlines. There are no loud human-rights protests as in the case of Gaza. This is not news. It is un-news."Manufacturing Consent" all the way.India is particularly vulnerable to this gaslighting because Indians consume a lot of English-language 'news'. Scholars have long noted how the US public has been maintained in a state of ignorance so they could be easily manipulated. The same is true of the Indian middle class. So there is yet another reason to do less in English. Fooling, say, the Chinese or Japanese public is a lot more difficult.The fact is that even though Indians may be literate in English, they do not understand the context and the subtext of what is fed to them by the likes of The Economist, NPR, The Financial Times, the New York Times, etc. The best way I can explain this is the 100+5 analogy in the Mahabharata: they may fight with each other on domestic matters, but Anglosphere and Deepstate are in cahoots when it comes to international matters.Things are both getting better and getting worse. On the one hand, social media and its imprint on generative AI mean that it is ever easier to propagate fake news (in addition to deepfake audio and video, of course). On the other hand, despite the problem of charlatans and paid agents provocateurs getting lots of eyeballs, the large number of Indians on social media may push back against the worst kinds of blood libel against India and Indians, of which there's plenty these days often created by bots from 'friendly' neighbors.This is a serious matter indeed. One solution is to do a version of the Great Chinese Firewall and ban wholesale the worst offenders. Indeed, a few of the vilest handles have been ejected from X. However, the pusillanimity with which notorious Pakistani handles were unbanned, then re-banned after outrage, shows there's something rotten in the Information Ministry. Almost exactly the same as the unbanning of Pakistani cricketers, then rebanning after outrage. Is there anybody in charge?Information warfare is insidious. Going back to the Air India case, I think the families of the maligned pilots should sue for gigantic sums for libel and defamation. The sad state of the Indian judiciary may mean that, unfortunately, this will not go far. However, there is precedent: Lee Kwan Yew in Singapore used to terrorize villainous western media by suing them in his courts. They learned to toe the line.If this tactic does not work, India should eject the hostile media. The Indian market is increasingly important to western media (not vice versa) because soon there will be more English-reading consumers in India than in the Five Eyes Anglosphere. I should say that in quotes because as I said above, most Indians are blissfully unaware of the hidden agendas, and naively believe them. But "Judeo-Christian" culture is very different from Dharmic.I keep getting emails from the New York Times with tempting offers to subscribe to them for something really cheap like Rs. 25 a month. They need Indian readers. I have been shouting from the rooftops for years that one of these charlatan media houses needs to be kicked out, harshly, with 24 hours notice to wind up and leave. As in the Asian proverb, "kill the chicken to scare the monkeys". The monkeys will notice, and behave. Otherwise the information warfare is just going to get worse.1290 words, Jul 22, 2025 This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit rajeevsrinivasan.substack.com/subscribe

Piotr Witt w najnowszej „Kronice Paryskiej” w Radiu Wnet wraca do afery Alstomu i tajemniczych zgonów we francuskim kontrwywiadzie i polityce. „Seryjny samobójca” znów aktywny? W najnowszym felietonie „Kroniki Paryskiej” na antenie Radia Wnet Piotr Witt wraca do sprawy, którą określa jako jedną z największych afer gospodarczo-politycznych współczesnej Francji – sprzedaży części energetycznej koncernu Alstom amerykańskiemu General Electric. W tle: kolejne tajemnicze zgony wysokich urzędników i polityków.Seria samobójstwW ciągu kilku tygodni zmarli trzej oficerowie francuskiego kontrwywiadu – dwóch powiesiło się, jeden zastrzelił się przed siedzibą DGSI (francuski odpowiednik ABW). Kilka tygodni później znaleziono martwego posła Oliviera Marlexa – przewodniczącego klubu parlamentarnego Republikanów, znanego m.in. z ujawniania kulis sprzedaży Alstomu. Wszystkie zgony oficjalnie uznano za samobójstwa.Jak przypomina Witt, zarówno Marlex, jak i doktor nauk politycznych Éric Denécé – były oficer wywiadu i dyrektor Centrum Badań nad Wywiadem – badali kulisy tej transakcji. Obaj publikowali w tej sprawie raporty, książki i komentarze. Denécé już w 2014 roku ostrzegał, że sprzedaż francuskiego przemysłu energetycznego i nuklearnego Amerykanom może zagrozić suwerenności kraju.Niezależni dziennikarzeAfera Alstomu znowu poruszyła francuską opinię publiczną – również z powodu publikacji blogerów i niezależnych dziennikarzy, którzy łączą zgon Marlexa i Denécé'a. Zdaniem Witta, temat ten nie został nigdy wyjaśniony, a jego medialna obecność była długo tłumiona, m.in. przez pandemię.Felietonista zauważa także niepokojący wzrost liczby samobójstw w Naczelnej Dyrekcji Finansów Publicznych – w pierwszym półroczu 2025 roku było ich więcej niż w całym roku poprzednim. Pomimo interwencji związków zawodowych, nie zaproszono na posiedzenia w tej sprawie przedstawicieli prokuratury.Witt podsumowuje, że za kulisami francuskiej modernizacji i transformacji energetycznej kryją się poważne interesy – także międzynarodowe. Amerykański General Electric, Alstom, elektrownie atomowe, a nawet autobusy elektryczne – wszystkie te wątki, choć rozproszone, tworzą jedną, coraz bardziej niepokojącą narrację.

Welcome to a special four-part podcast series titled "Thomas Edison on Leadership." In this series, we'll explore the surprising and insightful leadership principles of one of history's most prolific inventors—principles that still speak powerfully to today's leaders in business, ministry, and innovation. Thomas Alva Edison (1847–1931) was not only the mind behind the electric light bulb, the phonograph, and motion pictures—he was also the founder of 14 companies, including General Electric. Over the course of his lifetime, he was granted 1,093 patents, a staggering achievement that speaks to both his creativity and his tenacity. But what often goes unnoticed is Edison's extraordinary ability to lead others, manage chaos, overcome failure, and build an enduring legacy of innovation. Edison was an incredible leader, a tireless experimenter, and a shrewd entrepreneur. His Menlo Park and later West Orange labs were some of the first true innovation hubs—long before that term became fashionable. In this first episode, we learn that Edison was a once-in-a-lifetime force, but he also left enduring lessons for those who want to learn growth principles for their own churches and organizations. The post Thomas Edison on Leadership – Part 1: Understanding the Mind of a Growth Leader appeared first on Church Answers.

Welcome to a special four-part podcast series titled "Thomas Edison on Leadership." In this series, we'll explore the surprising and insightful leadership principles of one of history's most prolific inventors—principles that still speak powerfully to today's leaders in business, ministry, and innovation. Thomas Alva Edison (1847–1931) was not only the mind behind the electric light bulb, the phonograph, and motion pictures—he was also the founder of 14 companies, including General Electric. Over the course of his lifetime, he was granted 1,093 patents, a staggering achievement that speaks to both his creativity and his tenacity. But what often goes unnoticed is Edison's extraordinary ability to lead others, manage chaos, overcome failure, and build an enduring legacy of innovation. Edison was an incredible leader, a tireless experimenter, and a shrewd entrepreneur. His Menlo Park and later West Orange labs were among the first true innovation hubs, long before the term became common. In this second episode, we delve into the failures of Edison, failures he considered essential to success. The post Thomas Edison on Leadership – Part 2: How Failures Succeed appeared first on Church Answers.

