Podcast appearances and mentions of Hamdi Ulukaya

Hamdi Ulukaya has also committed another $500 million to expanding his operation in Idaho—and says he is just getting started. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Steve, Mark and Herlinda Our former co-host Mark Carpenter is back with us for a visit today on Brew Ha Ha with Steve Jaxon and Herlinda Heras. His last visit was this episode in July of 2021. For a long time Mark Carpenter was the co-host of this show. He was the brew master at Anchor until he retired. Mark has news about the present status of Anchor Brewing. Sapporo decided to close it but an investor has bought the company and is slowly working on restoring the location and the company. Here is an article from AP news about that. The new owner, Hamdi Ulukaya, has plans to revitalize Anchor Brewing, which everyone agrees is good news. He is the very successful founder of Chobani Yogurt so he is certainly ready and qualified for the job. Mark says he is taking his time about it and has a good approach similar to that of Fritz Maytag, the previous owner who also bought Anchor and revitalized it in the early 1970s when Mark Carpenter started there.  Both Fritz Maytag and Hamdi Ulukaya are openly enthusiastic about the meaning and importance of a business like Anchor as a valuable cultural asset. A Brief History of Anchor Brewing Mark briefly tells the story of how he found Anchor. He had been working for the telephone company. He took a tour of Anchor and liked the place enough to ask for a job. It was a small place and had three employees. Mark considers himself lucky to have been hired and to have found Fritz to be such an enlightened owner who gave Mark a book about brewing and sent him to take brewing courses in Michigan. Russian River Brewing Co. is open in Santa Rosa on 4th St. and at their big Windsor location. Visit their website for up-to-date hours, menus, beers and more info. Mark has brought a bottle of Truman Royal Ale for Herlinda as a birthday present. It was brewed in England in 1982 to celebrate the birth of Prince William. Anchor Brewing's Liberty Ale was the first modern IPA brewed in the United States. They didn't call it IPA, but it had all of the characteristics. Herlinda's video interview with Mark Carpenter, Tony Magee and Don Barkley is also still on display at the Museum of Sonoma County. It's Herlinda's birthday! Happy Birthday Herlinda!

Deutsche Sprache – schwere Sprache! Das fällt einem natürlich als Muttersprachler nicht auf. Allerdings spätestens dann, wenn man es unterrichtet. Vor einigen Jahren habe ich Deutschkurse für Geflüchtete gegeben, die halbe Welt saß vor mir. Kaum jemand konnte Englisch, die meisten haben noch dazu andere Schriftzeichen, sowie auch die Menschen aus der Ukraine. Vielleicht müssen wir uns davon lösen, dass Leute mindestens Sprachniveau B1 oder B2 haben müssen, um hier arbeiten zu dürfen. Allein 1400 ukrainische Ärztinnen und Ärzte sind hier im Wartestand. Wir bräuchten sie dringend und sie möchten auch arbeiten. Es scheitert oft an den Sprachkenntnissen. Andere europäische Länder sind da lockerer und haben wesentlich mehr Flüchtlinge in Arbeit gebracht. Der US-Milliardär Hamdi Ulukaya engagiert sich schon lange, Immigranten zu beschäftigen. Hürden, wie etwa die Sprache oder ein fehlendes Auto werden überwunden, z.B. mit einem Busshuttle. In seinem großen Unternehmen, das Käse und Joghurt herstellt, werden 26 Sprachen gesprochen. Es funktioniert; die Mitarbeiter seien überdurchschnittlich loyal und motiviert. Ulukaya dankte es ihnen, indem er ihnen Aktien für das erfolgreiche Unternehmen geschenkt hat. Und da er selbst als Kurde in der Türkei geboren wurde, ist ihm die Integration von Immigranten auch ein politisches Anliegen. Schon 2016 gründete er Tent Partnership for Refugees, eine Organisation, die Betriebe berät, diese Integration zu leisten. Auch dies mit großem Erfolg und inzwischen auch hier in Deutschland. Bravo, Hamdi Ulukaya! Vielleicht probiere ich mal einen seiner Joghurts, Chobani heißen die. Hosted on Acast. See acast.com/privacy for more information.

Hamdi Ulukaya took Chobani to a billion dollars in sales "without raising a penny in capital.” How did he develop a thriving yogurt maker while emphasizing ethical business practices, protecting the environment, and creating a positive impact in the broader community?      Join Dr. Lori Esposito Murray and guest Hamdi Ulukaya, founder and CEO of Chobani and founder of Tent Partnership for Refugees, to learn about Ulukaya's journey from Turkey to upstate New York, how he lives his core values, and why improving society is a growth engine for business rather than a distraction.    (02:28) Hamdi's Early Life and Business Philosophy (05:54) Founding Chobani (08:25) Chobani's Growth and Success (09:39) Leadership and Business Values (17:20) Philanthropy and Social Impact (24:56) Refugee Employment and Tent Partnership (34:39) Closing Remarks and Future Vision   For more from The Conference Board:  2024 Distinguished Leadership Awards  Corporate Strategies to Enhance Economic Opportunity  Corporate Citizenship: A Safe Haven from Political Uncertainty    This Leadership in Challenging Times discussion is featured as a C-Suite Perspectives podcast and a special CED Policy Watch Webcast. Leadership in Challenging Times features timely and insightful discussions with the outstanding CEOs who are recipients of CED's Distinguished Leadership Awards. Business leader honorees discuss the unprecedented challenges facing the nation and how they are helping chart a path forward for both their companies and communities in which they operate. 

Chobani is a leader in the global yogurt market, with more than 20 percent share of the U.S. market alone. It all started with one man, an abandoned yogurt factory in upstate New York, and a mission to make quality yogurt accessible to more people. In this episode, Harvard Business Review editor in chief Adi Ignatius and Chobani founder and CEO Hamdi Ulukaya discuss mission-driven entrepreneurship. You'll learn how Ulukaya kept Chobani true to its original values, even as it scaled and began competing in new sectors. You'll also learn why he adapted Chobani's mission to center his employees. Key episode topics include: leadership, entrepreneurship, entrepreneurs and founders, entrepreneurial management, food and beverage sector, Chobani, yogurt. HBR On Leadership curates the best case studies and conversations with the world's top business and management experts, to help you unlock the best in those around you. New episodes every week. · View to the original New World of Work episode: Chobani Founder Hamdi Ulukaya on the Journey from Abandoned Factory to Yogurt Powerhouse (2022)· Find more episodes of the New World of Work· Discover 100 years of Harvard Business Review articles, case studies, podcasts, and more at HBR.org]]>

