Podcasts about Governance

What will Phase II of Trump's plan for Gaza look like on the ground? Who's  in charge of Gaza now, and who's paying the bills? Dan is joined by Ark Media contributors Nadav Eyal and Amit Segal to cut through the fog around “phase two” of the Gaza plan. They break down the new governing structure — Trump's “Board of Peace,” the Gaza Executive Committee, a Palestinian technocrat government, and an International Stability Force — and explain what will actually matter on the ground: money, security control, and whether Hamas truly disarms. They also assess Israel–U.S. friction, the odds of renewed fighting, what daily life in Gaza looks like right now, and how all of this collides with Israeli election politics.In this episode...- Understanding the Governance of Gaza- Who Holds Power in Gaza? Money, Security, and Accountability- Hamas After the War- Phase Two, the Yellow Line, and Israeli Withdrawal- The International Stability Force Explained- Life in Gaza Right Now- Gaza Meets Israeli Politics- The Bigger Regional PictureFrom the episode:This episode was sponsored by The Shalom Hartman Institute: Learn more about the Community Leadership Program at https://go.hartman.org.il/CLP-CMBMore Ark Media:Want to join Ark Media? Check out our careers page for new openings.Subscribe to Inside Call me BackListen to For Heaven's SakeListen to What's Your Number?Watch Call me Back on YouTubeNewsletters | Ark Media | Amit Segal | Nadav EyalInstagram | Ark Media | DanX | DanDan Senor & Saul Singer's book, The Genius of IsraelGet in touchCredits: Ilan Benatar, Adaam James Levin-Areddy, Brittany Cohen, Martin Huergo, Mariangeles Burgos, and Patricio Spadavecchia, Yuval Semo 

SEGMENT 8: GAZA CEASEFIRE AND POSTWAR GOVERNANCE Guest: Jonathan Schanzer (Washington, DC) Schanzer examines the fragile Gaza ceasefire and critical questions about who will govern after the fighting ends. Discussion analyzes the proposed makeup of any postwar governing board, the challenges of reconstruction, Hamas's continued presence, and regional players jockeying for influence over Gaza's future political arrangements.

This episode of The Edge of Show was recorded live at the Future of Money, Governance, and the Law (FOMGL) 2025 event in Washington, D.C. In this episode, we dive deep into the intersection of government policy and decentralization, featuring a panel of experts discussing the future of digital assets, blockchain, and the regulatory landscape.Join our moderator, Dan Spuller, alongside distinguished panelists including Dr. Lisa Cameron, , Representative Bill Huizenga and Baroness Manzila Uddin. Together, they explore the opportunities and challenges faced by the UK and the U.S. in establishing effective regulatory frameworks for the digital economy.Key topics include:The importance of light-touch regulation to foster innovationThe role of education in bridging the knowledge gap in ParliamentThe significance of collaboration between the UK and U.S. in the digital asset spaceInsights into the future of digital currencies and the democratization of financeDon't miss this engaging discussion that highlights the critical need for dialogue between industry leaders and policymakers.Tune in now and be part of the conversation shaping the future of Web3!Support us through our Sponsors! ☕ Want to make content like ours? Sign up with Castmagic to make your creative process easy: https://bit.ly/CastmagicReferral Work smarter, grow faster. Automate your SEO, get AI insights, and manage all your clients in one place with Helm. Start today at helmseo.comAre you a content creator, podcaster or interested in your business getting its voice out there? Then reserve a .podcast domain by paying just one-time as little as $10 for a lifetime of benefits! Check out the details and snag your .podcast domain today! https://get.unstoppabledomains.com/podcast/

AI is everywhere right now and for a lot of nonprofit leaders, it feels equal parts exciting and overwhelming. In this episode, Woodrow Rosenbaum Chief Data Officer, GivingTuesday) and Elizabeth Kelly (Head of Beneficial Deployments, Anthropic) bring in a refreshing, human-first conversation about what it actually means to build AI fluency in the nonprofit sector.This isn't about becoming a prompt expert or chasing the latest tool. It's about learning when AI can help, when it can't, and how to use it responsibly in ways that strengthen trust, decision-making, and mission impact. Together, they unpack why AI fluency is quickly becoming the new digital literacy and how nonprofits can move forward without fear, hype, or burnout.You'll walk away with practical insights on how to:Shift from “should we use AI?” to “how do we use it responsibly and well?”Build AI fluency as an organizational muscle, not a one-time trainingStart small with AI by improving one painful workflow at a timePut guardrails in place around privacy, bias, and human reviewAvoid using AI just to do the same work faster and instead focus on better outcomesCreate shared learning and trust so teams experiment without fearIf you've been waiting for permission to go slow, ask better questions, and lead with intention, this one's for you.Episode Highlights: Understanding AI Fluency and Its Importance (02:17)The Role of Data in Nonprofit AI Adoption (05:10)Real-World Applications of AI in Nonprofits (07:40)Launching Claude for Nonprofits (10:38)Building Trust and Responsible AI Use (13:24)Governance and Oversight in AI Implementation (16:27)Elizabeth + Woodrow One Good Thing (22:54)Dive Deeper: AI Fluency Course (Anthropic)Fundraising.aiEpisode Shownotes: www.weareforgood.com/episode/675Save your free seat at the We Are For Good Summit

The discussion centers on the rapidly evolving landscape of AI adoption within businesses, highlighting a significant gap between individual user experimentation and formal organizational strategies. While employees across various departments are actively using AI tools for productivity gains, many executive leaders remain hesitant to formally adopt or fund these technologies due to concerns about governance and risk. This creates a "skunk works" environment where individual adoption outpaces official oversight, leading to a potential shadow IT problem for organizations. For MSPs, this presents an opportunity to offer AI governance and risk assessment services, helping clients navigate the complexities of safe and effective AI integration.The episode underscores the compressed adoption cycle of AI compared to previous technology waves like cloud and cybersecurity. While those technologies took years to move from early adopters to mainstream paid engagements, AI has accelerated this process into months. However, this rapid adoption has also exposed new pitfalls, particularly concerning the unknown risks of AI, such as intellectual property disclosure or compliance breaches. The conversation emphasizes that the focus for businesses is shifting from the capabilities of AI to the potential consequences of its misuse, making risk assessment a critical concern for IT service providers looking to guide their clients.A significant portion of the discussion addresses the growing concerns around delegated responsibility and the potential for autonomous systems to make decisions without human oversight. As AI-driven automation expands, the liability for errors or unintended consequences will increasingly fall on IT service providers who implement these systems, rather than solely on the software vendors. This is expected to lead to a "contract lag" as existing agreements fail to account for new AI-related liabilities, prompting a need for updated contractual language and risk allocation frameworks. MSPs will need to proactively address these emerging liabilities to build trust and secure new business in the AI-driven IT services market.The episode concludes by examining the dichotomy between highly technical users who approach AI with incremental caution within existing compliance frameworks, and business users who are adopting AI more rapidly, sometimes without fully considering regulatory or security implications. This necessitates tailored governance strategies for different user groups. For MSPs, the immediate opportunity lies in offering risk assessment and advisory services to help organizations understand their AI exposure. Furthermore, the industry faces a crucial challenge in evolving from rigid standardization to adaptable service models that can accommodate the unique risks and opportunities presented by AI, ultimately determining relevance and avoiding obsolescence in the rapidly changing tech landscape.

In this episode, Dr. Viv Babber, CEO of Lean Six Intelligence Group, discusses why AI success depends less on tools and more on governance, leadership fluency, and decision clarity.

In this episode, Dr. Viv Babber, CEO of Lean Six Intelligence Group, discusses why AI success depends less on tools and more on governance, leadership fluency, and decision clarity.

Apple has introduced Creator Studio, a subscription-based suite that embeds AI-assisted features directly into familiar productivity and creative tools while maintaining strict control over interfaces and user experience. Alongside this launch, Apple confirmed a multiyear partnership with Google to use Gemini and Google Cloud as foundational AI infrastructure, reportedly involving annual payments of around $1 billion. The approach reinforces Apple's strategy of treating AI models as interchangeable components while retaining authority at the application layer, shifting responsibility for governance and oversight away from the platform and toward downstream users and advisors.Google, meanwhile, expanded Gemini through a new Personal Intelligence feature that can reason across Gmail, Photos, Search, and YouTube data for consumer accounts. Available initially to paid subscribers and requiring explicit consent, the capability highlights Google's advantage in contextual data rather than model novelty. By keeping the feature out of Workspace for now, Google appears to be setting user expectations in consumer environments before enterprise deployment, a move that may influence how business users evaluate AI-enabled decision support in the future.Pax8 disclosed a data leak affecting approximately 1,800 MSP partners after an internal spreadsheet was mistakenly shared with a limited number of recipients. While no personally identifiable information was exposed, the data included licensing and commercial details that could be used for competitive intelligence or targeted attacks. The incident coincides with Pax8's rapid international expansion, new regional offices, and growing reliance by MSPs on its marketplace for procurement and security tooling, including the recent addition of Cork Cyber's risk intelligence platform.Taken together with renewed attention on AI governance, the Secure by Design initiative, and guidance on when to apply GenAI versus traditional code, the episode underscores a widening gap between automation and authority. Surveys show a majority of IT leaders now prioritize AI governance, reflecting concern over accountability, data flows, and failure handling. For MSPs and IT service providers, these developments reinforce the need to clearly define who has the power to approve, pause, or override AI-driven systems and platform dependencies, as clients increasingly expect service providers to explain and manage outcomes they may not fully control. Four things to know today Apple's Creator Studio and Google Partnership Show a Strategy Built on Control, Not AI OwnershipAs Gemini Reasons Across Gmail, Search, and YouTube, Google Redefines AI Advantage Around Context            Pax8 Data Leak, Rapid Expansion, and Marketplace Growth Expose Risk Shift to MSPsAI Governance, Secure by Design, and GenAI Adoption Reveal a Growing Authority Gap for MSPs This is the Business of Tech.    Supported by:  https://scalepad.com/dave/

Oren Michels talks about how enterprises can safely scale agentic AI by putting the right governance, control, and data foundations in place. Oren is the founder and CEO of Barndoor AI, a company focused on governance and control for the agentic enterprise. He is an expert in enterprise systems and Artificial Intelligence. Listen for three action items you can use today. Host, Kevin Craine Do you want to be a guest? https://DigitalTransformationPodast.net/guest Do you want to be a sponsor? https://DigitalTransformationPodcast.net/advertise

On tonight's Rajeev's Corner, I'm digging into the College Sports Commission Participation Agreement — why it's being called a power grab, why some states are pushing back, and what it could mean for schools, conferences and the future of college sports enforcement.Then we get into LATEST NEWS on the CFP expansion battle: the Big Ten's audacious 24-team dream, the SEC's 16-team preference, and why this disagreement could keep the College Football Playoff format stuck at 12 teams unless leaders find common ground by January 23rdReal analysis. Real implications. Real power plays shaping college athletics.

