Podcasts about Governance

Today on The Editors, Rich, Charlie, Noah, and Jim discuss the Supreme Court's decision about Trump's ballroom, the Venezuela oil deal, and why the DSA organizers are so rich. Editor's Picks: Rich: Noah's piece about court packing called, “The Democratic Center Is Now as Radical as Its Left” Charlie: Sarah Schutte's most recent magazine piece, “Best Western: A Road Trip from Ohio to the Pacific” Noah: Jeff Blehar's piece, “Everyone is Edging Away from Ken Paxton” Jim: Charles Hilu's piece, “Vivek Ramaswamy Doesn't Pretend to Be a Populist” Light Items: Rich: Got print newspaper nostalgia. Charlie: Visited New York and cheered on the Yankees. Noah: His kids' intense sporting season starts soon (wish him luck!). Jim: Went rowing on a lake. Sponsors:VaerFast Growing TreesThe Institute for Governance and Civics at Florida State University This podcast was edited and produced by Lauren Veldhuizen. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

During Black August 2026, the Asantehene, Otumfo Osei Tutu II, and Otumfo-Yere Julia Osei Tutu of the Asante People are visiting the United States. Their trip features a Royal Lecture at Howard University and an Akwasidae Festival at Bowie State University, bracketed by a major African business summit. This historic visit highlights a foundational truth: Global African solidarity and belonging must anchor self-determination to drive local, regional, and global advancement. This journey happens during a time of deep global political friction. As the old Age of European Expansion rapidly deteriorates, powerful nations scramble to renegotiate global arrangements. Meanwhile, political figures in the U.S. fetishize authoritarian leadership and try to destabilize existing political and economic orders. Domestic US communities also struggle to claim collective authority and protect explicit individual rights within a destabilizing US legal system. In grappling with relationships between Governance formations and the Social Structures which hold them together, the Asante delegation raises questions of Governance, where authority is informed by the Cultural Meaning-Making that recognizes relationships between memory and vision, the protective custodianship of Ancestral continuity represented by the Golden Stool, and the living assent of the people in renewed and new Governance formations. As corporate lawfare and a compromised SCOTUS threaten US domestic stability, and neoliberal frameworks continue to buffet the modern university, this week we raise questions of structural autonomy, from the protocols of the Asante to the "jailbreaking" of the Black University, and ask several questions: What does it mean to truly govern with the people's assent? How do we reclaim authority when structures built to rule us teeter? What happens when people withdraw their authority? How do we strengthen our global ties for mutual benefit?Are you a member of Knarrative? If not, we invite you to join our community today by signing up at: https://www.knarrative.com. As a Knarrative subscriber, you'll gain immediate access to Knubia, our growing community of teachers, learners, thinkers, doers, artists, and creators. Together, we're making a generational commitment to our collective interests, work, and responsibilities. Join us at https://www.knarrative.com and download the Knubia app through your app store or by visiting https://community.knarrative.com.To shop Go to:TheGlobalMajorityMore from us:Follow on X: https://x.com/knarrative_https://x.com/inclasswithcarrFollow on Instagram IG / knarrative IG/ inclasswithcarr Follow Dr. Carr: https://www.drgregcarr.comhttps://x.com/AfricanaCarrFollow Karen Hunter: https://karenhuntershow.comhttps://x.com/karenhunter IG / karenhuntershowSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode, Craig Jeffery and Paul Galloway discuss what separates high-performing treasury organizations from the rest. They explore the importance of strong fundamentals, clear governance, continuous improvement, people development, cross-training, standardized processes, cash visibility, proactive risk management, and technology that supports better decision-making. The discussion also offers practical steps treasury teams can take to reduce manual work, improve connectivity, strengthen cash positioning, and build capabilities over time. 2026 Treasury Technology Analyst Report Treasury Assessments: What to Review and How Often (2026) Treasury Aggregators: Simplifying Complexity with Connectivity (2026) TMS and TRMS: Choosing the Right Treasury System in 2026 (2026) Timestamps: 00:00 Introduction 01:18 What separates high-performing treasury teams 02:24 Governance, policies, and controls 03:34 Building a continuous improvement mindset 05:12 Investing in people and culture 07:40 Collaboration and cross-training 09:40 Standardized processes and cash visibility 12:23 Proactive risk management 12:59 How leading teams use technology 15:20 Where treasury teams should start 18:01 Final thoughts 18:24 Outro ━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━ ABOUT STRATEGIC TREASURER ━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━ Strategic Treasurer is recognized as a top tier consulting firm in the area of treasury and risk management. Corporate clients, banks, and technology vendors all rely on their industry leading advisory services that are backed by a deep awareness of current needs, practices, and budgeting priorities of treasury professionals through Strategic Treasurer's annual industry surveys and decades of treasury experience. Strategic Treasurer utilizes a senior consultant model where every project is managed by senior consultants with actual practitioner experience in corporate and/or banking roles. Download The Strategic Treasurer: A Partnership for Corporate Growth by Craig A. Jeffery in Kindle, or hardcover. As an Amazon Associate, we earn from qualifying purchases. Visit us today at StrategicTreasurer.com. Or join in the discussion at one of our leading LinkedIn groups.

A growing gap between artificial intelligence (AI) adoption and effective data governance is reshaping the operational landscape for managed service providers (MSPs) and IT service providers. Industry data cited by GTIA's Data and AI Interest Group indicates that while 97% of providers have adopted AI, only 20% have implemented governance frameworks sufficient to extract value or mitigate risk. This structural mismatch is driving increased scrutiny from regulatory authorities and forcing MSPs to revisit internal decision-making, especially regarding data integrity and platform selection. Supporting this trend, a Federation of Small Businesses report found 86% of organizations in the UK are struggling with AI and data governance adoption, often uncertain about where to begin. Hollie Whittles, co-founder of Purple Frog Data, described practical barriers: many businesses believe their data is clean and structured but are routinely confronted with evidence of significant inconsistencies and errors during implementation. The cost of remediation and governance, including board-level buy-in, can climb to tens of thousands of pounds, highlighting the substantial upfront investment required before AI can deliver reliable business value. Operational vulnerability is further magnified by ease-of-use pitfalls and vendor relationships. MSPs lacking in-house data engineering or readiness tools frequently misjudge the scale and complexity of cleaning and securing client data estates. Whittles warned of scenarios where consultants, through careless or uninformed data modelling (such as over-exposing HR data in reporting tools), inadvertently increase both cyber and confidentiality risks. Some firms approach the problem by retaining all data and tooling within clients' own cloud tenants, shifting data residency and associated risks directly to clients, but raising new questions of contractual clarity and due diligence. For MSPs and IT leaders, these developments reinforce the need for explicit governance structures, clear contractual provisions regarding data handling, and internal upskilling rather than relying solely on third-party expertise. Short-term revenue can be lost to competitors willing to bypass governance, but there's an increased long-term risk of error, replacement, or regulatory sanction. Effective governance not only requires financial investment, but also consistent participation from leadership to avoid operational blind spots and to ensure client obligations—and liabilities—are clearly defined and managed. Supported by: ProofpointGoTo (LogMeIn)

In this week's episode of This Week in AML, John Byrne and Elliot Berman break down Treasury's renewed sanctions campaign against Iran and discuss what it could mean for global trade, enforcement efforts, and China's role in the sanctions landscape. They also examine the U.S. decision to remove Syria from its State Sponsors of Terrorism list, a move that could pave the way for reintegration into the global financial system and future engagement with FATF standards. Additional topics include Singapore's new Social Media Code of Practice aimed at reducing financial scams on major platforms, Europol's warning about increasingly violent museum heists, updates from OCCRP on corruption and money laundering investigations, and the FDIC's efforts to streamline the deposit insurance application process for new banks. Plus, a look at recent anti-corruption research from the Basel Institute on Governance and upcoming AML-focused educational events.

Kenji Yoshino, Chief Justice Earl Warren Professor of Constitutional Law at New York University School of Law and a member of Meta's Oversight Board, joins Kevin Frazier, director of the AI Innovation and Law Program at the University of Texas School of Law and Senior Editor at Lawfare, and guest co-host Lawfare Senior Editor Kate Klonick, to discuss what frontier AI companies can learn from the Oversight Board. Yoshino recently co-authored a Tech Policy Press piece with fellow Board member Ronaldo Lemos arguing that meaningful AI oversight should feature independent and representative overseers, external standards, and transparent, reasoned decisions.The trio tests that proposal against some of the hardest questions raised by the Oversight Board's own experience. Can a selective, precedent-setting institution provide meaningful oversight at AI scale? What gives a privately created board legitimacy to constrain decisions with global consequences? What powers would an AI oversight body actually need? And when does private oversight complement democratic regulation—and when might it merely give corporate power a new source of legitimacy?Find Scaling Laws on the Lawfare website, and subscribe to never miss an episode.To receive ad-free podcasts, become a Lawfare Material Supporter at www.patreon.com/lawfare. You can also support Lawfare by making a one-time donation at https://givebutter.com/lawfare-institute.Support this show http://supporter.acast.com/lawfare. Hosted on Acast. See acast.com/privacy for more information.

How can an independent safety evaluation remain meaningful when the AI inside a product may change after its next update? In this episode of Tech Talks Daily, I speak with Dr. Robert Slone, Senior Vice President, Chief Scientist, and Innovation Officer at UL Solutions. Robert has spent almost 30 years leading science, research, product development, and innovation teams. He now helps guide UL Solutions' scientific work across safety, security, and sustainability. Many listeners will recognize the UL Mark without knowing what happens behind it. Robert explains how UL Solutions tests products to their limits, which can involve setting them on fire, finding their breaking points, inspecting manufacturing facilities, and determining whether they meet defined safety requirements. That work began over 130 years ago when electricity was introducing unfamiliar risks. Today, the same broad question applies to artificial intelligence: how can society benefit from a new technology while understanding and managing the harm it could cause? The need is becoming increasingly visible as AI moves into healthcare, transportation, manufacturing, financial services, infrastructure, and consumer products. Robert recalls being approached about evaluating an AI-enabled teddy bear capable of talking with children. It is a memorable example of how decisions made inside an AI model can reach directly into everyday life. Robert organizes AI product safety around three pillars. The technical pillar considers robustness, risk management, functional safety, and whether the system performs its intended purpose. The ethical pillar includes fairness, bias, privacy, transparency, and explainability. Governance covers data management, product updates, accountability, and the complete operating life of the system. We also discuss one of the hardest problems in AI certification. Traditional products and software can be evaluated against a defined version, but AI systems may be updated, retrained, or affected by changing data. Robert explains why meaningful safety assurance requires version-specific testing, annual reviews, disclosure of significant changes, and eventually telemetry capable of identifying problems much closer to real time. For business leaders buying AI, the conversation provides a practical vendor checklist. Where did the training data come from? How was performance measured? What are the system's known limitations? How were privacy and bias assessed? Who takes responsibility if its behavior changes? Independent testing cannot promise that an evolving product will remain safe forever. It can provide evidence about the version evaluated, expose gaps, establish accountability, and create a process for monitoring future changes. What proof would you demand before allowing an AI product to influence an employee, patient, customer, or child? Listen to the episode and share your thoughts with me.    