Patrick Costello used to work at Anchor Brewing, where he was the production lead for the bottling and keg lines. He was also a member of the Anchor Brewing Union, where he served as a shop steward—essentially the union rep on the floor. Anchor's union was part of Local 6 of the ILWU. But Patrick wasn't exactly born into all of this.   His mom and dad met at a house party in the Mission in the 1980s. Patrick's dad was stationed in the Presidio and his mom came here from Nicaragua. His dad wouldn't leave his mom alone at this party, or so the story goes. They were married at a church in the Presidio soon after that. (Patrick and his wife recently got married nearby, at Tunnel Tops park.)   The family moved to Germany shortly after his mom and dad got married. This is where Patrick was born, in fact. They moved back in time for his younger brother to be born in The City. Then they went to Sacramento, where he went to school. After graduation, Patrick made his way back to The Bay, around 2010.   He worked for a while at Farley's on Potrero Hill, where he met Jerry, a maintenance worker from the nearby brewery. Farley's gave Anchor employees free coffee, and they paid it back with a keg now and then. Patrick loved chatting with the guy. One day, Jerry mentioned that the brewery was opening a bar and that Patrick should apply.   When he visited, the place was packed, with a line out the door. But the manager told Patrick that they didn't need help. He came back a week later—same thing. Same response. It went on three or four more times before the tap room figured out that they weren't going to get rid of this guy. They'd be better off hiring him.   He came on as a barback at first and hit the ground running. This was around the time that the Warriors were starting to win, and the place was always packed. Patrick learned fast.   When COVID hit, all the service jobs disappeared. But folks who ran the brewery brought a lot of the tap room workers over, to help keep them employed and also to keep up with demand. This is how Patrick got into the brewery. A production lead left, and he took over.   At this point in the recording, we take a step back as Patrick tells the story of how the Anchor Union came about. He says there'd been talk of forming a union for some time before Sapporo took over, because workers felt that management wasn't listening to their demands. When the Japan-based company bought Anchor, they felt it was a good time to try, with a large corporation now in charge.   At first, the efforts centered around educating employees on what a union means, countering popular misconceptions along the way. The campaign was tough and it took a minute, but they organized and got it done in 2019.   We do a sidebar on the rebranding of Anchor that happened, something most area beer lovers (including me) were not happy about. Not at all. Union members knew it was coming, but they didn't get into a room during the development stage, and it was too late. Many union members agreed, but they wanted to give it time for the beer-drinking public to decide.   The reaction was overwhelmingly negative, but ownership doubled down. The union made a statement. But it didn't matter. What was done was done.   Patrick says that workers felt the closing coming on. Orders had slowed down. There was a brooding feeling in the air. Supply chain issues affecting markets worldwide hit them. Then, in 2023, came the news that Anchor wouldn't be making its famed and beloved annual Christmas Ale. Shortly after that announcement, Anchor would be shut down totally.   Leading up to that, Patrick says employees found a way to get as much beer made and distributed as humanly possible. Even though he was a brewery guy, Patrick joined bar staff and worked for free the last night that the tap room was open. He says lines were out the door and that the whole thing was bittersweet.   In May 2024, Chobani yogurt founder and CEO Hamdi Ulukaya bought Anchor. My initial reaction was wondering whether Ulukaya would bring brewery employees, and therefore, the union, back to work. Not only is it the right thing to do, but also, no one knows the product or the equipment better. Ulukaya has said publicly that he wants to do this, but nothing is certain even as of this writing.   We recorded this podcast at Lucky 13 in Alameda in July 2024.

In today's episode, Jon tells us how Hamdi Ulukaya took his simple love of yogurt, and turned it into a $2B powerhouse brand. Get Jon's new book, Marketing Superpowers. Out June 18, 2024. Pre-order now at MarketingSuperpowersBook.com Visit JonDavids.com for more info. And follow Jon across social: X (Twitter) | Instagram | LinkedIn | TikTok | YouTube 

To get a free copy of the Infectious Generosity book, visit ted.com/generosity Hamdi Ulukaya, the founder of Chobani (a company with expected valuation in the billions of USD) claims to be an “anti-CEO” of sorts. That's because he cares about one thing more than profit — people. Chris asks Hamdi about how he uses his business to make the world better for both employees and customers, the difference between profit and true wealth, and what we can do, in and outside of business, to combat global inequality. Transcripts for The TED Interview are available at: go.ted.com/TTIscripts

Hamdi Ulukaya, the founder of the billion-dollar Chobani yogurt empire, is on a mission to convince companies everywhere that helping refugees is good business. It's the guiding principle behind his nonprofit Tent Partnership for Refugees, a global network of companies committed to integrating refugees into the labor market. Ulukaya joins this week's episode of In the City with hosts Francine Lacqua and Allegra Stratton to discuss the launch of the Tent UK coalition.See omnystudio.com/listener for privacy information.

De hacer quesos a un imperio billonario de yogurt: Hamdi Ulukaya

De hacer quesos a un imperio billonario de yogurt: Hamdi Ulukaya

In this episode of BRAVE COMMERCE, Thomas Ranese, Chief Marketing Officer at Chobani, joins hosts Rachel Tipograph and Sarah Hofstetter to offer insights into the intersection of technology and Consumer Packaged Goods (CPG), Chobani's remarkable growth, and the challenges and opportunities facing the CPG industry. As the conversation begins, Thomas emphasizes Chobani's commitment to providing nutritious and delicious food made from natural ingredients. He believes that many large companies struggle to achieve the balance of affordability, nutrition, and taste, and shares how Chobani is on a mission to fill this gap. Drawing parallels between tech companies and CPGs, Thomas highlights the importance of a consumer-first, insight-driven approach in CPG, while acknowledging that tech companies are innovation-obsessed and digitally led. He believes that blending these two mindsets is crucial for creating a modern marketing organization. Moreover, Thomas mentions that he is drawn to companies with a compelling mission and product, making Chobani a perfect fit for him. He draws parallels between Chobani and his experiences at Google, emphasizing the similarities in the early stages of both companies' growth. He also shares insights into Chobani's culture, describing it as agile, innovative, and quick to launch and iterate, similar to the approach of tech companies. The discussion then transitions to Chobani's growth strategy and portfolio expansion. Thomas stresses the importance of growth in core categories, such as yogurt, and the potential for disruption in categories like oat milk and creamer. He also acknowledges the need to connect the various products under the Chobani umbrella and shares the story of how the company's founder, Hamdi Ulukaya, sees the potential for yogurt-making to change the world. Thomas also addresses how Chobani's products aim to be delicious, nutritious, and accessible, with a focus on remaining affordable amid inflation and economic challenges. He touches on the importance of aligning the portfolio strategy with the brand's mission and purpose, ensuring consistency and clarity across all products. Key Takeaways: ● Develop a clear and cohesive portfolio strategy tying all products to core values● Collaborate closely with retail partners for innovation and adaptability● Disrupt traditional categories and explore new areas for impactful growth Hosted on Acast. See acast.com/privacy for more information.

Başarılı insanlar diğerlerinden çok mu farklı? Ekranlarda gördüğümüz milyarderler nasıl insanlar ve nasıl hayatlardan geliyorlar acaba? Bu bölümde şunları konuşacağız: Milyarder Sara Blakely satış elemanlığından iş kadınlığınanasıl yükseldi? Başarılı olmak için çok zeki, yetenekli ve zengin mi olmakgerekir? Başarıyı nasıl tanımlamak gerek? Erzincanlı milyarderin hayvancılıktan gelen başarı hikayesi Herkes başarılı olabilir. Neden mi? Hamdi Ulukaya'nın TED konuşması Beni Instagram'dan takip edebilirsiniz, geri bildirim vermek isterseniz DM'lerim size açık. Sevgiyle kalın!

