Podcasts about group operations

How do we figure out whether interpretability is doing its job? One way is to see if it helps us prove things about models that we care about knowing. In this episode, I speak with Jason Gross about his agenda to benchmark interpretability in this way, and his exploration of the intersection of proofs and modern machine learning. Patreon: https://www.patreon.com/axrpodcast Ko-fi: https://ko-fi.com/axrpodcast Transcript: https://axrp.net/episode/2025/03/28/episode-40-jason-gross-compact-proofs-interpretability.html   Topics we discuss, and timestamps: 0:00:40 - Why compact proofs 0:07:25 - Compact Proofs of Model Performance via Mechanistic Interpretability 0:14:19 - What compact proofs look like 0:32:43 - Structureless noise, and why proofs 0:48:23 - What we've learned about compact proofs in general 0:59:02 - Generalizing 'symmetry' 1:11:24 - Grading mechanistic interpretability 1:43:34 - What helps compact proofs 1:51:08 - The limits of compact proofs 2:07:33 - Guaranteed safe AI, and AI for guaranteed safety 2:27:44 - Jason and Rajashree's start-up 2:34:19 - Following Jason's work   Links to Jason: Github: https://github.com/jasongross Website: https://jasongross.github.io Alignment Forum: https://www.alignmentforum.org/users/jason-gross   Links to work we discuss: Compact Proofs of Model Performance via Mechanistic Interpretability: https://arxiv.org/abs/2406.11779 Unifying and Verifying Mechanistic Interpretability: A Case Study with Group Operations: https://arxiv.org/abs/2410.07476 Modular addition without black-boxes: Compressing explanations of MLPs that compute numerical integration: https://arxiv.org/abs/2412.03773 Stage-Wise Model Diffing: https://transformer-circuits.pub/2024/model-diffing/index.html Causal Scrubbing: a method for rigorously testing interpretability hypotheses: https://www.lesswrong.com/posts/JvZhhzycHu2Yd57RN/causal-scrubbing-a-method-for-rigorously-testing Interpretability in Parameter Space: Minimizing Mechanistic Description Length with Attribution-based Parameter Decomposition (aka the Apollo paper on APD): https://arxiv.org/abs/2501.14926 Towards Guaranteed Safe AI: https://www2.eecs.berkeley.edu/Pubs/TechRpts/2024/EECS-2024-45.pdf     Episode art by Hamish Doodles: hamishdoodles.com

In this episode of Spill the Tea, Gina and Group Manager Anna talk Downsizing week. We also have special guest Andrea Mut, former Director of Group Operations, talk about her own journey as a Livy Loser and her time working for the company and the next step of her journey as she goes into semi-retirement. Hosted on Acast. See acast.com/privacy for more information.

It was fantastic to have Atle Vidar Nagel Johansen, EVP & CEO for Orkla Foods, with us for our upcoming podcast on ESG.(Environmental Social Governance)Atle has worked 25+ years in various leadership positions in the Orkla Group; - in finance, marketing and general management. He served on the Executive Management #Board of Orkla as EVP since 2012. In January 2021, Atle took on the responsibility as CEO for the merged Foods business area. Orkla Foods is the largest business area in Orkla, with operations in 15 countries in Europe and a strong food business in #India. Net sales in 2020 was NOK 18 billion, and Orkla Foods has in total 7,500 employees. Over the last two years, he has held, in parallel, both the positions of CEO for Orkla Care's business area and EVP for Orkla's Group Operations and #Procurement, responsible for more than 100 factories around the globe, and sourcing for more than NOK 20 billion annually.Last year Orkla entered into an agreement to acquire 67.8 per cent of the shares in Eastern Condiments Private Limited (“Eastern”). With this move, Orkla will double its sales in India.In 2013, India became the first country to mandate corporate social responsibility with the Companies Act of 2013. 9 years down the road. How does India view ESG? Atle is sharing ORKLAs journey of establishing and growing their business, MTR Foods and  Eastern in India. 