Today on The Editors, Rich, Charlie, Noah, and Jim discuss economic warfare on Iran, Trump's renewed trade war on Canada, and the woke politics of the WNBA.  Editor's Picks:  Rich: John Puri's piece, "Beef Tariffs Are Still Doing What They're Supposed to Do"  Charlie: Rich's most recent column, “What If Factories Had Gotten the Data-Center Treatment?” Noah: Charlie's piece, “The New York Times Helps to Launder Karen Attiah's Lie” Jim: Also Rich's piece Light Items:  Rich: Attended the Indiana Fever vs. New York Liberty WNBA game Charlie: Went to the Jaguars pre-season game  Noah: Discovered the NeeDoh squish toys Jim: Dropped off his oldest kid at college this past week Sponsors:Made InVaerThe Institute for Governance and Civics at Florida State University   This podcast was edited and produced by Lauren Veldhuizen.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Discipline, AI, and humanity.Chapters00:00 Wes Schaeffer's return to podcasting and reflections on his journey02:21 The importance of fundamentals in sports and business04:31 Wes's deep dive into AI and the need for governance09:43 Understanding the power and risks of AI11:28 The operating system analogy for AI governance13:02 Personal challenges and resilience during tough times14:12 Shifting focus to AI and practical applications15:29 Using AI to serve humanity and improve service16:18 Offering help and resources for AI implementationWhat should you be doing right now? If you're like Wes Schaeffer, you might be reflecting on your journey and the fundamentals that drive success. In his latest podcast episode, Wes dives deep into the lessons he's learned over the years, particularly in the intersection of jiu-jitsu, sales, and the burgeoning world of AI.The Power of FundamentalsWes emphasizes that regardless of how long you've been in your field, mastering the fundamentals is crucial. He reflects on his experience in jiu-jitsu, stating that the key to advancing lies in the discipline sics"The reality is, whoever masters the fundamentals and has the discipline to continue practicing is the one that usually wins." This principle applies not just in martial arts but across all disciplines, including sales and marketing.Navigating the Noise of AIIn an age where AI is overwhelming many, Wes shares his frustrations and breakthroughs. He spent countless hours exploring various AI tools, only to realize that many are merely flashy tricks lacking real substance. The lesson? Governance and understanding your tools are essential.He advises:"If you get it wrong... it's going to be way worse."Wes highlights the importance of having a solid governance layer when utilizing AI to avoid common pitfalls.A New Dawn for the Sales PodcastAfter a hiatus, Wes is revamping his podcast, bringing back interviews focused on actionable insights in AI. He stresses that humanity remains the next killer app, and technology should enhance our ability to connect with others, not replace it. "Use technology for good. Use it to serve more people better."This shift in focus not only revitalizes his content but also aligns with his mission to help others navigate the complexities of modern sales.ReflectionAs Wes gears up for this new chapter, he encourages listeners to take action. Whether you're a seasoned professional or just starting out, remember that the basics matter. Embrace the tools available to you, but always return to the fundamentals that truly drive success. To hear more about Wes's insights and the exciting changes coming to his podcast, tune in to the full episode.

Most nonprofit executive directors lose their strategic thinking time every week for a reason that has nothing to do with discipline: it is the only block on the calendar with no one waiting on the other end of it. In this micro-episode, Brooke Richie-Babbage explains why strategy loses to everything else on a CEO's week — every competing commitment carries a consequence for missing it, and unstructured thinking time carries none — and lays out three moves that make the strategic function structural instead of willpower-dependent. She also reframes executive fatigue as data rather than a character flaw: when a design cannot absorb organizational pressure, the leader absorbs it instead.Episode DescriptionThe finance committee meets on the fourteenth. Multiple active grants have reporting windows that don't line up. A program officer already has a call on the books. Every one of those has a person on the other end, and that — not its importance — is what makes it happen. Then there's the two hours blocked to think about the next three years. Nobody is waiting for that. So when something else needs the slot, it takes the slot.In this micro-episode, Brooke Richie-Babbage makes the case that this is a scoring problem, not a time management problem, and not a discipline problem either. Strategy is the only function in most growing nonprofits with no structure holding it up. Payroll has a calendar. Grants have portals and deadlines. Governance has bylaws. Strategy has the CEO — and that's the entire infrastructure. Listeners walk away understanding why guarding the block harder has already failed, and what to build instead.Key Questions AnsweredWhy does my strategic thinking time always get canceled?Is it a discipline problem if I can't protect time to think?Why do nonprofit executive directors struggle to do long-range planning?How do I make strategic time stick without relying on willpower?What is a Design Deficit in a nonprofit organization?Why does executive director burnout keep getting treated as a personal failing?What should a nonprofit CEO focus on during a week when they're already depleted?Is it key-person dependency if the whole strategy function runs through me?What You'll LearnWhy strategic time loses on the calendar every week — and why the mechanism is a missing consequence, not weak prioritization or poor time management.The three moves that make the strategic function structural — attaching thinking to a deadline that already exists, requiring one small written output per block, and clarifying decision rights so escalations stop eating the hours.A subtraction protocol for depleted weeks — how to identify the two or three decisions that actually change the shape of the next quarter, and what to do with everything else.Key TakeawaysStrategic time doesn't need more protection. It needs a consequence. Every strategic question a CEO is carrying sits upstream of a decision someone will eventually be waiting on. The work isn't to manufacture urgency — it's to find the deadline that already exists on the governance calendar and attach the thinking to it.Strategy is the only function in a growing nonprofit with no scaffolding. Payroll has a calendar, grants have portals, governance has bylaws, programs have staff and workplans. Clarity — the direction-setting, the deciding — runs on one person's unprotected calendar. That's a Design Deficit, and at $1M–$5M it's the most expensive one.Depletion is a reading on the gauge, not a verdict on the leader. Systems absorb pressure or people do. When a CEO is the absorber, exhaustion is telling them what the organization isn't carrying yet — which makes it diagnostic information, not evidence of inadequacy.The hours come back through decision rights, not willpower. Thinking time gets eaten by escalation: a director who copies the CEO to be safe, a small reallocation waiting on approval, a board chair calling about something the ops manager owns. As long as everything has a legitimate claim on those two hours, protecting them won't hold.Grinding through is how a structural problem stays a personal one. Pushing harder works, briefly. It also spends the one asset the organization can't replace — the CEO's judgment — and buys the design flaw another quarter of invisibility.FAQsWhat is a Design Deficit in a nonprofit organization?A Design Deficit is the gap between how an organization is structured and what its current size actually requires. Brooke uses the term for nonprofits whose systems were built for a smaller version of themselves and were never rebuilt as the budget, staff, and funder base grew.Why do nonprofit executive directors keep canceling their strategic thinking time?Because strategic time is the only block on the calendar with no one waiting on the other end. Brooke argues this is a scoring problem, not a discipline problem: every competing commitment carries a consequence for missing it, and unstructured thinking time carries none.How can a nonprofit CEO protect strategic time without relying on willpower?Attach the thinking to a deadline that already exists on the governance calendar, require each session to produce one small written output, and give that output a named recipient. Brooke adds that the hours only hold once decision rights are clarified so escalations stop claiming them.What is key-person dependency in a nonprofit, and how does it apply to strategy?Key-person dependency exists when a critical organizational function runs entirely through one individual. Brooke points out that boards flag this immediately when it applies to revenue, but rarely notice when the entire strategic function of a $2M organization depends on the CEO having one uninterrupted Thursday.What should a nonprofit leader do during a week when they are already depleted?Subtract rather than add. Brooke recommends identifying the two or three decisions that would change the shape of the next quarter if made badly or not at all, keeping only those, and assigning everything else a decision rule, a delegate, or a stated delay.Is executive director burnout a personal problem or a structural one?Brooke treats depletion as data rather than a character report. When a design cannot absorb organizational pressure, the leader absorbs it instead. The useful question is not how to push harder but what the depletion reveals the organization is not yet carrying on its own.Step-by-Step: Three Moves That Make the Strategic Function Strutural1. Attach it to a deadline that already exists. Strategic time needs a consequence, and the governance calendar is already full of them — the finance committee in six weeks, the renewal decision in October, the director-level hire that has to happen before the fiscal year turns. The block stops being "Thursday, nine to eleven, think" and becomes "Thursday, nine to eleven, the two funding scenarios for the finance committee on the fourteenth." It's the same hours, but now canceling costs something.2. Require one small output. Open-ended thinking time is easy to cancel because when it's skipped, nothing is visibly missing. Give every block one deliverable and keep it small: three options and what each one costs, or one decision written down with the reasoning underneath it. Not a forty-page plan — a page. This also does a second job. Institutional memory that currently lives entirely in the CEO's head starts moving into the organization, one written decision at a time.3. Give it an owner and an audience — then fix decision rights. Put a person on the other end: a deputy expecting the memo Friday, a board chair who knows the scenario is coming, a peer expecting the question that's been circling for months. Then address what actually eats the block, which is escalation. What can a director decide without the CEO, up to what threshold, and who do they go to instead? The hours come back through decision rights, not through discipline.For weeks when the tank is already empty: don't add anything — subtract by what's meaningful. Ask which two or three decisions this week, if made wrong or not at all, change the shape of the next quarter. Those get the CEO. Everything else gets a decision rule, a delegation, or an honest delay, stated out loud so it stops sitting as an open loop. Then name what the depletion is revealing in one sentence — I'm still the only person who can close a six-figure gift; my directors bring me problems, not recommendations — and treat that sentence as the redesign brief.Want to work together? Apply for the Next Level Nonprofit Mastermind, a high-touch coaching and training accelerator for established organizations with $1M+ budgets that are ready to design for impact sustained at scale.  Budget under $1M? Join Elevate and get proven step-by-step playbooks + coaching support to build each of the core elements of your nonprofit's operating system - strategic clarity, a fundraising engine, a high-performance team, and an active and engaged board!   Connect with me!LinkedInInstagramYouTube

Thabo Shole-Mashao speaks to Mpumelelo Zengani, Deputy Director: Central Information Centre at the Gauteng Provincial Government Service Contact Centre and Fikile Matsinye, Chief Officer for Intergovernmental Relations, Municipal Resilience and Governance at SALGA who share on ways to get the municipalities to respond to the queries and concerns raised by residents. The Clement Manyathela Show is broadcast on 702, a Johannesburg based talk radio station, weekdays from 09:00 to 12:00 (SA Time). Clement Manyathela starts his show each weekday on 702 at 9 am taking your calls and voice notes on his Open Line. In the second hour of his show, he unpacks, explains, and makes sense of the news of the day. Clement has several features in his third hour from 11 am that provide you with information to help and guide you through your daily life. As your morning friend, he tackles the serious as well as the light-hearted, on your behalf. Thank you for listening to a podcast from The Clement Manyathela Show. Listen live on Primedia+ weekdays from 09:00 and 12:00 (SA Time) to The Clement Manyathela Show broadcast on 702 https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/XijPLtJ or find all the catch-up podcasts here https://buff.ly/p0gWuPE Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook https://www.facebook.com/TalkRadio702 702 on TikTok https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio702 See omnystudio.com/listener for privacy information.

AI Governance soll KI nicht ausbremsen. Sie soll dafür sorgen, dass Teams wissen, was sie mit KI machen können und wo die Grenzen liegen.

Kelsey Norman is a Fellow for the Middle East and Director of the Women's Rights, Human Rights, and Refugees Program at Rice University's Baker Institute for Public Policy. Her new book, Aiding Autocrats: Migration Management, Governance and Repression in Africa, examines how wealthy countries increasingly use foreign aid to persuade other governments to stop migrants before they reach Europe or the United States—and the unintended political consequences of those policies. In this episode, Kelsey explains what she calls "migration management aid" and how it has shaped relationships with countries including Turkey, Libya, and Rwanda. We also discuss whether more recent policies, including the Trump administration's deportation agreements with countries such as Eswatini, fit into this broader pattern. The conversation then turns to one of the book's central arguments: that outsourcing migration control can undermine democracy and good governance by strengthening authoritarian governments and giving them new resources and leverage. We conclude by discussing whether there is a better way for wealthy countries to cooperate with governments on migration without reinforcing repression or sacrificing human rights.

In this episode, Saul David and Patrick Bishop analyse the political shockwaves in Kyiv following former Defence Minister Mykhailo Fedorov's controversial call for wartime presidential elections. They examine the rising tension within the Ukrainian leadership, the removal of key officials, and the appointment of Yevhenii Humarra as the new Defence Minister. The hosts also discuss the increasing impact of Ukraine's long-range drone strikes on Russian infrastructure and oil refineries, which are creating widespread fuel shortages across Russia. Plus, they explore reports of British-manufactured drones being used in these deep-strike missions, recent front-line developments, new EU cybersecurity legislation, and answer questions from listeners. Fundraiser & Donation DetailsMatt's Charity Cycle: Listener Matt is cycling from the Ukrainian Embassy in London to Ukraine to raise funds. You can support his journey and help him reach his £22,500 target via his JustGiving Fundraising Page. Pickups for Peace: Special thanks to Pickups for Peace for donating the support vehicle for Matt's trip, which will be donated upon arrival in Lviv. Check out their social media channels for donation links and to support their ongoing efforts.Join the Conversation: If you have a question about the war in Ukraine or any of the conflicts we cover, email us at podbattleground@gmail.comFollow us on:X - @PodBattlegroundInstagram - podbattlegroundProducer: James HodgsonA Goalhanger Podcast Hosted on Acast. See acast.com/privacy for more information.