In today's episode, Ashanti Bentil-Dhue and Rohini Anand a strategic senior DEI advisor who holds key positions on numerous external diversity advisory boards delve into her personal journey, from her roots in Mumbai, India, to her migration to the United States, which provides a unique lens to her work in DEI. Rohini brings a wealth of global perspective to their conversation as she talks about her experiences in navigating between majority and minority spaces, and how this informs her perspective on diversity and inclusion.  “Ultimately this global work is very complex, and it's very dynamic in nature. So there's no quick sort of checklist or playbook. And even best practices are really not enough. So the principles that I have, these five principles are simple, but they're very disruptive. And they don't provide sort of standards, or plug and play templates, based on what's worked in one country or one location. And I think that's been the foundational mistake in doing this work is replicating what's worked in one part of the world elsewhere, it can be sort of adapted to apply with sensitivity to any country and empowers global leaders to kind of develop their own solutions without mimicking a solution.” Episode Highlights:  ● Cultivating a global mindset as chief diversity officers ● Advice for aspiring diversity and inclusion professionals ● How to keep developing and nurturing skills About Rohini Anand:   DR. ROHINI ANAND, Founder and CEO, Rohini Anand LLC  rohinianand1121@gmail.com  Web site: https://www.rohinianand.com;  LinkedIn: https://www.linkedin.com/in/rohinianand Dr. Rohini Anand is Founder and CEO of Rohini Anand LLC providing Diversity, Equity and Inclusion (DEI) advisory services to clients in the public and private sectors. She is a strategic business leader and trusted board member who has successfully transformed cultures and built an iconic brand with an enduring reputation, resulting in accelerating new business creation. With expertise that spans executive leadership, human capital, global corporate responsibility, wellness and diversity equity and inclusion, Rohini brings a unique perspective on the critical alignment of the business culture and the triple bottom line to drive exceptional performance. Rohini is recognized as a pioneer in the DEI field and is a sought- after expert by leaders around the world. Her global experience, cultural dexterity, extensive network and ability to influence leaders result in a reputation for judgment, integrity, and accountability.   Rohini Anand is a thought leader and a published author. Her book, Leading Global Diversity, Equity and Inclusion: A Guide for Systemic Change in Multinational Organizations, has been endorsed by luminaries like Indra Nooyi, former Chairman and CEO, PepsiCo, Hamdi Ulukaya, Founder and CEO Chobani and Tent, Michel Landel, Danone S.A Board member and former CEO, Sodexo, amongst others. It is available on Amazon here and Bookshop.org and on bookdepository here  for international orders. Most recently Rohini was SVP Corporate Responsibility and Global Chief Diversity Officer for Sodexo. She reported to the Global CEO and was a member of Sodexo's North America Executive Committee. Rohini successfully positioned Sodexo as a global thought leader in DEI and Corporate Responsibility. Sodexo's remarkable global culture change, led by diversity and inclusion, is featured in a Harvard Business School case study entitled Shifting the Diversity Climate: the Sodexo Solution .  Rohini has been featured in several articles in CNBC, The Boston Globe, The New York Times, and the Washington Post. Rohini has appeared on CNN, Bloomberg and CNN Money as well on National Public Radio. She is the recipient of many accolades including the Mosaic Woman Leadership Award, the Women's Foodservice Forum Trailblazer Award, Webster University's Women of Influence Award and the Who's Who in Asian American Communities Award (WWAAC), amongst others.  Dr. Anand received her PhD from the University of Michigan. She serves on the boards of several organizations including WomenLift Health a Gates Foundation initiative, Aspen Institute's Family Prosperity Initiative, Tent Partnership for Refugees and Galt Foundation. She also serves on the external diversity advisory boards for Sanofi and for Charter Communications and chaired the Catalyst Board of Advisors. Rohini is a Senior Fellow with the Conference Board and is on the National Association of Corporate Directors (NACD) Center for Inclusive Governance's Advisory Council.  If you would like to apply to be a guest on the show email: operations@goodsoilleaders.com   If you would like to schedule a capability briefing call with our team, email: operations@goodsoilleaders.com    If you would like to apply for DEI PRO Coaching, email: operations@goodsoilleaders.com  Stay Connected with Ashanti:  LinkedIn: Ashanti Bentil-Dhue 

When Chobani founder and CEO Hamdi Ulukaya first arrived in the U.S., he had little money and no big plans. But combine his childhood growing up in a nomadic dairy-farming Kurdish family, some college-level business courses, and a lot of spunk, and his winding trajectory is a unique story of an entrepreneur finding his north star. Today, Adam asks Hamdi about his “anti-CEO playbook” and the business philosophies he leads with, which aim to prioritize people over profit. Hamdi also shares the work he is doing with refugees around the world, and why he invests in projects with adaptable plans and resilient people. Transcripts for ReThinking are available at go.ted.com/RWAGscripts

When Chobani founder and CEO Hamdi Ulukaya first arrived in the U.S., he had little money and no big plans. But combine his childhood growing up in a nomadic dairy-farming Kurdish family, some college-level business courses, and a lot of spunk, and his winding trajectory is a unique story of an entrepreneur finding his north star. Today, Adam asks Hamdi about his “anti-CEO playbook” and the business philosophies he leads with, which aim to prioritize people over profit. Hamdi also shares the work he is doing with refugees around the world, and why he invests in projects with adaptable plans and resilient people. Transcripts for ReThinking are available at go.ted.com/RWAGscripts

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Baruch College held its 2023 Commencement Ceremony on Tuesday, May 30 at Barclays Center in Brooklyn, conferring degrees to 5,795 undergraduate and graduate students from the Marxe School of Public and International Affairs, the Weissman School of Arts and Sciences, and the Zicklin School of Business. Baruch College President S. David Wu  presided over the exercises, and Linda Essig, Provost and Senior Vice President for Academic Affairs, served as the master of ceremonies. The Class of 2023 includes more than 4,100 undergraduates, over 1,600 graduate degree recipients, and four graduates receiving doctorate degrees. Speakers and honorary degree recipients are Hamdi Ulukaya, Founder and CEO of Chobani and Sam Pollard, Film Director and Screenwriter.

Ben chats to Hamdi Ulukaya, owner of Chobani yoghurt.See omnystudio.com/listener for privacy information.

Washington Post senior writer Frances Stead Sellers speaks with Hamdi Ulukaya, the self-made, Turkish-born founder of Chobani, about his entrepreneurial journey, immigration in the United States and his contribution to relief efforts following the devastating earthquakes in Turkey and Syria.

As a newly arrived immigrant from Turkey, Hamdi Ulukaya learned to be resourceful, determined, and even stubborn when he needed to be. All those traits would serve him well as he began to navigate the hairpin turns of building a yogurt business from the ground up. In 2005, Hamdi was running a small feta cheese business in upstate New York when he happened upon a piece of junk mail that would change his life: an ad for an abandoned yogurt factory...$700K, as is. He knew if he could get his hands on it, he could bring a new kind of dairy product to the U.S.—the thick, creamy yogurt he'd grown up eating in the mountains of Turkey. With the help of a local bank, Hamdi bought the factory, and sales grew so quickly that he could barely keep up. A few years later, some bad business decisions nearly pushed the company into bankruptcy, but today, Chobani is one of the most popular yogurt brands in the U.S; and Greek-style yogurt has become a staple of the dairy aisle. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

If you're a leader right now navigating the global pandemic, supply chain disruptions, and your own mental list of what's keeping you up at night, the issue of burnout is probably on your mind. You can't shield your team from all stress, but you can find effective ways of supporting your employees through it. This episode highlights the best conversations we've had recently about stopping burnout in your organization, before it takes hold. Featuring BetterUp's Alexi Robichaux, Upwork's Hayden Brown, Merck's Ken Frazier, Chobani's Hamdi Ulukaya, director J.J. Abrams, Girls Who Code's Reshma Saujani, BW4BL's Tokunbo Koiki, and FuelFinance's Alyona Mysko.Read a transcript of this episode: https://mastersofscale.comSubscribe to the Masters of Scale weekly newsletter: http://eepurl.com/dlirtXSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Hamdi founded the Greek yogurt company in 2005, and has since led it to see explosive growth. He's been a champion of various social issues, in particular support for global refugees.