Kevin Poole is the CEO of Newport LLC, a national business advisory firm specializing in helping middle-market companies accelerate growth, improve profitability, and prepare for successful exits. Before joining Newport, he spent nearly two decades at General Electric during the Jack Welch era, holding senior roles, and later led a $100 million consulting practice at Capgemini. Kevin holds a bachelor's degree in computer science from the University of Miami and an MBA in finance and marketing from Columbia Business School. He now leverages his deep operational and consulting experience to guide business owners through growth, succession, and M&A planning. In this episode… How can leaders scale a business they've never scaled before, especially in a market filled with complexity and change? And what happens when the next generation is poised to inherit but may not be ready to lead? Kevin Poole, a seasoned executive with an illustrious career at General Electric under Jack Welch, shares how strategic leadership, operating discipline, and emotional intelligence drive sustainable growth in middle-market businesses. Kevin offers a framework for mentoring Gen 2 leaders, building succession plans, and managing founder expectations, all while adapting to the fast-paced shift toward AI and efficiency. Through case studies and personal stories, Kevin explains how he's helped owners unlock business value, reduce “scar tissue,” and prepare their companies for long-term success. Tune in to this episode of the Smart Business Revolution Podcast as John Corcoran interviews Kevin Poole, CEO of Newport LLC, about scaling middle-market businesses. Kevin discusses operating discipline, family business transitions, aligning Gen 1 and Gen 2 goals, and how AI tools like ChatGPT are transforming both strategy and hiring. Through this engaging conversation, John and Kevin provide a wealth of knowledge and practical wisdom for business leaders looking to elevate their companies to new heights.

Meg watches Harvey Pekar and David Letterman's unlikely bromance blossom and bust. Jessica takes us on a journey with the creation of the wildly popular Choose Your Own Adventure books.Please check out our website, follow us on Instagram, on Facebook, and...WRITE US A REVIEW HEREWe'd LOVE to hear from you! Let us know if you have any ideas for stories HEREThank you for listening!Love,Meg and Jessica

In der heutigen Folge sprechen die Finanzjournalisten Daniel Eckert und Holger Zschäpitz über den neuen Drohnen-Liebling, einen Bitcoin-Rekord und die Rückkehr des Wasserstoff-Hypes. Außerdem geht es um Volatus Aerospace, WK Kellog, EssilorLuxottica, Meta Platforms, Plug Power, Bloom Energy, Ballard Power, L&G Hydrogen Economy ETF (WKN: A2QMAL), Hershey, Nvidia, Apple, Microsoft, Standard Oil/ExxonMobil, General Electric, NTT, Intel, Texas Instruments, Micron Technology, Eli Lilly, Merck, Air Products, Freeport-McMoran, Keysight, Hess, Williams, EQT, Amundi MDax ETF (WKN: LYX0R1), RWE, National Grid, Rio Tinto, Antofagasta, Infineon, ASML, SAP, Leonardo, Astrazeneca, Merck, Novo Nordisk, Almonty Industries. Wir freuen uns über Feedback an aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter.[ Hier bei WELT.](https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html.) [Hier] (https://open.spotify.com/playlist/6zxjyJpTMunyYCY6F7vHK1?si=8f6cTnkEQnmSrlMU8Vo6uQ) findest Du die Samstagsfolgen Klassiker-Playlist auf Spotify! Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/alles_auf_aktien) Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

1924年12月23日，一群商人在日内瓦碰头开会。这次会议改变了未来数十年内的电灯泡行业格局，因为他们组织起了历史上首个真正具有全球影响力的行业卡特尔，“太阳神垄断联盟”。关于这个联盟，如今被最广泛讨论的一点是：他们通过精心设计寿命相对较短的白炽灯泡，跑通了“计划性报废”的商业策略。这“启发”了很多后代企业，并逐渐演变成消费主义的一部分。相比之下，“太阳神垄断联盟”的其他工作、以及它所代表的卡特尔垄断模式，相关的讨论则太少。本期节目，我们希望从这个案例入手，正面地了解和辨析关于垄断体系运作中，常见的一些直觉性结论。| 主播 |肖文杰、约小亚| 时间轴 |02:50 电灯泡，一个充满卡特尔的市场09:28 超级卡特尔，Phoebus诞生12:01 Phoebus如何切分全球灯泡市场19:28 垄断一定会导致高价格吗？23:19 1000小时寿命目标，高难度倒车30:31 灯泡寿命是消费者最关注的指标吗？36:42 Phoebus的崩溃与遗产| 延伸资料 |Vol.102 欧佩克的成功，“锂佩克”很难复制Vol.204 小历史 | 1933，一家公司与纳粹签订契约BBC-Incandescent: The Phoebus CartelPlanet Money-Episode 902: The Phoebus Cartel《The Light Bulb Conspiracy》IEEE Spectrum-The Great Lightbulb ConspiracyPhoebus Cartel的组织架构图Stocking, George Ward, and Myron Webster Watkins. "Cartels in action: case studies in international business diplomacy." (1946).Reich, Leonard S., “General Electric and the World Cartelization of Electric Lamps,” in ed. Kudo, Akira and Hara, Terushi, International Cartels in Business History (Tokyo, 1993).Gaughen, P., "Structural Inefficiency in the Early Twentieth Century: Studies in the Aluminum and Incandescent Lamp Markets", Social Science 610 (1998): 36.Hidvegi, M. "The incandescent lamp cartel and economic nationalism." (2007).Schröter, Harm G. "Losers in power-plays? Small states and international cartelization (1919-1939)." The Journal of European Economic History 39.3 (2010): 527.Krajewski, Markus. "Fehler-Planungen: Zur Geschichte und Theorie der industriellen Obsoleszenz." TG Technikgeschichte 81.1 (2014): 91-114.Van Der Putten, Frans-Paul. "Corporate behaviour and political risk: Dutch companies in China, 1903-1941". Leiden University, 2001.Bouman, Pieter Jan. "Growth of an enterprise: the life of Anton Philips." (1970).《商业就是这样》鼓起勇气开设听友群啦。欢迎添加节目同名微信，加入听友群，一起讨论有意思的商业现象。微信号：thatisbiz为了营造更好的讨论环境，我们准备了两个小问题，请在添加微信后回答：1，你最喜欢《商业就是这样》的哪期节目？为什么？2，你希望听到《商业就是这样》聊哪个话题？期待与你交流！| 后期制作 |秋秋| 声音设计 |刘三菜| 收听方式 |你可以通过小宇宙、苹果播客、Spotify、喜马拉雅、网易云音乐、QQ 音乐、荔枝、豆瓣等平台收听节目。| 认识我们 |微信公众号：第一财经 YiMagazine联系我们：thatisbiz@yicai.com