Episode 99 (We're nearly there) and boy do I have another hum dinger for you today. I got some time with the Wonderful (that will stick now) Tom Ross, Group Operations Director at The Pig Hotels (https://www.thepighotel.com/ (https://www.thepighotel.com/)). Tom's story is epic and we cover off loads including:- The wonderful Tom Ross Awards Events Being born into the industry Getting the start Moving to the USA Using the industry to travel Moving to the Napa valley Making people feel welcome The Relais Chateaux Book The French Laundry Back to the UK Serendipity Retention Hotelier of the year award Let people fly Badly behaved guests Knitting The Monotony of Excellence And so much more. Tom chats with amazing energy and passion throughout and is yet another indication of where this industry can take you with a bit of graft and a bit of focus. Enjoy! This podcast uses the following third-party services for analysis: Podcorn - https://podcorn.com/privacy Chartable - https://chartable.com/privacy Support this podcast

Did you know what you wanted to do at the age of 9? Do you have a dream that you've always wanted to fulfil? Do you want to know how to make the industry more environmentally friendly? Joining Tegan Lloyd Williams and Henry Johnson on this week's podcast of the Tech That Connects Us is Darren Long the Head of Group Operations Transformation design CT&I for Sky. Darren has been working for Sky for the past 32 years across News, Sports Entertainment and Production, as a director in a range of different capacities, such as Group Content Processing, Production and Services and Operations. We enjoyed hearing Darren's thoughts on Diversity, inspiring a healthy culture, the future of content creation and the importance of owning a dog. This episode is not to be missed.

Our Special Guest this week is Jennie Daly, Group Operations Director & Executive Director at Taylor Wimpey PLC. Decisions of the Week: Juden v London Borough of Tower Hamlets & Crest Nicholson & Secretary of State for HCLG [2021] EWHC 1368. A decision of Sir Duncan Ouseley allowing an application for judicial review quashing a decision to grant permission & listed building consent for residential development of the former London Chest Hospital, a Grade 11 LB in a Conservation Area involving the relocation of a veteran mulberry tree. Issues around the adequacy of the officer report, NPPF 195 & 196 & publication of consultation responses. R (oao Kinsey) V London Borough of Lewisham & City of London Corporation [2021] EWHC 1286. A decision of Mrs Justice Lang DBE quashing a permission for the demolition of two 1970s buildings & their replacement with taller building, part of the site lies in the Sydenham Hill Conservation Area. Heritage issues around the omission of significant parts of the conservation officer's advice. Decision of an Inspector dated 14 May 2021 allowing Churchill Retirement Living Ltd's appeal against the failure of Hart District Council to determine an application planning permission for the redevelopment of the former Fleet Police Station for 31 retirement apartments on design grounds & impact of TBH SPA. Decision of an inspector dated17th May2021 dismissing an appeal against the former South Northants District Council's refusal of an outline application for residential development on land outside, but adjacent to, the village settlement confines of Paulerspury.

On our 17th episode we are joined by Rebecca Nazario!The Rundown0:00 - Introduction2:40 - Start in healthcare and how she grew her passion for what she does11:30 - Finding your purpose in a professional setting13:30 - Explaining population health15:50 - Describing her leadership style17:00 - Defining the essence of leadership, why being transparent is so crucial18:55 - Challenges that she has faced during her career, having to work harder than anyone else and surrounding yourself with people who lift you up23:30 - Exposing people to the various backgrounds in the medical field26:20 - Paying it forward, importance of mentorship28:40 - Vaccine hesitation34:00 - Mad Minute Segment38:20 - Ring the Bell SegmentWant to connect with us?Website: https://www.delawarecollegescholars.com/Facebook: https://www.facebook.com/delawarecollegescholarsInstagram: @delawarecollegescholars Twitter: https://twitter.com/CollegeDelaware

In Episode 2 we hear from one of Gloucestershire's largest employers Renishaw, about how the British engineering firm are navigating the EU Exit. With the majority of their products exported across the world - particularly into Europe - the company has taken huge steps to manage life outside of the European Union.Our host Sophia Franklin speaks with three key employees at Renishaw who have been instrumental in the firm's transition to this new world - Patrick Tampkins who is responsible for compliance issues, Shaun Crosbee who is highly experienced in issues relating to export transactions and Dave Wallace who is Director of Group Operations.To access free support from your local Growth Hub on EU Exit, please visit:Gloucestershire: https://www.thegrowthhub.biz/euexitSwindon & Wiltshire: https://growthhub.swlep.co.uk/support/EUExitWest of England: https://www.wearegrowth.co.uk Our GDPR privacy policy was updated on August 8, 2022. Visit acast.com/privacy for more information.