The episode identifies a structural shift within the IT services market, highlighting a bifurcation between two distinct economic models in the channel: the advisory economy, paid upfront for transformation and integration, and the operational economy, paid on the backend for managed outcomes and recurring support. Techaisle's 2026 Global Channel Partners Survey, referenced by Anurag Agrawal, underscores that most vendors operate single partner programs that implicitly favor one of these models, often without recognizing the divergence. This mechanism exposes gaps in vendor strategies and underscores uneven access to resources and incentives across partner segments. Data from Techaisle's study involving 5,450 partner firms in 24 countries illustrates the impact of these structural choices. Firms under $10 million in revenue project just 8.4% growth, while partners over $500 million forecast 16.8% growth, with 41% of the largest landing in top-tier vendor programs versus only 2% of smaller firms. Anurag Agrawal contends that allocation decisions—such as capital, leads, and support—by vendors drive part of this gap, independently of partner capabilities. The allocation process forms a closed loop, where larger partners consistently receive and convert the best leads, reinforcing their tier status. Furthermore, most vendor incentive spend lands at deal close, benefiting partners focused on new transactions over those delivering ongoing operational value. Supporting developments include evidence that smaller MSPs face higher customer acquisition costs (absorbing 31% of first-year deal value for contracts under $25,000) and operate with little error margin, as opposed to larger firms with more resilient economics. The transcript points out that tier progression within most vendor programs primarily reflects transaction volume and headcount, not actual customer outcomes or quality—making tiers unreliable as indicators of partner value. Additionally, practical AI deployments are now accelerating infrastructure refresh cycles and shifting the center of gravity for services revenue from break-fix to consulting and integration, further complicating the operational landscape for SMB-focused providers. For MSPs and IT service leaders, these findings imply increased dependency on vendor program design and expose operational risk due to imbalanced allocation of leads and support. Smaller providers should expect continued pressure on margins and incentives unless vendors alter their models to recognize operational contributions beyond new logo acquisition. Specialization—vertical or workload-focused—is suggested as a cost-control mechanism, while pricing and packaging transformation work around a recurring services base could mitigate risk. Governance challenges posed by AI adoption, such as managing large numbers of intelligent agents, call for enhanced identity, entitlement, and monitoring capabilities as table stakes for ongoing operational relevance. Supported by: ScalePadProofpoint

In the latest episode of the Consumer Finance Monitor podcast that we are releasing today, we explore a topic that is becoming increasingly important for financial services companies and virtually every other business operating in today's digital economy: how privacy, cybersecurity, and AI governance can be transformed from compliance obligations into sources of customer confidence, resilience, and competitive advantage. Alan Kaplinsky (founder, founder lease for 25 years and now Senior counsel of our Consumer Financial Services Group) hosts and interviews our guests. Our guests are Amy Reeder Worley, managing director at BRG and author of a new book entitled The Confidence Advantage: Optimizing Privacy, Cybersecurity, and AI Governance for Growth, and Greg Szewczyk, chair of Ballard Spahr's Privacy and Data Security Group. Amy advises senior executives and boards on cybersecurity, privacy, and AI risk, while Greg regularly counsels clients on privacy, cybersecurity, data governance, incident response, and the rapidly evolving legal issues surrounding AI. Amy's book is available on Amazon. Key Topics Include: ·                 From "trust" to evidence-based confidence; A central concept in Amy's book is the distinction between trust and confidence. She describes trust as a feeling, while confidence is an evidence-backed belief. ·                 Breaking down privacy, cybersecurity and AI silos; discussion about the need to move away from treating privacy, cybersecurity, and AI governance as separate disciplines operating in organizational silos. ·                 "Confidence by design"; Amy describes a framework she calls "confidence by design." ·                 The danger of the "FOMO" approach to AI; what Amy describes as the "FOMO" approach to AI: moving as quickly as possible to deploy AI tools and planning to establish governance later. ·                 Where should companies begin?; For organizations that are just beginning to address these issues, Amy's advice is surprisingly basic: start by determining what data the company has and where it is located. ·                 Boards need to know who owns the risk; discussion on the growing role of boards and senior management. ·                 Governance as a competitive advantage; Perhaps the most important message from the podcast is that good governance should not necessarily be viewed as a cost center. ·                 A rapidly changing legal landscape; the extraordinary uncertainty surrounding AI regulation. We encourage our readers and listeners who are interested in these issues to listen to the full episode and to consider reading Amy's book, The Confidence Advantage: Optimizing Privacy, Cybersecurity, and AI Governance for Growth. It provides a useful framework for thinking about an issue that is quickly moving from the privacy and technology departments into the boardroom. Consumer Finance Monitor is hosted by Alan Kaplinsky, Senior Counsel at Ballard Spahr, and the founder and former chair of the firm's Consumer Financial Services Group. We encourage listeners to subscribe to the podcast on their preferred platform for weekly insights into developments in the consumer finance industry.

AI is moving faster than almost any technology we've seen before. But is governance keeping up?In this episode of the ThinkData Podcast, I sat down with Rowan Stewart, AI & Data Safety Product Leader at Transcend, and discussed what happens when organisations rush AI products to market without the right data, privacy and governance foundations in place.Before joining Transcend, Rowan spent around six years at BCG X, helping organisations build and launch new technology. Today, she works with companies including Robinhood, Brex and Groupon as they navigate the increasingly complex world of AI and data governance.We discussed why so many businesses are still treating AI governance as something to solve later, whether regulation really has to slow innovation, what responsible AI actually looks like in practice, and the consequences when businesses get it wrong.We also explored one of the biggest challenges facing startups today: how do you continue moving at startup speed while ensuring the AI products you build are trustworthy, compliant and capable of scaling?In this episodeRowan's journey from BCG X to TranscendWhy companies are struggling with AI governanceWhy governance becomes harder when it is bolted on laterHow startups can move quickly without creating unnecessary riskWhat “responsible AI” actually means in practiceThe role data foundations play in trustworthy AIWhere responsibility for AI governance should sit inside an organisationThe commercial and reputational consequences of getting it wrongWhether regulation slows innovation or can actually enable itHow AI governance is likely to evolve as adoption accelerates

Artificial Intelligence Governance, Risk, and Compliance: Ensuring Trust, Security, and Ethics in AI-Based System by Dr. Kellep A. Charles AIGP CISSP https://www.amazon.com/Artificial-Intelligence-Governance-Risk-Compliance/dp/B0GYJD5D6X Kellepcharles.com Artificial Intelligence is rapidly changing many industries, but with its power comes responsibility. “AI Governance: Ensuring Trust, Security, and Ethics in AI-Based Systems” is your guide to navigating the challenges of responsible AI development and deployment. Written by cybersecurity expert Dr. Kellep A. Charles, this essential resource connects AI innovation with ethical practices. Whether you are a cybersecurity professional, data scientist, business leader, policymaker, or student, this book offers practical frameworks for managing AI risks, ensuring compliance, and creating trustworthy systems. Inside, you’ll find: Foundational AI concepts and the development of machine learning technologies Insights into agentic AI systems, including their benefits, risks, and governance needs Real-world applications of the NIST AI Risk Management Framework Strategies for managing the entire AI development lifecycle Practical threat modeling and security testing methods for AI systems Techniques for data governance, privacy protection, and reducing bias Current laws, standards, and regulations such as GDPR and the EU AI Act Step-by-step guidance for creating AI cybersecurity frameworks Protocols for incident response, monitoring, and maintaining deployed AI systems Tools, certifications, and organizational resources for AI security testing What makes this book unique? It includes real-world case studies, detailed checklists, sample governance policies, and templates for assessing AI impact. This book turns abstract AI ethics into concrete action plans. It addresses critical risks like model poisoning, adversarial attacks, data protection, and algorithmic fairness, providing practical strategies for mitigation. It is ideal for professionals seeking AIGP certification, organizations establishing AI governance programs, or anyone dedicated to responsible AI innovation. The book offers easy-to-understand explanations for non-technical readers while delivering the depth that practitioners need. Create AI systems that are powerful yet transparent, accountable, and aligned with human values. In a time when AI failures can have serious consequences, this book shows you how to ensure AI serves everyone safely and ethically. Learn to manage AI before it manages you.

What does it cost to keep climbing when you're not sure the ladder is leaning against the right wall? Cynthia Lai spent two decades in multinational banking before a health warning sign forced her to ask that question, and to walk away from a role that looked successful from the outside. In this conversation, Cynthia, a governance advisor, leadership educator, and ICF certified executive coach, joins Lori to talk about: Why high achievers so often ignore the warning signs their bodies are sending them Reframing governance from a system of control into a way of building trust across cultures What it actually takes to navigate an identity shift after leaving a role that defined you How assumptions get in the way of cross-cultural communication, and what to do instead Why resilience means more than "bouncing back," and how mindfulness practices like journaling support it Cynthia Lai is a governance advisor, leadership educator, and ICF certified executive coach with two decades of experience across OCBC, HSBC, and Bank of China. She now helps boards, founders, and senior leaders navigate complexity through clearer governance and more human decision-making, while co-leading MetaOptics, a privacy-preserving AI startup. Timestamps Time Topic 0:00 Welcome and introduction to Cynthia Lai 0:48 The signs high achievers ignore, and what finally wakes them up 2:56 Shifting governance from a system of control to a way of building trust 6:41 Her bold transition from global banking to coaching and advisory 9:56 Listening and leading across cultures, and where assumptions get in the way 13:26 Building resilience that goes deeper than "bouncing back" 17:11 Mindfulness, journaling, and what we lose when we outsource pen to paper 24:39 Staying anchored to your values when everyone else has an agenda for you 28:57 How different cultures approach risk, governance, and accountability 33:39 A blind spot for business travelers in Hong Kong, and the food worth trying 38:26 Join us on Patreon for an exclusive bonus episode with Cynthia here. Where to find Cynthia and connect Find Cynthia Lai at: LinkedIn: https://www.linkedin.com/in/cynthiakylai/ Brought to you by Brava Global Advisory Wondering where your own leadership might be running on autopilot? Take the free VOICE diagnostic to find out where to start: https://www.bravaglobaladvisory.com/voice Standing disclosures Thinking about a life abroad? I use and recommend Expatsi to help navigate the move and for a free test on which country is your best fit. As an affiliate, I may earn a small commission. Subscribe, leave a review, and share this episode. Visit https://www.aworldofdifferencepodcast.com for more resources. Learn more about your ad choices. Visit megaphone.fm/adchoices

Drawing from local archives alongside national and international records, War and Governance in Scotland, 1543-1559: Destruction, Reconstruction and Reform (Edinburgh UP, 2026) by Dr. Amy Blakeway argues that warfare was the defining feature of government and politics in Scotland for the two decades following the death of James V. It demonstrates that beyond the direct effects of invasion, the need to raise unprecedented taxation, as well as warfare's secondary consequences, such as plague and price inflation, disrupted communities throughout Scotland, engendering enhanced social control. These effects endured for many years after the peace of 1550: new laws were passed to manage those who had collaborated with the invaders and taxation remained high.The post-war decade was one of reconstruction, and it was this which drove religious reformation in 1559-60. The book shows that appreciating the scale of the crown's ambition places the Scottish state's development closer to that of its European counterparts. This interview was conducted by Dr. Miranda Melcher whose book focuses on post-conflict military integration, understanding treaty negotiation and implementation in civil war contexts, with qualitative analysis of the Angolan and Mozambican civil wars. You can find Miranda's interviews on New Books with Miranda Melcher, wherever you get your podcasts. Learn more about your ad choices. Visit megaphone.fm/adchoices

Bongani Bingwa speaks to Governance and Elections Expert at the University of Pretoria, Dr Tendai Mbanje, about Hakainde Hichilema’s re-election for a second term in Zambia, securing 61% of the vote against his main challenger Brian Mundubile’s 38%, and whether he can translate economic progress into improved living conditions for ordinary Zambians. 702 Breakfast with Bongani Bingwa is broadcast on 702, a Johannesburg based talk radio station. Bongani makes sense of the news, interviews the key newsmakers of the day, and holds those in power to account on your behalf. The team bring you all you need to know to start your day Thank you for listening to a podcast from 702 Breakfast with Bongani Bingwa Listen live on Primedia+ weekdays from 06:00 and 09:00 (SA Time) to Breakfast with Bongani Bingwa broadcast on 702: https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/36edSLV or find all the catch-up podcasts here https://buff.ly/zEcM35T Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio7See omnystudio.com/listener for privacy information.