This is Matt Reustle. Today's episode looks a little different. We are exploring whether podcasts can be a source of investment alpha, sparked by a Wall Street Journal article about portfolio manager Steve Cher's success mining podcast transcripts for Millennium Management. I analyze performance data from over 200 companies covered on Business Breakdowns since 2021, revealing that while the overall "podcast portfolio" has lagged the S&P 500, individual standouts like AppLovin (540% outperformance) and General Electric (300%+ gains) tell a more compelling story. I examine momentum patterns, discuss both winners and losers, and share insights on using podcasts for investment pattern recognition rather than direct stock picks. The episode concludes with practical thoughts on how podcast insights can serve as an educational starting point for business research and understanding. For the full show notes, transcript, and links to the best content to learn more, check out the episode page⁠⁠⁠ ⁠here⁠⁠⁠⁠. —- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit⁠⁠⁠⁠ joincolossus.com/episodes⁠⁠⁠⁠. Editing and post-production work for this episode was provided by The Podcast Consultant (⁠⁠⁠⁠https://thepodcastconsultant.com⁠⁠⁠⁠). Show Notes (00:00:00) Welcome to Business Breakdowns (00:00:52) Special Episode on Alpha (00:02:11) Exploring Investment Insights (00:02:50) Performance Analysis of Featured Companies (00:04:16) Top Performers and Key Takeaways (00:06:56) Underperformers and Lessons Learned (00:10:10) Future Episodes

Guest: Dan Smytka, a coach at CEO Coaching International. Dan has global expertise in growing and leading multibillion-dollar businesses with marquee brands such as General Electric, Carrier, and Goodyear Tire and Rubber. Dan has also led businesses in Asia and Europe where he cultivated a reputation for generating profitable growth, building high-performance collaborative executive teams, and executing strategies to expand profit margins and deliver sustainable results. Quick Background: CEOs started 2025 with a long list of unknowns ranging from AI and interest rates to tariff turbulence and global conflicts. Six months later, questions about the world and the pace of change in business still outnumber definitive answers. But the best CEOs know that where there are challenges there are always opportunities. And if you have courage, vision, strategy, and a team of A-players, your company will be nimble enough to adjust on the fly and strong enough to grow through any obstacles.  On this classic episode, Dan Smytka discusses specific strategies that will help you keep moving products, delivering services, expanding your profit margins, and Making BIG Happen even when the going gets tough.

Allen discusses the appointment of Pedro Azagra as the new CEO of Iberdrola, Pete Bierden as the new President of TAKKION, and Nicolaj Mensberg as the new CEO of PEAK Wind, along with the acquisition of the Northconnect Interconnector project by Flotation Energy and Vargronn. Sign up now for Uptime Tech News, our weekly email update on all things wind technology. This episode is sponsored by Weather Guard Lightning Tech. Learn more about Weather Guard's StrikeTape Wind Turbine LPS retrofit. Follow the show on Facebook, YouTube, Twitter, Linkedin and visit Weather Guard on the web. And subscribe to Rosemary Barnes' YouTube channel here. Have a question we can answer on the show? Email us! Takkion, a renewable energy services company, has appointed Pete Bierden as President. Bierden will be based at Takkion's headquarters in Centennial, Colorado. He will work closely with CEO Jim Orr to lead the company's growth strategy. Bierden brings more than twenty years of experience. He previously served as a submarine officer and Certified Naval Nuclear Engineer. He spent twenty years at General Electric, where he helped build the company's wind energy business from the ground up. Most recently, Bierden was CEO of Driver Industrial Safety. He also held senior positions at Amteck and Keystone Tower Systems. CEO Jim Orr says Bierden's leadership style and operational expertise make him an outstanding fit for the company. Bierden says he's honored to join a team that's making a real impact on the energy transition. Spanish energy giant Iberdrola has named Pedro Azagra as its new group CEO. Azagra replaces Armando Martinez. He has been with Iberdrola for twenty-five years. Azagra started as executive director of development, leading the company's international expansion. For the past three years, he served as CEO of Iberdrola's United States subsidiary. He earned degrees in law and business administration from Icade in Madrid. He also has a master's degree from the University of Chicago. Before joining Iberdrola, Azagra worked in the investment banking division of Morgan Stanley. Jose Antonio Miranda will take over as CEO of Iberdrola's US operations. He previously served as CEO of Gamesa in China and the United States. Peak Wind has appointed Nicolaj Mensberg as its new CEO, effective August first. Mensberg succeeds current CEO and co-founder Michael Rask Andersen, who will remain as Chair of the Board of Directors. Mensberg brings deep industry experience across the renewable energy value chain. His background aligns with Peak Wind's core services in operations and asset management. Andersen led Peak Wind as CEO since co-founding the company in twenty seventeen. Under his leadership, the company evolved from a startup into a global market leader. Andersen says he believes now is the right time to welcome fresh perspectives and leadership for the company's next growth phase. Mensberg says he's honored to join Peak Wind during this pivotal time in the renewable energy transition. Flotation Energy and Vargronn have completed their acquisition of the Northconnect interconnector project between Scotland and Norway. The deal followed close collaboration on shared transmission infrastructure for the interconnector and the proposed one point four gigawatt Cenos floating wind farm off east Scotland. Northconnect already has consent for offshore and onshore cable routes to a substation near Boddam, Aberdeenshire. Flotation Energy and Vargronn are targeting twenty thirty-one to twenty thirty-two for first power from the ninety-five turbine Cenos project. Project director Christopher Pearson says when operational, Cenos will be one of the largest floating wind farms in the world. It will supply clean electricity to the grid and offer a multi-point interconnector for future offshore developments.

We’re taking you to the skies today as we explore the ins and outs of the aerospace industry with GE Aerospace, the maker of the engines powering Boeing and Airbus jets globally. Fun fact, GE Aerospace used to be a subsidiary of General Electric – a conglomerate founded by Thomas Edison – the man who was credited with commercialising the good old light bulbs. That was before GE was split into three separate companies namely GE Aerospace, GE Vernova (that’s the energy unit) and GE Healthcare in April 2024. Back to GE Aerospace, the firm today is a world-leading provider of engines, as well as integrated systems for commercial, military, business and general aviation aircraft. The company’s business can be generally split into two major verticals, namely (i) Commercial Engines & Services (CES) and (ii) Defense & Propulsion Technologies (DPT). Its presence is felt all around the world and particularly so in the Asia Pacific region. After all, the firm set foot in APAC over 40 years ago and now has a footprint in over 25 countries serving over 110 clients. The firm says over 3,800 engines made by GE Aerospace and its joint venture company CFM International engines power flights across the region. But why are we speaking to GE Aerospace you might ask? Well, we want to find out how the firm is doing right now one year after it started operating as a standalone company and how it intends to navigate an uncertain operating environment in the near term. Meanwhile, GE Aerospace had also in July 2024 announced plans to invest over US$1 billion over five years in its Maintenance, Repair and Overhaul (or MRO) and component repair facilities worldwide. But what was the rationale behind the move and what can we look forward to right here in Singapore? On Under the Radar, Money Matters’ finance presenter Chua Tian Tian posed these questions to Iain Rodger, Managing Director, GE Aerospace Singapore.See omnystudio.com/listener for privacy information.