This episode of The Edge of Show was recorded live at the Future of Money, Governance, and the Law (FOMGL) 2025 event in Washington, D.C., where policymakers, financial institutions, and technology leaders came together to address how emerging technologies are reshaping global finance.In this conversation, Eleanor Terrett, Marcus Veith, Wee Kee Toh, and Paul Dowding dives explore how major financial institutions like JP Morgan and Grant Thornton are moving beyond experimentation and embracing real-world blockchain solutions, from stablecoin adoption and tokenized deposits to the challenges facing auditors and regulators in a world that's quickly moving on-chain.Key takeaways:Why this is the year institutions are going all-in on crypto and DeFiReal-use cases for blockchain in global banking, treasury management, and auditsThe evolution from private, permissioned blockchains to public networks—and what's next for mainstream adoptionThe regulatory landscape in the U.S., what clarity acts mean for crypto-native and traditional companies, and how to prepare your organization for what's aheadWe'll cut through the buzzwords with honest takes, contrarian views, and practical advice from industry leaders who are building the future of finance right now. Whether you're just crypto-curious or deeply involved in fintech innovation, this episode will level-up your understanding.Support us through our Sponsors! ☕ Want to make content like ours? Sign up with Castmagic to make your creative process easy: https://bit.ly/CastmagicReferral Work smarter, grow faster. Automate your SEO, get AI insights, and manage all your clients in one place with Helm. Start today at helmseo.comAre you a content creator, podcaster or interested in your business getting its voice out there? Then reserve a .podcast domain by paying just one-time as little as $10 for a lifetime of benefits! Check out the details and snag your .podcast domain today! https://get.unstoppabledomains.com/podcast/

AI systems are moving fast, sometimes faster than the guardrails meant to contain them. In this episode of Security Matters, host David Puner digs into the hidden risks inside modern AI models with Pamela K. Isom, exploring the governance gaps that allow agents to make decisions, recommendations, and even commitments far beyond their intended authority.Isom, former director of AI and technology at the U.S. Department of Energy (DOE) and now founder and CEO of IsAdvice & Consulting, explains why AI red teaming must extend beyond cybersecurity, how to stress test AI governance before something breaks, and why human oversight, escalation paths, and clear limits are essential for responsible AI.The conversation examines real-world examples of AI drift, unintended or unethical model behavior, data lineage failures, procurement and vendor blind spots, and the rising need for scalable AI governance, AI security, responsible AI practices, and enterprise red teaming as organizations adopt generative AI.Whether you work in cybersecurity, identity security, AI development, or technology leadership, this episode offers practical insights for managing AI risk and building systems that stay aligned, accountable, and trustworthy.

Iran's vulnerability and protests, U.S. keeping pace with China, a conversation with Mike Huckabee, and thriving after homelessness. Plus, AI help in the kitchen, Bethel McGrew on New York assisted suicides, and the Tuesday morning newsSupport The World and Everything in It today at wng.org/donateAdditional support comes from His Words Abiding in You, a Bible memorization podcast designed for truck drivers. His Words Abiding in You … on all podcast apps.From Ridge Haven Camp in North Carolina and Iowa. Summer Camp registration open now at ridgehaven.orgAnd from Ambassadors Impact Network, a nationwide community of angel investors who work together to evaluate and fund companies advancing the gospel through business. Members share diligence, learn from peers with private equity and entrepreneurial backgrounds, and invest individually in opportunities they select. Since 2018, members have deployed over $26 million into more than 60 companies. Learn more at ambassadorsimpact.com

In this Omni Talk Retail episode, recorded live from NRF 2026 at Vusion's booth, Jim Norred, Chief Commercial Officer (CCO) at Vusion, and Gina Ayala Claxton, CVP of U.S. Retail & Consumer Goods at Microsoft, join Anne Mezzenga and Chris Walton to explain why connected stores are quickly becoming a P&L priority for retailers in 2026. As margin pressure, labor constraints, and ecommerce fulfillment demands intensify, retailers are being forced to connect store infrastructure, data, and AI to drive faster, more accurate decisions. From Bluetooth-enabled connectivity and real-time shelf availability to agentic AI, data readiness, and governance at scale, this conversation breaks down what it really takes to modernize stores without creating costly “science projects.” Key Topics covered: -Why ecommerce picking accuracy is accelerating connected store adoption -Operational vs. marketing-led drivers of connected store investments -The anatomy of a connected store: BLE, data, and AI -Why Bluetooth is emerging as the heartbeat of in-store connectivity -Agentic AI, observability, and speeding decisions from signal to execution -Platform vs. point solutions and how retailers avoid technology sprawl -Governance, security, and scaling AI across thousands of stores -How retailers are prioritizing initiatives with measurable P&L impact -Turning connected store investments into loyalty, efficiency, and ROI Stay tuned to Omni Talk Retail for continued coverage from NRF 2026, and stop by Vusion booth #4921 to say hello. #NRF2026 #ConnectedStore #RetailTechnology #RetailAI #OmnichannelRetail #StoreOperations #VusionGroup #Microsoft #RetailInnovation #OmniTalk

Rising workplace use of artificial intelligence is outpacing organizational governance, according to data from Microsoft and Gallup. Microsoft reports global AI adoption reached 16.3% in 2025, while Gallup finds nearly half of U.S. workers use AI tools at work at least annually. Despite that usage, only a minority of employees report clear employer guidance on AI ownership and purpose, creating accountability gaps that frequently surface during incidents or audits.Additional data underscores uneven adoption and oversight. Microsoft's AI Economy Institute notes adoption rates in the Global North are nearly double those in the Global South, correlating with earlier infrastructure and policy investment. Within organizations, most AI usage remains occasional rather than daily and is concentrated in knowledge roles, suggesting informal, user-driven deployment rather than standardized programs—conditions that complicate governance for MSP-supported environments.Microsoft's product moves further elevate the governance issue. The company is testing policies allowing IT administrators to uninstall Copilot on managed devices while simultaneously enforcing Windows and Office end-of-life timelines through 2026 and embedding purchasing directly into Copilot workflows. These changes expand administrative control but also place AI more firmly inside operational and economic decision paths that MSPs help manage.Platform announcements from Acronis, Hexnode, and Google extend automation from assistance to execution, while public comments from Nvidia CEO Jensen Huang and Linux creator Linus Torvalds highlight differing views on AI speed versus discipline. For MSPs and IT service providers, the practical takeaway centers on accountability: as AI systems take actions rather than make suggestions, governance, policy definition, and oversight become explicit services rather than implied responsibilities. Four things to know today 00:00 AI Use Expands at Work, but Employees Say Transparency and Ownership Are Missing04:37 Microsoft Lets IT Uninstall Copilot as Windows and Office End-of-Life Deadlines Near07:38 Acronis Launches Archival Storage as Hexnode and Google Advance Platform-Centric Automation11:07 Jensen Huang Warns Against AI Regulation as Linus Torvalds Limits AI's Role in Critical Code This is the Business of Tech.     Supported by:  https://scalepad.com/dave/

Send us a textEpisode # 151: Start the year with leadership that actually moves the needle. We walk through the strategic actions that make teams faster, clearer, and more resilient—without adding noise. We begin with the culture you model when pressure hits, because people copy what you do, not what you say. Calm, integrity, and active listening create psychological safety and higher standards at the same time. From there, we narrow in on priorities: how to publish a short, ranked list, tie it to forecasts and analysis, and adjust in real time so finance and accounting stop guessing. You'll hear practical ways to align tasks to business objectives using specified, implied, and essential work—an approach that reduces miscommunication and keeps execution honest.Governance becomes your engine for speed. We outline how to set clear escalation thresholds, run effective risk and operating reviews, and reward early warnings over last‑minute heroics. Then we tackle direct engagement and decision timeliness: structured operating rhythms, skip‑level listening, and defined decision rights that accelerate choices without micromanaging. The throughline is clarity—who decides, what matters now, and why trade‑offs are worth it—so people can move with confidence.By the end, you'll have a checklist for today: model one cultural behavior, publish your priorities, and set a simple escalation path. Whether you lead FP&A, accounting, or the broader enterprise, these moves build trust and momentum that last beyond January. Episode outline:Set a positive team culture,Establish clear priorities, transparency, and accountability,Encourage risk issue escalation with good governance, and Lead with more direct engagement and better decision timeliness. Please connect with me on:1. Instagram: stephen.mclain2. Twitter: smclainiii3. Facebook: stephenmclainconsultant4. LinkedIn: stephenjmclainiiiFor more resources, please visit Finance Leader Academy:  financeleaderacademy.com.Support the show

Euro Beinat is the Global Head of AI and Data Science at Prosus Group, working on scaling AI-driven tools and agent-based systems across Prosus's global portfolio, deploying internal assistants like Toqan and generative AI platforms such as PlusOne, and building initiatives like AI House Amsterdam and interdisciplinary AI residencies to explore intent-driven AI and strengthen Europe's AI ecosystem.Mert Öztekin is the Chief Technology Officer at Just Eat Takeaway.com, working on advancing the company's platform with AI-driven ordering and personalised user experiences, scaling cloud and generative AI tooling for engineering productivity, and exploring innovative delivery technologies like automation to make ordering and delivery more seamless. Join the Community: https://go.mlops.community/YTJoinInGet the newsletter: https://go.mlops.community/YTNewsletterMLOps GPU Guide: https://go.mlops.community/gpuguide// AbstractAgents sound smart until millions of users show up. A real talk on tools, UX, and why autonomy is overrated.// BioEuro Beinat Euro is a technology executive and entrepreneur specializing in data science, machine learning, and AI. He works with global corporations and startups to build data- and ML-driven products and businesses. His current focus is on Generative AI and the use of AI as a tool for invention and innovation.Mert ÖztekinMert is the current Chief Technology Officer at Just Eat Takeaway.com with previous experience as a CTO at Delivery Hero Germany GmbH, Director of Engineering at Delivery Hero, and IT Manager at yemeksepeti.com. They have a background in software engineering, system-business analysis, and project management, with a master's degree in Computer Engineering. Mert has also worked as an IT Project Team Lead and has experience in managing mobile teams and global expansions in the online food ordering industry.// Related LinksWebsite: https://www.prosus.com/Website: https://justeattakeaway.com/~~~~~~~~ ✌️Connect With Us ✌️ ~~~~~~~Catch all episodes, blogs, newsletters, and more: https://go.mlops.community/TYExploreJoin our Slack community [https://go.mlops.community/slack]Follow us on X/Twitter [@mlopscommunity](https://x.com/mlopscommunity) or [LinkedIn](https://go.mlops.community/linkedin)] Sign up for the next meetup: [https://go.mlops.community/register]MLOps Swag/Merch: [https://shop.mlops.community/]MLOps GPU Guide: https://go.mlops.community/gpuguideConnect with Demetrios on LinkedIn: /dpbrinkmConnect with Euro on LinkedIn: /eurobeinat/Connect with Mert on LinkedIn: /mertoztekin/Timestamps:[00:00] AI Transformation Challenges[00:29] AI Productivity[04:30] Developer Tool Freedom[09:40] AI Alignment Bottleneck[22:17] Exploring Agent Potential[25:59] Governance of AI Agents[33:24] Shadow AI Governance[40:57] AI Budgeting for Growth[46:27] MLOps GPU Guide announcement!

Rob Gerberry, Senior Vice President and Chief Legal Officer, Summa Health, speaks with Michael Peregrine about the most significant governance developments for the health care industry in 2025 and projections on the governance trends that will impact the health care industry in 2026.Watch this episode: https://www.youtube.com/watch?v=qb_p7E3BrqgEssential Legal Updates, Now in Audio AHLA's popular Health Law Daily email newsletter is now a daily podcast, exclusively for AHLA Comprehensive members. Get all your health law news from the major media outlets on this podcast! To subscribe and add this private podcast feed to your podcast app, go to americanhealthlaw.org/dailypodcast. Stay At the Forefront of Health Legal Education Learn more about AHLA and the educational resources available to the health law community at https://www.americanhealthlaw.org/.