This episode features Chris Karam, CEO of CHRISTUS St. Frances Cabrini Hospital and SR VP of Group Operations over Louisiana and SE Texas at CHRISTUS. Here he discusses how the nation can heal after the election, the importance of listening to other people's opinions and understanding where they are coming from, and more.

Christian Kaberg SJS, Group Operations Director at St Pancras Hotels Group Limited, joins me from London. Key takeaways: -3 very unique hotels. -Historical 60%-70% weekday business travel with the rest tourist, on the weekends it flips. -Of the 3 hotels, 2 remain closed, with 1 providing free stay for emergency workers. -Remaining open property has contact-free check-in. -Selling all 3 properties but moving bookers to the 1 remaining open--with very positive feedback. -Tactics being used...targeting through metasearch and combing corporate accounts, and a focus on stay-cations from the local market. -Advice for hotelier? Don't bury your head in the sand. Focus on your hotel's strength. Encouragement and open communication. Look at your CRMs and maintain contact.

“The job of leadership is to create more leaders” – Funeka Montjane This week we are joined by Standard Bank SA's Chief Executive of Personal and Business Banking, Funeka Montjane, and Chief Information Officer, Khomotso Molabe. In conversation with Ralf Fletcher, CEO of Topco Media, Funeka and Khomotso share their insights on the significance of one's heritage, their tips on how to keep up with change and why entrepreneurship is so vital right now. They discuss the importance of giving the South African youth a chance to move forward in their own ways, while simultaneously taking on the responsibility of becoming role models. Prior to her current role as Chief Executive of Personal and Business Banking, Funeka Montjane held positions as the Head of Credit PBB SA, Head of Home Loans PBB SA and Chief Financial Officer PBB SA. As a qualified Chartered Accountant with a Master of Commerce degree from the University of Johannesburg, Funeka brings with her a wealth of knowledge both inside and outside the workplace. Amongst many of her achievements, Funeka was voted Top Woman Executive and Top Woman of the Year in Business at the 2012 Top Women Awards. Chief Information Officer, Khomotso Molabe is a well-known industry thought leader in digital client experience transformation. Having trained as a chemical engineer, he started his career in component manufacturing and eventually became the production manager for the largest Johnson Matthey plant in the world. Khomotso went on to complete an MBL degree and this resulted in a 360° career change. He joined Standard Bank in Group Operations in 2008. Khomotso is a recipient of the DOW Sentrachem Award for outstanding Academic Achievement at Undergraduate Level and Quality Improvement Award as well as the Standard Bank 2010 True Blue Top 100 Award.

“The job of leadership is to create more leaders” – Funeka Montjane This week we are joined by Standard Bank SA's Chief Executive of Personal and Business Banking, Funeka Montjane, and Chief Information Officer, Khomotso Molabe. In conversation with Ralf Fletcher, CEO of Topco Media, Funeka and Khomotso share their insights on the significance of one's heritage, their tips on how to keep up with change and why entrepreneurship is so vital right now. They discuss the importance of giving the South African youth a chance to move forward in their own ways, while simultaneously taking on the responsibility of becoming role models. Prior to her current role as Chief Executive of Personal and Business Banking, Funeka Montjane held positions as the Head of Credit PBB SA, Head of Home Loans PBB SA and Chief Financial Officer PBB SA. As a qualified Chartered Accountant with a Master of Commerce degree from the University of Johannesburg, Funeka brings with her a wealth of knowledge both inside and outside the workplace. Amongst many of her achievements, Funeka was voted Top Woman Executive and Top Woman of the Year in Business at the 2012 Top Women Awards. Chief Information Officer, Khomotso Molabe is a well-known industry thought leader in digital client experience transformation. Having trained as a chemical engineer, he started his career in component manufacturing and eventually became the production manager for the largest Johnson Matthey plant in the world. Khomotso went on to complete an MBL degree and this resulted in a 360° career change. He joined Standard Bank in Group Operations in 2008. Khomotso is a recipient of the DOW Sentrachem Award for outstanding Academic Achievement at Undergraduate Level and Quality Improvement Award as well as the Standard Bank 2010 True Blue Top 100 Award.