Bongani Bingwa speaks to Walter Letsie, Chairperson of Parliament’s Portfolio Committee on Higher Education, following an investigation into NSFAS that found systemic maladministration, governance failures and improper funding allocations. The Public Protector has ordered Higher Education Minister Buti Manamela to submit a remedial action plan for NSFAS by 1 November. 702 Breakfast with Bongani Bingwa is broadcast on 702, a Johannesburg based talk radio station. Bongani makes sense of the news, interviews the key newsmakers of the day, and holds those in power to account on your behalf. The team bring you all you need to know to start your day Thank you for listening to a podcast from 702 Breakfast with Bongani Bingwa Listen live on Primedia+ weekdays from 06:00 and 09:00 (SA Time) to Breakfast with Bongani Bingwa broadcast on 702: https://buff.ly/gk3y0Kj For more from the show go to https://buff.ly/36edSLV or find all the catch-up podcasts here https://buff.ly/zEcM35T Subscribe to the 702 Daily and Weekly Newsletters https://buff.ly/v5mfetc Follow us on social media: 702 on Facebook: https://www.facebook.com/TalkRadio702 702 on TikTok: https://www.tiktok.com/@talkradio702 702 on Instagram: https://www.instagram.com/talkradio702/ 702 on X: https://x.com/Radio702 702 on YouTube: https://www.youtube.com/@radio7See omnystudio.com/listener for privacy information.

Today on The Editors, Rich, Charlie, Noah, and Dan discuss Jon Ossoff's presidential prospects, South Korea, and the death of former Cambridge professor, Jason Arday.  Lights Items:  Rich: Visited Florida and took the Bright Line Charlie: Watched the film, A Man for All Seasons Noah: Spent the weekend in Atlantic City with his family Dan: Starting to build a dollhouse Editor's Picks:  Rich: Jim Geraghty's piece, "For AOC, the Time Is Now" Charlie: Abigail Anthony's piece, "I Still Think IVF Should Be Banned" Noah: Brittany Bernstein's most recent "Forgotten Fact Checks" newsletter about New York Magazine's Habibi City cover story Dan: Becket Adams's piece, "'Woke One' Wasn't Just Crazy -- It Was Destructive" Sponsors: Made InVaerThe Institute for Governance and Civics at Florida State University  This podcast was edited and produced by Lauren Veldhuizen.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Enterprise leaders face a growing gap between AI ambition and the fragmented data, legacy systems, and cultural friction that prevent pilots from becoming scalable value.   In this episode, Julian Tang, Chief Operations Officer for the Innovation Office at BlackRock, examines how unified data foundations, modernized infrastructure, and transparent governance enable organizations to move from reactive experimentation to intentional, enterprise‑wide AI deployment, in conversation with host Matthew DeMello.   He highlights the practical shifts required to reduce friction, build trust in AI systems, and create repeatable playbooks that let teams scale responsibly and with confidence.   Learn how to identify real AI trends by tracking where venture funding is flowing, and by listening to how leading CEOs describe risk and competitive strategy. Download our free PDF report, "3 Ways to Discover AI Trends in Any Sector" at emerj.com/ait1  

Recently, I met David Krauza, VP of Enterprise Data Strategy and Products & Governance at Comcast, at the 2026 CDOIQ symposium, and after chatting for a bit, he agreed to come on the show to talk about how he, as an enterprise buyer, thinks about B2B software purchases in the age of AI. As vibe coding makes internal development more accessible, David explains why the buy-versus-build decision isn't simply about whether a company can build a solution itself. Leaders need to weigh long-term roadmaps, maintenance, integrations, and whether they want to take on the responsibility of becoming a software company. The real question is not just what can be built, but what makes the most strategic sense to own. David also highlights an important consideration vendors frequently overlook: the data their own products create and the possible importance of that to an enterprise data leader. This is particularly true when the product's primary intended purpose is not analytics itself. In a complex sales environment, which may include a senior data leader as a champion or decision maker, product metadata, or what you might currently be thinking of as a byproduct, might actually be a primary decision point in an enterprise purchasing conversation. David then outlines the pre-implementation work required before any of this can be evaluated: establishing shared definitions, explicit success metrics, and a documented “before-picture” you can run at renewal time to understand the ROI of the product. We also explored the hidden costs that can undermine an otherwise compelling product. A polished UI may still create UX friction if users have to constantly move between systems, while complex data integrations can introduce additional labor and operational burdens. This friction should be considered during the evaluation rather than discovered after development. David says vendors can stand out by demonstrating that they understand where a customer's business is headed and how their roadmap supports that direction. He also dropped some real gold about the difference he sees as a buyer when being pitched by a founder vs. a B2B salesperson—and what the latter is missing when they pitch him. Highlights / Skip to: Why buy any products when AI allows you to build them yourself? (2:03) Allowing use cases and goals to dictate the adoption of internal solutions (4:03) Making data capture, accessibility, and ecosystem fit part of the buying decision (5:54) Is data missing in sales conversations due to a lack of marketing or of results? (8:36) Comcast's method for deciding to renew when the intelligence is invisible (11:22) The importance of pre-post analysis when making a renewal argument (14:02) Where David sees the most time being wasted in the pitch process and why vendors who did _____ win more often (16:36) The hidden costs that often go undiscussed during the sales process (20:07) How Comcast evaluates UX friction (back-and-forth of switching between applications to accomplish work) (22:22) Other hidden factors that can prevent your sale from closing (25:13) Differences David sees between founder-led sales and sales-led sales (26:41) David's advice for founders selling in the analytics and data space right now (28:14) Links David Krauza's LinkedIn David Krauza's Substack

In this episode, Arial Bauman, Director of Physician Compensation at Piedmont, and Kate Taylor, Principal at ECG Management Consultants, discuss how physician compensation governance is evolving from a compliance-focused function into a strategic tool for recruitment, retention, financial sustainability, and organizational growth. 

In this episode we chat to Richard Bowley, who is a highly experienced mining executive who has spent more than 20 years leading projects across emerging markets.   We discuss and explore the realities of delivering mining projects in challenging jurisdictions, the importance of leadership, governance and ESG, why projects run over budget and behind schedule, and the lessons Richard has learned from advising companies, investors and governments throughout his career. KEY TAKEAWAYS Cultural integration and local relationship-building are just as critical to project survival in emerging markets as technical engineering. Front-end engineering investment during feasibility studies prevents massive downstream capital blowouts and schedule delays. Governance failures undermine entire ESG efforts, as a lack of transparency quickly erodes trust with host governments and local stakeholders. Owner teams must empower appointed EPC/EPCM contractors to execute their roles rather than micromanaging and hindering project delivery. BEST MOMENTS "Look at your feet... You're not in London now. So whatever you think you know, park it." "If you just go into a country and think it's about technical delivery, you will fail. 100%." "10% extra on engineering at the front end of any feasibility study, for me, is critical." "Everything you do well instantly becomes destroyed because if the governance aspects of a project or a business in any country become questionable, that trust that you've built... just gets torn down." 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 GUEST RESOURCES https://www.linkedin.com/in/richard-bowley-842ba818/  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/

Fresh off the showroom floor at Black Hat 2026, Ron brings back some hot takes from the crowd. Nearly every booth he visited, including the Exaforce booth, was pushing in the same direction. Trust in AI isn't a philosophy debate anymore, it's an engineering problem people are actively solving.    Ron then catches up with Jen Easterly, CEO of RSAC, for a wide-ranging conversation on what it actually takes to build that trust. From her move out of government to her hard line on AI regulation and liability, the conversation takes an unexpected turn when Jen opens up about "cognitive surrender" and why she believes good judgment can't be automated away. Couldn't make it to Black Hat this year? This episode has you covered.   Impactful Moments  00:00 - Introduction  02:45 - Reporting live from Black Hat 2026: hot takes from the showroom floor  05:05 - Welcoming Jen Easterly, CEO of RSAC 07:55 - A day in the life running RSAC and the Innovation Sandbox 10:00 - AI whack-a-mole and the sweet spot for regulation 11:00 - Governance vs. regulation, the EU AI Act, and state laws 13:30 - Why accountability and liability need to catch up to AI makers 14:45 - The case for autonomous patching and healing code like "The Matrix" 17:50 - The hot take Jen hasn't said before: not outsourcing our humanity 20:30 - Why in-person conferences matter more in the AI era 21:55 - Ron's takeaway: who decides when AI has earned our trust?   Links Connect with Jen Easterly on LinkedIn: https://www.linkedin.com/in/jen-easterly  Learn more about Exaforce: https://www.exaforce.com –  Check out our upcoming events: https://www.hackervalley.com/livestreams  Love Hacker Valley Studio? Pick up some swag: https://store.hackervalley.com  Become a sponsor of the show: https://hackervalley.com/work-with-us

Rob and Bill discuss updates around police reform and other cases of the malfeasance of public officials. If you want to double dip, you'll have to pay. https://www.patreon.com/TheHighlandsBunkerShow Notes:Delaware Dual Employment Audit Finds Significant Deficiencies in Governance and Compliance with State Law2 fatal police shootings, 2 very different reactions in Delaware

Banks can process millions of transactions an hour, yet even routine steps in financial operations still require constant human judgment to hold together.   In this episode, Ajay Swamy, Senior Executive Product Director for GenAI Products and Governance at JPMorganChase, and Founder of FundLens.ai, explores why data fragmentation and manual judgment make BFSI workflows hard to run consistently, and what it takes to make AI‑driven decisions explainable enough to trust at scale.   The conversation covers evaluating AI for regulated environments, building oversight into agentic systems, and treating trust as something institutions have to engineer deliberately rather than assume.   This episode is sponsored by Reindeer.   To go deeper on this topic and learn how financial institutions are digitizing paper-based records to unlock usable data for AI, and using alternative data like public web and social signals to enhance risk assessment, download our free PDF report, "AI in Financial Services Executive Cheat Sheet" at emerj.com/fcs1

Why do so many AI projects fail to scale even when the technology works?In this episode, we explore a critical question in enterprise AI adoption: is the real barrier of technology, or is it leadership, governance, trust, and people readiness?KEY MOMENTS 00:00 Introduction 3:30 Why AI adoption assessments matter before scaling 5:46 Leadership vs. management in AI transformation 10:15 How to improve employee engagement in AI adoption 12:52 How to convince executives to support AI adoption 15:25 How many companies are investing in AI adoption 19:49 Dr. Marissa Alert's path into AI adoption consulting 22:01 AI governance, guardrails, and responsible adoption 25:22 What MDA Wellness does and how it supports organizations  In this episode of the FIT4Privacy Podcast, host Punit Bhatia speaks with Dr. Marissa Alert, a psychologist and human-centered AI adoption expert, about one of the biggest reasons AI initiatives underperform: organizations focus on tools, but overlook people, leadership, and governance.The discussion looks at AI adoption through a practical business lens. It explains why employee trust, psychological safety, leadership alignment, and clear decision-making often determine whether AI delivers return on investment or stalls after the pilot stage.You will learn why AI training alone is not enough, how resistance and disengagement show up during transformation, and why organizations need governance, guardrails, and stronger executive sponsorship to move from experimentation to sustainable adoption.If you are leading digital transformation, planning an enterprise AI rollout, or trying to improve adoption of generative AI, this episode offers practical insights to help turn AI investment into measurable business value.⸻ ABOUT THE GUEST Dr. Marissa Alert is a psychologist, advisor, and human-centered AI adoption expert who helps executive teams address the behavioral, leadership, and trust barriers that slow enterprise AI adoption. She works with organizations to improve readiness, strengthen alignment, and turn AI strategy into measurable business results. Her insights have been featured in Forbes, Newsweek, Yahoo Life, and The Guardian.  ABOUT THE HOST    Punit Bhatia is a privacy expert, trainer, and mentor who works with business and privacy leaders to build strong privacy culture, improve awareness, and make compliance a business priority. He has worked with professionals in more than 30 countries and helps leaders navigate the intersection of privacy, AI, governance, and trust.  ⸻ Resources & Links  Guest Links Marissa Alert • LinkedIn: https://www.linkedin.com/in/marissadalert/   Grow Skills (Privacy Courses & Insights) • Courses: https://growskills.store/courses/ • Insights: https://growskills.store/insights/ • Website: https://growskills.store/  FIT4Privacy • Website: https://www.fit4privacy.com • Podcast: https://www.fit4privacy.com/podcast • Blog: https://www.fit4privacy.com/blog • YouTube: http://youtube.com/fit4privacy  Punit Bhatia • Website: https://www.punitbhatia.com  Books  • Be Ready for GDPR • AI & Privacy – How to Find Balance • Intro to GDPR • Be an Effective DPO 

Employees at several leading AI companies are asking the US government and international bodies to slow the development of frontier models. Doing so would put governments in the position of deciding when new models are safe enough to release. Yet policymakers also warn that the United States must move faster than China and that prerelease reviews could stifle innovation. Are these two goals in tension with one another? Can existing laws and liability rules address AI harms without giving governments control over which models reach the market? And can any international institution realistically govern a technology spread across the entire digital economy?To discuss this, Shane is joined by Milton Mueller and Adam Thierer. Milton is a professor and director of the master of science in cybersecurity program at Georgia Tech University's Jimmy and Rosalynn Carter School of Public Policy. He is also the cofounder and director of the Internet Governance Project at Georgia Tech. Adam is a resident senior fellow with the technology and innovation team at the R Street Institute and a visiting senior fellow at the Foundation for Individual Rights and Expression.