In today's show, BAILeY, your semi-sentient hostess with the mostest metadata, teams up with Frank La Vigne to welcome the ever-insightful Andrew Brust for a deep dive into the evolving Microsoft data ecosystem. From nostalgic tales of Windows history and scoring elusive Clippy swag at Ignite, to unraveling what makes Microsoft Fabric a game-changer for data integration, AI, and governance, this episode covers it all.You'll hear firsthand how Microsoft's innovation goes far beyond the tech itself—focusing on seamless integration, unified billing, and organizational synergy. Andrew Brust sheds light on the journey from fragmented Azure services to the unified vision of Fabric, the rise of generative AI and “agentic” intelligence, and the increasingly important role of data sovereignty and governance in today's regulatory landscape.Whether you're a data enthusiast, an AI tinkerer, or just in it for the nostalgia, grab your headphones and get ready for insights, laughs, and more acronyms than you can shake a dataset at. Stay curious and caffeinated—this episode has something for everyone!Time Stamps00:00 Microsoft Expertise and Industry Analysis03:18 "Big Data and Analytics Insights"08:31 Power BI's Rise in Azure12:26 "Unified Fabric-Based Data Platform"14:01 "Fabric IQ Powers AI Integration"17:24 "Achieving Synergy Against Odds"23:32 "Unified Compute for Seamless Integration"24:41 "Overwhelmed by AWS Complexity"28:21 "Microsoft Research Powers Azure Fabric"34:20 "Azure Foundry and Tools"37:33 "Flexibility Beyond Major Cloud Providers"41:33 Global Data Privacy Trends45:13 "Governance for Agentic AI"47:29 "Azure Stack and Local Clouds"50:13 "Kubernetes: The Cloud Caveat"53:40 "Let's Reconnect and Reminisce"