Welcome to this week's episode of The Mindset Mentor Meets Podcast which hears Angela interviewing Iain Goswell, Group Operations Director at easyHotel. About our guest Iain's career in hospitality started at Travelodge with his first appointment as hotel manager in 2005. He quickly accelerated through the ranks including heading up he Heathrow flagship hotel before moving into senior leadership and holding the role of Regional Director. He left Travelodge in 2017 and moved to easyHotel where he leads operations. He has a wife and daughter who he says drive him to be better each day and his passion for football comes across in spades. About this show  Iain shares the secrets of his success including how his love of the beautiful game helps him to be a better leader. He generously shares his proudest moments and lessons learnt that have helped him forge his way to the senior position he holds.  Iain talks about how he deals with his desire to isolate when he is under pressure or having a tough day, by purposefully reaching out and connecting with others. He shares his ethos for deliberate practices and creating a positive environment because he recognises that ‘behaviour breeds behaviour' Iain finishes the interview by sharing his top three tips for achieving success, the third being ‘it's ok to be afraid'. An uplifting and inspiring half hour. Keep in touch with Iain You can link-in with Iain here http;//www.linkedin.com/in/iain-goswell-954a1287   About the Host Angela Cox, Mindset Mentor is an award-winning behavioural change life coach.  She works with leaders and professionals helping them to stop being stuck, build the belief and unleash their absolute potential. To find out more about working with Angela visit http://www.angela-cox.co.uk To follow on social media http://www.linkedin.com/in/angelacoxmindsetmentor  http://www.instagram.com/mindset_mentor_angela_cox http://www.facebook.com/mindsetmentorangelacox You can purchase Angela's book, Enough here... https://www.amazon.co.uk/Enough-proves-achieve-anything-believe-ebook/dp/B07D3RZH8J/ref=tmm_kin_swatch_0?_encoding=UTF8&qid=1585036301&sr=8-4    

In this episode (Part 2/2), China Jeducation interviews Mr Michael Farley, Group Director of Group Operations for Harrow International Education. They discuss Harrow's ambitious strategy and plans to provide a prestigious "Harrow education" to all parts of China, including the launch of their new Innovation Leadership Academies and Little Lions Childhood Development Centres.  Michael Farley has been a headmaster for over 20 years and provides a key insight into the Chinese education sector, the challenges and opportunities Harrow have encountered, are facing and will ensue. Most importantly, you will learn what types of teachers Harrow International are looking to recruit, tips for professional success, the magic "70/30" curriculum formula and much, much more.   China Jedi Podcasts: For those living, working or travelling in China or interested in learning about Chinese culture, language, expat life and foreigners perceptions. Live, work, travel, teach, speak Chinese, do business and have fun in China. May the smile be with you! If you are interested in joining the Harrow family and are a qualified teacher with "sparkle" and "an extra bit of something" check out www.ilachina.cn and their dedicated recruitment portal.

In this episode (Part 1/2), China Jeducation interviews Mr Michael Farley, Group Director of Group Operations for Harrow International Education. They discuss Harrow's ambitious strategy and plans to provide a prestigious "Harrow education" to all parts of China, including the launch of their new Innovation Leadership Academies and Little Lions Childhood Development Centres.  Michael Farley has been a headmaster for over 20 years and provides a key insight into the Chinese education sector, the challenges and opportunities Harrow have encountered, are facing and will ensue. Most importantly, you will learn what types of teachers Harrow International are looking to recruit, tips for professional success, the magic "70/30" curriculum formula and much, much more.   China Jedi Podcasts: For those living, working or travelling in China or interested in learning about Chinese culture, language, expat life and foreigners perceptions. Live, work, travel, teach, speak Chinese, do business and have fun in China. May the smile be with you! If you are interested in joining the Harrow family and are a qualified teacher with "sparkle" and "an extra bit of something" check out www.ilachina.cn and their dedicated recruitment portal.

This episode features Chris Karam. Chris is the CEO of CHRISTUS St. Frances Cabrini Hospital and SR VP of Group Operations over Louisiana and SE Texas. Here he discusses his career, advice for others developing their careers, excelling as a leader, advice for other leaders, leaders he admires, and more.  

ICMA Future Leaders Podcast: Credit Suisse’s Chief of Staff and Head of Legal Entity Office, Group Operations, David Finlayson on what it means to be LGBT+ at work, changing attitudes as companies realise that diversity and inclusion lead to better decisions and make the workplace more attractive and initiatives like ally programmes which benefit everyone. Drawing on his own experience he offers encouragement to younger professionals to bring their best self to work.