GE Appliances President and CEO Kevin Nolan says a move to bring expanded laundry machine production to Louisville, from China is part of the company's ‘zero-distance' business strategy.We talk about the move and the strategy with LBF Senior Reporter Joel Stinnett on this week's Access Louisville podcast.As Stinnett reported on Thursday, GE Appliances is spending $490 million to expand its local footprint and create an additional 800 full-time jobs at Appliance Park. The investment will move production of the GE Profile Combo Washer/Dryer and the GE Profile UltraFresh Front Load Washer from China to Building 2 at Appliance Park, located at 4000 Buechel Bank Road.The strategy seeks to make appliances as close as possible to our customers and consumers and "aligns with the current economic and policy environment,” Nolan said in a news release announcing the investment.GE Appliances is Louisville's eighth-largest employer, according to Louisville Business First research, with 8,400 local employees. The company has been at Appliance Park, which is more than 6 million square feet on 750 acres, since 1953. The park houses GE Appliances' technology and engineering center, industrial design, distribution center, warehouse operations and production of washers, dryers, dishwashers and refrigerators.The company was spun off from General Electric and acquired by China-based Haier in a $5.4 billion deal in 2016.The expansion comes one year after GE Appliances laid off 4% of its global salaried workforce, citing an appliance industry that was, “even more challenging than anticipated.”JCPS news and moreLater in the show we talk about Yum Brands Inc.'s donation of its 28.4-acre campus at 1441 Gardiner Lane to Jefferson County Public Schools. Stinnett spoke with JCPS Marty Pollio about the donation recently. After nearly 30 years as an educator, Pollio doesn't shock easily, as you can imagine. But he told Stinnett he was floored by the generosity of the gift. “This donation from Yum Brands is the equivalent of a brand new elementary school at JCPS that we will be able to build as a result of this,” Pollio said. “That generous gift will impact generations of young people in this community.”Pollio's last day as superintendent was June 30. His replacement, Brian Yearwood, started July 1. For the last segment of the show we talk about gas stations — including a new location for Wawa and the sale of the former Thornton's property in Downtown Louisville.Access Louisville, sponsored by Baird, is a weekly podcast from Louisville Business First. It's available on popular podcast services including Apple Podcasts and Spotify (which are linked above.)

John Fawcett breaks down today's top stories, including General Electric's decision to move washing machine production back to America, the recent contraction of the U.S. economy, consumer spending trends, and the challenges facing President Trump's signature "Big, Beautiful Bill in the Senate. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Yoko Oshima is Associate General Counsel of Corporate, External and Legal Affairs at Microsoft Japan. In this inspiring episode that spans continents, cultures, and cutting-edge technology, Yoko's journey is a masterclass in authentic leadership, purposeful career building, embracing opportunity and seeking support. Yoko shares powerful insights on adaptive leadership, the importance of being true to your values, and why seeking support is actually a sign of strength, not vulnerability.Whether you're navigating cultural shifts in your career, looking to embrace emerging technology, or seeking to lead with authenticity, Yoko's wisdom will resonate long after the episode ends.If you enjoyed this episode and it inspired you in some way, we'd love to hear about it and know your biggest takeaway. Head over to Apple Podcasts to leave a review and we'd love it if you would leave us a message here!In this episode you'll hear:How she overcame the cultural shift from being "blessed with opportunities" in Japan to proactively raising her hand in competitive New York law firmsWhy she turned down a permanent leadership role twice, and the crucial lesson this taught her about embracing opportunityThe innovative approach to helping legal teams adopt AI and why AI is like training a new associateHer favourite books and other fun facts About YokoYoko is Associate General Counsel of Microsoft and leads its Corporate, External Affairs in Japan. Before joining Microsoft in May 2021. she was with General Electric and her last role before the departure was the general counsel of GE Japan and GE Digital Asia. Before going in-house, she was in private practice, with Anderson Mori in Tokyo (first half) and Clearly Gottlieb, Steen and Hamilton LLP in New York (second half). She is qualified in Japan and the State of New York, USA. She has an LLB from Hitotsubashi University, a Master of Law from the University of Tokyo Graduate School of Law and Politics and an LLM from Harvard Law School. Committed to diversity and inclusion and the social impact, she is a board member of Lawyers for LGBT and Allies Network in Japan and a statutory auditor of Earth Company. She recharges through art, music, nature and family and friends.Connect with Yoko LinkedIn: https://www.linkedin.com/in/yoko-oshima-36a7396/ LinksAdaptive Leadership: https://hbr.org/2020/09/5-principles-to-guide-adaptive-leadership  Tools and Weapons, Brad Smith: https://news.microsoft.com/on-the-issues/tools-and-weapons/ The Culture Map, Erin Meyers: https://erinmeyer.com/books/the-culture-map/ Connect with Catherine LinkedIn https://www.linkedin.com/in/oconnellcatherine/Instagram: https://www.instagram.com/lawyeronair

Amerika se minister van Vervoer, Sean Duffy, sê die Federale Lugvaartadministrasie werk nou saam met die Nasionale Vervoer-veiligheidsraad om Indiese owerhede by te staan met die ondersoek na die Air India-vliegongeluk. Altesaam 241 van die 242 mense aan boord is dood toe dit net na opstyging by ʼn lughawe in Ahmedabad, Indië, neergestort het. Duffy sê die lugvaartadministrasie het reeds met die vliegtuig se vervaardigers, Boeing en General Electric, kontak gemaak om met die ondersoek te help:

Episode 340 of RevolutionZ addresses the mass deportations that are tearing through communities across America, and and discusses the resistance is growing. In this revealing conversation. Jeff Crosby—a factory worker at General Electric, former union president, and longtime labor activist says "We need leaders more than legislators right now."  ICE targets students, family members, neighbors, and workers with no criminal records. But why do some support this? Crosby describes how economic collapse in manufacturing cities created the conditions where immigrants became convenient scapegoats, even as immigrant businesses have revitalized once-abandoned downtowns.He describes how an immigrant led coalition in Massachusetts has trained over 1,000 "verifiers" who document ICE activities, often causing agents to leave rather than be filmed while making deportations visible and helping prevent them through non-violent direct action. But Crosby warns this is just the beginning of what could become a much larger confrontation, comparing potential sanctuary actions to those used during the Vietnam War.Crosby challenges progressives to develop a vision that speaks to economic realities while refusing to compromise on racial justice, immigration rights, and other core values. "It's a race now," he explains. "Will the resistance get big enough or will Trump get entrenched?"Crosby offers both a warning about where we might be headed and a roadmap for how ordinary people can effectively resist. Support the show

In this episode of State of the Arc, we're covering four of the most talked-about developments shaping the welding and skilled trades world right now: Battery-powered flash-butt welding is here — and it's already changing the rail industry. A proposed $44 billion LNG pipeline in Alaska could unlock thousands of welding jobs across 800 miles of rugged terrain. Pipeline companies are opting to buy existing infrastructure instead of building new — what that means for field welders, inspectors, and contractors. Humanoid robots are stepping into real-world manufacturing and logistics — and the trades are next. Should welders be concerned or excited? Plus, this week's Welding History Fact throws it back to 1948, when General Electric introduced GMAW and changed the game forever. Listen now and stay up to speed with what's moving in the trades.