Your local community can be the power behind an epic scale story — because smart community investment always maximizes returns. No one knows this like Hamdi Ulukaya, the founder and CEO of Chobani. He turned a small Upstate New York town into an epicenter of Greek yogurt by mobilizing a community to revive a mothballed dairy plant. In creating opportunities for new jobs, he created opportunities for massive scale. This story repeats over and over as the company grows, building communities with a sense of co-ownership. “This is not really a Hamdi story,” Ulukaya says. “This is a story about the people in our communities, what they're made of, and the values and capability that they have.” Read a transcript of this episode: https://mastersofscale.comSubscribe to the Masters of Scale weekly newsletter: http://eepurl.com/dlirtXSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

"People will give you credit, but 99% of it is not you,” said Hamdi Ulukaya, CEO of Chobani, in a View From The Top interview on campus. “It's the environment that you created.” Interviewed by Alexandra Eitel, MBA '22, Ulukaya also discussed how businesses can benefit from hiring and training refugees in their community. "Refugees can come into society and a community. It's very simple, as a CEO: hire them, train them; you will benefit greatly and so will they.” Stanford GSB's View From The Top is the dean's premier speaker series. It launched in 1978 and is supported in part by the F. Kirk Brennan Speaker Series Fund.During student-led interviews and before a live audience, leaders from around the world share insights on effective leadership, their personal core values, and lessons learned throughout their career.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