In this episode, 10 Family Office Myths exposed (and debunked). https://youtu.be/j1cgcZZcRBM Welcome back and Happy New Year on the Wealth Actually podcast. I’m Frazer Rice. We have a fun show today where we talk about 10 myths in the family office space. Mark Tepsich, who runs the family office governance practice at UBS is here as we dish into the ideas and concepts that are misunderstood in the family office world. Summary This conversation delves into the complexities and myths surrounding family offices, exploring their structure, governance, and the unique challenges they face in wealth management. The discussion highlights the importance of understanding the specific needs of families and the role of family offices in managing complexity and preserving wealth across generations. It also addresses common misconceptions about family offices, including their necessity, governance, and their relationship with institutional investors. Takeaways Family offices are established to manage complexity in wealth.Not all family offices are the same; each has unique needs.Governance frameworks are essential for effective family office management.Many family offices outsource functions rather than internalizing them.The myth that 85-90% of family offices shouldn’t exist is false.Shirt sleeves to shirt sleeves is a debated concept in wealth preservation.Family offices need to adapt to the evolving needs of families.Investment functions in family offices are often secondary to administrative roles.Family offices are driven by complexity rather than just size.The future of family offices may involve more direct investment opportunities. Chapters: Family Office Confidential 00:00 Understanding Family Offices: Myths and Realities02:02 The Complexity of Family Office Structures04:37 Debunking Common Myths About Family Offices06:17 The Role of Outsourcing in Family Offices07:54 Generational Wealth: The Shirt Sleeves Myth10:51 Flexibility vs. Permanence in Family Offices12:48 Governance and Decision-Making in Family Offices15:49 Investment Functions in Family Offices18:05 Size vs. Complexity in Family Offices20:09 Family Offices vs. Institutional Capital21:19 The Aspirational Nature of Family Offices23:30 The Relationship Between Family Offices and Institutions25:36 Technology in Family Offices: Current Trends29:03 Family Offices and Private Equity: A Comparative Analysis Myths 85-95% of FO’s should not exist vs. “there is no such thing as a family office’ Family office internalize everything A Family Office Anchored by an operating business is the same that is one funded solely by liquidity event Shirtsleeves to Shirtsleeves is myth Family offices are designed to be permanent’ Family Offices don’t need high end (almost SOX) like governance Family Offices are driven by net worth (no, by complexity) Family Offices are built on a robust investment function (no, it”s complexity management- often rooted in bookkeeping and accounting) Family Offices are like institutional Capital (no, many more motivations than pure returns- including whimsy and the knee-jerk ability to override the IPS) Family Offices are the right result for a career (they could be, but it is extremely unlikely- a lot of things have to be “just right” and there is little to know patience for development Family Offices make great wealth clients (very much depends on the function and the product- they can be difficult consumers) Family office tech is best – in – breed (No and it probably never will be) Family offices shun Large institutions (Surprisingly, no- needed for deals, expertise, and most importnatly financing and introductions) Keywords family offices, wealth management, governance, investment strategies, family dynamics, myths, financial planning, family wealth, complexity management, family governance Transcript: Family Office Myths Busted Frazer Rice (00:04.462): Welcome board, Mark. Mark Tepsich: Hey, Frazer, good to see you again. Appreciate the opportunity. Frazer Rice: Likewise. So let’s get started first. We’re going to go into some of the myths around family offices. But you really participate in kind of an interesting subset of that in terms of helping families design and govern them. What exactly does that mean on a day-to-day basis for you? Mark Tepsich: Yeah, good question. So, you know, it means a couple of things, right? So if you think about a family office, you have families that are at the inception point, right? Where things are getting too complex for them. They need to set up some sort of infrastructure. And it’s really like, what is a family office? What can it do for me? What are the pros, cons, and trade-offs? Where do I start? What’s the infrastructure, the systems? Who do I hire? How do I structure a compensation? So you’ve got families maybe coming at it. From post liquidity event, maybe coming at it from, we need to lift up, lift out this embedded family office out of the business to, hey, we’re an existing family office. We’ve got, you know, we’re evolving, right? The family’s growing, their enterprise is changing, the world around us is changing. People are leaving the family office, the next gen’s getting incorporated into the family office in some way. We’ve got some questions that could be, how do we engage the next generation through the family office? Mark Tepsich (01:21.614): How do we make decisions, communicate around our shared assets and resources, which could be a portfolio, maybe even a business, or hey, how do we come together and hire? What is this profile of this person look like? Who should we hire and not hire? What’s the structure of their compensation, carry co-investment, leverage co-investment? What’s the tech stack look like across accounting, consulting, reporting? Now, how do we insource and outsource? So it’s sort of. I like to call it organizational capabilities. So, you know, sometimes it’s soup to nuts, like starting from zero, other times it’s, we’ve been around for a long time, but we have a couple of questions. So that’s kind of my day to day. And, you know, I’ve been living this really since 2008 pre-global financial crisis. Frazer Rice So we’re going to go into, I think, some of the craziness of the family office ecosystem where we have people who wear many hats, people who wear masks, some people who are jokers and other people who are really good technicians and provide a lot of great insight. One of the things you were talking about is that the different types of mandate can be different. And I think maybe one of the first myths we should tackle is the The bromide that if you’ve seen one family office, you’ve seen one family office, which is thrown around at every family office conference and everybody chuckles for a minute and then it sort of washes away and no one cares anymore. What do you think about that statement? Mark Tespich (03:19.006): So I don’t necessarily think it’s true. And here’s what I mean. Let’s make an analogy to this, right? A business needs certain core infrastructure to just operate, right? And using accounting back office, you know the inflows, the outflows, you know, if you’re make a decision, these are the steps you have to go through. And so a family office, right? It needs to incorporate that, but it needs to incorporate it with the family and the family enterprise that is existing for that family, right? So, yeah, each family office is different because each family is different, but that’s like saying you’ve seen one business, you’ve seen one business, right? The strategy could be, the culture could be different, but, you still need some core operating infrastructure. And again, there’s accounting infrastructure, and that’s the basics, right? So there’s a curl of truth, but largely I think that it is false. Well, and at the same time, yes, families are different, but in general, families are trying to get to the same place, which is, know, they want to steward the wealth. They want to make sure it benefits the family and the other constituencies. And they want to make sure that it’s preserved over time. And those functions, you know, it’s very infrequent. You’d find the functions not there. And so how you get from A to B may be different, as you said, but there are a lot of universal truths to setting one of these things up. Frazer Rice So one of the other myths that we’ve come across is the idea that 80 to 90 percent of family offices shouldn’t exist. is, people and families set these up for, let’s call it the wrong reasons. Maybe it’s fear of missing out, maybe it’s great cocktail party chatter, maybe it’s an overdiagnosis of their needs. What do you think about that? Mark Tepsich Again, false. know, family offices are largely a function. They largely exist because there’s a market scale here. And what I mean by that is when you look under the hood at a family office, you’ve got basics of an accounting firm. You’ve got basics of an investment slash wealth management firm. You’ve got the basics of a legal slash tax firm. And then you’ve got essentially everything in between. And when you look at professional service firms out there, They can’t provide all of those under one roof, whether compliance or regulatory reasons. But the other reason is because no business model out there can really scale the complexity that each one of these families has. So yeah, you could outforce a lot of this stuff, but at the end of the day, family offices often exist because of a market failure. so, false, 85 to 90 % of family offices should exist. Frazer Rice (05:41.164) One of the other things, I’ve been around enough of these getting set up, is that the family office, if we get into sort of a technical structure, such that you set up a structure so that you’re able to deduct the expenses related to administering the wealth around that, that’s a valid reason to do things in addition to the organizational component. So I agree with you that there’s, to say that they shouldn’t exist is sort of belying the notion that these functions should take place internally. And I think you spoke to that. And I guess that gets to another myth, which is that family offices should internalize all of these functions. You just talked about it a little bit, that that’s not a great business model either. Mark Tepsich No, mean, yeah, so, you know, 85 to 90 % of family members out there, you just use that statistic, outsource a fair amount of things, right? And what that means is let’s just use tax counsel, for instance, right? This is something that these issues exist in every family office, they exist for every individual, but at the end of the day, should you have, you know, a tax counsel in-house in a family office that’s only doing, you know, income tax advisor work? Probably not. For 95 % of family offices because the frequency just isn’t there, right? So, you if you look at general councils alone, right? So they should have a broader mandate than income tax. should have well-transferred estate planning. Every family has those issues, but do they have the frequency to warrant bringing that individual, that professional and the rate, the cost? Probably not. a lot, you know, most family offices outsource a fair amount of whether it’s investment management, manager selection and due diligence. So false. Most fair amount offices do outsource a fair amount. Frazer Rice (07:31.374) One the things, this is one of my favorite controversial topics in the family office ecosystem of vendors that are out there is this notion that shirt sleeves to shirt sleeves is a myth. that the, and for those who don’t know what that means is, know, the first generation has generated the wealth, the second one enjoys it. And then the third one for a variety of reasons is ill-equipped to carry the wealth forward. And then everyone kind of goes back. It transcends culture. It’s lily pad to lily pad. You know, there’s a British version and a Russian version and whatever version. But the advice ecosystem around this is such that there’s a lot of debate about the statistics that have, quote unquote, proven that. And I can listen to that and say, yes, those may be very narrow. But there is a myth out there that shirt sleeves to shirt sleeves is a myth. Maybe you have some comments on that. Mark Tepsich Man, this is a tough one. I will say this will probably be the toughest one. So I think once a family becomes wealthy, right? And you can kind of define that as, the wealth, meaning the financial wealth will last a few generations with really out, with really nobody working, right? Let’s just define it that way. It’ll last a couple of generations if you make some not dumb decisions, we’ll call it. I think such as the financial markets today, right, as long as you’re diversified, you will stay wealthy. Does that mean you are going to have the same amount per capita over time? Maybe not, right? So if you look at it today, is a nuclear family of four, and you look at it 50 years from now, and the family is 30 people, right? I don’t know what the growth rate would have to be on those assets. So I think the family will remain wealthy whether they remain, you know, on a per capita basis, right? That’s a different story. I think what this is missing, however, I think the numbers kind of overshadow what this is getting at. I think when you look at it, when you take a step back, that first generation wealth creator, right? Will the family continue to be builders and entrepreneurs down the road? Frazer Rice (09:50.26) That I think that’s the question. Will they continue to kind of reach their full potential? I think that is that should be the focus. I’m going to punt on this one. I think it’s TBD and it’s there’s no set answer. I think the idea that the returns, To get back to your point is that as you go from generation to generation, the complexity increases, I’d say geometrically. Whereas the assets in many ways are going to be designed to increase linearly. And so at some point it may be 14 generations down the line when you’ve got 300 people that you have to take care of, are those assets gonna be in place to be able to support the level of living that people expected in generation one, two, and three? I think that’s the equation we’re all trying to fight. And so I’d say while Shirt Sleeves to Shirt Sleeves isn’t necessarily a prophecy, it’s definitely something that has to be addressed. So I’m gonna say that the fact that Shirt Sleeves to Shirt Sleeves is a myth, I think that’s the myth. Mark Tepsich So that’s where I draw my line in the sand there. think there’s an equation you constantly have to fight. Okay, so here’s another one. Family offices are designed to be permanent. I happen to think that they start out trying to be permanent, but in actuality, they really have to be more flexible and flex with the needs of the family, even at the first or second generation. Yeah, I would agree. Often they’re established for a good reason, right? That reason is complexity. Whether that complexity continues to exist for the family is a different story, right? You might have a business being sold. The family might just say, “hey, we don’t need to do all these direct investments, these alternate investments. Let’s just keep it simple, keep it passive.” I don’t think they’re designed to be permanent. I think families don’t really think about that too much. They want to exist for probably the existing generation that’s leveraging it and they wanna transition it, to your point, be flexible over time. But I don’t think anyone like a business, right? If you think about a business, the business generally speaking, it’s meant to exist in a perpetuity. That’s why you have a business, right? It’s not a sole proprietorship, but a family office, I think it’s TBD, right? So, you know. I don’t think anyone’s setting up a family that will say this is going to exist a thousand years from now. And I think if they came out and said that, think that it would add question and motivations. Frazer Rice Maybe we may be welcoming the Martians, we may be speaking Mandarin. There’s a thousand things that could happen in between here and then, that’s for sure. Here’s a myth that I think you and I are both going to agree is one, which is that family offices, for the ones that we think are going to try to persist, don’t demand necessarily Sarbanes-Oxley or high-end governance. Mark Tepsich I think as family offices mature, meaning as the family evolves, they do need some sort of decision-making framework. Especially if they’re going to really come together and act like somewhat of an institution. What I mean by that is, under the hood of a family office or under the hood of a family, let’s say there’s 10 family members. Let’s say there’s 20 to 25 trusts within that. You know, you could come together and pull your assets, right? And pull your resources. That’s part of the reason for having a family office. And so you just have a larger pool of capital. When you’re doing that, you do need governance. Okay? But if you’re gonna have, it’s just like, hey, we’re gonna have our separate portfolios. We’re not gonna come together and have pooled investment vehicles. You might not need an investment company, okay? And there might be good reasons to have an investment committee. In fact, many the investment committees I see, they’re not like college endowments where, we got eight people or nine people on here. We need to agree at least have five people to agree to allocate to this manager or change the allocation or change the IPS, depending on where that authority resides. I often see many investment committees for families, hey, we’re just collaborative in nature. We’ll get together. We’re going to have a meeting and talk about different strategies. Different advisors, things we should be doing. But if they’ve always had to agree at the family business level, they might not wanna have that same construct in the family office slash investment portfolio. If they’ve always struggled, know, come into agreement at the family business, now they’re gonna like, hey, we’re gonna recreate this dynamic. don’t have a binding construct. In fact, we ran a report, it’s coming out hopefully in the next couple of weeks. on family enterprise governance and a component obviously is the investment committee. 70 % of the investment committees out there are advisory in nature, meaning they don’t make binding decisions. They take it back to the trustees or whoever the authority is and they say, hey, here’s what we think, right? So individual family investors, whoever that is, co-trustees, it’s a, okay. So I do think governance is important, but it depends on what you mean by that, right? Should there be an IPS in place? I 100 % think that each family investor should have an IPS in place. The biggest mistake I see there is, hey, we’ve got this shared pool of capital. We’ve got 50 trusts. We’ve got one single IPS, right? I think that is a big mistake. don’t think that’s good governance. So it really depends on what you mean, but I think, yes, there should be some decision-making framework that you’re following. Otherwise, what exactly are you? Adhering to it, right? Like, what is your framework? What is your decision making tree? Frazer Rice (15:53.902) On top of that, possible myth. Family offices are built on a robust investment function. I mean, yes, there are some that are like that, right? You know, there’s a big names out there, MSD, Pritzker, so on and so forth. Those are the exceptions rather than the rule. Most family offices, 85 to 90 % are formed to manage the complexity, right? So again, otherwise you’re gonna have all these outsourced providers and that just doesn’t make sense when you’re trying to make a decision, because you need all the different parts to come together. They’re often built as administrative functions first, rather than, we’re gonna go start the next, you know, a private equity firm. that’s false. Frazer Rice The, as I like to say, probably to the boredom of a lot of people who talk to me a lot is that a lot of these really are built on a bookkeeping or an accounting spine. You’ve got to manage the inflows and outflows of everything and keep track of what you have or else you can have a great investment function, but things are going to spill all over the place. Mark Tepsich (17:30.872) I’ll never say, yeah. mean, and that actually goes back to good governance, right? So I always say, it’s not provocative. I’ll say, listen, this is not a provocative answer, but you need to create that first. And most of the people that are considering this rate are business owners. So they’ll intuitively get that. In fact, that function might exist somewhere at the business, but it’s really not organized. And without that function, like, it’s hard to make a decision, right? If you’re going to allocate 20 % of your portfolio, to private equity drawdown vehicles. got cap calls, capital commitments, distributions, like that needs to be budgeted and forecasting, right? So a lot of these families will have, one nuclear family can have three to four homes, 10 bank accounts, 20 entities. It’s not like a single piggy bank that you could take cash out of and move it every which way, right? Those are owned by different vehicles, different trusts, different assets and things like that, so. Frazer Rice Here’s a myth that I espouse which is Family offices and whether you have one or not is driven solely by size whether you have five billion or two hundred million or something like that that if you aren’t a certain size you shouldn’t have one and if you’re Of a certain size you must have one. Mark Tepsich That’s a myth. It’s driven by complexity first. I’ve seen, I’ve spoken to people that are worth two to $3 billion. It’s concentrated in a few stocks, meaning like they were early stage employees, right? They’re still in it. They’re getting a healthy dividend at this point. Guy talked to couple years ago. He had two homes, two cars, probably 95 % of his network was tied up into two separate securities that were probably traded. And he’s like, I don’t think I need a family office. You want to know what one was, what it could do from. And I’m like, listen, if you don’t have the complexity, it probably doesn’t make sense. Okay, if you can make a decision within whatever framework you have, whatever complex you have. Now, the other, you know, there is a cost factor to it, right? It gets easier to start a family office, meaning hire a couple of people, if you’ve got the… asset base for it to make sense on a cost perspective. So most of the time it’s driven by complexity, but cost does become a factor, right? If you’re worth a hundred million dollars, you’re to go hire 10 people. That probably doesn’t make sense. Frazer Rice (19:28.342) Right. Well, on top of that too, if you, and there’s a sort of the difference between a family office driven by a liquidity event and meeting that’s, that’s all you have versus a family office that’s tethered or sorry, a family business that’s tethered to it, that is also generating cash flows to help pay for things that that’s a big part of the decision. Because if you’re hiring people, you know, a CIO minimum, absolute minimum is probably $500,000. They’re going to need people, you know, you’re looking at at least 3 million. just to get the thing up and running before you start figuring out what you actually have to do. And so the concept that the size is going to dictate completely, it underscores sort of that cost component that you described there. Frazer Rice This is an interesting one and I like this concept to talk about. Family offices are like institutional capital as investors. Mark Tepsich Again, myth, there are some, again, there are some that are like institutions. They have the size and the sophistication. Oftentimes you see them, they’re former PE or hedge fund founders, right? That just aren’t doing any more of it. They made their wealth in the financial ecosystem, in the markets. And so they’re very sophisticated. But by and large, I mean, they’re sort of quasi-institutional, right? So I’ve seen multi-billion dollar family offices that Again, they’re more of the administrative hub rather than, we’re gonna be splashing around and playing in the markets and using a lot of leverage and doing a lot of control equity investments. So by and large, it’s the myth. 85 to 90 % are institutional-like. They are there to fill a need and that need is complexity management. Frazer Rice Here’s one on a different angle, which is family offices are the goal for people in the wealth management industry to work for, meaning family offices are a great aspiration for people who work in the industry and that that’s universal. Mark Tepsich (21:34.35) Myth, I think it’s an option. I think it’s interesting. I think it is a growing opportunity for folks that work in, you know, maybe wealth management or investment management or the financial ecosystem. But you didn’t, again, family has been around for a long time, but they’ve really only became, you know, kind of popular post global financial crisis with the rise of PE because of ZERP. You know, I’ll talk to a lot of people that are like in the hedge fund ecosystem looking for a change, right? And I say like, listen, like these opportunities for you are out there, but it depends on the family. It depends on their compensation philosophy as on the culture that you’re going to have to live within. There’s a lot of key man risk. Is it an opportunity? Yes. But again, it is, it is family office by family office. Frazer Rice I tell people too, it’s for people who are used to having lots of clients or lots of institutional support that is going to be a shift. It’s different to have one client. It’s different to have a scenario where the business of a family office, the business model of that particular family office can change on a dime. And if you don’t share the last name of the family you’re working for, you could be in a tough spot. Mark Tepsich Yeah, “we’re gonna build out a sustainability impact portfolio. We’re gonna build out, we’re gonna have a direct investment initiative. We’re gonna allocate whatever, a few hundred million dollars to it.” That person, that professional gets there and then a year or two or three years goes by and the strategy changes because a family member too had to change a heart. And then it becomes, okay, why am I here? Where am I gonna go now? So again, they could be great opportunities. I had a great experience.but it really just depends on the family. Frazer Rice (23:26.894) Here’s one, and you’ve got UBS over your shoulder there, so this is dramatic foreshadowing in some ways, but I think it bears talking about. It’s that family offices shun the large institutions, and that they want it bespoke, they want something peculiar all the time. What do you think about that? Mark Tepsich No, I mean, it goes back to the earlier myth that, you know, basically we’re saying family office should, family office do outsource a lot, right? So again, most family offices are five to eight people, right? I call it family office island, meaning you’re there on the island and you’re like, what is going on outside of the island or off of the island? You know your island really well, right? You know the family, know all the facts inside and out, but they are, I mean, there’s a reason why all these institutions, including UBS, has built out the resources to cater to family offices, right? I’m the perfect example. They brought me on to help our clients build family offices, right? They would not do that if it was gonna cannibalize their business. So they could be great clients and other times it’s like, hey, we’re very insular and we’re gonna keep everything close to the vest. Again, it’s family office to family office. But by and large, they’re great wealth clients. Frazer Rice No, and they also, you know, they need institutions to partner with of size, whether it’s at custody or lending or any number of other functions that are out there. Sometimes, you know, the RIA space is such that, you know, they try to be all things to all people and the appeal of being in, you know, the billionaire space. It takes a lot of people and a lot of effort and frankly a different business model to deal with that and to just sort of wander in and say we’re great and we can do these things. I think that’s a short road for a lot of institutions. Frazer Rice (25:17.602) Again, like we are brutally honest too. And I’ll, and here’s what I mean by that. Well, like we’re rated a lot of things, but I’ll say like, listen, there’s things that we can’t do for you. We can’t be your accounting back office, right? Like we just don’t offer that. We don’t have it. We’ve got a couple firms that would do that. They’re pure plays on it. So they’ve got to be good at it. but you know, use the various institutions for what they’re good for. They’re, know, again, that’s why you’ve got a family office. You can kind of pick or choose and be agnostic as to what you’re using them for. Frazer Rice If we wind down here a couple of last ones: The tech that family offices rely on is going to be best in breed. Mark Tepsich I, listen, I have this power station all the time with family office meeting, like what, what, you know, what tech providers should we be looking at? Listen, family office have grown in, right over the past 10, 15 years that there’s not a question. they’re historically, right. had to use in a family office, had to take basically institutional tools, try to repurpose them for the family office and they just, they’re just kind of clunky, right? The family office is still a cottage industry. If you’re trying to sell the family offices, you’re selling the two firms with five to eight employees, right? So the tools are going to continue to get better. But in my opinion, they’re always going to lag the institutional tools and kind of sophistication. But that’s also because institutional tools are very kind of narrow and deep, whereas the family office tech tools, you’ve got the accelerated reporting, but it needs to link to the accounting. That’s an issue. And so the family of standard day is left with like a bunch of disparate fragmented systems that have a challenge talking to each other. With that said, AI, I’ve been talking to a lot of these sort of mom and pop shops, I’ll call them. They’re firms that are trying to incorporate AI to break down these walls. So it’s not fragmented disparate systems. I use the analogy of it’s like jailbreaking an iPhone. I don’t know where this is gonna be in a couple of years, but I think the tools are going to continue to improve. But again, you’re probably not going to take a family office tech tool and deploy it at institutional scale. So if that answers your question, I guess it’s a measure. Frazer Rice First of all, I think it’s going to take a long time before something, quote unquote, replaces Excel, which is still a powerful tool that is flexible and does what it says it’s going to do. And people use it sometimes at their own peril to be the underpinning of everything. the one thing I would add is that the mom and pop software components, I think, have a lot of great ideas. The total market to sell into that, though, does not necessarily make for a great software business. As you say, to get those tools that are specific and required at the family office level to be profitable, you got to figure out a way to sell that into something bigger. I’m not sure there is anything bigger. Mark Tepsich (28:49.358) Yeah, I mean, you’d be better selling it to, you know, small businesses, right? So, I mean, the tools are going to get better, but there’s been a lot of interest recently in the past couple years. I don’t think, I think most of them are not going to survive. I don’t want to say there’s only going to be a couple winners, but on the Consolidated Reported Front, I really think there’s only going be a couple winners because you need scale. And again, family office, if you’re looking to make a decision, you’re like, well, okay, well, 5,000 users use Adapar and 50 use this other platform. So which one are you gonna choose? You don’t wanna onboard to the one that has 50 and then three years down the road, they’re out of business, or there’s fold or something like that. So with scale comes a little bit of security that at least you know that a lot of other people are using. You could point to that. Frazer Rice Last question. Family offices will rival PE firms in terms of influence in the investing market? 85 to 90 % will not rival PE firms. That’s not what they’re set up for. That’s not the goal of most family offices. Again, it’s complexity management. Will some rival PE firms? Yeah. But again, you… Listen, I’ve seen some family office go out there and raise their party capital. When they do that, they’re not a family office anymore. They might have a component in there, but they’re private equity firms. What you’re getting at is private equity firms are raising a fund every couple of years. Can a family office do that? No, because once they do that, they will be a private equity firm. So PE by and large has an infinite capital source, as long as they are good at what they do, right? So with that said, you know, there’s a lot of entrepreneurs that are are post liquidity events have played in the direct investment space, they really wanna do it. They’re still young, right? They’re billers, operators created. They wanna do it from a different vantage point. They’re coming to a realization: “that w”We need to start a fund.” I really love that story because again, they’re founders and operators. They didn’t come from the financial ecosystem first to do this. So I think they’re putting a different spin on PE. I think it’s great for the PE industry as a whole, by the way. And I think, if you’re a founder or a business owner, you might have an easier time taking an equity investment from somebody like that, who’s known in that specific industry that they made their money in, who’s had to make payroll. And they probably have a different timeline than normal PE that’s looking to flip every three to five years. So I think as an investor, I think that would be an interesting investment opportunity, right? And so it’s like, okay, well, part of my PE allocation, you know, This might look interesting. I hesitate to make, you know, I’m not an investment person, so. Frazer Rice Great stuff. Mark, how do people find you and reach out? Mark Tepsich I’m on LinkedIn. I would attempt to just spell my name with my email address at ubs.com, but it’s very lengthy. You just hit me up on LinkedIn. But, Frasier, I appreciate the time. This was great. Frazer Rice I’ll have that in the show notes and as a final parting, we sort of listen to people say, the family space is getting loud. I’m not sure it is. I think the vendors are more loud than the family offices are. I don’t know what your experience is there. Mark Tepsich 100%, the family members themselves are still quiet. You don’t see them out there on LinkedIn. It is the ecosystem to your point around them that is getting loud, right? It’s LinkedIn. It’s like, you know, every time I’m on there, it’s like somebody’s got something to say about families, which is good. Again, if you think about every boom in history, they attract people, right? You could say the same thing about AI, right? But again, it’s become loud, but that’s the industry. It’s not the family offices themselves. Frazer Rice Great stuff. Thanks, Mark. Mark Tepsich Thank you, Frazer. Appreciate it. FAMILY OFFICE DEFINED MORE ON FAMILY OFFICE DESIGN WITH ED MARSHALL https://www.amazon.com/Wealth-Actually-Intelligent-Decision-Making-1-ebook/dp/B07FPQJJQT/