Today, we're bringing you an episode from our fellow FT podcast, Behind the Money. Massive conglomerates used to define corporate best practice. Think about a company like General Electric, known as “the everything company”. But today, there's a new popular model: de-conglomeration. The FT's former US energy reporter Amanda Chu examines whether this is working for a power business that GE spun off last year – or if it's just another Wall Street fad. Clips from BBC, Bloomberg, DW - - - - - - - - - - - - - - - - - - - - - - - - - - For further reading:Rustbelt gamble: GE Vernova rides AI power boom into uncertain futureIs the US power grid ready to meet the demands of data centres?Have America's industrial giants forgotten what they are for?- - - - - - - - - - - - - - - - - - - - - - - - - - Follow Amanda Chu on X (@amandalanchu). Michela Tindera is on X (@mtindera07) and Bluesky (@mtindera.ft.com), or follow her on LinkedIn for updates about the show and more. Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

I've broken a lot over 15 years, but it's all relative. I have two mindsets to discuss before I share my cleaning misdeeds.Your auto insurance company keeps actuarial tables and knows exactly how much an accident costs on average. These numbers are taken into account when you get and pay your annual insurance premium. In fact, it is designed to be a win-win. If you get into an accident or not, the insurance company still makes money. They win. Plus, your accident or claim is covered so you don't have to pay out of pocket. If you cost the insurance company too much money, they will raise your premium to ensure they make a profit and you can still be covered. Insurance is a product. We insure many things. One of those things is our business against general liability and bodily harm. Your business insurance company has the same actuarial tables and business model. I personally pay $550 per year in general liability and yes, I've had to use it once. The first mindset to take is this. You need insurance because things WILL break or get damaged!I'm a former General Electric mechanical engineer and Six Sigma Green Belt. Six Sigma is a design system to minimize defects to 6 per million opportunities. It's an extremely difficult high bar in engineering design to achieve, that's why companies like GE and Motorola in the 90's and 2000's thrived. As a cleaner, I touch 500 things in each house or office. Over my 15 years, I've cleaned an average of 250 houses and 250 offices or 500 cleans per year. If you multiply the this out, I've created 3,750,000 opportunities to break or damage something. I call this a defect. Over this same 15 year mark, I have 75 defects. Continue the math and you'll conclude that my defect rate is 20 per million opportunities. 5 sigma is 233 defects per million opportunities. I've been cleaning for 15 years right on the cusp of 6 Sigma. In fact, I am literally a 6 Sigma Green Belt in my defect rate over the past 5 years as most of my 75 defects happened in the first 10 years. Therefore, my rate of damage or defect is as good as GE designs the airplane engines you fly with!Side note: If you're struggling with breaking or damaging things, first evaluate your defect rate. Feel free to assume 500 opportunities per house or office. Secondly, if your defect rate is over 50 per year, you need to make changes in how you clean. A few simple system changes and routine can fix it.Read the rest of this article at the Smart Cleaning School website

Send us a textEpisode 119 discusses Executive Coaching with Susanne Biro. Susanne is a coach to C-suite and Executive Level Leaders.  She is also a senior facilitator, author, designer, TEDx and keynote speaker, and Forbes and CEO Magazine contributor.  For over two decades, she has worked internationally with senior level leaders.  Clients include top physician leaders at the Mayo Clinic, presidents of General Electric businesses, C-suite at the fastest growing digital agency in the world, CEO and entire SLT at numerous organizations, and executives responsible for billions of dollars and thousands of employees on multiple continents. She is the author of "I Want You To Win! Coaching Skills for Creative Leadership", a program designed to advance the coaching and leadership effectiveness of senior level leaders.   She is also co-author of "Together!" a two-day executive team development program, as well as the book "Unleashed! Leader as Coach" and the corresponding two-day workshop, which has been adopted by organizations like American Airlines, American Express, Eastman Chemical, General Electric, Group Health, Masco, Mayo Clinic, Salesforce.com, St. Jude Medical, among numerous others.    Episode Benefits:  You can expect to gain actionable insights and strategies towards Executive Coaching.  This Podcast series is targeted to Business Owners and C-Suite Executives.  It reflects my 34 years as a Business Owner and subsequent years as a Business Mentor and Consultant.  It focuses on the various subjects and topics to help you run a successful profitable business.  They are approximately 15-minutes long so you can listen while commuting.     Reach out to me to be put in contact with Susanne.   The Business of Business, topics are divided into 5 Categories: Management, Operations, Sales, Financial, and Personal. Support the showHelping You Run a Successful Profitable Business !For Business Consulting or to be a Podcast Guest - Contact me at: www.bcforg.comLinkedIn: https://www.linkedin.com/in/brian-fisher-72174413/

What happens when you try to build the “General Electric of AI” with just 14 people? In this episode, Jeremy Howard reveals the radical inside story of Answer AI — a new kind of AI R&D lab that's not chasing AGI, but instead aims to ship thousands of real-world products, all while staying tiny, open, and mission-driven.Jeremy shares how open-source models like DeepSeek and Qwen are quietly outpacing closed-source giants, why the best new AI is coming out of China. You'll hear the surprising truth about the so-called “DeepSeek moment,” why efficiency and cost are the real battlegrounds in AI, and how Answer AI's “dialogue engineering” approach is already changing lives—sometimes literally.We go deep on the tools and systems powering Answer AI's insane product velocity, including Solve It (the platform that's helped users land jobs and launch startups), Shell Sage (AI in your terminal), and Fast HTML (a new way to build web apps in pure Python). Jeremy also opens up about his unconventional path from philosophy major and computer game enthusiast to world-class AI scientist, and why he believes the future belongs to small, nimble teams who build for societal benefit, not just profit.Fast.aiWebsite - https://www.fast.aiX/Twitter - https://twitter.com/fastdotaiAnswer.aiWebsite - https://www.answer.ai/X/Twitter - https://x.com/answerdotaiJeremy HowardLinkedIn - https://linkedin.com/in/howardjeremyX/Twitter - https://x.com/jeremyphowardFIRSTMARKWebsite - https://firstmark.comX/Twitter - https://twitter.com/FirstMarkCapMatt Turck (Managing Director)LinkedIn - https://www.linkedin.com/in/turck/X/Twitter - https://twitter.com/mattturck(00:00) Intro (01:39) Highlights and takeaways from ICLR Singapore (02:39) Current state of open-source AI (03:45) Thoughts on Microsoft Phi and open source moves (05:41) Responding to OpenAI's open source announcements (06:29) The real impact of the Deepseek ‘moment' (09:02) Progress and promise in test-time compute (10:53) Where we really stand on AGI and ASI (15:05) Jeremy's journey from philosophy to AI (20:07) Becoming a Kaggle champion and starting Fast.ai (23:04) Answer.ai mission and unique vision (28:15) Answer.ai's business model and early monetization (29:33) How a small team at Answer.ai ships so fast (30:25) Why Devin AI agent isn't that great (33:10) The future of autonomous agents in AI development (34:43) Dialogue Engineering and Solve It (43:54) How Answer.ai decides which projects to build (49:47) Future of Answer.ai: staying small while scaling impact

Massive conglomerates used to define corporate best practice. Think about a company like General Electric, known as “the everything company”. But today, there's a new popular model: de-conglomeration. The FT's former US energy reporter Amanda Chu examines whether this is working for a power business that GE spun off last year – or if it's just another Wall Street fad. Clips from BBC, Bloomberg, DW - - - - - - - - - - - - - - - - - - - - - - - - - - For further reading:Rustbelt gamble: GE Vernova rides AI power boom into uncertain futureIs the US power grid ready to meet the demands of data centres?Have America's industrial giants forgotten what they are for?- - - - - - - - - - - - - - - - - - - - - - - - - - Follow Amanda Chu on X (@amandalanchu). Michela Tindera is on X (@mtindera07) and Bluesky (@mtindera.ft.com), or follow her on LinkedIn for updates about the show and more. Read a transcript of this episode on FT.com Hosted on Acast. See acast.com/privacy for more information.