David Lampitt is the Managing Director Group Operations at Sportradar AG. In this interview David talks about his broad ranging career in sport, his role at Sportradar, the growth of the business and... In this podcast Sean Cottrell, CEO and founder of LawInSport, interviews leading sports lawyers, business executives, academics and athletes about the latest issues and legal developments in the world of sport.

Now on The Promoter 101 Podcast we feature Anschutz Entertainment Group Operations in Germany Aissata Hartmann-SyllaA War Story with 3Deep's Francois BaptisteDirect Link: https://is.gd/eIfrXREmail Dan + Luke: steiny@promoter101.netSpotify: https://is.gd/T5SPEC‬ Tweet the Guys: https://twitter.com/Promoters101Tweet Dan: https://twitter.com/TheJewTweet Luke: https://twitter.com/wlukepierceFollow us on iHeartRadio: https://www.iheart.com/podcast/promoter101-29260148/Follow us on Instagram: https://www.instagram.com/steinypromoter101/Facebook: https://www.facebook.com/promoter101Soundcloud: https://soundcloud.com/promoter101Website: http://www.promoter101.net/itunes: https://itunes.apple.com/us/podcast/promoter101/id1163910658?mt=2Google Music: https://is.gd/onEmStStitcher: http://www.stitcher.com/podcast/promoter101?refid=stprTumbler: http://promoter101.tumblr.com/Spreaker: https://www.spreaker.com/user/promoter101YouTube: https://www.youtube.com/promoter101LinkedIn‬: https://www.linkedin.com/company/promoter101 Edited by Connor Merritt - Connor@EmporiumPresents.com

Now on The Promoter 101 Podcast we feature Anschutz Entertainment Group Operations in Germany Aissata Hartmann-Sylla A War Story with 3Deep's Francois Baptiste Direct Link: https://is.gd/eIfrXR Email Dan + Luke: steiny@promoter101.net Spotify: https://is.gd/T5SPEC‬ Tweet the Guys: https://twitter.com/Promoters101 Tweet Dan: https://twitter.com/TheJew Tweet Luke: https://twitter.com/wlukepierce Follow us on iHeartRadio: https://www.iheart.com/podcast/promoter101-29260148/ Follow us on Instagram: https://www.instagram.com/steinypromoter101/ Facebook: https://www.facebook.com/promoter101 Soundcloud: https://soundcloud.com/promoter101 Website: http://www.promoter101.net/ itunes: https://itunes.apple.com/us/podcast/promoter101/id1163910658?mt=2 Google Music: https://is.gd/onEmSt Stitcher: http://www.stitcher.com/podcast/promoter101?refid=stpr Tumbler: http://promoter101.tumblr.com/ Spreaker: https://www.spreaker.com/user/promoter101 YouTube: https://www.youtube.com/promoter101 LinkedIn‬: https://www.linkedin.com/company/promoter101 Edited by Connor Merritt - Connor@EmporiumPresents.com