With careers in public service under unprecedented scrutiny, David Wilson, Dean of UC Berkeley's Goldman School of Public Policy, and Jodi Sandfort, Dean of the Evans School of Public Policy and Governance at the University of Washington, explain why it has never been more critical to reimagine how we prepare students for these roles.Management Matters is a presentation of the National Academy of Public Administration produced by Lizzie Alwan and Matt Hampton and edited by Matt Hampton. Support the Podcast Today at: donate@napawash.org or 202-347-3190Episode music: Hope by Mixaund | https://mixaund.bandcamp.comMusic promoted by https://www.free-stock-music.comFollow us on YouTube for clips and more: @NAPAWASH_YT

Today's guest is Matej Zachar, CIO and CISO at Kontent.ai. Founded in 2015, Kontent.ai help content-driven organizations in regulated industries like healthcare and insurance overcome complex content challenges. They do this by bringing complete control and efficiency to every aspect of content management. At the core of Kontent.ai's work is a commitment to helping clients streamline content operations, reduce risk and enable teams to deliver high-quality content at scale.Matej Zachar is a security, privacy and IT executive with a track record of leading award-winning teams. He has built numerous security, privacy and IT programs and managed the security of over 400 products and cloud services. At Kontent.ai, he owns the IT and security strategies and programs, leads both IT and Security Team, and manages risks. He is also the chair of the Security Steering Committee, a member of the Responsible AI Committee, Privacy Team and Corporate Compliance Committee.In this episode, Matej talks about:0:00 His career working at the intersection of AI and Cybersecurity2:20 Secure AI governance builds trust amid evolving regulations4:33 How AI governance reveals reliance on vendors and data risks6:14 Vendor negotiations depend on company size and bargaining power7:27 Why AI adoption and customer sentiment are key success measures8:57 Advice to stay curious, adapt to change and commit to continuous learning9:58 Risk rises with understaffing and AI-driven phishing attacks12:30 How automation effectively speeds up tedious security tasks and triageTo find out more about all the great work happening at Kontent.ai, check out the website www.kontent.ai

In this episode recorded at DevConnect in Buenos Aires, I sit down with Eugene Leventhal (researcher at Metagov, podcaster at Governance Futures, new head of governance at Octant) to discuss the current crisis in crypto governance. The general feeling is that governance has been declared dead, foundations are being pushed aside, and the decentralization theater is being abandoned now that Trump's election has lifted compliance pressure.Eugene unpacks what he calls the "original sin of DAOs" (most were created purely for regulatory cover) and why most failed. But it's not all doom, we discuss the few projects still genuinely committed to decentralization, institutional interest in deliberative tooling, and why work on transparency and democratic innovation still matters, even as the industry pivots toward unregulated founder worship.Links:Bread Cooperative's Democratic Multisig webinarGuide book can be downloaded hereIf you liked the podcast be sure to give it a review on your preferred podcast platform. If you find content like this important consider donating to my Patreon starting at just $3 per month. It takes quite a lot of my time and resources so any amount helps. Follow me on Twitter (@TBSocialist) or Mastodon (@theblockchainsocialist@social.coop) and join the r/CryptoLeftists subreddit. Support the showICYMI I've written a book about, no surprise, blockchains through a left political framework! The title is Blockchain Radicals: How Capitalism Ruined Crypto and How to Fix It and is being published through Repeater Books, the publishing house started by Mark Fisher who's work influenced me a lot in my thinking. The book is officially published and you use this linktree to find where you can purchase the book based on your region / country.

Cat Moon and Mark Williams return to The Geek in Review wearing two hats, plus one tiara. The conversation starts at Vanderbilt's inaugural AI Governance Symposium, where “governance” means wildly different things depending on who shows up. Judges, policy folks, technologists, in-house leaders, and law firm teams all brought separate definitions, then bumped into each other during generous hallway breaks. Those collisions led to new research threads and fresh coursework, which feels like the real product of a symposium, beyond any single panel.One surprise thread moved from wonky sidebar to dinner-table topic fast, AI's energy appetite and the rise of data centers as a local political wedge issue. Mark describes needing to justify the topic months earlier, then watching the news cycle catch up until no justification was needed. Greg connects the dots to Texas, where energy access, on-site generation, and data-center buildouts keep lawyers busy. The point lands, AI governance lives upstream from prompts and policies, down in grids, zoning fights, and infrastructure decisions.From there, the episode pivots to training, law students, and the messy transition from “don't touch AI” to “your platforms already baked AI into the buttons.” Mark shares how students now return from summer programs having seen tools like Harvey, even if firms still look like teams building the plane during takeoff. Cat frames the real need as basic, course-by-course guidance so students gain confidence instead of fear. Greg adds a perfect artifact from the academic arms race, Exam Blue Book sales jumping because handwritten exams keep AI out of finals, while AI still helps study through tools like NotebookLM quiz generation.Governance talk gets practical fast, procurement, contract language, standards, and the sneaky problem of feature drift inside approved tools. Mark flags how smaller firms face a brutal constraint problem, limited budget, limited time, one shot to pick from hundreds of products, and no dedicated procurement bench. ISO 42001 shows up as a shorthand signal for vendor maturity, though standards still lag behind modern generative systems. Marlene brings the day-to-day friction, outside counsel guidelines, client consent, and repeated approvals slow adoption even after a tool passes internal reviews. Greg nails the operational pain, vendors ship new capabilities weekly, sometimes pushing teams from “closed universe” to “open internet” without much warning.The closing crystal ball lands on collaboration and humility. Cat argues for a future shaped by co-creation across firms, schools, and students, not a demand-and-defend standoff about “practice-ready” graduates. Mark zooms out to the broader shift in the knowledge-work apprenticeship model, fewer beginner reps, earlier specialization pressure, and new ownership models knocking on the door in places like Tennessee. Along the way, Cat previews Women + AI Summit 2.0, with co-created content, travel stipends for speakers, workshops built around take-home artifacts, plus a short story fiction challenge to write women into the future narrative, tiara energy optional but encouraged.Listen on mobile platforms:  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ |  ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠YouTube⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠[Special Thanks to ⁠Legal Technology Hub⁠ for their sponsoring this episode.]