In this episode, host Andy Storch sits down with Fabio Sacoman, Vice President of Learning and Development at Expedia Group. Fabio's journey into the world of learning and talent development is anything but typical—starting as a chemical engineer in Brazil, working at General Electric, and then spending 18 years building a successful consultancy before making the leap to lead L&D at a global powerhouse like Expedia.Together, Andy and Fabio dive deep into what it takes to build a thriving learning culture across a global organization, the importance of leadership development, and why authentic, people-first leadership is at the core of cultural transformation. Fabio also unpacks his approach to aligning L&D with business strategy, balancing formal and informal learning, and designing programs that resonate across diverse cultures and regions.Whether you're managing talent development for a multinational company or looking to uplevel your own approach to learning and leadership, this conversation is jam-packed with insights, stories, and practical advice. Tune in as we explore what it really means to grow people—and businesses—through passion, clarity, and a focus on real impact.In this episode, Fabio uncovers:How a career that began as a chemical engineer in Brazil informed his systematic, process-minded approach to learning—and why passion has always been the through-line guiding his journey.The pivotal decision to leave his own thriving consultancy after 18 successful years to take on the global L&D leadership challenge at Expedia—with all the mindset shifts and opportunities that entailed.The real secrets to effective facilitation and learning design: why it's not about the instructor's expertise, but about driving audience impact, changing mindsets, and shifting behaviors that last beyond the session.Strategies for building a genuine learning culture—including the importance of involving everyone (from top leaders to every employee), and embedding learning into daily actions, rituals, and company processes beyond isolated programs.Fabio's leadership philosophy, grounded in leader accountability, clarity, and authenticity—and why leaders teaching other leaders and sharing human conversations are at the heart of sustainable impact.Practical, creative approaches to talent mobility and career development, nurturing opportunities for growth, and ensuring that every person owns their career journey—regardless of titles or promotions.Fabio also shares his point of view on today's biggest challenges—like the rapid rise of AI and the evolving role of L&D as a vital part of the business (not just HR). He sheds light on how Expedia is experimenting with AI in learning and day-to-day work, plus how these innovations are transforming onboarding and ongoing development.This conversation, recorded for the Talent Development Hot Seat Podcast, is jam-packed with actionable insights—from the nuts and bolts of global program design to leadership accountability, learning measurement, and the nuances of fostering true culture change. Fabio's story is a masterclass in strategic L&D for high-impact, high-growth environments.Tune in for practical takeaways, fresh frameworks, and inspiration on how learning and leadership can drive results, empower talent, and knit together organizations with purpose—no matter how complex or far-flung they may be.Connect with Andy Storch here:WebsiteLinkedInJoin us in the Talent Development Think Tank Community!Connect with Fabio Sacoman here:

In the aerospace and defense industry, unpredictability is a constant—but there's a big difference between manageable risk and outright volatility. With tariff changes, shifting trade policy, and rising political uncertainty, the real threat isn't just higher costs. It's the cascading impact these factors have on employment, supply chain stability, and economic confidence across the sector. But while headlines focus on chaos, the real story is unfolding elsewhere. Aerospace market fundamentals are solid. Demand is strong. And strategic investors are making big moves—especially in business aviation.  Behind the scenes, this sector is evolving fast, and the implications for OEMs, MRO providers, and private equity are significant. In this episode of The Aerospace Executive Podcast, sell-side investment banker Bill Alderman joins us for his quarterly deep dive into the state of the industry. We unpack why business aviation remains a top-performing segment, how consolidation in the MRO and aftermarket services space signals deeper transformation, and what smart leaders are doing to stay ahead—by focusing on what they can control rather than chasing headlines.   Key Topics Covered: → Tariff Whiplash and Aerospace Workforce Planning How rapid shifts in international trade policy could lead to unintended layoffs across aerospace and defense sectors. → The Rise of Business Aviation Why record-low inventories, continued demand, and strong order backlogs are fueling growth for business jet OEMs and MRO providers. → Private Equity's Big Bet on MRO What's driving the surge in M&A activity as investors snap up smaller aerospace maintenance and repair shops. → Boeing's Cultural Crossroads Why Boeing's biggest challenge isn't global politics—it's rebuilding internal morale, leadership credibility, and trust with customers.   Anecdotally, things look good in the M&A market, but I am worried that the noise in the system could lead to layoffs, and that's not good for anybody. -Bill Alderman   Guest Bio William H. Alderman (Bill) is the Founding Partner of Alderman & Company. Bill is an M&A specialist in the middle market of the aerospace and defense industry with over $2 billion in mergers and acquisition-related transactions to his name. Prior to founding Alderman & Company in 2001, Bill worked for 15 years on Wall Street and in the Aerospace & Defense Industry, principally on M&A transactions in the middle market. His employers included BT Securities, Fieldstone, and General Electric. Bill is a Securities Principal registered with the Financial Industry Regulatory Authority (“FINRA”) and has four securities industry licenses (Series 7, 24, 63, and 65). Bill is a commercial pilot and owns and operates a Cirrus SR22. URL Link: https://www.aldermanco.com/ LinkedIn - William Alderman https://www.linkedin.com/in/williamalderman/   About Your Host Craig Picken is an Executive Recruiter, writer, speaker and ICF Trained Executive Coach. He is focused on recruiting senior-level leadership, sales, and operations executives in the aviation and aerospace industry. His clients include premier OEMs, aircraft operators, leasing/financial organizations, and Maintenance/Repair/Overhaul (MRO) providers and since 2008, he has personally concluded more than 400 executive-level searches in a variety of disciplines. Craig is the ONLY industry executive recruiter who has professionally flown airplanes, sold airplanes, and successfully run a P&L in the aviation industry. His professional career started with a passion for airplanes. After eight years' experience as a decorated Naval Flight Officer – with more than 100 combat missions, 2,000 hours of flight time, and 325 aircraft carrier landings – Craig sought challenges in business aviation, where he spent more than 7 years in sales with both Gulfstream Aircraft and Bombardier Business Aircraft. Craig is also a sought-after industry speaker who has presented at Corporate Jet Investor, International Aviation Women's Association, and SOCAL Aviation Association.    Check out this episode on our website, Apple Podcasts, or Spotify, and don't forget to leave a review if you like what you heard. Your review feeds the algorithm so our show reaches more people. Thank you! 