On this week's episode of Inside Outside Innovation, we sit down with Jackie Miller, Program Director of the Corporate Innovation Fellowship at On Deck. She's also a former corporate innovator at Chobani and Chanel. Jackie and I talk about the ups and downs of corporate innovation and the benefits that a community of peers can bring to helping both startups and corporates navigate today's fast-paced world of change. Let's get started.Inside Outside Innovation is the podcast, to help the new innovators navigate what's next. Each week, we'll give you a front row seat into what it takes to learn, grow, and thrive in today's world of accelerating change and uncertainty. Join us as we explore, engage, and experiment with the best and the brightest innovators, entrepreneurs, and pioneering businesses. It's time to get started.Interview Transcript with Jackie Miller, Program Director of the Corporate Innovation Fellowship at On DeckBrian Ardinger: Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today, we have Jackie Miller. She is the Program Director of Corporate Innovation Fellowship at On Deck. Which is an accelerator for startups and careers. Welcome to the show, Jackie.Jackie Miller: Thanks, Brian. Happy to be here. Brian Ardinger: I'm excited to have you on the show to talk about this amazing On Deck Program focused on Corporate Innovation. You've got some heavy chops in corporate innovation yourself. I know a lot of our audience is familiar with the startup scene and what's going on in corporate innovation.And they may have even heard about On Deck. Because I know over the last year on-deck has been putting on a variety of different accelerator types of programs. And now this move into corporate innovation. Maybe start off with telling us a little about what is On Deck? Jackie Miller: Yeah, absolutely. I was really excited to discover it existed. To your point, like working in the corporate innovation space, you're always a few steps away or immersed in like the startup ecosystem and world.But I think that what On Deck is doing is something really unique and special. On Deck was founded by Erik Torenberg. He was early, employee number one at Product Hunt. And later founded Village Global VC firm. So, really immersed in this space. And started On Deck or the vision for On Deck as a series of live dinners for founders, founders in between, people, ambitious people, thinking about their next move. And started with some like in-person IRL dinners that quickly kind of grew outside of San Francisco. And clearly was filling a need. Then in the pandemic, really accelerated this community to become a virtual global one. Right? The idea that there was such demand for this leveling up. Finding your next thing. And connecting with the right people, and ideas. So that really created the On Deck momentum that has brought us to today.It started with founders. A community for founders. And then quickly grew from there. So, we raised our Series A about a year ago, and now we have a startup accelerator. Yes. Which we announced recently. But we see ourselves as, like you said, as a career accelerator. So, there are programs for Chiefs of Staff, Product Managers, Designers, Marketers, Business Development, and now Corporate Innovation. Sort of designed to help people, whether you're starting a company or joining a company or kind of growing an existing company. How do you level up? How do you connect with your peers? And how do you find the safe space for digging into some of those ideas? And this is exactly the kind of thing I think, as you and your listeners probably know, could add a ton of value to corporate innovators.Brian Ardinger: I've followed On Deck from the beginning. Has a lot of different overlap with some of the audience as far as things that we talk about as trends. Whether it's no code or podcasts, or angel investing. And all these types of multitalented types of people that have this intersection of building things.And so, when you came to me and said, hey, we've got this corporate innovation fellowship spinning up, what do you think of it? I'm super excited to be part of it. And why is there a need for a corporate innovation fellowship versus anything else that's out there? Jackie Miller: You know, as you mentioned, I spent some time doing this at Chanel, spent the last few years in this space. And will probably be a surprise to no one that innovation in a corporate context can be really challenging. Right? The idea that every time I talk to people in this space. Both my colleagues at the time and my peers at other orgs. You quickly kind of realized that what people were looking for was moral support. Like this is almost envisioned as a support group, right? Like-minded builders who are navigating the same internal politics. Sometimes it's such a relief to hear. I was talking to someone the other day who described it as like, I feel like a unicorn in a forest. Find the other unicorns. Where they live and what they're doing. It's a really comforting and motivating, energizing feeling. And, you know, you mentioned following obviously the startup space. There sometimes it feels like we're drowning in startups, right? There's so many out there, but finding really good, vetted enterprise ready startups and having mutually beneficial outcomes with them is really hard too. As we all know, there's a big cultural difference there. So, there's a need for a better interface between corporates and startups.We know both sides want to work together. But more often than not, it's hard to integrate those two worlds. Which usually comes down to the very, not so sexy part of innovation. Which is really like internal processes, infrastructure, and governance. I've always found that it comes down to this and none of us are reinventing the wheel with how you strategize and plan around that. But it's really hard to know what works and where the roadblocks are. And to your, you know, No Code mention on some of the other trends, I think all of this is intersecting around emerging tech. And like trends that are impacting brands. And, and why they even have to think about innovation. So, all of this to say, like there's a lot going on here. We're all facing the same challenges. Wanted to take down the innovation theater and buzzwords. And create a space for real talk about what's going on. Brian Ardinger: I think the other trend that this is really hitting on is this whole move to education. You know, this changing trend of education. And like you said, career paths. You know, we talk a lot about this slash career or this portfolio career that people are having to embrace because change is happening so fast. And you used to be able to get a degree and continue your career for 20 years. And that'd be good. But nowadays, everything's changing so fast. You need to have outlets to learn new skills and things along those lines. So that's another thing I really liked about what On Deck's doing is again, it's not focused on one particular thing. Even though you do get the depth, but you'll also have the opportunity to see what else is out there and strengthen your skills in different ways. Let's dive into a little bit about what this particular program is all about. Who's it for? What's entailed. Things like that. Jackie Miller: In terms of who's part of this community and who we're seeking to be part of the community, we're casting a pretty wide net with innovation, right? We're looking at people who are a little bit further along in their career. This is probably Director Level and above. People who have eight years, maybe more, of experience. They've been at this for a while. And the title or duties could include everything from Innovation to Growth Strategy or Corporate Development. Labs, Venture, Transformation, the kind of Future of. You know, I joke that there's so many new titles in this space. My title at Chanel was Head Innovation Catalyst. It's a lot of innovation within innovation. So, we're casting a pretty wide net. But the personas essentially are anyone who is an active practitioner in innovation. Which I think is an important distinction. There's a lot of service providers and other folks that are part of the ecosystem, who are great, and we want to work with, but for starters, we want to focus on those innovators who are actively in these roles at large companies or organizations. And the three personas that we think they fall into are the culture and capabilities, which is that internal building, internal focused approach. And building and incubating new ideas, businesses, and ventures. And then lastly that investing in and acquiring more of your Corp Dev venture kind of side of things.So, it's a pretty big umbrella. Sometimes as you probably know and have seen like one person is all three of those things, depending on like the structure of any given innovation practice. So, we recognize that it's broad. And there's a lot of variety there. We want to have lots of opportunities to bring those people together. But also segment and do some really curated sessions and content for different ones.But I think beyond just those types of folks in those types of roles. What's important to us is, you know, I mentioned that innovation theater and avoiding the innovation theater trap, is people who really have a mandate to build and scale their innovation projects. Especially with startups. And I think that's part of the value of the On Deck community.People who are really tasked with that. They have the budget. And the time and the mandate to do that. That's where we think we can have the most impact. And, you know, Spirit of Service is one of our core values. It's yes. It's about learning, achieving your goals, and growing and making progress, in your own career, but that's only possible in a community like this when you can support. There's a lot of peer-to-peer support, learning, exchange. So that kind of Spirit of Service and bringing things to the community, will be a key filter too. Brian Ardinger: That's pretty exciting, because again, I've looked around and I haven't seen a lot of frameworks out there that really do approach and have that Inside Outside approach. I've seen a lot of people focused on internal innovation. And how do you do design thinking inside of a company, things like that. I've seen that these corporate venture sides where you're talking about investing in startups. But very few really understand that the value of having that cross-politization between the ties and the t-shirts or the tucked and the untucked. How I like to call them. Folks that I think you learn quite a bit by seeing that exploration side of starting something brand new and building it. And then on the reverse side, you know, startups get a lot from understanding what it takes to scale. And exploit and execute on something that they built. So, I'm excited about seeing that overlap. With this, how much do you see the programming being around specifically working with startups versus internal building? Or talk a little bit about the program itself.Jackie Miller: The programming itself is designed around these formats, right? It's very community driven learning. But it's about both group sessions and curated connection. So, we do a lot of facilitating that in the format of deep dives, panels. Something I'm really excited about that. I like to call a template potluck. Where we all ask our fellows to bring to the table, a pitch deck, a project strategy, a budget, even of things that have worked. For you, scrubbed of sensitive details. And a way to kind of just share and see what others are working on. Lots of like social opportunities to connect and access to our platforms. Right? So Slack and the Directory, which is almost like our own internal LinkedIn. As well as access to the sessions for all of our programs. Right? So, if our Chief of Staff program is doing a deep dive on Web Three. That's something we can tap into the expert network of On Deck to take part in. So, there's going to be a lot of different formats. In terms of the topics themselves into your question of, you know, how we take the broad topics and the specific ones. I think that certainly we'll do deep dives on things around like Open Innovation, Internal Culture, and Building. And the kind of specific challenges of Venture Building and certainly Building Corporate Venture Practices. But there will be some broader topics that I think are, they're the things that light up when I have conversations with different folks, at least. Like one of these is that when we touched on of like internal processes and structure of an innovation team. You know, how do you interact with the business units? How do you create good communication between all your stakeholders and get buy-in on what is often a huge challenge in this space? Or even the small bets, right. Brian Ardinger: Like measuring if you're on the right track in the first place. That's a big one. Understanding the metrics around it. Jackie Miller: Figuring out you're solving the right problem. Right. So I think those are things that are going to apply across the board. I think there's things like leadership, talent development, hiring, and when that should look like for the future of an innovation practice. That I think will apply across the board. And there's the founder mindset. I really believe that corporate innovators are at their core, they're founders, right. They're just not pitching to venture capitalists. They're navigating a much more constrained universe of what success looks like. But there's a lot of the same skillset mindset that a founder needs. And one other topic, I think that has been interesting to see across the board is sustainability, diversity, and inclusion are some of these big drivers of innovation right now. These are some of the core pain points or challenges that businesses have to solve. So, there's this intersection with innovation, that's exciting to me that I've heard from different founding fellows from Starbucks and Nike, JP Morgan, Walmart, who have all raised similar challenges. Brian Ardinger: And that's the other interesting part about it is because it's kind of industry agnostic. Like I think a lot of us can learn from what's happening in another industry and apply that to our own industry and vice versa. And so, I think that's a big strength to this type of program that you're pulling together as well.Jackie Miller: I think that's huge. I mean, I really think that in innovation, we already get stuck in a bubble sometimes. In your own echo chamber of the buzzwords. But then we do that in our industries too. When I was at Chanel, I can't tell you how refreshing and inspirational it might be to have a conversation with Pepsi, for example, right. This idea that it doesn't always have to be your exact peer to get really interesting new ideas and new insights. Brian Ardinger: When can people apply? When does it start? Some details around that. Jackie Miller: We just announced this in January. So still excited to see those applications roll in. The program actually kicks off in mid-March. So, applications are open. The deadline to apply is February 27th. You'll be tagged as an Inside Outside applicant, so that we can fast track your application. Once people apply, some will be invited to interview. And then they'll receive an offer to join us when the program kicks off in mid-March. Brian Ardinger: And you and I were talking earlier that you created a special URL for IO listeners. If they go to go.odci.io/podcast, they can apply via this link and get fast-tracked. You've been in corporate innovation. And you were with Chobani, and I think you launched a successful accelerator for early-stage food and tech companies there. And most recently, like you said, you were at Chanel. What's some of the biggest mistakes or biggest learnings, maybe that you've learned by being in corporate innovation. Where have you stubbed your toe and where do you think you can help others not. Jackie Miller: It's a great question. I think that my experience on the spectrum of, you know, different approaches to corporate innovation is one that I come back to time and again, right. This idea that innovators, people in corporate innovation should almost be in the position of making their roles obsolete.Right. Like putting themselves out of a job, in a way. Which is maybe a little provocative. But what I mean by that is, you know, it shouldn't be siloed. And you can see very clearly, early on whether or not a program is going to be a program or a practice or a department. It's going to be successful, if it feels siloed and stuck on to the side, rather than truly a top-down initiative. And then there's top-down buy it. And it doesn't mean, not to get into like the details of the corporate governance or anything than that. It's mostly about like the right stakeholders and the right communication line with the stakeholders, right. This idea that you need to be in between the business units on the ground and the leadership at the kind of strategy and priority and decision-making. And really navigate between those spaces. And it's easier to do that when you have that top down buy in. My experience at Chobani. Hamdi Ulukaya, the founder and CEO of Chobani, really prioritized the incubator program. It was important to him. It was extremely founder friendly. We didn't take equity. It was just something that was part of his personal values and mission. And that, you know, shows in how he got hundreds of employees, internally, to be involved and engaged and really scale up that program.That kind of top-down buy-in makes a huge difference. And yeah, you need that combination of top down and grassroots impact, right? So, I think that not every corporate innovator has an influence over that kind of strategy and structure of that team. But those communication lines with leadership, are just as important as the structure itself.Brian Ardinger: The fact that the practice of spinning up something brand new, or working with a startup, for example, that doesn't have it all figured out. It doesn't have the business model all ready to scale, is significantly different than what most people are typically working in, in an existing business. Where they know the business model. They know what they're supposed to be doing. Their job is to scale and execute and make that better. Fundamentally, there's a lot of knows. Versus the world of startups, the world of innovation, where fundamentally it's all unknown at the start. And so how do you manage those expectations on both sides. Expectations from the people who are building that. Whether it's a startup itself or the internal team that's building up something from scratch. And then communicating that to the upper management, like timelines may be different. The measurements may be different. What you're looking for may be different. It's all very important because they are fundamentally different worlds to some extent. Jackie Miller: I think that's right. When you're pitching something new, it's sort of like, I think that empathy is at the root of all like change. And innovation at its core is about change. You know, it's about problem solving and introducing new kind of ways of doing things. Put yourself in the shoes of that person hearing that pitch. Right. And this idea that, of course there's a preconceived set of KPIs. And how we measure our projects and our initiatives. Really setting the stage and then making the case for exactly what you're saying of, okay. We're entering the unknown here. And introducing upfront the, these are going to be different metrics for success. And really defining. That really primes people to be more receptive to change. It can be a hard thing for them to process Brian Ardinger: So, what do you see are the biggest opportunities for corporates who can do innovation well? Why should they be doubling down on this?Jackie Miller: There's a lot of opportunities here. Right? And like a few things come to mind. Corporate innovation more often than not can be found in a cost center, right. This idea that, you know, how close are you to the business impact. To revenue. To building something new. I think that every corporate innovation team or program should have an eye towards that possibility.I think there are certain things that absolutely should be separate and are about experimentation and are about learning. It's something important for any department within a company thinking about what's the long-term sustainability and scalability of what we're building here. That should be part of the discussion part of the conversation.Another piece is interacting with emerging technology trends and startups. It's very easy for corporates to feel like it's a foreign language or that world is so far away. And I don't know what I could possibly do or how I could add value to that conversation or that exchange. I think corporate innovators really kind of understanding the value they bring to those exchanges. And how meaningful those exchanges with a startup or a founder can be even if we're talking about really big cultural differences. If you really go in knowing, and sometimes the things you wouldn't expect are the things that are super valuable. I can't tell you how many times what a startup really needed from me as a representative of the big company was like an org chart Sherpa, right. Someone would tell me, how are things organized? Who does this? Who owns that? And like, yes, ultimately that may be just who do I sell my thing to, but more often than not, it's about learning. What are the priorities? How are things organized? How are things structured and how do things get done? That is hugely valuable to a startup. And I think we oftentimes undersell the kind of knowledge and insight and support we can bring to startups. That goes beyond just the petting zoo. But is actually like here's some actionable information to help them achieve their goals. Brian Ardinger: What are some of the trends and opportunities that you're seeing out there in the marketplace? Whether it's technology trends or things that people should be paying attention to in this space.Jackie Miller: Part of the reason I was so excited to join the On Deck team, and you mentioned it upfront, about the work we were doing in no code. The fact that we are a fully remote company. Future of work is obviously a big topic when you look at like innovation culture and capabilities. And I think things like No Code, the idea that, and this is very challenging for large enterprises, where there are a lot of IT, data, infrastructure limit to what kind of tools you can use. But there is something fundamentally innovative about cultivating the skillset and the knowledge to use tools like No Code tools. And we're talking about like an Air Table or a Notion, or some of these. And while yes, there are enterprise platform challenges. I really think that the trend here is it's also that like talent wants to learn how to put on their resume and talk about how they were able to build things.They may not be coders. But they were able to build things themselves. Like that's what talent is looking for. That is what truly innovative projects come from, that kind of mindset and that kind of talent. Trying to find ways to create spaces. You can do this with Microsoft. Like when I was at Chanel, we use Microsoft and there are all kinds of interesting analytics and automation tools that you can experiment with. You don't have to be expert level. But I think there's something there. And future of remote working, right. Every corporate is navigating hybrid or remote, and what that looks like. These are new demands in the idea of innovative talent and the war for innovative talent. So, I think there's sort of a must have in terms of exploration, that are not necessarily suited immediately to the corporate environment. But I think it's something that corporate should definitely be thinking about. For More InformationBrian Ardinger: Yeah. We've talked about that quite a bit. And how, if nothing else just being exposed to some of these tools gives you a different appreciation for the speed at which disruptors could come on board. Or other ways that you could change the dynamic within your company or outside. Thank you for coming on Inside Outside Innovation and sharing your experiences and that. If people want to find out more about you or the On Deck Program, what's the best way to do that?Jackie Miller: The best way is to visit us at https://www.beondeck.com/corporate-innovationBrian Ardinger: Well Jackie, thanks again for coming on. I'm excited to be a part of the Fellowship. I encourage people who are listening to check it out. Looking forward to having further conversations. Jackie Miller: Thanks so much Brian.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