In today's Cloud Wars Minute, I explain why ServiceNow's fast-growing security business is becoming central to Bill McDermott's AI strategy. Highlights 00:01 — I wanted to chat a little bit about ServiceNow's Q2 performance, but mostly what CEO Bill McDermott disclosed on the Q2 earnings call. Very strong performance across the board. They beat on all their numbers, doing very nicely. And what McDermott did, what he used the Q2 earnings call for in his opening remarks, was to lay out what I think is a significant new direction. 01:15 — Now, on top of that, we see a lot of anxiety from businesses now about — while they see the huge potential of AI, they also see that it raises security to levels that it hasn't been at before. So McDermott is sort of pairing those things up: the fully integrated Control Tower plus security plus governance. 02:14 — He said, “We're going to be able to handle all that simply and easily for customers.” He said that whichever chip wins, whichever lab wins, whichever price-per-token regime wins, he said, ServiceNow is going to be able to handle that. You're not — any of the customers aren't going to be, you know, going down a dead end or a dead-end alley if they choose to work with ServiceNow. 03:23 — He said CEOs have been losing sleep over this idea of risk at scale, and we're going to help those CEOs sleep well at night. So it's a big promise. It's a big adaptation for ServiceNow, but I think it's one that's consistent with some of the steps that McDermott has been making in the past, and it's very timely now to bring these two forces together. 03:59 — Now, one of the things that has made McDermott so successful over his seven years at ServiceNow, and before that at SAP, is his ability to use these earnings calls as almost like a come-to-Jesus discussion of where we as a company are, where the external market is with customers, and how aligned we are not just with where customers are now, but where they're heading. Visit Cloud Wars for more.

When conspiracy theoriest and pillow pitchmen become top politcal contenders, what does it actually mean for the future of your vote? Michael Steele gives you a clear, unfiltered look at how national political theater impacts your local ballot.The line between serious governance and political theater isn't just blurring—it's collapsing. When a major political party trades actual policy and vision for empty campaign promises, fake "national emergencies," and bad-faith election claims, the real fallout lands directly on everyday Americans.Catch Michael Steele on The Weeknight Mondays - Fridays at 7pm EST on MSNBC: https://www.msnbc.com/weeknightFollow Michael on X: https://x.com/MichaelSteeleFollow Michael on Bluesky: https://bsky.app/profile/michaelsteele.bsky.socialFollow Michael on Instagram: https://www.instagram.com/chairman_steele/Follow Michael on Threads: https://www.threads.net/@chairman_steeleListen to The Michael Steele Podcast: https://podcasts.apple.com/us/podcast/the-michael-steele-podcast/id1412905534Watch The Michael Steele Podcast: https://www.youtube.com/playlist?list=PLJNKzTkCZE9uNqPiKYw5eU5YkS_mMsr6oIf you enjoyed this, be sure to share it with a friend!

Has enterprise AI finally reached the point where impressive demonstrations are no longer enough? In this episode of Tech Talks Daily, I speak with Bruce McMahon, Chief Product Officer at CallMiner, about what he describes as the industrialization of AI: the move from experimentation and excitement toward repeatable processes, measurable ROI, better customer experiences, and technology that can operate reliably at enterprise scale. Bruce explains why business leaders are increasingly asking a much simpler question about AI: how is this going to create value? Drawing on CallMiner's experience analyzing hundreds of thousands of hours of customer interactions every day, Bruce discusses how AI can surface operational inefficiencies and customer insights that were previously difficult to identify. The opportunity is not simply generating more data. Organizations need processes that get the right insight to the right person so something actually changes as a result. We also discuss how AI is changing workforce expectations. Bruce sees curiosity and adaptability becoming increasingly valuable, particularly among technical teams. As AI takes on more routine work, employees who question outputs, experiment with new approaches, and apply human judgment can become more valuable than those who rely solely on established technical knowledge. The economics of enterprise AI present another challenge. Foundation models, capabilities, and pricing continue to change rapidly, creating questions around vendor dependency and long-term costs. Bruce explains why companies may increasingly use a mixture of commercial, open-source, fine-tuned, self-hosted, and proprietary models rather than relying on one provider for everything. Governance becomes even more important as AI agents begin interacting directly with customers. We discuss red teaming, bias testing, compliance, data protection, monitoring, and why organizations need to decide which actions can be fully automated and which decisions must remain accountable to a human. Bruce also examines how AI is changing customer experience and the BPO industry. Rather than choosing between humans and AI agents, he sees value in designing systems where both can work together, with people handling interactions requiring judgment while AI manages high-volume and repetitive work. For CIOs, CTOs, COOs, customer experience leaders, and anyone responsible for enterprise AI strategy, this conversation provides a practical look at moving beyond AI pilots and turning the technology into a dependable part of business operations.  

"The ecological movement is the largest movement in human history, yet it is fragmented because it is using the "tools of the master" for coordination, resource sharing, and conflict resolution...While many technologists have created social networking technology, they have not succeeded in creating good coordination because social networking tools do not address enough of the primary coordination mechanics for scalable trust."  Grace Rachmany: Sideways Earth on GithubFriend of the podcast, Grace Rachmany is a mother, a tech industry trouble shooter, author of over a hundred white papers and co-author of the book, 'So you've got a DAO: Handbook for Distributed and Connected Leadership'. She's Executive Director of the Decentralized Identity Foundation and it's this that we're exploring today. It's long been established on this podcast that the old paradigm is not fit for purpose and is, in fact, in the process of disintegrating beneath our feet. We know we need to create communities of place, purpose and passion - but if we can do this, how do we find other communities to link with so we can:Scale from community to region. (based on shared action)Keep one another accountable for behaviors that reflect what we say our values are (people are also squishy when they say the word values). Scale behaviour change beyond a closed or Dunbar-number community to multiple communities. Scale actions and collaborations to regional levels without a hierarchical coordination structure. Coordinate actions and behaviors based on the commons we share, whether or not we share "values". This is the missing link that is often overlooked as we craft a way forward to a world that works, and I'm so glad someone with Grace's outstanding intellect and depth of heart is exploring this.  And that she's willing to come here and talk about it. So here we go: a wide, deep, full conversation on the missing link of scaleable trust.  Enjoy! LinksGrace's websiteGrace on LinkedInDecentralized Identify FoundationGrace on YouTube - co-creating the third attractor Sideways Earth Website Sideways Earth on Github Elinor Ostrom's 8 Principles for Governing a Commons —About Accidental Gods—We offer three strands all rooted in the same soil, drawing from the same river: Accidental Gods, Dreaming Awake and the Thrutopia Writing Masterclass Our next Open Gathering offered as part of our Accidental Gods Programme is 'BECOMING A GOOD ANCESTOR' which will run on Sunday 13th September 2026 from 16:00 - 20:00 GMT - details are here. You don't have to be a member of Accidental Gods to come along, but if you are, all Gatherings are half price.If you'd like to join us at Accidental Gods, this is the membership where we endeavour to help you to connect fully with the living web of life. If you'd like to train more deeply in the contemporary shamanic work at Dreaming Awake, you'll find us here. If you'd like to explore the recordings from our last Thrutopia Writing Masterclass, the details are hereManda and Louise both offer one-to-one Mentoring Calls.  Manda is writing a book just now, but if you'd like to contact Louise, details are here.

Introduction Most carriers have stopped asking whether AI works. So why does so little of it ever leave the pilot? Kurt Diederich has spent 25 years building the core policy, billing, and claims systems that property and casualty insurers run on. Two years ago he looked at AI and, in his words, thought it was a pile of trash. He kept retrying it every six months anyway, and the thing that flipped him was a bread recipe. He asked a model to cut it in half, it correctly turned tablespoons into one and a half teaspoons, and he went in with both feet. That arc is the episode. Kurt walks through the adoption curve he sees in most organizations, from skepticism, to being wowed, to badly overestimating what the technology can do, and then the hard landing into execution where the roadblocks show up. His argument is that the software was never the constraint. The constraint is whether a company will restructure how it works, put the right people in front of the change, and actually measure what it gets. Guest Bio Kurt Diederich is the Chief Executive Officer and co-founder of Finys, a Troy, Michigan software company whose Suite covers policy administration, billing, claims, portals, and business intelligence for P&C carriers, mutuals, and state FAIR Plans. He started writing assembly-language games as a teenager on TRS-80s and Apple IIs, worked his way through college as a consultant, and has been an entrepreneur ever since. He spent the 1990s building custom claims and policy systems for carriers, then founded Finys in 2001 and went all in on insurance, building the platform on Microsoft .NET. Finys marked its 25th anniversary in 2026 and employs roughly 175 people. Key Topics -The four-stage adoption curve - Skepticism, then being wowed, then overestimating what AI can do, then the drop into execution where the real roadblocks appear. -30% versus three to five times - Let people work the way they always have and you get a modest lift. Restructure the work into small pods and the number changes completely. -The SDLC becomes the AI PLC - Kurt argues the software development lifecycle is turning into a product lifecycle, where the idea of developers sitting down to write code starts to go away. -The 40-point measurement gap - Studies found developers predicting a 20% productivity gain while actually running a 20% deficit, and most organizations never measure at all. -Champions rather than training - Training wears off because people default back to old habits. Kurt uses people who have already done it to coach teams through real work, repeatedly. -Why carriers have it harder - Governance and regulatory exposure slow carrier adoption compared with a software company, and improper usage draws regulators. -Spending AI dollars badly - Everyone reaches for the frontier model. Kurt watches an internal credits leaderboard, argues most problems are solved by cheaper models, and says AI should be used to build deterministic solutions rather than being run over and over. Notable Quotes "Developers were predicting they're getting a 20% productivity lift with AI when in reality they were at a 20% productivity deficit. So you've got a 40% gap between reality and perceived value." "If you allow the developers to just work as they've always worked, what we find is you get maybe a 30% productivity lift. By restructuring the way you work, you see these huge productivity lifts." "I don't think the typical worker is going to have that aha moment where they realize what they've been doing for the last ten, fifteen, or twenty years is wrong. They've been successful at it." "The AI industry has kind of done themselves some harm by saying you're not going to need all the people to do the work anymore." Resources Guest: Finys: https://finys.com/ Finys on LinkedIn: https://www.linkedin.com/company/finys/ Kurt Diederich on LinkedIn: https://www.linkedin.com/in/kurt-diederich/ Host & Organization: Joshua R. Hollander on LinkedIn: https://www.linkedin.com/in/joshuarhollander/ Horton International (USA): https://www.horton-usa.com/ Insurtech Leadership Podcast (LinkedIn Showcase): https://www.linkedin.com/showcase/insurtech-leadership-show Subscribe & Review If you enjoyed this episode, subscribe on your favorite platform and leave a review. The Insurtech Leadership Podcast is available on YouTube, Podbean, Apple Podcasts, and Spotify.