Swaady Martin: A Masterclass in Living with Sovereignty & Stillness What if you could die today and feel complete? That's how Swaady Martin, entrepreneur, published author, and former General Electric executive chooses to live every single day. No fear, no waiting, no holding back. Named to Oprah's O Power List and Forbes' Youngest Power Women in Africa, Swaady has mastered the art of sovereignty vs. survival—making decisions from a place of complete inner alignment, not fear, expectations, or external validation.

Documentation Hierarchy and Best Practices in Quality Systems with Aaron SnyderIn this episode of Let's Combinate, host Subhi Saadeh is joined by Aaron Snyder, the creator of Quality Systems Explained and a seasoned consultant in regulated quality systems. The discussion revolves around the critical role of documentation in quality systems, which serves as the backbone of compliance. Key topics include the hierarchy of regulations, document management best practices, the intricacies of quality manuals, and the critical distinctions between SOPs and work instructions. Additionally, they explore the interconnectedness of document control and training, emphasizing the importance of defined roles and responsibilities within organizations. Listeners are provided with insights into establishing and maintaining effective documentation systems while ensuring adherence to regulatory requirements.00:00 Introduction and Guest Introduction00:37 The Importance of Documentation in Quality Systems01:30 Hierarchy and Structure of Documentation02:44 Standard Operating Procedures (SOPs) vs. Work Instructions11:22 Document Control and Change Management15:52 Roles and Responsibilities in Quality Systems18:20 RACI Matrix and Its Importance20:47 Common Issues in Documentation and Training25:25 Conclusion and Where to Find More InformationAaron Snyder is a quality management systems expert and the founder of Quality Systems Explained. He previously served as VP of QA at Allotex and has held roles at Fresenius Kabi, Molnlycke, Waters Corporation, Covidien, Cardinal Health, and General Electric. With extensive experience across pharmaceuticals, medical devices, and combination products, Aaron is also a member of the AAMI Faculty, teaching several courses on various QMS topics. An avid content creator, he dissects, presents, and teaches QMS and cGMP topics on his YouTube channel, Quality Systems Explained.Subhi Saadeh is a Quality Professional and host of Let's Combinate. With a background in Quality, Manufacturing Operations and R&D he's worked in Large Medical Device/Pharma organizations to support the development and launch of Hardware Devices, Disposable Devices, and Combination Products for Vaccines, Generics, and Biologics. Subhi serves currently as the International Committee Chair for the Combination Products Coalition(CPC) and as a member of ASTM Committee E55 and also served as a committee member on AAMI's Combination Products Committee.For questions, inquiries or suggestions please reach out at letscombinate.com or on the show's LinkedIn Page.

When acquiring an e-commerce business, conducting thorough legal due diligence is essential to mitigating risk and ensuring a sound investment. Overlooking critical legal aspects can lead to unforeseen liabilities, intellectual property disputes, or tax complications that may jeopardize the deal. In this episode, Jaryd Krause speaks with Paul Rafelson, a seasoned attorney with over 15 years of experience in corporate law, M&A, intellectual property, and tax matters. A highly regarded expert in the e-commerce space, Rafelson is frequently cited in major news outlets and was the most referenced source in the U.S. government’s investigation into Amazon’s business practices regarding third-party merchants. Before launching his private practice focused on e-commerce businesses, he held in-house legal positions at major corporations such as Microsoft, Walmart, and General Electric. This discussion explores the most common legal due diligence mistakes buyers make when acquiring an e-commerce business, the risks sellers often overlook, and strategies to protect both parties. The conversation also dives into legal pitfalls specific to Amazon-based businesses, where a significant portion of revenue is tied to a single product. Additionally, Rafelson provides insight into why some lawyers hinder deals rather than facilitate them and offers guidance on selecting legal professionals specializing in e-commerce acquisitions. Tune in to gain expert knowledge on safeguarding an e-commerce acquisition through proper legal due diligence. Now, let’s dive in! Episode Highlights 03:00 Paul’s journey into M&A 11:00 Acquire trademarks too! 19:00 What to check when buying a business? 24:30 What is going to the beach syndrome? 31:30 Why understanding risks are important? Key Takeaways ➥ Proper due diligence ensures a smoother acquisition process and prevents legal pitfalls. ➥ Buyers must focus on IP rights, legal compliance, and financing options to make informed decisions. ➥ As the market evolves, understanding these factors is key to successful e-commerce investments. About The Paul Rafelson Paul Rafelson is an experienced attorney with over 15 years in complex Corporate, Intellectual Property M&A and Tax matters. He is also a trusted resource in the e-commerce world, regularly quoted in the news on the issues involving Amazon and e-commerce. Paul was also the most-cited source of information in the US government's investigation into Amazon’s business practices as it pertains to third-party merchants. Before starting a private practice dedicated to the needs of e-commerce businesses, Paul spent the majority of his career in-house at some of the largest companies in the world such as Microsoft, Walmart, and General Electric. Connect with Paul Rafelson ➥ www.ecom.law➥ www.sellerbasics.com Resource Links ➥ Buying Online Businesses Website - https://buyingonlinebusinesses.com ➥ Sell your business to us here - https://buyingonlinebusinesses.com/sell-your-business/ ➥ Download the Due Diligence Framework - https://buyingonlinebusinesses.com/freeresources/➥ Connect with Jaryd here - https://www.linkedin.com/in/jarydkrause ➥ Hostinger (Website Hosting) - https://bit.ly/3HUqW0s ➥ SEM Rush (SEO tool) - https://bit.ly/3lINGaV ➥ Convert Kit (Email Software Provider) - https://bit.ly/3o10Xgx

Adam Coffey is a visionary leader who drives growth and builds great cultures. Adam is an Army veteran, a former GE executive, and served as CEO of three service companies for over 20 years. He is the bestselling author of four books, including Empire Builder and The Private Equity Playbook. Adam is currently Chairman of The Chairman Group, a world class consulting business. Adam joined host Robert Glazer on the Elevate Podcast to talk about leadership lessons from two decades as a CEO, GE's approach to leadership training, and much more. Learn more about your ad choices. Visit megaphone.fm/adchoices