Tony Fernandes has worn many hats over the course of his decades-long career. And if the Group CEO of AirAsia (and former host of The Apprentice Asia) ever finds himself dissatisfied with a signature look, he’ll just invent a new one. “You have to keep renewing yourself,” Fernandes says. “You’re only as good as tomorrow.” That philosophy undergirds Fernandes’s entire career trajectory. Before starting what is now one of the world’s most successful budget airlines, Fernandes was an accountant, working briefly for the likes of Virgin Atlantic and Virgin Communications. He then reinvented himself within the music business, where he served as a Warner Music executive in Malaysia. Fernandes’s latest reinvention is his biggest, and most complex. He’s the co-founder and Chairman of Tune Group, a conglomerate of hotel, automotive, financial services, education, media, and telecommunications industries subsidiaries. And he sits at the helm of AirAsia, a budget, no-frills airline that has revolutionized travel in Southeast Asia. After purchasing the then-bankrupt airline for a shocking 24 U.S. cents, Fernandes has grown the brand to a net worth of more than $1.5 billion. AirAsia is now the fourth-largest airline in Asia, behind only the big Chinese carriers (in 2017, AirAsia flew over 90 million passengers), and it recently embarked on an ambitious program that will see the airline transform itself into a travel technology company. To hear Fernandes tell it, two primary factors differentiate AirAsia from other companies. For starters, the company has always embraced digitization. And secondly, the organization is built on inclusivity and creating a fantastic work culture. Here’s how Fernandes has leveraged those strengths to build a company that no one thought possible. Pursuing a Childhood Dream In 2001, during Fernandes’s more than decade-long stint in the music business, digital advancements began to threaten deeply entrenched industry norms. Fernandes spotted an opportunity, but his colleagues weren’t so keen on the digital revolution. “Napster had come along and Spotify was just starting, and I thought, ‘Wow, this is super exciting for the music industry,’” Fernandes says. “But I was a lone voice.” No one at Warner Music or Time Warner Inc. (where Fernandes was working at the time) thought it was a good idea. “They thought the internet would destroy music,” Fernandes says. “My premise was that we can’t hold technology back and that this was a fantastic distribution model to create more revenue.” But his vision didn’t gain traction, and when Time Warner merged with AOL, he decided to bid adieu to his music industry career. He was sitting in a bar in London, trying to figure out what to do next with his life, when he saw mention of the budget airline easyJet on the pub’s TV. Fernandes instantly recalled his childhood love of planes. “Always from a very young age, I’d told my dad, ‘I’m gonna own an airline one day,’” he says. “That’s one of those things you say, but you’re not entirely sure you’re gonna do. But I always said it. And so I thought, ‘Well, this could be the time.’” It might seem like a bold move for a music industry exec to presume he could run an airline, but Fernandes was motivated by one simple premise: YOLO. “I thought… ‘You only live once,’” he says. “If I fail, I fail. It’s okay. I’ll go get a job doing something else. But I don’t want to sit there at 55 and say, ‘I wish I did it.’” Fernandes’s idea gained further traction after he started studying the models of low-cost airlines such as RyanAir. (RyanAir’s then-Director of Group Operations would later become a shareholder of Fernandes’s airline.) Inspired by what he refers to as an “amazing concept,” Fernandes gathered up some partners and returned to Malaysia for a meeting with the Prime Minister. The Prime Minister agreed to let Fernandes and his partners into the airline industry, but only if they purchased an existing airline. As a result of some devastating circumstances, there were a lot of opportunities. Fernandes was looking to purchase an airline around the time of the September 11, 2001 terrorist attacks, which had sent the industry reeling. He ended up purchasing AirAsia, a Malaysian government-owned airline that was $11 million in debt, for a grand total of 24 U.S. cents. Driving Growth After purchasing AirAsia, Fernandes knew he had to move fast. “It was very clear to me once we started moving that…I was going to put the foot to the accelerator because there were some big around me,” Fernandes says. “When you have something, scaling up is important.” Luckily, Fernandes spotted multiple avenues for growth. For starters, he knew that at the time he acquired AirAsia, only 6 percent of Malaysians flew. If he could capture even a portion of the other 94 percent, he’d be in business. What’s more, he was willing to fly to places that most airlines didn’t go. “A lot of our growth has come from destinations that no one did before,” he says. But perhaps AirAsia’s biggest differentiator was its use of the internet at a time when, globally, many still weren’t online. “Back in 2001, most people didn’t even have internet yet,” Fernandes says. “But I said, ‘Trust me, when I put a fare at 2  dollars, people are going to find their way to the internet.’” Since then, AirAsia has been religious about tracking and keeping data. So when huge brands started to embrace digitization many years later, they were already ahead of the game. Still, Fernandes knew he was at a disadvantage, due to his lack of industry knowledge, so he accelerated his learning to ensure he could continue AirAsia’s rapid growth. He sat down with engineers, pilots, simulators, and cabin crews; learned how to change a wheel; and generally threw himself into understanding the intricate workings of planes and airlines. “I was a sponge,” Fernandes says. “I took everything in.” A strong focus on innovation, learning, and growth helped Fernandes and his team make up for what they lacked in capital. “Let’s be real, three guys from the music business coming in to start an airline is not the most convincing business ,” Fernandes says. “No bank gave me a cup of coffee. Did we want