According to Gartner, worldwide AI spending is forecasted to increase 44% by the end of 2026. Companies are investing in AI, and they are investing heavily. But knowing where and how to invest isn’t easy, especially with what feels like a million different AI tools out there and a million more different ways to build your own. So how do you figure out what to build, what to buy, and which investments will help you move the needle for your business? Riley Rogers: Hi, and welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Cody Sims, head of commercial brand at Cox Communications. Cody, thank you so much for joining us today. Super excited to hear your thoughts on this one. Before we dive into what is quite a loaded topic, could you tell us a little bit about yourself, your background, and your role? Cody Sims: Yeah. So, hi, I’m Cody. I’m the head of commercial brand for Cox Communications, and it’s kind of crazy how I came into this role. So I actually started my career when I was 15 and was installing phone systems for my dad’s phone company. And after that, I had actually had two parts of what I thought was what I wanted to go into, and that was either musical theater or physics, because those were two things I really had a passion about. And when I got into college and had musical theater as my major and physics as my fallback, I realized that both of them left a part out of what I really enjoy. And so I ended up actually landing in marketing because it’s both analytical and creative, and that has served me really well over the years. So, across Cox, I have done all kinds of things from product management to market development to pricing to competitive analysis, and now in the brand world. It’s given me kind of a 360 view of the entire business from a marketing lens. I would say that I’m pretty much a transformation leader. I really enjoy breaking things and building them up new again. So, AI is happening right at the right time for me. RR: I love that story, and I love that it’s taking you to a place that especially now is getting more and more technical, more and more analytical. I’m very excited to get into that transformation leader side of things. But before we do, can you paint a little bit of a picture of your sales environment? CS: Yeah. So when I first came to Cox, it was very similar to most of what you would call a CLEC, or a competitive local exchange carrier, which is primarily internet service, voice services, and obviously because it was Cox, some cable TV services that were the triple threat. That was kind of what in the early 2000s was kind of the way that they went to market. But over time, the team at Cox realized that in order to stay competitive, they had to add to the portfolio to make sure that they were providing value to their customers, and I’m sure many would understand that and have gone through similar transformations. And so we had acquired several different other companies that added to our portfolio, and developed some of our own products, and over time that turned into a lot of products. But it’s not just 70 products. It’s 70 products, it’s nine customer segments that we have from a segmentation perspective. It’s six distinct buyer personas, industry verticals, what’s serviceable at that address. So you take all of these different components and it’s almost like three-dimensional chess for the salesperson. The way that I like to think about it is that the sellers, what they really need and what their challenge is, is that they’re not looking for specs. They’re looking for what are the business outcomes that my customer is trying to achieve, and then what do I have from my portfolio that will help them to achieve those results? So it’s no longer a world where they can memorize everything and know every product in and out, and be the technical expert. They really do have to have tools and systems that help them to have the right knowledge at the right moment for the right person in the right place. RR: Yeah, there comes a point when the human brain just can’t contain the context and the expertise that you need. So when you can’t ask for expertise, what you can do is provide, to your point, that just-in-time support. And one of the things that you alluded to was that that’s where you kind of started some of that AI investment as a way to bridge that gap. You’ve given us a little bit of a taste, but what kind of motivated that early initiative? CS: Well, I would say that, over time what we discovered was that we couldn’t keep track of all of our marketing materials, collateral, all of the pieces of information in just files, formats, and putting it online into a here’s-an-accessible-library. Because the library just becomes bigger and larger and more difficult to manage. But I would say that we didn’t set out to do AI. We didn’t sit down and say, “Oh, hey, AI looks cool. Let’s make sure we’re doing it.” We needed to transform our go-to-market strategy so that we were more nimble, we were more competitive, and that we could deliver the kind of experience that our customers were asking for. And so AI was the mechanism that would help us to get there. But what really triggered this whole thing was what I mentioned earlier, was our segmentation. When we sat down and said, “Let’s rebuild the way that we look at our audience segments,” and we did that based off of what is the value to Cox of each of these customer profiles, and then what is the technology sophistication of that client, of that business. And that intersection allowed us to create our nine different segments that we were working on. And so when we did the math, when we looked at all of that information and all of the things that we needed to be able to provide to those segments, we realized this was quickly going to turn into something that was far beyond any marketer’s ability to do. But what we knew is that the Gartner information we were tracking said that personalization was having much higher returns on the way that people respond to information. And not only that, but if you do personalization and you get it wrong, if I call you and I say, instead of, “Hey, Riley,” and I say, “Hey, Jonah,” you’re like, “Hmm, nice try.” So personalization is really important to being successful, but getting it right is even more important. So we realized that we needed to have some radical partnership between our marketing, AI, and sales teams, that we needed to make sure that this was not just an IT project, that we were going to go and pull a bunch of requirements together and everybody would be like, “Oh, hey, here’s this new tool. Everybody figure out how to use it.” And it wasn’t necessarily about optimization. It was about transformation, the way that we go to market, the way we think about our customers, and the way we show up. So I would say that AI definitely was part of the solution set, but we had to look ourselves in the mirror and say, “It’s time for us to actually think about this in a completely different way.” RR: That distinction comes through very well, and I think is very important because oftentimes when you’re in kind of the scramble to be keeping up with the market, keeping up with your competitors, there is this urge to just tack on AI because we have to. But when it’s not strategic and it’s not built into the things that you’re actually doing, to your point, it’s we put together some specs, good luck using it. But instead, now it’s something that’s really built into the way that you work. I would love to hear a little bit more about that specific use case, especially given the fact that a lot of teams are running into that question of how do we use AI and can we just build what we need ourselves? Given that you’ve done the math, answered the question, I’d love to hear how it worked and kind of where you landed. CS: It’s very easy to fall into the trap of, “Hey, everybody, here’s AI. We put it on your computers, now go use it.” And so then everybody starts using AI to try to figure out, how does this help me in the job that I already do, in the role that I already do, in the processes that I already do? And so then it really limits the impact that it can have on the business and the performance because either, A, you have a handful of people who are really smart, and they go crazy with it, and they create their own thing, or you have a bunch of people who are looking at it going, “Okay, came up with some ideas, but I still have to do my work.” What you end up with is there’s no standard. There’s no flag running up the hill to say, “Everybody follow me. Let’s go do it this way.” So, it required both the yes, we had to make sure that the teams were bought into using AI, but we also had to have a standardized way of approaching how we deploy AI. And that brought us to the question of do we buy or do we build? And because there were so many different parts of what kinds of functionality we needed, it wasn’t the same answer for every one of those needs. So in some cases, we have a tool, we have a partner, they already have AI integrated into their platform, let’s go see how we can use that. In other cases, and I’ll give you an example, in the case of content generation, that is where we started with our AI journey about a year ago. We sat down and started interviewing and reviewing all of the different providers who can do content generation. Every one of them had a different approach to content development, content generation, which were all very good, and they attempt to make sure that they are covering as much of the marketplace as possible. And so sometimes when you buy that, you end up with features maybe that you don’t need, and you also have to still go through the process of integrating those platforms into your security posture. So us being a connectivity provider for governments, for major corporations, enterprise carrier grade, we have a very, very strict and strong security policy, which means that when we bring new vendors on, it takes a lot of time and a lot of effort and a lot of back and forth. And so what we found in certain cases, it was actually better for us and more beneficial for us to build the actual platforms that we needed for that particular use case. But like I said before, in other situations, we found that there was a partner who we had who already had AI integrated into their platform, and so they were already part of our security posture. They were already inside of our ecosystem. So the question of build versus buy really had to do with time, had to do with return, and it had to do with the security measures that we had to put in place. RR: Thinking about in addition to those factors, when you’re evaluating these things that you outlined, time, potential cost, security, how are you kind of doing that ROI math to say one is going to be better than the other? CS: There’s several different parts of that. And like I mentioned, we wanted to make sure that we were following our AI strategy foundation that said, we don’t want to introduce more and more vulnerable access points. And so it’s important for us to make sure that we are all coming together with everyone across the Cox leadership team according to who are the vendors that we feel the safest with, that we can go set up and make sure that we are pulling together the best of the breeds. The assessment, like I mentioned before, is what is the value that we’re returning to the business in terms of revenue generation, new customers, cost savings in terms of not necessarily just reducing people’s time, but redeploying people to doing other important tasks. And then what are the things that we are doing that help us to keep the system all working together? So, revenue generation, cost deferment, and then keeping a cohesive connection between all of the different platforms. So some of the things that we looked at from our comparing vendors versus doing DIY, is there a maintenance tail that goes in this? So if we build it, what does that look like in 18 months? How much more people do we have to have to support it? Governance and observability, do we have the permissions, the versioning, the audit trail, all of the parts for discovering what is needed and then able to see it and observe it as we go? Interoperability, as I mentioned before, really important between different platforms that we have, that those APIs and MCPs all work together. And then whose roadmap is this? Is this our roadmap? Is this the IT roadmap? Is this the vendor’s roadmap? If we know where we need to go, is there anything that’s getting in our way of being able to get there? And then of course, obviously the speed to value against the cost of being wrong. RR: And so hearing you outline this very comprehensive list of considerations, you can start to understand why it starts to feel complicated and really hard to tackle. To your point, it’s been a year of figuring it out since you started developing that very first use case. I’d like to go into a little bit of detail about the evaluation piece and deciding what vendors you felt safe with, that you were excited to partner with and continue to either use or build upon as you’re developing your AI strategy in alignment with your business transformation. One of those that you landed on was using Highspot’s MCP server to support some of the workflows you wanted to spin up. How did you make that decision and why did that feel like the way to go? CS: Well, as I had mentioned before, as we had gone through our history of, here’s a library of a whole bunch of stuff and everybody’s trying to find the right item, and it just was such a headache to make sure that we were always getting the right information to the right customers at the right time. And not only that, but we had no real clear feedback about how it was performing. And so at that time, which I believe was in the 2015 to 2017 timeframe, is when we had first started our relationship with Highspot to help us better catalog the library, make it more searchable and usable and referenceable for the sellers to be able to share information and track the information, make sure that it was the most relevant and recent, and then help us to understand what’s working and not working. So all of that was already in place before we even started the AI conversation. And so as we were doing our work around our go-to-market roadmap, we started with content because it was probably the easiest place for us to use AI to generate content, and that looked like a two-layered approach. We had what we called a knowledge base, which is formally putting into AI rules that can be read by AI around all of our standards for brand, for legal, for segment definition, for product information, for pricing and promotion information, industries, verticals. All of that was put at this knowledge base foundation layer. And then we built the content generation engine on top of that, where each of the agents within that tool would go find what it is that the marketer was asking to do, compare it against all the information in the knowledge base, the brand standards, all of those good things, and then produce the content piece that the marketer was asking for using that foundation layer. However, once we got that moving and going, we realized that that level of personalization for marketing could be even more valuable and even more specific when used by a seller. But in order for that to work properly, the seller had to have access to a large range of information all at the same time, including any of the buying signals or online signals that we had through some of our lead generation partners, any of our information that we have within our own systems, like when was the last time they called into billing or when was the last time that they had an outage or what is their general sentiment that the customer has right now. And then all of the information about their current services, their current products, all the things that are going on in their world. But then once we have all of that information, we have propensity to buy, propensity to churn, propensity all these modeling, now we need to be able to talk to them and provide a recommendation to the seller that says, “Here’s what we recommend you use, what you should say, how you should set it up.” And all of that was inside of Highspot. And so we realized again, we could look at this and say, “Are we going to go buy a new platform? Are we going to use a platform we already have or are we going to go build something new?” And obviously when we looked at the Highspot platform, the MCP servers, and the way that it was laid out and set up already, we knew that that was the right path to go. So what we had started with was the content engine, then we went into a sales enablement engine, and as part of that sales enablement engine, the only way for it to work properly was for us to bring in the Highspot MCP service. RR: And how has that been working so far for your sellers? As you’ve rolled this out, how has it been used? Any anecdotal feedback you’ve heard? CS: It’s pretty funny because we have done multiple rollouts of sales enablement platforms over the years, and as anyone who’s ever tried to roll out new sales items and new sales tools will say, it takes time, it takes consistency, messaging over and over. But in this particular case, when we went out and did our roadshow with all of the sellers and sat down and showed them how the new tool worked, there were so many positive responses, and the adoption was much faster than most of our previous releases of other types of products. And I think that the reason why is because it was bringing together all of those pieces of information that I mentioned before and bringing in the Highspot information that they were already very familiar with. And in our world, we call it the sales asset manager, SAM. And so they were very familiar with SAM and then this new tool with the AI capabilities built into it. Now it’s specifically just telling them, “Here’s what you should do. Here’s the way to lay it out, and here’s all the content to talk to the customer about in what order.” And it took a lot of the burden off of them to research, go find a piece, start to build a story in their head, try to build a deck, and then think about what are they going to share with them in what order. So it’s been a huge benefit to the sellers. They’ve loved it. RR: Yeah, that’s such a strong signal when adoption doesn’t feel like a push and more of a grab. Curious if there are any other AI or agentic connectors that you’re pairing with Highspot in another AI application that you think would be interesting to share? CS: We have basically six different programs or parts of our roadmap, and we’re calling them AI modules, and then they work together in different components for different functions that need to be done. So as I mentioned, we have the knowledge base that is the base. Then we have the content creation tool, which we call CAMI. So it’s Content Automation Marketing Intelligence, and that has everything that is needed to produce and create new pieces of content, and then those content pieces are either generated in emails or things like that. A lot of them actually are put into the Highspot tool. And then we have what we call SAMI, which is the Sales Automation Marketing Intelligence, and that is the tool that integrates directly with Highspot to make the recommendations to the seller based off of all of the other information, the 360 view of the customer. We also have what’s called Livia, which is the Lead Validation and Enrichment. The tool uses all of these multiple different access points and different vendors to pull information about that particular contact to validate that it’s accurate, so that by the time it gets to the seller and they’re going to go do a pitch, they have a lot more confidence that who they’re talking to, the business, and it’s at the right address, and prevents them from wasting time. And then, of course, Highspot is such a critical part of how that story all comes together because it’s capturing all the content that’s being created by CAMI, and then the AI that comes from Highspot is infusing into the SAMI tool that the sellers are using. It’s an interesting thing because somebody might say, “Well, you’re not really using Highspot, you’re using SAMI.” And the reality is, well, yes, I am using Highspot because Highspot is feeding all of that into the SAMI tool. There’s a whole bunch of other stuff we add into that for flavoring, all of the information about the customer so that the seller has a 360 view, but that just sets it up. The what do you do next is what’s coming out of Highspot. The next phase of this that we’re going to is a fully agentic approach to our marketing and sales engine. And what that means is that today, most of the work that’s being done is a marketer who is saying, “Here’s what I need to go get done. I’m going to use AI to help me go do it.” We’re going to flip that script, and we’re going to say, the agents that we create are going to do the work, and the marketers are going to instruct the agents on how to do that work properly and watch it and govern it. That will then accelerate for the sellers as well. RR: We’ve heard a little bit about what’s been built in the last year, but it’s, again, to your point, crazy that that’s one year of building, thinking, strategizing, and it’s come to this point. When you look across all of that, what has changed for your sellers and for the business? CS: Well, I would say the first thing is, is that sellers are now able to focus on what they’re really good at. What I mean by that is their confidence is shifted to focus on outcomes and value. They are now able to build trust and provide value, which is honestly what all of our customers, especially our business owners and decision makers are looking for. And then for the marketers, it’s no longer about building a queue, trying to figure out what is the message that’s going to hit the most people with the most response. This idea of efficiency for media or efficiency for marketing materials. It’s like, what is the one message I can send to a million people and have the most response? Well, now you actually can flip that on its ear and say, “I’m going to personalize it at scale.” So that is super exciting. And then the last thing that I would say is that consistency became structural. The same knowledge base, the same rules across every surface, making sure that our content is clean, correct, built on the same policies and rules, but is personalized. Doing those two things at the same time is very tricky, and being able to do it with AI is the only way we could get there. RR: Curious if you’ve seen any sort of measurable returns. CS: Our lead accuracy, like I mentioned before, moving from that 13 to 18% all the way up to the 95th percentile. We have campaign speed to market of improvement of 55%, meaning the amount of time that it takes us to get to market is cut in half. The marketing content teams are 40% more productive, which means they’ve been able to redeploy their time for 40% of the time that they spend at work on other projects, which is amazing. Our conversion rates are up, our driving net new revenue is up, and we have seen material improvement in click-through rates and conversion rates when we are more specific and personalized to the audience. So Gartner was right. Yay. So that’s been really good. And I would say that part of the reason why I think that, at least for part of what we did, doing it as a build ourselves was wise, is because we learned so much by going through the process of just banging our shins on the corners and running into cabinet doors that were open, and we’re just like, “Oh, wow, that was, I did not see that.” So it’s been a huge learning process, a very, very intense learning process, but we’ve all had a really good sense of humor and amusement and just, we are having a ton of fun. RR: And I think that’s one of the more encouraging things to hear. Is that nobody starts perfect, and you just have to build your way up to good. And once you get there, you start to see again, like those measurable improvements. But it is a process. So I guess the message there is stick with it. Which I think kind of feeds into that last question I have for you, which is for anybody who is running into this question, hitting their shins on all of these problems, how would you recommend they approach the question of building, buying, blending some things together when they’re thinking about their AI investments? CS: Well, I would say the first thing is you have to look in the mirror and be real with yourself and say, “Is my processes and workflows working? If I blew up my entire go-to-market, I blew up all my processes, what would it look like?” And don’t start with a tool. Start from a place of what would serve me best. The other part of it that I would say that Highspot did really well is because of the MCP product, I was able to look at it as how am I using this from a plumbing perspective, not just a judgment perspective. And what that means is that it worked well with the strategy and the AI strict rules that we had built for ourselves. Highspot, kudos to Highspot, built a platform that is trusted and that works well with all of the other components that we had flying around, whether it was Salesforce or AWS or even our Accenture development team being able to use the components and pieces to connect to the whole ecosystem. Then the other thing I would say is that even though we’ve been doing this for a year, a year is like eons in AI’s time. It was every other week there was something that changed, something new, something shifted. So you have to go into it with this idea of you have to prepare yourself that this is how I set it up now, but I might have to change it tomorrow, and just be okay with that. So my answer for build or buy, my answer is both. Build the things that make sense for you and where you have the resources and when it’s the right fit. But definitely buy when you are in a partnership or when you have someone that you already know that you can trust. RR: Very pragmatic. That’s kind of the only way to do it. One thing I’ll say, I know I am walking away inspired, and I can imagine our audience is going to as well. So Cody, thank you for the time. I really, really appreciate it. It’s been so wonderful to hear a little bit more about what you’re building. CS: No, I love it. And the reason why this is great for me is that it forces me to think back on this journey that we’ve been on for the last year and really consider what is it that has brought us to where we are, what are the things we’ve learned, and then, maybe how are my bruises doing? RR: Well, thank you for the time again. And to our audience, thank you for listening to this episode of the Win/Win Podcast. Be sure to tune in next time for more insights on how you can maximize go-to-market success with Highspot.