SHOW LESSDuring a View From The Top event on campus, Chobani founder and CEO Hamdi Ulukaya discussed how businesses can benefit from hiring and training refugees in their community. "Through business," he says. "Refugees can come into society and a community. It's very simple, as a CEO: hire them, train them; you will benefit greatly and so will they.” In this interview with MBA student Alexandra Eitel, MBA '22, Ulukaya also shared how his ethos of being on the factory floor, everyday, helped his business thrive. "I kept the business so simple.," he says.I did not leave that factory for seven years. I was so into every detail that happened in that factory, there you would find opportunities, problems about to happen, and solutions.

We are excited to have Louise Vongerichten Ulukaya, Founder of sustainable childrenswear brand, Mon Coeur, on The Style That Binds Us podcast! Before launching Mon Coeur in January 2021, Louise worked with her father, Chef Jean-Georges', at his restaurants, Mercer Kitchen & Chef's Club. Louise married Hamdi Ulukaya in 2018, Founder of Chobani, and they welcomed their first son Miran later that year. After Miran's birth, Louise decided to create a brand that cares for the environment, respects the people making it, and that looks and feels good while being accessible for all. Their motto is, “Kids clothing that lasts, so the planet does too.” --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/delia-folk8/message Support this podcast: https://anchor.fm/delia-folk8/support

In this episode, Bob'nJoyce muse over the new order that is emerging from the chaos of Covid. We, as a society, are in a tectonic shift that demarcates before and after resulting from the many pivots that organizations and individuals have been forced to make. How work gets done, where it happens, and what we value most are all conversations that need to happen. It requires pausing to assess and act on recalibrating past norms and practices – not an easy thing to do. Today's episode punctuates the opportunity that lies before every leader, and OD/HR professional to answer the question, “What goes and what stays given our current reality.” The failure to ask these questions assures that the status quo remains, and that is a recipe a company's demise.