capital? Of course. But we didn’t have it. But again…we built a massive airline with very little capital.” In fact, AirAsia only raised one round—$30 million around year three—before launching its initial public offering (IPO). “I’m old-fashioned in that aspect,” Fernandes says. “I believe in cash. I believe in making some profit. If you have a model where you can make money, make money. And of course reinvest some of that money, which we did.” Much of that money went into flying to new places. “The product was going places that no one else wanted to go,” Fernandes says. “We couldn’t stand still… kept adding routes and new destinations.” While the airline continues to add new destinations, today it’s equally focused on developing a multi-pronged digital strategy. The organization is digitizing all of its processes to enhance efficiency and the customer experience. It’s also attempting to create a comprehensive travel ecosystem that will enable users to book train tickets, purchase concert or other event tickets, use financial services, and so on, all from one central hub. “We’re using and building platforms that will provide more value to my customers…and it’s an exciting vision,” Fernandes says. “There’s a huge potential if we can execute well.” That execution hinges on a top-notch team working cohesively and effectively. Luckily, Fernandes has been building that since day one. Building a Dynamite Culture “Culture is, I think, the most important thing in the success of AirAsia,” Fernandes says. Fundamental to that culture is a bedrock of transparency and trust—even among 24,000 staff. “It is by complete choice that we’re open plan,” Fernandes says. “When you have an office, you have all these invisible walls. … So one day I just came in and smashed all the offices. I brought a contractor in and just tore them all down. And we’ve been open-plan ever since.” In keeping with the open office concept, AirAsia also employs a fairly flat organizational structure. “I like to think we utilize everyone’s brain,” Fernandes says. “We put everyone…in the same building. Everyone eats in the same place, everyone goes to the same gym. I want people who believe they can do a lot more and grow in this company.” This spirit of inclusivity extends to diversity. “We embrace diversity,” Fernandes says. “We don’t care what race, creed, color, sexual orientation you are. And I think that’s a strength. Because that gives us a huge diversity in our workplace, and a huge ability to attract great talent and great ideas. … I wanna have a fantastic, multi-ethnic, diverse company, and I think we’re not far from that.” Of course, when you’re dealing with a team of 24,000 people, it’s easy for bureaucracy to rear its ugly head. “We got big, and politics and bureaucracy creep in,” Fernandes says. “But it’s not something I’m gonna run away from. I confront it because bureaucracy and politics is the cancer of any organization” One strategy the team uses to confront bureaucracy is simply having fun. “I think too many business leaders take life too seriously,” Fernandes says. “Too many entrepreneurs get too stressed. Have a balance. You don’t have to work 18 hours a day. Make sure you give time to your family and your kids and your friends.” In Fernandes’s view, this juggling act is worth it in pursuit of building a great team. “You’ve gotta surround yourself with good people, and you’ve gotta be prepared to listen,” he says. “Too many founder CEOs think they know it all. … You can have all the ideas you want in the world, but the execution is what it’s about, and you need a good team.” Luckily, developing a great team has always been fundamental to Fernandes’s vision for AirAsia. “My vision was to create a great place to work—a fair place to work, where it didn’t matter whether you…had money or a great education, but if you had a great brain and you had the will and belief, you could achieve anything in this airline,” he says. “To turn a raw diamond into a diamond—and we have so many of those. … If you really push me, it’s allowing a lot of my staff to live their dreams—that would be something I’d be most proud about.” That spirit of affirmation and inclusivity extends from AirAsia’s team members to its customers. In spite of the many ways that Fernandes and his airline have reinvented themselves over the years, the company’s slogan has remained the same since Fernandes first developed his vision all those years ago: Now everyone can fly. 5 Mini-Lessons in Entrepreneurship from Tony Fernandes Spend Money on Branding and PR “Great ideas are great ideas…only people know about them,” Fernandes says. “Too many businesses don’t spend enough on branding and marketing. Keep a budget for that.” Always Be Reinventing “The world is littered with products that didn’t reinvent themselves,” Fernandes says. For example, he references Nokia. “Who believe a world without Nokia phones? They were it.” Today, of course, the phone landscape is very different. Balance Focus With Innovation. “You have to live within your means and live within your resources,” Fernandes concedes. “But you also can’t stand still. It’s a balance. But life is a balance. Everything you do is a balance.” Don’t Worry so Much About Failure “Failure doesn’t worry me, because I’d rather fail than not try at all,” Fernandes says. “Many people are too worried about failing, so they don’t do anything. I’ve had many failures… I don’t have any regrets, because if I didn’t try I didn’t know.” Go With Your Gut “You can do all the marketing research you want,” Fernandes says. “You just gotta go with your heart sometimes and do it.” Key Takeaways Tony’s background in the music industry and how he wound up interested in airlines The wild story behind how he purchased AirAsia for 30 Australian cents The fundamental growth strategies he used on AirAsia His thoughts on funding AirAsia’s digital strategy On expanding your product line and trusting your gut AirAsia’s culture and why he thinks it’s the single most important factor in their success His advice on building a founding team How he came to host The Apprentice Asia His thoughts on personal branding as a CEO or founder How he views failure