Since the dawn of the twenty-first century, the West has been in crisis. Social unrest, political polarization, and the rise of other great powers—especially China—threaten to unravel today's Western-led world order. Many fear this would lead to global chaos. But the West has never had a monopoly on order.Surveying five thousand years of global history, political scientist Amitav Acharya reveals that world order—the political architecture enabling cooperation and peace among nations—existed long before the rise of the West. Moving from ancient Sumer, India, Greece, and Mesoamerica, through medieval caliphates and Eurasian empires into the present, Acharya shows that humanitarian values, economic interdependence, and rules of inter-state conduct emerged across the globe over millennia. History suggests order will endure even as the West retreats. In fact, the end of Western dominance offers us the opportunity to build a better world, where non-Western nations find more voice, power, and prosperity. Instead of fearing the future, the West should learn from history and cooperate with the Rest to forge a more equitable order. Amitav Acharya is the UNESCO Chair in Transnational Challenges and Governance and Distinguished Professor at the School of International Service, American University, Washington, DC. Lucas Tse is Examination Fellow at All Souls College, Oxford. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/political-science

Guest Host Yoko Oshima leads this episode's interview with host Catherine O'Connell as Lawyer on Air reaches the milestone of 5 years on air and 100 guests. Catherine shares her remarkable journey from a shy New Zealand teenager to an award-winning lawyer, podcast host, and board member at companies like Toyota and Fujitsu.You will hear about the pivotal moments that shaped her career, and why she believes courage must come before confidence. If you love listening to LOA and want to know more about Catherine, this is the episode for you.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 Catherine's childhood curiosity and shyness coexist with the confidence she's built over decades in JapanThe Japanese lawyers who inspired her career transition and the mentor who saw her potential before she didWhy she's stayed in Japan for 23 years despite initially planning “max two years”, and the concept of "strategic patience"The high-stakes investigation moment when Catherine realised that THIS was why she became a lawyerHer favourite restaurant and other fun facts About CatherineCatherine O'Connell is a bilingual New Zealand lawyer and the Principal & Founder of Catherine O'Connell Law, the first foreign female–founded law firm in Tokyo. An award-winning practitioner, she has been recognised as Foreign Lawyer of the Year (2022), Boutique Law Firm of the Year (2023), and Entrepreneur of the Year (2020) for her leadership and innovation.Catherine served as an Independent Audit & Supervisory Board Member of Toyota Motor Corporation (2023–2025) and currently serves as an Outside Audit & Supervisory Board Member of Fujitsu Limited (since 2022). Through these appointments she became the first non-Japanese female in Japanese corporate history to serve in such roles on these two blue-chip corporate boards. Her governance work is defined by cross-cultural fluency, bilingual communication, and a capacity to translate complex legal, compliance, and risk issues into clear board-level insight.Drawing on more than 20 years' experience in senior in-house legal counsel roles at Molex, Panasonic, Olympus, Mitsubishi Motors, alongside private practice experience at Hogan Lovells, and Anderson Lloyd, Catherine now advises boards, CEOs, and C-suite executives on governance, cross-border leadership, and boardroom mindset. Her C-suite mentoring programmes help executives understand how boards think and decide, enabling stronger alignment and strategic clarity.Catherine hosts the award-winning Lawyer on Air podcast and co-hosts Jandals in Japan, celebrating cross-border success stories. She is Vice-Chair Emerita of the Australia & New Zealand Chamber of Commerce in Japan, Co-Chair of the Legal Services & IP Committee at the ACCJ, and Past President and Advisory Board Member of Women in Law Japan.Connect with YokoLinkedIn: https://www.linkedin.com/in/yoko-oshima-36a7396/ LinksHotel Indigo Tokyo Shibuya Unpausable play list: https://open.spotify.com/playlist/3aCekQmbR0CYMxzdkhzFqN?si=BrfZXnH_Soq8SIazs5M_AQWakanui Restaurant: https://www.wakanui.jp/grill_dining_bar_tokyo/en/index.html Connect with Catherine LinkedIn https://www.linkedin.com/in/oconnellcatherine/Instagram: https://www.instagram.com/lawyeronair

In this episode we chat to Jamie Strauss, CEO and co-founder of Digbee, a company working at the intersection of mining, capital markets, and sustainability. Jamie has spent decades observing the mining industry through multiple cycles—booms, busts, and long stretches where the sector struggled for relevance with investors and the broader public. In this conversation, we'll step back from short-term commodity noise and dig into the deeper structural questions facing mining today: what the industry keeps getting wrong, why ESG has become such a polarising concept, and where sustainability and credibility genuinely translate into financial value rather than narrative. We'll also explore some uncomfortable truths about mine development and operation, the most under appreciated opportunities hiding in plain sight, and what ultimately breaks if the sector continues to rely on the same playbook as it heads toward 2026. We talk about execution, trust, and whether mining can evolve fast enough to meet the world's growing dependence on its outputs—without losing its licence to operate along the way. KEY TAKEAWAYS The mining industry often suffers from optimism bias, where management teams underestimate risks and overestimate timelines for project completion Despite skepticism surrounding ESG (Environmental, Social, and Governance) initiatives, there is a growing recognition that responsible mining practices can lead to lower operational risks To regain trust, companies must communicate transparently about their operations and sustainability efforts, demonstrating accountability and responsibility to investors, communities, and regulators. Companies that effectively integrate sustainability into their operations tend to outperform their peers. By focusing on responsible practices, these companies can reduce risks and enhance their market position BEST MOMENTS "Every cycle, the industry convinces itself that this time is going to be different."  "The biggest problem with that in the current market is most of the money is coming from private equity, and they have seven-year lives, typically."  "The industry has done a terrible job of communicating this... We have just not proven it."  "If you can begin to demonstrate how you're taking care of your workers... you tend to end up with less problems." GUEST RESOURCES https://www.linkedin.com/in/jamiestrauss/ https://www.linkedin.com/company/digbee/ https://digbee.com/ VALUABLE RESOURCES Mail:        ⁠rob@mining-international.org⁠ LinkedIn: ⁠https://www.linkedin.com/in/rob-tyson-3a26a68/⁠ X:              ⁠https://twitter.com/MiningRobTyson⁠  YouTube: ⁠https://www.youtube.com/c/DigDeepTheMiningPodcast⁠  Web:        ⁠http://www.mining-international.org⁠ CONTACT METHOD ⁠rob@mining-international.org⁠ ⁠https://www.linkedin.com/in/rob-tyson-3a26a68/⁠ Podcast Description Rob Tyson is an established recruiter in the mining and quarrying sector and decided to produce the “Dig Deep” The Mining Podcast to provide valuable and informative content around the mining industry. He has a passion and desire to promote the industry and the podcast aims to offer the mining community an insight into people's experiences and careers covering any mining discipline, giving the listeners helpful advice and guidance on industry topics.  This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

In this episode of Innovation Meets Leadership, host Natalie Born sits down with Clifton Dickens, a seasoned information security leader with over 30 years of experience spanning cybersecurity, IT audit, governance, and organizational leadership. This conversation goes beyond technology to explore how leadership mindset, diversity of thought, and healthy conflict directly impact innovation, decision-making, and long-term organizational resilience.Clifton challenges leaders to rethink how teams are built, how processes are designed, and why discomfort is often a signal—not a threat. From recognizing fragile leadership structures to reframing governance and security as strategic advantages, this episode offers practical wisdom for leaders who want stronger teams, smarter systems, and outcomes that actually work for everyone they serve.[00:00 – 03:30] Introducing Clifton Dickens & the Evolution of LeadershipClifton's 30+ years in information security and IT leadership.Why leadership today must account for changing workforce expectations.Passion, flexibility, and purpose as drivers of modern work.[03:31 – 07:00] Vision, Creativity, and Thinking Beyond the BoxWhy innovation starts with the ability to imagine what doesn't exist yet.The importance of childlike curiosity and asking “why.”How overconfidence and “knowing it all” can stall innovation.[07:01 – 10:30] Identifying Fragile Leadership and Team StructuresEarly warning signs of weak culture and vulnerable leadership systems.Why groupthink is one of the biggest risks inside organizations.The role of leaders in inviting honest input—not silent agreement.[10:31 – 14:30] The Power of Healthy ConflictWhy the best solutions come from differences of opinion.Reframing conflict as constructive friction rather than negativity.How avoiding conflict leads to products and systems that fail in the real world.[14:31 – 17:30] Governance, Compliance, and Security as Strategic AdvantagesWhy leaders often react emotionally to words like governance and compliance.How security and controls accelerate performance when framed correctly.Protecting critical data as both risk management and competitive advantage.[17:31 – 21:30] Process, Accountability, and Organizational ControlWhy leaders must understand where effort, labor, and energy are going.How documented processes create clarity and accountability.Clifton's approach to periodically re-engineering team processes.[21:31 – 24:30] Diversity of Thought Drives Better OutcomesWhy homogeneous teams create solutions for only a small percentage of users.The danger of designing for comfort instead of effectiveness.How inclusive teams create products and systems that work for everyone.[24:31 – 28:00] Final Leadership TakeawaysWhy leaders must look at the organization from the top down.Understanding contribution, control, and direction.Where to connect with Clifton and continue the conversation.Quotes“If everyone thinks the same way, that's a sign something is wrong.” – Clifton Dickens“The best solutions usually come out of some sort of conflict.” – Clifton Dickens“Innovation starts with asking ‘what if, even when the answer makes you uncomfortable.” – Clifton DickensConnect with Clifton DickensLinkedIn: Clifton Dickens https://www.linkedin.com/in/cliftondickens/If this conversation resonated with you, leave a review and share this episode with a leader who's ready to build stronger teams, embrace diverse perspectives, and rethink how systems actually work.

Generative AI has moved from curiosity to operational reality — reshaping how marketing teams research, create, review, and deliver content. But beyond the headlines and product demos, the real story is unfolding inside organizations adapting at different speeds and in different ways. In this episode of the Brand Intelligence Podcast, we gather perspectives from marketing, brand, creative, and strategy leaders who are putting AI into practice. The conversation spans industries and disciplines, offering a candid look at how AI is influencing work today — and what still firmly belongs in human hands. Guests share: Where AI is delivering immediate value, from research and summarization to asset development and compliance-ready creative How teams are using AI to reclaim time and focus on work that requires nuance, empathy, and strategy New creative applications, including synthetic video, demographic adjustments, and rapid visual production Governance and ethical considerations, especially for regulated industries The tension between efficiency and authenticity — and how leaders are navigating it Why strategy, storytelling, and empathy remain uniquely human skills, even as AI accelerates execution The result is a grounded, pragmatic view of AI's impact across modern marketing: what's working, what's emerging, and what still requires human intuition and craft. Whether you're leading an AI initiative or simply trying to keep up with the pace of change, this episode provides a thoughtful, real-world look at where marketing innovation is headed next.

AI risks are reshaping the audit landscape, and in this episode of the Risk Management Show, we explored critical challenges every audit leader must address by 2026. Joined by Richard Chambers, Senior Advisor at AuditBoard and author of "Connected Risk," we discussed hyper-volatility, AI readiness, governance gaps, and strategies to leverage technology for effective risk management. Richard shared insights from AuditBoard's latest report on the future of internal audit, highlighting the transformative power of AI and the importance of cultivating human-centric skills like intellectual curiosity, skepticism, and relationship-building to stay relevant. He also emphasized the need for boards and executives to close oversight gaps, especially in AI and third-party risks, and addressed how audit functions can navigate resource constraints by adopting technology like AI. If you want to be our guest or suggest someone, send your email to info@globalriskconsult.com with the subject line: "Podcast Guest Suggestion."