There is a certain level of risk associated with every aspect of life. Some things are riskier than others. Jumping out of a plane puts you in more danger than making yourself some toast in the morning —unless in the unlikely event that you happen to live with a homicidal toaster, right? You can look up all the information on your own about how many people die in skydiving accidents every year versus how many die making toast. But you don't have to — we'll give you the answer to that question, but, ultimately, what will that information tell you and how will knowing the answer change your behavior?LogicGate is a company that looks at risk fundamentally different from most others. According to Gina Hortatsos, the CMO of LogicGate, risk management should not be fear-driven – in fact, the company considers risk as a strategic advantage. How does LogicGate turn risk on its head in a way that makes it something that its customers not only feel comfortable with but actually leverage to do great things? Find out on Business X factors.  Main takeaways:Knowledge Reduces Fear: Fear of failure stalks the business world and fear is not only a specter for entrepreneurs, even success can provoke anxiety. Hamdi Ulukaya, the founder of Chobani said he was afraid every day while building his multibillion-dollar business because if he failed so many lives would have been affected. A powerful antidote for the fear of failure is increasing one's capabilities, seeking support, being willing to pivot, gathering knowledge and undertaking research to know the actual risk you are facing. Whack-a-mole Is Not a Risk Strategy: Vulnerability and risk management have traditionally been treated as a whack-a-mole game with managers addressing problems as they emerge. With senior management under ever more pressure to demonstrate compliance and make risk-sensitive decisions, it is important that senior management know where the moles are without having to ask. To do that, capture key regulatory risk metrics, monitor appropriate data and adopt risk metrics across the business. Make sure that you have a persistent view of risk levels that is accessible to all the relevant managers. Mix Passions: We are often told that a “jack of all trades is a master of none,” meaning you should concentrate on that one thing you are good at or passionate about. You could in fact merge two divergent passions into one and trailblaze a new path. Some of your soft skills or your passion for something unusual could lead to a new career or business. ---Business X factors is produced by Mission.org and brought to you by Hyland. For over a decade, Hyland has been named a Leader in the Gartner Magic Quadrant for Content Services Platforms, leading the way to help people get the information they need when and where they need it. More than half of 2019 Fortune 100 companies rely on Hyland to help them create more meaningful connections with the people they serve. When your focus is on the people you serve, Hyland stands behind you. Hyland is your X factor for better performance. Go to Hyland.com/insights to learn more.

Leave it to a food maker to change the culture of corporate America. Hamdi Ulukaya's story reads like a modern-day fairy tale: born and raised a shepherd boy in Turkey, he came to the United States with $3,000 in his pocket and became a billionaire businessman. His unwavering commitment to community has made Hamdi a revered voice of inclusion across the business landscape—a voice that is leading the way in calling for business reform at the highest levels. His bold leadership is the very inspiration for The B Team's New Leadership Playbook.

At the 2021 Forum on Leadership, Bush Center CEO Ken Hersh sat down for the keynote conversation Hamdi Ulukaya, Founder and CEO of Chobani.  He shared his inspiring story, including the experiences that brought him to America and eventually led him to create Chobani.  He also discusses life in the United States -- and why this is the land of opportunity.RelatedOut of Many, One: Portraits of America's Immigrants2021 Forum on Leadership

-Dumbfu** of the week: Woman on flight to Charlotte who tried to open door mid flight was duct taped to her seat -Fan of the week: Zalia Avant-Garde, for winning the Scripps National Spelling bee and being a beast hooper -Honorable Mention: Chobani founder Hamdi Ulukaya. They are set to go public somewhere around $10B. In 2016 granted his 2k employees roughly 10% of the company. With many earlier employees set to net several million, many of them being factory workers -Richard Branson made history as the first billionaire to reach space in his own spacecraft -Haiti president assassinated -Loki episode 5 -Black Widow made some money $$$ -Trailer for Marvel's “What If..?” --What's New in Music? Big Time Rush is making a comeback The Kid Laroi & Justin Bieber - Stay Billie Eilish - NDA Post Malone - Motley Crew BTS - Butter / Permission to Dance Bas - The Jackie (feat. J Cole & Lil Tjay) Vince Staples - Vince Staples IDK - Usee4yourself Snoh Aalegra - Temporary Highs in the Violet Skies Cannons - Fire For You (Tiesto Remix) --Sports Steven A. Smith is a racist, does ESPN have a racism problem? McGregor vs Pourier Team USA lost to Nigeria Lebron in fortnite England vs. Italy Euro 2020 Championship Novak Djokovic wins Wimbledon NBA Finals games 2 and 3 -Dean's Fact of the week: health facts -Who's Horny of the week? Drake, took Amari Bailey's mom on a date and rented out Dodger Stadium to do so Lamar Odom for thirsting for Khloe Kardashian

Text LEARNERS to 44222 for more... Full show notes at www.LearningLeader.com Twitter/IG: @RyanHawk12  https://twitter.com/RyanHawk12 Sebastian Junger is the #1 New York Times Bestselling author of THE PERFECT STORM, FIRE, A DEATH IN BELMONT, WAR, TRIBE, and FREEDOM. As an award-winning journalist, a contributing editor to Vanity Fair, and a special correspondent at ABC News, he has covered major international news stories around the world and has received both a National Magazine Award and a Peabody Award. Junger is also a documentary filmmaker whose debut film "Restrepo", a feature-length documentary (co-directed with Tim Hetherington), was nominated for an Academy Award and won the Grand Jury Prize at Sundance. Notes: Human beings need three basic things in order to be content: they need to feel competent at what they do; they need to feel authentic in their lives, and they need to feel connected to others. Definition of Freedom: “We walked 400 miles, and most nights we were the only people who knew where we were. There are many definitions of freedom, but surely that’s one of them.” Running a company versus LEADING a company -- “You can run a company or lead a company. If you want to lead a company, you have to make sure that when things take a downturn, as the leader you’ll be the first to experience the downside. Before jobs get cut, you’ll take a pay cut, you will suffer with the people you lead.” One great example of this is Chobani founder Hamdi Ulukaya. All employees are part owners of the company. He comes from a family of Nomadic Sheep farmers from the Turkish mountains. He learned a collective approach to life and work where he grew up. “When people are actively engaged in a cause their lives have more purpose... with a resulting improvement in mental health." How becoming a dad (at age 55) changed his life: "they are the point of life." Sebastian's dad was a refugee from two wars... War has had a significant impact on his life. As Sebastian grew up, he decided he wanted to be a journalist and cover wars. He went to the Civil war in Bosnia. Guts - "Most scary things are more frightening before you go. I have a formidable capacity for denial." People want to feel like they have agency. They're more scared when they feel that they don't have it. Front line vs backline soldiers - The backline soldiers are scared because they feel like they don't have as much agency as the front line (even though the front line is more dangerous). Uncertainty is scary. To help with fear, go in front of your mirror and make the "fear grimace" face... When Sebastian was competing in track events for the 1500m race, he would yawn in the faces of his opponents to intimidate them Freedom - We aren't subject to the whims of the largest male in a group anymore... You remain free by being mobile He organized his new book, Freedom, in three parts: Run -- Fight -- Think Sebastian went on a walking trip and called it, "The Last Patrol." - They walked on a railroad from Washington DC to Philadelphia and then Pittsburgh "Met America from inside-out" What did he think about at night when he went to sleep outside during "The Last Patrol?" "Always thought safety first." "The most meaningful experiences happen when I'm physically dirty and security wasn't guaranteed." How to help your children push their edges? "We traveled to Liberia with our daughter." "The core value children value is closeness. We sleep on a mattress on the floor with our daughters. They want to be close." Collaboration/Working together -- Football and the military. The football locker room is a beautiful place. It’s democratic. People join from diverse backgrounds. And create a common goal. A theme of collaboration. A “we can’t win games without each other.” And when it comes together it’s a magical feeling.  There must be a core commitment to the group. "Being ego-driven is an emotional burden." Commonalities of leaders who sustain excellence: Principle driven - In politics, democracy should be #1 Sacrifice own interest for the group Life/Career Advice -- FAIL. If you’re only doing things you know you can do then you’re never near your limits. In order to grow, you have to push those limits. And sometimes that means you’ll fail. That’s ok.