Anyone who says they never play office politics is either lying or unemployed. It's unavoidable and HOW you do it can make or break your career. It's alive and well in tv news, real estate, and every industry, including healthcare. In fact doctors may be the worse! The higher-educated or profiled the "employee," the more office politics are involved. How to spot the backstabbers and brown-nosers and how you can improve your professional image.  Kissing a$$ is a slippery slope...tread lightly! Guests: Denny Hooten, Director of Group Operations, Healthcare Partners and Tom Costello, Tom Costello Estates. Tips: 1. What everyone else doesn't know, CAN'T hurt you! Don't over-share. Beware the social work functions! (Holiday parties, training sessions, group activities) 2. Don't Gossip.  Listen actively and use information to your advantage. 3. Don't vent at work. The information can be used against you. 4. Choose your friends carefully: backstabbers and guilt by association. 5. You're alway being watched, whether you're an employee or a manager. 6. Kissing up: it works, but long term-- it's detrimental.

In this episode, Fred Horton, President of AMGA Consulting, discusses the results of the AMGA 2017 Medical Group Operations and Finance Survey. Learn how to listen to The Hospital Finance Podcast on your mobile device. Mike Passanante: Hi, this is Mike Passanante. And welcome back to the Hospital Finance Podcast. Today, I’m joined by Fred Horton who is President of Read More

Senior representatives take part in the Panel Discussion: Exploring the next steps for payments. • To what extent is the industry prepared for the implementation of PSD II? • What will the long-term impact of the regulation be on the payments industry? • Could lifestyle portals be the answer to adding value in a PSD II world? • Why is collaboration between banks and fintech companies so important? • The Internet of Things and PSD II: a recipe for a payments revolution? • How will security be maintained in an era of increasing openness? • Preparing for what’s ahead: how can you foster a proactive culture? With: Marc Temmerman, Director of European Public Affairs, Visa Europe Luca Vanini, Head of Global Payments, UniCredit Jonathan Kidd, Head of Strategy & Innovation, Group Operations & Payments, Bank of Ireland and Member of Open Banking Working Group, Euro Banking Find out more about MoneyLIVE here >> https://bit.ly/2JxaXnG

After 5 glorious years, the legendary Sound Women organisation has come to an end. In this finale episode presented by patron Angie Greaves, we hear from some of the women that have worked tirelessly behind the scenes to make it all happen. Tune in to find out how Sound Women chair Chris Burns (Head of Group Operations for Audio & Music at BBC) got her start; why Jane Garvey (BBC Radio 4 Women's Hour) believes it is vital to have diversity across all areas of radio; and why Sue Bowerman (Blanket) and Nicky Birch (Rosina Sound), are excited about the future for women in audio. You can also expect a heartfelt interview with founder, Maria Williams, as she recounts the challenges that led her to taking action, and why she feels positive about the legacy Sound Women is leaving behind. This episode was produced by Cassandra Denton & Nicki Bannerman @cass_denton @NickiHBC Find out more about Angie and her guests: Angie Greaves: www.angiegreaves.com Jane Garvey: bbc.co.uk/womanshour Nicky Birch: www.rosina.io Sue Bowerman: www.blanket.org.uk Maria Williams: mariawilliams.org And if you want to stay connected to awesome women in audio, join the Sound Women Network over on Facebook: www.facebook.com/groups/soundwomennetwork/

E-sports - the hottest topic of the last 12 months - represent huge growth potential for operators in various areas of the sports industry, but need to be approached in a different way. That was the message from David Lampitt, Managing Director for Group Operations at Sportradar, on the SB Weekly podcast this week. In addition to Sportradar's activities in the e-sports space, in this week's episode Lampitt discusses growth opportunities for Sportradar and reflects on his career in football - which has included stints at the English Football Association and as Chief Executive of Portsmouth FC.