Today on The Editors, Charlie fills in for Rich and is joined by Jim, Dan, and Luther. They discuss wokeness, burritogate, the political kerfuffle in Ohio, and more. Editors' Picks: Charlie: Joseph Epstein's magazine piece “The Lofty, Lonely Life of W. H. Auden” Jim: Andrew Stuttaford's magazine piece “Ukraine Shows Its Resilience” Dan: Kamden Mulder's pieces Luther: Gary Winslett's piece “How to Fail at Public Order” Light Items: Charlie: The Guns of Navarone Jim: O Museum in The Mansion Dan: The National Women's History Museum Luther: A fire pit Sponsors:VaerThe Institute for Governance and Civics at Florida State University This podcast was edited and produced by Sarah Colleen Schutte. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

This week on The Audit Podcast, Tim Buckley, founder of Beyond the Lines, joins the show to interview Trent Russell, founder of Green Skies Analytics, about how AI and analytics can fundamentally change the way internal audit teams operate. Trent explains why audit leaders need to move beyond isolated AI use cases and think about how technology can reshape the entire audit operating model. He breaks down why teams need an AI and analytics methodology, how AI can improve planning and reporting, and why analytics should be focused on finding meaningful insights rather than simply increasing efficiency. Trent also shares real-world examples of teams using AI agents and orchestration to automate large portions of audit planning, explains how AI can help identify risks auditors may otherwise miss, and discusses the growing importance of human judgment and critical thinking as more audit work becomes automated. He also offers practical advice for audit leaders looking to overcome management resistance and start making meaningful changes today. 05:03 Why AI and Analytics Matter for Audit Leaders 06:18 Why You Need to Rethink the Audit Operating Model 08:21 Isolated AI Use Cases vs. Real Transformation 11:17 Where AI and Analytics Are Overhyped and Underused 16:27 How AI Can Change Audit Planning 19:30 Using AI and Analytics to Improve Audit Quality 23:13 How AI Can Transform Audit Reporting 26:01 Why Auditors Need to Protect Judgment and Critical Thinking 34:47 Governance and the Human-in-the-Loop 43:50 What Audit Leaders Can Change in the Next 30 Days Be sure to connect with Trent Russell on LinkedIn and check out Green Skies Analytics for more resources on audit analytics and AI. 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 check out the full video interview on The Audit Podcast YouTube channel. This podcast is brought to you by Green Skies Analytics, the services firm that helps internal audit teams make analytics actually work. Whether your audit team needs help with an analytics or AI strategy, methodology, governance, literacy, or anything else related to audit analytics, visit Green Skies Analytics to learn more and schedule a call.

There's a widening divide among mortgage lenders as higher rates and a purchase-driven market reward strategic flexibility. Robbie interviews Redwerk's Konstantin Klyagin on how AI in mortgage lending must be governed as an entire decision-making system, requiring rigorous testing of data, integrations, permissions, escalation, edge cases, and audit trails. And the podcast closes with why the bond market sold off to open the week as renewed optimism around sustained U.S. pressure on Iran pushed crude oil prices higher,Thank you to Optimal Blue. Optimal Blue's Profitability Center unifies pricing, hedge performance, pipeline activity, profitability, and market intelligence into one personalized dashboard, giving mortgage lenders faster, more complete insights to make better capital markets decisions.Welcome to The Chrisman Commentary, your go-to daily mortgage news podcast, where industry insights meet expert analysis. Hosted by Robbie Chrisman, this podcast delivers the latest updates on mortgage rates, capital markets, and the forces shaping the housing finance landscape. Whether you're a seasoned professional or just looking to stay informed, you'll get clear, concise breakdowns of market trends and economic shifts that impact the mortgage world.

EPISODE DESCRIPTION In this episode, host Steve Tinnelly sits down with Ramona Acosta to discuss CAM University, a professional training and development program that guides community managers from obtaining their CMCA certification to maintaining it. CAM University leverages Tinnelly Law Group's legal and industry expertise in HOA Law to provide this one-of-a-kind program was designed with the MANAGER in mind. KEY POINTS First California edition of a prerequisite course that complies with state certification requirements Approved by CAMICB as a prerequisite course for the CMCA designation California education + national certification = personalized learning on topics like: Budgets and reserves Governance and legal issues HR management Meetings and operations Property maintenance Ethics and more Approved alternative to CAI's M100 California Edition Earn your CMCA with California based instruction in less time and at a lower cost Pass your exam with CMCA Study Group Maintain your CMCA with over 27 hours of on-demand CEUs Explore the CAM University virtual campus here: camuniversity.org ABOUT OUR GUESTS Steven J. Tinnelly, Esq. is the Managing Partner of Tinnelly Law Group. He is known for his exceptional writing, analytical and negotiation skills, and providing general counsel representation to many of the firm's larger HOA clients throughout the state. Mr. Tinnelly is very active within the community association industry and devotes a substantial amount of time to educating homeowners and industry professionals about the legal issues affecting California community associations. Read more Ramona Acosta, PCAM is the Director of Operations & Business Development for Tinnelly Law Group. Ms. Acosta directs and manages the firm's business development, marketing, public relations, and client relationship management efforts. Her success as a community manager and management company executive, coupled with her extensive knowledge of the California laws pertaining to HOAs, provides significant value to our clients and the professionals who manage them. Read more

Clement Manyathela talks to Lance Joel, SALGA's Chief Officer for Intergovernmental Relations, Municipal Resilience, and Governance, on local democracy and what it means for citizens to know what their ward council members and committees truly do.See omnystudio.com/listener for privacy information.

Ellen Boehm, Senior Vice President Strategy and AI Innovation at Keyfactor, joins the Nexus Podcast to discuss post-quantum cryptography (PQC) readiness in critical infrastructure organizations. A recent Executive Order on PQC installed a December 2030 deadline for federal agencies to transition high-value systems and key generation to PQC. The EO also directs CISA, other federal sector risk management agencies to assist with road map development. In this episode, Ellen discusses readiness in this context. She also delves into how critical infrastructure organizations overseeing fleets of cyber-physical systems (CPS) assets transition those environments and avoid disruptions. Governance, budgeting, supply chain management, and the AI-driven threat landscape are also discussed. This episode was recorded during the Black Hat USA Conference. Subscribe and listen to the Nexus Podcast here. 