Since the dawn of the twenty-first century, the West has been in crisis. Social unrest, political polarization, and the rise of other great powers—especially China—threaten to unravel today's Western-led world order. Many fear this would lead to global chaos. But the West has never had a monopoly on order.Surveying five thousand years of global history, political scientist Amitav Acharya reveals that world order—the political architecture enabling cooperation and peace among nations—existed long before the rise of the West. Moving from ancient Sumer, India, Greece, and Mesoamerica, through medieval caliphates and Eurasian empires into the present, Acharya shows that humanitarian values, economic interdependence, and rules of inter-state conduct emerged across the globe over millennia. History suggests order will endure even as the West retreats. In fact, the end of Western dominance offers us the opportunity to build a better world, where non-Western nations find more voice, power, and prosperity. Instead of fearing the future, the West should learn from history and cooperate with the Rest to forge a more equitable order. Amitav Acharya is the UNESCO Chair in Transnational Challenges and Governance and Distinguished Professor at the School of International Service, American University, Washington, DC. Lucas Tse is Examination Fellow at All Souls College, Oxford. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Summary In this podcast episode, Chad Burmeister interviews Ben Roome, co-founder of Ethical Resolve, discussing the ethical implications of AI in various sectors. They explore how AI transforms customer experiences, the importance of governance and risk management, and the potential biases in AI systems. The conversation also touches on generative AI's opportunities and challenges, the future of human-AI interaction, and the skills sales professionals need to thrive in an AI-driven world. Takeaways AI is transforming customer experiences across all sectors. Ethical procurement of AI tools is crucial for organizations. Bias in AI can be mitigated but requires careful governance. Legal risks are significant when deploying AI systems. Generative AI presents both opportunities and challenges. Trustworthiness in AI is rooted in organizational culture. AI companions may lead to psychological impacts on users. Sales professionals must critically evaluate AI outputs. The future of work will involve retraining and adapting to AI tools. Emerging AI technologies require ongoing ethical considerations. Chapters 00:00 Introduction to Ethical AI 02:05 Transforming Customer Experience with AI 07:10 Risks and Governance in AI 10:19 Legal and Trust Risks in AI Deployment 13:38 Generative AI: Opportunities and Challenges 19:23 The Future of AI and Human Interaction 25:28 Emerging Trends in AI Ethics 28:58 Skills for Sales Professionals in the AI Era The AI for Sales Podcast is brought to you by BDR.ai, Nooks.ai, and ZoomInfo—the go-to-market intelligence platform that accelerates revenue growth. Skip the forms and website hunting—Chad will connect you directly with the right person at any of these companies.

Since the dawn of the twenty-first century, the West has been in crisis. Social unrest, political polarization, and the rise of other great powers—especially China—threaten to unravel today's Western-led world order. Many fear this would lead to global chaos. But the West has never had a monopoly on order.Surveying five thousand years of global history, political scientist Amitav Acharya reveals that world order—the political architecture enabling cooperation and peace among nations—existed long before the rise of the West. Moving from ancient Sumer, India, Greece, and Mesoamerica, through medieval caliphates and Eurasian empires into the present, Acharya shows that humanitarian values, economic interdependence, and rules of inter-state conduct emerged across the globe over millennia. History suggests order will endure even as the West retreats. In fact, the end of Western dominance offers us the opportunity to build a better world, where non-Western nations find more voice, power, and prosperity. Instead of fearing the future, the West should learn from history and cooperate with the Rest to forge a more equitable order. Amitav Acharya is the UNESCO Chair in Transnational Challenges and Governance and Distinguished Professor at the School of International Service, American University, Washington, DC. Lucas Tse is Examination Fellow at All Souls College, Oxford. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/world-affairs

New @greenpillnet pod out today!

Intel has launched its Core Ultra Series 3 central processing units, utilizing its new 18A process technology, which aims to enhance performance and efficiency across various applications, including gaming and professional workloads. This development is part of Intel's strategy to regain competitiveness in the CPU market, which has faced increasing pressure from rivals. The new processors promise improved performance per watt compared to previous generations, with further specifications expected soon. This advancement in chip technology is significant for Managed Service Providers (MSPs) as it enables the feasibility of edge AI applications, which require careful consideration of workload clarity and governance.Lenovo introduced Cura, an AI assistant designed to operate seamlessly across its computers and Motorola smartphones, emphasizing on-device processing and user privacy. This system-level AI aims to adapt to user habits over time, assisting with tasks such as email drafting and meeting summarization. However, the episode highlights a concerning trend where many users do not fully utilize existing tools, as evidenced by Microsoft's Copilot user statistics. The discussion underscores the importance of governance in AI deployment, as successful enterprise AI implementations, like those from Siemens, demonstrate that explicit authority and responsibility are crucial for effective outcomes.The episode also addresses the ongoing hype surrounding robotics and automation, noting that while advancements are being made, the reality remains that specialized robots are more practical than general-purpose ones. Companies are focusing on single-purpose robots, which contrasts with the expectation of multifunctional robots. The discussion emphasizes that automation in IT should follow a similar path, advocating for narrow automations with explicit authority to avoid misunderstandings and failures that could lead to accountability issues for MSPs.For MSPs and IT service leaders, the key takeaway is the necessity of redefining governance and responsibility in the face of advancing automation and AI technologies. As systems of action become more prevalent, the shift from traditional dashboards to autonomous decision-making systems requires MSPs to update their contracts and governance models accordingly. The opportunity lies not in simply adopting new technologies but in understanding where automation should be limited and ensuring that accountability is clearly defined to mitigate risks associated with automated systems. Three things to know today 00:00 Intel, Lenovo, and Siemens Signal AI Acceleration, Not Automatic Value, for IT Services06:02 CES 2026 Reveals Why Specialized Robotics and Disciplined Automation Deliver ROI Faster Than General AI09:34 Agentic AI, Action-First Platforms, and the End of Forgiving IT Systems Put New Accountability on MSPs This is the Business of Tech.     Supported by: 

Send us a textThe math ain't mathing...and that's not about blame, it's about reality.Yes this podcast has the words BUDGET, LEGISLATURE, DOGE, and GOVERNANCE...but I promise it's NOT boring--but rather something that is intended to help ALL Idahoans (and my friends in other states), understand and connect where you are right now--with governance choices. Idaho is entering the 2026 legislative session facing a significant budget challenge. Alexis doesn't attempt to retrace every step that led to this moment, but instead acknowledges where the state is now...shaped by recent fiscal choices, and focuses on what that reality requires going forward.We look at how past budget crises were softened by federal dollars, why that backstop doesn't exist this time, and how recent fiscal choices have narrowed the state's options. We also unpack what “efficiency” really means in public administration, including the role of New Public Management, the limits of treating budget decisions as neutral or technical, and Dwight Waldo's (public admin scholar) reminder that efficiency is never value-free.The episode also takes a closer look at Idaho's Department of Government Efficiency (DOGE), its stated goals, its work over the past several months, and what its outcomes tell us about incremental reform versus sweeping change. Along the way, we ask a key governance question: if limiting government is a priority, what do rising numbers of bills and new laws actually signal about the size and scope of the state?This is a grounded, nonpartisan conversation about budgets, governance, and accountability AND why acknowledging the past is essential to navigating what comes next.Find Alexis on Instagram and JOIN in the conversation: https://www.instagram.com/the_idaho_lady/ JOIN the convo on Substack & STAY up-to-date with emails and posts https://substack.com/@theidaholady?r=5katbx&utm_campaign=profile&utm_medium=profile-page Send Alexis an email with guest requests, ideas, or potential collaboration.email@thealexismorgan.comFind great resources, info on school communities, and other current projects regarding public policy:https://www.thealexismorgan.com

On June 3, 1781, a lightning-fast British cavalry raid led by "Bloody Ban" Tarleton raced toward Charlottesville and Monticello with one mission: capture Virginia's lawmakers and Thomas Jefferson. In this America's Founding Series episode, Professor Nick Giordano tells the cinematic, largely forgotten story of Jack Jouett, the "Paul Revere of the South," whose all-night ride through the Virginia backcountry helped save the Revolutionary government from decapitation. You'll hear how Tarleton's raid unfolded, why Jefferson's escape was so close, and the timeless lesson Jouett leaves us about government vs governance and why republics survive only when citizens take responsibility before the system even wakes up.   Episode Highlights: • Jack Jouett's midnight ride: the backcountry dash that beat Tarleton's dragoons to Monticello and Charlottesville • Tarleton's raid on Jefferson: what happened at Monticello and why Virginia's leaders fled to safety • The modern takeaway: why Jouett was forgotten, and how his story proves governance is a citizen's duty, not a bureaucrat's promise  

This episode features CII General Counsel Jeff Mahoney covering the top 10 important events affecting institutional investors from December 2, 2025 – January 6, 2026. Some of the topics addressed in this episode include: President Donald Trump's executive order relating to proxy advisors; provisions of the National Defense Authorization Act for Fiscal Year 2026 that were approved by Congress and signed into law by President Trump; and CII's letter to SEC Chairman Paul S. Atkins regarding the Rule 14a-8 process.

​​New Texas AI legislation will take effect January 1, 2026. What will this mean for your legal practice? The Texas Responsible Artificial Intelligence Governance Act (TRAIGA) aims to regulate the development and deployment of artificial intelligence systems in the state to address issues such as discrimination, intentional harm, illegal sexual content, and the use of biometric data. Rocky Dhir welcomes Chris Schwegmann to help us unpack the nuances of TRAIGA legislation and understand its implications for the practice of law. The discussion later shifts to the effective and ethical deployment of AI within legal practice. Chris highlights its capabilities by detailing his firm's approach to AI tools. With proper use, AI has the potential to enhance your legal work and streamline processes to allow for greater attention to high-level tasks. Chris Schwegmann is managing partner at Lynn, Pinker, Hurst & Schwegmann in Dallas, Texas. 

​​New Texas AI legislation will take effect January 1, 2026. What will this mean for your legal practice? The Texas Responsible Artificial Intelligence Governance Act (TRAIGA) aims to regulate the development and deployment of artificial intelligence systems in the state to address issues such as discrimination, intentional harm, illegal sexual content, and the use of biometric data. Rocky Dhir welcomes Chris Schwegmann to help us unpack the nuances of TRAIGA legislation and understand its implications for the practice of law. The discussion later shifts to the effective and ethical deployment of AI within legal practice. Chris highlights its capabilities by detailing his firm's approach to AI tools. With proper use, AI has the potential to enhance your legal work and streamline processes to allow for greater attention to high-level tasks. Chris Schwegmann is managing partner at Lynn, Pinker, Hurst & Schwegmann in Dallas, Texas.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to this special episode of The Edge of Show, recorded live at the Future of Money, Governance & the Law Summit in Washington, D.C. In this episode, we dive deep into the transformative world of tokenization, exploring its impact on real estate, commodities, and beyond. Join our distinguished panel, moderated by Gerard Dache, featuring industry leaders like Benjamin Diggles, Jack Ding, Chris Smithmyer and Nadia Mihova.Key topics include:The difference between coins and tokensInfrastructure requirements for successful tokenizationReal estate tokenization and its potential to revolutionize transactionsThe importance of trust and governance in blockchain technologyInsights into the Blockchain Maturity Model and its role in selecting the right blockchainTogether, they discuss the essential technology infrastructure for tokenization, real-world use cases, and the future of blockchain in various industries.Don't forget to subscribe, rate, and share this episode with friends who are eager to learn more about the cutting edge of Web3!Support us through our Sponsors! ☕

In this episode of The Tudor Dixon Podcast, Tudor sits down with Republican gubernatorial candidate Steve Hilton for a wide-ranging conversation about the future of California and the stakes of the 2026 governor’s race. Hilton shares his personal story, including his family’s escape from communism, and explains how those experiences shaped his belief in legal immigration, freedom, and core American values. He delivers a sharp critique of California’s one-party rule, pointing to government fraud, fiscal mismanagement, failed environmental policies, and a worsening housing crisis as evidence that the state’s leadership has lost touch with everyday Californians. As he campaigns for governor, Hilton outlines his commitment to exposing corruption, restoring accountability, and reviving California’s economic and cultural strength. This episode explores what’s gone wrong in the Golden State—and what it would take to make California work again. Learn more about Steve's Run for California Governor HERESee omnystudio.com/listener for privacy information.