This episode was originally released on 2/15/2018. While new episodes of Breaking Walls are on hiatus I'll be going back and posting the older episodes beginning with this episode on the birth of radio. —————————— In Breaking Walls Episode 76, we pick up our story on the history of American dramatic radio after the sinking of the Titanic in April of 1912. The time between 1912 and 1922 saw three competing interests battle for control of the wireless airwaves as wireless telegraphy transitioned into radio broadcasting. These three interests were big private business, individual HAM radio operators, and the US Government. Highlights: • How the Titanic's Sinking changed Guglielmo Marconi's business • The Radio Act of 1912 - What it portended • Charles Herrold and KCBS San Francisco • Lee Deforest sells out to AT&T • Edwin Howard Armstrong invents regeneration, and later the superheterodyne receiver • War comes to Europe • The Navy takes over wireless • How World War I caused radio technology to boom • AT&T, Westinghouse, General Electric, and the newly formed RCA make a deal • David Sarnoff's Rise to power • KDKA and the birth of regular broadcasting • Todays' introduction music of Metamorphosis No. 2 was arranged for harp and vibraphone by David DePeters and played by Elizabeth Hainen. You can pick up her album, Home: Works for Solo Harp on iTunes and Amazon, and listen on Spotify and Pandora. Her website is ElizabethHainen.com and she is on youtube @Elizabethhainenharp The WallBreakers: http://thewallbreakers.com Subscribe to Breaking Walls everywhere you get your podcasts. To support the show: http://patreon.com/TheWallBreakers The reading material for today's episode was: • Inventing American Broadcasting 1899-1922 by Susan J. Douglas • Empire of the Air by Tom Lewis • A Pictorial History of Radio's First 75 Years by B. Eric Rhoads • Hello Everybody! The Dawn of American Radio by Anthony Rudel • The Network by Scott Woolley

Summary:  The rapid rise of AI is transforming industries at an unprecedented pace, creating both challenges and opportunities for innovation. With technology this powerful, pure progress is not enough. We have a responsibility to be intentional about about how we build it, power it, and use it, to ensure it drives positive outcomes and a more sustainable future. Today, we're sitting down with Rahul Mewawalla, the President and CEO of Mawson Infrastructure Group, a rapidly evolving digital infrastructure services company that trades on NASDAQ under the symbol MIGI. Rahul has been a CEO for over a decade, leading numerous technology companies, including household names like Yahoo, Nokia, and General Electric. Rahul has served on the boards of six NASDAQ-listed companies, two of which he chaired. He led San Francisco's Innovation and Technology Program in collaboration with the White House and the Executive Office of the President, served as a Special Government Employee with the U.S. Department of Defense, and was an advisor to Stanford University's Persuasive Technology Lab. Rahul has had a front-row seat to four major technology waves—the internet, mobile, cloud, and AI—giving him tremendous perspective on today's rapidly evolving landscape In this episode, Rahul explores how companies are joining forces to address AI's soaring energy demands—and what it means for the future of digital infrastructure. He delves into the evolving partnership between technology firms and energy providers, the growing role of nuclear and carbon-neutral power in sustaining AI's expansion, and why cross-industry collaboration is essential for long-term success.Highlights:Rahul discusses what initially drew him to digital infrastructure (3:18)Mawson's strategic shift from cryptocurrency mining to AI infrastructure (6:01)Key components and functions in an AI technology stack (8:34)Rahul's perspective on the transformative AI wave and growing investment around it (11:29)Rahul describes what the PJM market is (13:44)Investment in nuclear energy (15:30)Rahul discusses Mawson's management team and leadership strategy (17:50)Mawson's announcement of a major AI co-location agreement (19:51)Rahul explains why industry collaboration is essential for scaling AI infrastructure (21:49)Mawson's total addressable market and maintaining a competitive edge (23:25)How Rahul balances leadership and innovation (24:58)The future innovations and business opportunities Rahul sees for Mawson (26:53)Links:Rahul Mewawalla on LinkedInMawson Infrastructure on LinkedInMawson Infrastructure WebsiteICR LinkedIn ICR Twitter ICR Website Feedback:If you have questions about the show, or have a topic in mind you'd like discussed in future episodes, email our producer, marion@lowerstreet.co.

With Susanne Biro, a coach to C-suite and executive-level leaders. She is also a senior facilitator, executive development program designer, author, Forbes and CEO Magazine contributing writer, and a TEDx and keynote speaker. For over two decades, Susanne has worked internationally with senior-level leaders in some of the world's best companies. Whether coaching one-on-one or authoring, designing, and delivering leadership programs, her passion is the same: to help leaders reach their next level. She is the Founder of Inner Life Leadership, an app for business professionals who want to reach an unprecedented level of personal understanding and corresponding leadership (and life) success. She is also the author of the “I Want You To Win!” Coaching Skills for Creative Leadership, co-author of “Together” Executive Team Development, and the book Unleashed! Leader as Coach, adopted by organizations like General Electric, American Express, St. Jude Medical, Celgene, Mayo Clinic, salesforce.com, and numerous othersJoin us in our conversation as Susanne shares powerful insights on leadership, self-awareness, and the mindset shifts that drive success. She discusses why even top executives struggle with self-doubt, how character and integrity can be your greatest advantage in business, and the simple yet transformative habits that can elevate your performance. Tune in to learn how to lead with confidence, cultivate a mindset that serves you, and build a business—and life—you truly love.To listen to the podcast and access the show notes and any other resources mentioned in this episode, visit us at www.legalwebsitewarrior.com/podcast.

CW: This episode discusses cinematic sexual violence.Violet Lucca, the author of the new monograph David Cronenberg: Clinical Trials, returns to the podcast from Brooklyn to discuss the book and his controversial 1991 adaptation of William S. Burroughs' Naked Lunch starring Peter Weller and Judy Davis, filmed in Toronto standing in for 50s New York and Morocco, recreated by Cronenberg's longtime production designer Carol Spier in a former General Electric plant in Toronto's west end.We discuss Cronenberg's lifelong connection to Canadian cinema and the city of Toronto with digressions on Videodrome, The Dead Zone and The Fly before grappling with Naked Lunch, which is less of a literal film version of the novel and more a meditation about the life of Burroughs and what it is to be an artist in general. We also discuss Cronenberg's cinematic explorations of paranoia and conspiracy theories, and his relationship to the queer artistic community in Canada reflected across his career, even if he's always identified himself as a heterosexual man.And we (briefly) contrast Naked Lunch with the new Burroughs cinematic adaptation, Luca Guadagnino's Queer starring Daniel Craig, which we feel misses the boat on how to adapt Burroughs for the screen.Over 30% of all Junk Filter episodes are only available to patrons of the podcast. To support this show directly and to receive access to the entire back catalogue, consider becoming a patron for only $5.00 a month (U.S.) at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/junkfilterFollow Violet Lucca on Bluesky.David Cronenberg: Clinical Trials, by Violet Lucca (Abrams Books) is now available!City TV commercial for their public service program “Toronto the Good” (1975)Universal Pictures' studio trailer for Videodrome (Cronenberg, 1983)Trailer for The Dead Zone (Cronenberg, 1983)Trailer for Naked Lunch (Cronenberg, 1991)Trailer for Queer (Guadagnino, 2024)

General Electric broke its business into three separate public companies this year, putting a higher profile on corporate spinoff strategies. We’ll explain why spinoffs are hot right now. Hint: It has a lot to do with rewarding investors and managing debt burdens. Also in this episode: Congress may struggle to pass tax reforms despite a GOP majority next year, AI agents might be tech’s next big thing and why the Fed tracks the U.S. money supply.

General Electric broke its business into three separate public companies this year, putting a higher profile on corporate spinoff strategies. We’ll explain why spinoffs are hot right now. Hint: It has a lot to do with rewarding investors and managing debt burdens. Also in this episode: Congress may struggle to pass tax reforms despite a GOP majority next year, AI agents might be tech’s next big thing and why the Fed tracks the U.S. money supply.