Are we driving our technology, or is it starting to drive us? In this thought-provoking conversation, Eli Karetny sits down with researcher and author Eduardo Albrecht to explore the invisible, rapidly encroaching frontier of AI governance and data surveillance.Moving far beyond traditional debates about data privacy, Albrecht warns of a near future where the state and corporate partners bypass human speech entirely, relying instead on "sentiment detection" to ascribe thoughts and make decisions that impact our physical lives. Together, they trace the historical trajectory of control—from early fingerprinting and eugenics to modern biometrics and neural implants—and challenge the modern illusion of state efficiency at the expense of human agency.Tune in for a deep dive into the two fundamental rights required to safeguard the future of democracy: absolute transparency over our data, and an evolving, radical defense of our collective freedom of thought. 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

Are we driving our technology, or is it starting to drive us? In this thought-provoking conversation, Eli Karetny sits down with researcher and author Eduardo Albrecht to explore the invisible, rapidly encroaching frontier of AI governance and data surveillance.Moving far beyond traditional debates about data privacy, Albrecht warns of a near future where the state and corporate partners bypass human speech entirely, relying instead on "sentiment detection" to ascribe thoughts and make decisions that impact our physical lives. Together, they trace the historical trajectory of control—from early fingerprinting and eugenics to modern biometrics and neural implants—and challenge the modern illusion of state efficiency at the expense of human agency.Tune in for a deep dive into the two fundamental rights required to safeguard the future of democracy: absolute transparency over our data, and an evolving, radical defense of our collective freedom of thought. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/political-science

Story of the Week (DR):Uber's Strategy for Fighting Sexual Assault Suits: ‘What Were You Wearing?'An aggressive defense strategy is being used in response to an avalanche of litigation, with over 4,000 lawsuits filed by passengers accusing Uber of failing to protect them from sexual assaultWhile Uber publicly champions itself as a "survivor-centric" ally and trains support staff against victim-blaming, its defense lawyers ruthlessly contradict this to protect the $145 billion company.Uber's attorneys aggressively interrogate survivors about their clothing (e.g., asking if they wore underwear or heels), drug and alcohol consumption, and sexual history.The legal team weaponizes past trauma by scouring private medical records and therapy notes, even petitioning courts to force survivors to undergo psychiatric exams or reveal details of childhood abuse to paint them as "unreliable narrators".Legal experts warn these scorched-earth tactics are deliberately designed to re-traumatize victims, discouraging lawsuits and intimidating survivors into settling.Chief Legal Officer Tony West: “Why safety is personal to me”Cites his public service career to cover for ruthless corporate tactics, like drafting Prop 22 to strip driver protections.Frames survivor trauma as a flaw of the "adversarial legal system," deflecting from Uber's own attorneys using aggressive, victim-blaming tactics to minimize payouts.Uses a single favorable quote from one trial judge to dismiss widespread litigation abuse.Touts ending forced arbitration while continuing to block class-action lawsuits, trapping survivors in isolated 1-on-1 fights.Brags about transparent reporting despite Uber burying 400,000+ assault complaints (2017–2022) under labels like "unaudited."TikTok Withheld a Safety Feature From Millions. One Died by SuicideWhen TikTok tweaked its algorithm in 2021 to stop users from being overwhelmed with harmful content, the company didn't roll out the safer version to everyone, a confidential internal document shows.Instead, to see if the change might reduce the app's stickiness, the company conducted an experiment. It created a control group of 10% of US users — at the time, that would have been about 15 million people — who kept the old version of the app.This group, according to the document, included 16-year-old Chase Nasca. TikTok's algorithm pushed him thousands of videos about suicide, sadness, hopelessness and loneliness, right up until he killed himself.TikTok says moderator error delayed removal of Perez Hilton's livestream showing acts of self-harmGAO finds Elon Musk's DOGE inflated claims of $110 billion in savings for federal governmentThe GAO found that 96% of the savings DOGE claimed from grant cancellations lacked supporting evidence or methodology to verify.DOGE claimed $27.4 billion in savings across 2,503 contracts—including a $1.7 billion Pentagon IT deal—that were never actually terminated or reduced.Over 40% of the lease cancellations listed on DOGE's "Wall of Receipts" were already in progress before the agency was created.GAO uncovered widespread data errors, such as overstating total lease savings by nearly $60 million and failing to report baseline limitations.DOGE failed to disclose how it calculated its metrics and completely ignored GAO requests for interviews and supporting data.Where are Elon Musk's former DOGE staffers now?Edward “Big Balls” Coristine: a whistleblower alleged that Coristine planned to upload sensitive Social Security Administration data to an unsecured server. He also helped dismantle the U.S. Agency for International Development, or USAID.Coristine now appears to work at the National Design Studio, an office created to overhaul federal websites and other public-facing services, making them more usable, visually consistent and less expensive to build.Jeremy Lewin: helped oversee the dismantling of USAIDLewin later became the State Department's senior official for foreign assistance, humanitarian affairs and religious freedom, giving a former DOGE operative authority over the programs his old team had helped slash.He was subsequently reported to be moving to the White House National Security Council.Nate Cavanaugh and Justin FoxFounded a holding company called Special, which promises to do for private businesses what DOGE did for the federal government.“To achieve this, Special is building an operating system to transform critical American industries with AI. We call it SpecialOS.”Gavin Kliger, Luke Farritor, Marko Elez and Jack SteinFounded Cathedral, a startup that plans to use AI to expand U.S. military cyber capabilities, including defenses against adversaries such as China.Reuters reported that the company raised $160 million at a $1.4 billion valuation.Ethan Shaotran: helped move thousands of immigrants into the government's “Master Death File,” effectively deactivating their Social Security numbers.Founded Blitz Industries, which he described to Wired as “a defense company backed by big names.”Elon Musk: SpaceX Achieves Its First Moon Landing by Accidentally Crashing Into It at 5,400 Miles Per Hour, Causing Huge Explosion and 60-Foot CraterWhy companies that call themselves meritocracies don't always pay equally AND Meritocracy claims make managers pay men more than equally qualified women MMExplicitly branding an organization a "meritocracy" lowers managers' vigilance against bias, ironically making them more likely to discriminate.Given identical job titles and performance ratings, managers in self-proclaimed meritocracies systematically award higher bonuses and raises to men over equally qualified women.The meritocracy illusion compounds wage gaps across demographics, yielding lower financial rewards for women, racial minorities, and immigrants with identical output.Vague definitions of "merit" allow supervisors to act on personal favorability and affinity bias while genuinely believing their choices are purely objective.Trusting the "meritocracy" label creates false complacency, leading companies to eliminate or skip active pay-equity audits that would otherwise catch these disparities.Goodliest of the Week (MM/DR):DR: Google Scraps AI Satellite Images Within 24 Hours: Why 'Deepfakes in the Sky' Alarmed ResearchersThis happened after facing fierce backlash from journalists, researchers, and open-source intelligence experts who warned that it could accelerate the spread of misinformation.The feature allowed users to generate AI-created satellite images by zooming into any location in Google Earth and entering a text prompt.MM: Courts: MM DRCourt rules against Trump EPA's freeze of $20B in ‘green bank' fundsUBS fined record $125 million for money laundering violationsMeta fined $567m in largest child safety ruling against social media giantJudge says Nexstar can't appoint its executives to TEGNA's Board of DirectorsAssholiest of the Week (MM):Everything's a publicity stunt:Jealously Watching OpenAI and Anthropic, Meta Suddenly Claims That Its AI Went on a Hacking Spree TooZuckerberg conveys ‘apologies' for child sex abuse material, errors in operating the platform, government sources say‘Pure insanity'—Elon Musk details SpaceX's plan to turn the moon into its newest manufacturing siteAnthropic's Mythos created fake identities to fool humans in new cyber incidentGAO finds Elon Musk's DOGE inflated claims of $110 billion in savings for federal governmentEverything's a vanity projectJeff Bezos Says He's Selling $1 Billion In Amazon Stock Every Year to Fund Blue Origin — ‘It's The Most Important Work I'm Doing'SpaceX Achieves Its First Moon Landing by Accidentally Crashing Into It at 5,400 Miles Per Hour, Causing Huge Explosion and 60-Foot CraterJudge Sets Paramount-Warner Bros. Merger Trial for MarchEveryone's a victimThe AI bros are lonelyPalantir CEO Alex Karp Says Frontier AI Labs Will Steal Your IP, Your Know-How, and Your Expertise — ‘You Deserve To Be Colonized'‘Socialism is a disaster': Bill Ackman says Zohran Mamdani's bad left-wing housing policy is worsening New York's affordability crisisNo one is accountable DRBobby Kotick, former CEO of Activision, may join Paramount's board of directorsJefferies analyst calls out ‘simple-minded' criticism of SpaceX's governanceABC, CBS, and NBC aired nearly 200 segments about three U.S. heat events without mentioning climate changeDisney (Iger, still), Ellison family, and Roberts family - one cowed exec, two dictators!Headliniest of the WeekDR: Pepsi is launching soda-scented body wash and scrub in a beauty collaborationPwC U.S. CEO [Paul Griggs] advises young workers to say yes a lot, even if it means working on the weekends—‘That person climbs into the next role'Top Consulting Group PwC Caught Using AI on “Thought Leadership” Report About AI, Resulting in Corporate Document Filled With Bizarre HallucinationsDoorDash CEO Tony Xu once thought his $87 billion company would only make $100 million. He tells founders to be ‘greedy' and dream biggerClass A = 1 vote; Class B = 20 votes; CEO Tony Xu personally owns roughly 3% of actual shares but controls 55% of voting power via a “binding agreement” with the other co-foundersMisleading proxy shows he got paid $432k (they cited a 12:1 pay ratio) but he actually made $343M from shares and stocksDoorDash excludes Dashers from SEC disclosures by classifying them as 1099 independent contractors.Factoring drivers into the worker pool expands the headcount from 20,000 to over 7 million, moving the median worker from corporate offices directly onto the delivery platform.Dasher: while gross pay averages ~$15–$22/hour, net driver earnings sink further after deducting out-of-pocket expenses like fuel, vehicle wear, and self-employment taxes, pulling true net median compensation closer to $400–$900 annuallyAnthropic CEO reportedly worried new hires only care about money: reportedly expressed concern about new talent coming to the company for the money rather than the missionMM: Stripe CEO says his ‘urgency' to drop out of MIT ‘was a bit unnecessary'Who Won the Week?DR: Harvard Business School graduates TikTok CEO Shou Zi Chew and TikTok US CEO Adam Presser, because nobody ever talks about you or knows who you areMM: Meat. After seeing Salad and Go files for Chapter 11 bankruptcy after cyclospora fears worsened its challenges, you can't help but wonder if RFK Jr orchestrated a parasite to get people to buy more meat.PredictionsDR: Tony Xu introduces Class F stock where shareholders' children enter indentured servitude and must deliver 1000 Cheesy Gordita Crunches from Taco Bell before they are set free ; they will then get 0.0002 shares per voteMM: Boards are calling retired CEOs back as succession pipelines run dry: Boards run out of ex-CEOs to re-king and begin looking for different, egalitarian, integrated professionals to fill new roles. They call it DEI.

Send us Fan MailAI is moving faster than most businesses can keep up with—but are MSPs ready for what's next?In this episode of Joey Pinz Discipline Conversations, Joey Pinz sits down with a technology architect, mentor, and AI governance expert to discuss the rapidly evolving world of artificial intelligence, cybersecurity, managed services, and leadership.The conversation explores how AI adoption is accelerating across organizations, why businesses need visibility into how AI tools are being used, and the growing importance of governance and accountability. Beyond technology, the discussion also dives into mentorship, family values, career development, and maintaining balance while working in a fast-paced industry.Listeners will gain valuable insights into the future of AI, emerging opportunities for MSPs, and practical advice for professionals looking to build meaningful careers in technology.

Samuel Ben-Ur: President Trump has announced a tentative Hamas deal involving a phased disarmament and the transition of governance to a National Committee. However, the plan faces significant hurdles, as Israel demands the complete destruction of terror infrastructure before any withdrawal. Hamas seeks to retain small arms, potentially leading to a Hezbollah-style shadow governance. This diplomatic friction coincides with a tight Israeli election between Benjamin Netanyahu and Gadi Eisenkot. Netanyahu faces criticism for allowing US interests to dictate Israeli policy, particularly regarding Iran's ballistic missile threat. Voters are increasingly focused on national security autonomy and the domestic cost of living ahead of the October polls. (8)1585 GAZA

Charles Gasparino, author of Go Woke, Go Broke: The Inside Story of the Radicalization of Corporate America, explores the radicalization of corporate America by tracing the rise of ESG (Environmental, Social, and Governance) and DEI (Diversity, Equity, and Inclusion) initiatives. He argues that these movements, once fringe academic theories, were embraced by corporate elites at global forums like Davos and the UN. This shift was accelerated by the 2008 financial crisis, which led CEOs to adopt "stakeholder capitalism" as a defensive "cover your backside" strategy against progressive populism and threats of government nationalization. The book details how major asset managers like BlackRock and Vanguard leveraged trillions in investment money to force progressive social changes on the companies in their portfolios. Gasparino uses The Walt Disney Company as a primary example of "woke" activism backfiring, noting how political entanglements in Florida and ideological shifts in programming led to significant financial and cultural fallout. He also highlights the story of Sage Steele, who was allegedly forced out of ESPN for holding heterodox, non-woke views. Ultimately, Gasparino documents an ongoing backlash against these policies, as evidenced by massive withdrawals from ESG-focused funds and a retreat from diversity programs by firms like Goldman Sachs. He concludes that "wokeness" is often a distraction from core business responsibilities, such as managing balance sheets, and warns that it divides the country while harming the bottom line. (1)