Episode Notes Alec Patton talks to Liz Chu, Executive Director of the Center for Public Research and Leadership (CPRL) at Columbia University, about the new book she co-authored, The Learning Hive: Leading Collective Innovation to Transform Education Systems. __ Every other week, we publish a newsletter with great resources like this one, sign up for it here! What are you waiting for, register for the National Summit for Improvement in Education before you miss out! Referenced in this episode: The Learning Hive: Leading Collective Innovation to Transform Systems (Teachers College Press 2025) by Elizabeth Chu, Andrea Clay, Ayeola Kinlaw, and Meghan Snyder An Innovative New Vision of Leadership and Governance in Education: Learning Hives Show What's Possible (Teachers College Press blog) The CARPE network Partners in School Innovation Click here to learn more about the High Tech High Graduate School of Education

Bonnie Tinder is the founder and CEO of Raven Intelligence, an independent B2B peer review site that amplifies the voice of the customer. She focuses on software customers, consulting partners, and software vendors and helps identify the best partners for their needs. In this episode of Cloud Wars Live, Bonnie and Bob explore why AI success hinges far more on implementation than hype. As the AI economy moves from experimentation to everyday business reality, Bonnie shares research-backed insights from hundreds of enterprise HR projects showing that poorly executed implementations quietly derail AI value.Episode 57 | Implementation Before IntelligenceThe Big Themes:Implementation Determines AI Value: AI success is not driven by algorithms alone — it is directly tied to the quality of enterprise software implementation. Analysis of 500 HR projects shows a strong correlation between implementation effectiveness and AI-driven business outcomes. Organizations with successful implementations realized nearly twice the value from AI initiatives compared to those with partial or failed rollouts.Data Readiness Is the Biggest Barrier: The most common reason AI initiatives fail is insufficient data maturity. Clean, standardized, and integrated datasets — particularly across HR, finance, and operations — are essential. Disparities between systems like payroll, talent management, and time tracking undermine AI effectiveness. Enterprises with unified data architectures unlock far greater AI value because insights can flow across the business, enabling agents and analytics to operate holistically rather than in silos.Process Discipline Is Rewarded: AI rewards disciplined organizations and punishes undisciplined ones. Well-defined workflows, governance structures, and operational rigor enable AI to perform as intended. Without them, AI exposes inefficiencies and compounds chaos. This explains why AI often “fails” during implementation rather than in production. The technology is rarely the issue, organizational readiness is. AI simply shines a spotlight on how well the business actually runs.The Big Quote: “AI does not replace process discipline. It rewards it."More from Bonnie Tinder:Connect with Bonnie on LinkedIn. Visit Cloud Wars for more.

Key TakeawaysAdoption approach: Successful adoption of AI requires not only technical implementation but also strong data governance, strategic initiatives, and enterprise-level practices, explains Simms. While there is great potential across business solutions, challenges like hallucinations and poor adoption highlight the need for structured approaches and diverse expertise.Session selection: As a member of the Programming Committee Board, Simms explained his thinking behind evaluating session submissions. When reviewing session proposals, he looked for submissions that addressed essential issues for the data platform and went beyond technology alone to include governance, change management, and user adoption.Adapating with new tech: Technology evolves in 2–3 year cycles, notes Simms, making continuous skill updates essential, but AI highlights underlying data and process issues that can no longer be hidden. Success requires a solid foundation, strategic vision, clear requirements, and fixing data quality at the source to ensure use cases deliver meaningful results.Final thoughts: In closing, Simms expresses his excitement for the event and encourages attendees to participate in the Golf Invitational. Visit Cloud Wars for more.

This week on The Audit Podcast, we're joined by Patrick Niemann, Partner and Leader of EY's U.S. Center for Board Matters.   Pat brings a unique perspective shaped by decades of working directly with boards and audit committees. In this episode, he shares what's top of mind for board members right now—from uncertainty in the economic and geopolitical landscape to evolving expectations around risk management.   We dig into how boards are thinking about cybersecurity, AI governance, and emerging technology risks, and how those conversations have changed over the past year. Pat explains why boards are moving beyond awareness and asking more pointed questions about how AI is being deployed, what risks it introduces, and how management teams are addressing them.   Also, be sure to follow us on our social media accounts on LinkedIn, Instagram, and TikTok.   Also be sure to sign up for The Audit Podcast newsletter and to check the full video interview on The Audit Podcast YouTube channel.   Timecodes:   1:23 – What's ahead in 2026 4:02 – Board priorities for 2026 7:33 – AI and cybersecurity considerations 12:20 – Emerging risks in 2026 18:20 – How tariffs are shaping corporate investment 22:40 – Governance of AI agents in 2026 28:28 – The AI bubble question 32:11 – Final thoughts   *   This podcast is brought to you by Greenskies Analytics, the services firm that helps auditors leap-frog up the analytics maturity model. Their approach for launching audit analytics programs with a series of proven quick-win analytics will guarantee the results worthy of the analytics hype.    Whether your audit team needs a data strategy, methodology, governance, literacy, or anything else related to audit and analytics, schedule time with Greenskies Analytics.

Stay up to date on what is happening in the LCMS!(bi-weekly newsletter covering relevant LCMS topics from Pastor Tim)https://www.uniteleadership.org/thelcmscurrentMany churches feel tired, conflicted, or stuck—but can't quite explain why.In this episode of Lead Time, Tim Ahlman and Jack Kalleberg sit down with Kurt Senske, longtime LCMS leader and governance expert, to talk about something most churches never examine: how decisions actually get made.From endless meetings and pastor burnout to stalled mission and internal conflict, this conversation explores how church structure can either support the Gospel—or quietly undermine it.You'll hear:- Why many churches feel harder to lead today than ever before- The hidden cost of outdated church decision-making models- How healthy governance frees pastors to be pastors- Why conflict avoidance is hurting congregations- What faith-filled, mission-driven leadership can look like in the LCMSThis isn't about importing corporate models into the church. It's about stewarding leadership wisely so the mission of Jesus can flourish.Whether you're a pastor, elder, board member, or longtime church member, this episode will help you see your congregation with fresh eyes.Support the showJoin the Lead Time Newsletter! (Weekly Updates and Upcoming Episodes)https://www.uniteleadership.org/lead-time-podcast#newsletterVisit uniteleadership.org

Although geographically distant from Chinese shores, Latin America and the Caribbean occupy an important place in Chinese foreign policy. In the past decade, China has significantly expanded its influence in the region. The main vector of Chinese involvement has been economic, including securing access to commodities such as soybeans, copper, oil, and lithium, creating markets for Chinese companies, and deepening financial ties through trade, lending, and infrastructure investment.  On December 10, China released a new white paper on its relationship with Latin America and the Caribbean, the third such document following earlier editions in 2008 and 2016. The White Paper characterizes the region as “an essential force in the process toward a multipolar world and economic globalization.” Its release came on the heels of the Trump Administration's release of its National Security Strategy, which places unprecedented emphasis on the Western Hemisphere and asserts that the US seeks a region “free of hostile foreign incursion or ownership of key assets,” highlighting the growing strategic salience of Latin America and the Caribbean in US-China competition.  To discuss the new White Paper and the implications of China's policies in the LAC for the United States and US-China relations, we are joined by Dr. Evan Ellis. Dr. Ellis is a research professor of Latin American studies at the U.S. Army War College Strategic Studies Institute. He previously served on the Secretary of State's policy planning staff with responsibility for Latin America and the Caribbean as well as international narcotics and law enforcement issues.Timestamps:[00:00] Introduction[02:07] US and China on a Collision Course? [04:50] Chinese Priorities in Latin America [08:33] U.S. Security Risks from Chinese Port Investments[11:45] How China Uses CELAC to Advance Its Agenda[14:27] How Latin Americans View China's Growing Presence[17:22] Honduras and the Republic of China[21:22] How Beijing Might Address U.S. Concerns [25:09] China's Reaction to US and Venezuela  

With a few days now behind us, most of the general facts are in on our raid into Caracas, Venezuela to capture Nicolás Maduro and, it appears, his wife as well.Now that Maduro is a guest of the Southern District of New York, it is time to not just look at some of the details of the buildup and execution of this raid, but the initial lessons we can take from it, and what it means in the larger strategic environment.SummaryIn this episode of Midrats, Mark and Sal discuss the recent military operation in Venezuela, reflecting on its execution and implications for national security. They explore the potential for Venezuela's recovery, the role of governance, and the international reactions to the operation. The conversation also touches on the economic impact of Venezuelan oil, China's influence in the region, and the effectiveness of international organizations like the UN.TakeawaysThe military operation in Venezuela was well-planned and executed.The ages of service members involved ranged from 20 to 49.Venezuela has the potential for economic recovery if governance improves.China's influence in Latin America poses challenges for U.S. interests.The UN's effectiveness in international law is questioned.Venezuelan oil could impact global energy prices.The operation sends a strong signal to adversaries.Governance and rule of law are crucial for Venezuela's future.The U.S. military's capabilities are unmatched globally.The situation in Venezuela is a test for U.S. foreign policy.Chapters00:00: New Year, New Beginnings02:11: Operation in Venezuela: A Military Success09:36: Venezuela's Future: Opportunities and Challenges16:25: International Reactions and Implications23:08: The Role of Governance in Venezuela's Recovery28:16: The Economic Impact of Venezuelan Oil36:38: China's Influence and Global Fishing Rights43:17: The UN and International Law: A Critical View48:38: Looking Ahead: The Path for Venezuela

Steven Forth, Managing Partner at Ibbaka and co-creator of Value IQ, joins Mark Stiving to tackle a topic most pricing teams are avoiding: pricing governance in an AI-driven world. This episode explores who owns pricing decisions when AI is involved, how companies should govern data and models, and why pricing leaders must step into a broader leadership role or risk having governance imposed on them by others.  If AI is touching your pricing process in any way, this conversation will change how you think about responsibility, risk, and trust.   Why You Have to Check Out This Episode: Understand what pricing governance actually means and why poor governance shows up as finger-pointing between sales, pricing, and finance. Learn the new governance questions AI introduces around data usage, bias, accountability, and mistakes. Discover why pricing leaders must own AI governance or risk losing control of pricing decisions altogether.   "The big issue for me is how, as pricing people, do we develop the knowledge that we need to be accountable for AI pricing governance? It's not something any of us were taught." – Steven Forth   Topics Covered: 01:51 - Pricing Governance and Accountability. What pricing governance really means and why accountability breaks down when roles are unclear. 05:04 - Pricing and Customer Value Alignment. Why pricing teams sit at the center of aligning sales, product, finance, and customer value. 08:01 - AI Challenges in Pricing Governance. How AI introduces new risks around data usage, ownership, and responsibility in pricing decisions. 12:45 - AI Pricing Governance Challenges. Who is accountable when AI makes mistakes and how strict rules can slow innovation. 16:35 - AI Governance in Pricing. Why pricing leaders must take ownership of AI governance or risk losing control to other functions. 22:13 - AI Transparency in Pricing. The importance of explainable pricing models and why transparency matters to both sellers and buyers. 26:49 - AI in the Buying Process. How buyers are using AI to evaluate vendors and why transparency will shape future pricing outcomes. 28:08 - Connecting on LinkedIn. How to continue the conversation and connect with Steven Forth directly.   Key Takeaways: "Governance is an area of pricing that we don't spend enough time thinking about and talking about because it's not sexy and it does not immediately tie to results." – Steven Forth "If pricing leaders don't take ownership of AI governance, someone else will." – Steven Forth "It's the fact that the AIs are not deterministic that allows them to be, dare I say it, creative and to find new things." – Steven Forth "AI generally does a better job of explaining how it got to its answers than most humans can." – Steven Forth   People & Resources Mentioned: Tom Nagle – Referenced as Steven's mentor and a foundational thinker in pricing governance  Michael Mansard – Mentioned for prior work and thinking on pricing governance Tim Smith – Referenced for contributions to pricing governance discussions Karen Chiang - Co-founder of Ibbaka Stephan Liozu – Mentioned for advocating the Chief Value Officer role Anthropic – Research on bias and AI self-evaluation OpenAI – Data usage and model governance considerations Deal Desks – Scaling pricing guidance with AI support   Connect with Steven Forth: LinkedIn: https://www.linkedin.com/in/stevenforth/  Email: steven@ibbaka.com   Connect with Mark Stiving: LinkedIn: https://www.linkedin.com/in/stiving Email: mark@impactpricing.com