Profit, money, shareholders: these are the priorities of most companies today. But at what cost? In an appeal to corporate leaders worldwide, Chobani founder Hamdi Ulukaya calls for an end to the business playbook of the past – and shares his vision for a new, "anti-CEO playbook" that prioritizes people over profits. "This is the difference between profit and true wealth," he says. After the talk, Modupe offers some simple practices that can help leaders realize this vision, by putting people back at the center of a CEO’s workday.

Hamdi Ulukaya, founder and CEO of Chobani, joins The Post to discuss food insecurity and the company’s commitment to improving the lives of its employees and communities.

(0:46) The guys break down Frank Slootman (Snowflake founder’s) Linkedin post, (7:45) Sam brings up Rocket Internet, a German company that clones mainstream startups in smaller geographic markets. They scale quickly and are formulaic, (8:30) Sam is fascinated by Danny Meyer, founder of Shake Shack among other places, (10:05) Shaan shares his story about the Melman’s and their empire, Lettuce Entertain You, (13:38) The guys discuss Hamdi Ulukaya the founder of Chobani, (17:50) The guy’s talk blue collar businesses, including Waste Management and its founder Wayne Huizenga, (19:30) The story of Rose Blumkin, founder of Nebraska Furniture Mart, (21:11) Shaan talks about his water problem and subscription water companies like ReadyRefresh and Culligan, (27:40) The Uber for evictions: Civvl, (31:26) The student debt market explained, (34:42) B2B vs consumer businessesCheck out this week's sponsor: Ourcrowd. They make it easy to invest in early startups. Go to ourcrowd.com/thehustle to get started.Have you joined our private Facebook group yet? Go to https://www.facebook.com/groups/ourfirstmillion and join thousands of other entrepreneurs and founders scheming up ideas. See acast.com/privacy for privacy and opt-out information.

Loren Brill is an entrepreneur with a mission to make clean food delicious and more accessible. After overcoming cancer after college, she cut out most dairy, artificial and highly processed ingredients. When she couldn’t find anything to satisfy her sweet tooth with, she made up her own recipes. Sweet Loren’s was born. Loren is the CEO & Founder of Sweet Loren's, a clean food CPG company transforming what is means to be convenient, insanely tasty, and more sustainable. Their first product line is a first-of-its-kind place & bake and edible cookie dough. Sweet Loren’s ranked #114 in the 2019 Inc. 500 fastest growing private companies in the U.S. and Loren was picked as part of the 2019 Inc. Female Founders 100, building America’s most innovative and ambitious businesses. She is a graduate of the Annenberg School of Communication, University of Southern California and a certified Hatha Yoga instructor. She completed the master class in cooking at The New School and studied at The Natural Gourmet Institute. She loves good food, health & wellness, female entrepreneurship, and turning negatives into positives. Connect with Loren Brill Sweet Loren's Cookie Dough Facebook Instagram Twitter LinkedIn Some of the Topics Covered by Loren Brill in this Episode What is Sweet Loren's and what makes their product unique How Sweet Loren's got started How surviving cancer at 22 re-framed Loren's life Seeing food as fuel and what clean eating means to Loren How Loren began testing her cookie dough and got her big break with Whole Foods before she even had a packaged product The challenges of her first year of business How Loren recommends to test market How Loren gathered data and refined her product as she got her company off the ground How Loren grew from having her product carried in a few New York Whole Foods to over 10,000 supermarkets across the country How taking a course helped Loren formulate her business plan How Loren got her first big meeting with the head buyer at the Columbus Circle Whole Foods and the push that gave to her business Figuring out how to not be afraid of opportunities and to just show up and do her best The whirlwind between that first meeting and getting her product onto the shelves The challenges of finding a factory to work with, scaling up her recipe, distribution, and sampling What growth looked like during the first few years of building her business Winning the Next Big Small Brand Contest The importance of branding and packaging in food Getting on the Today Show and getting voted Top Entrepreneur in Marie Claire How networking led to meeting her mentor Hamdi Ulukaya, founder of Chobani How getting launched nationally by Publix and Kroger supermarkets made Sweet Loren's into a multi-million dollar business overnight How Loren knew she was ready to bring on a full team The food service side of Sweet Loren's and diversifying the business What the e-commerce side of the business looks like for Sweet Loren's as a perishable product How COVID-19 has affected her business and the baking boom during this time Why they have stuck to cookie dough for five years and why they are now evaluating the market demands for potential new products Loren's advice about identifying and focusing on your strengths as you grow a business What Loren would have done differently if she could go back in time and her biggest advice for entrepreneurs How Loren avoids burnout Loren's book recommendations and what she learned from them How Loren manages her time day to day Links from the Episode 2019 Inc. 5000: The Most Successful Companies in America 2019 Inc. Female Founders 100 Whole Foods Market The Next Big Small Brand Contest 2012 Marie Claire Women on Top Awards: The Transformers The Today Show Natural Products Expo West Hamdi Ulukaya, founder and CEO of Chobani Publix Kroger Shoe Dog by Phil Knight Steve Jobs by Walter Isaacson

Profit, money, shareholders: these are the priorities of most companies today. But at what cost? In an appeal to corporate leaders worldwide, Chobani founder Hamdi Ulukaya calls for an end to the business playbook of the past -- and shares his vision for a new, "anti-CEO playbook" that prioritizes people over profits. "This is the difference between profit and true wealth," he says. Hosted on Acast. See acast.com/privacy for more information.

Profit, money, shareholders: these are the priorities of most companies today. But at what cost? In an appeal to corporate leaders worldwide, Chobani founder Hamdi Ulukaya calls for an end to the business playbook of the past -- and shares his vision for a new, "anti-CEO playbook" that prioritizes people over profits. "This is the difference between profit and true wealth," he says.

Escucha: Hamdi Ulukaya: su legado

Escucha: Hamdi Ulukaya: ascenso empresarial

Escucha: Hamdi Ulukaya: primeros años

Escucha: Visionarios: Hamdi Ulukaya

Hamdi Ulukaya Girişimi özel bölümüyle karşınızdayız. Bu bölümde 7-8 Mart tarihlerinde gerçekleşen Hedef Belirleme Toplantısı’nda birbirinden değerli konuklarla gerçekleştirdiğimiz röportajlarla Ulukaya Girişimi’ni detaylı bir şekilde konuştuk. Hayallerine inanan herkesin başvurabileceği bu programı daha yakından tanıyabileceğiniz bu bölümü keyifle dinlemeniz dileğiyle :) https://www.ulukayagirisimi.com/ 00:18 - Giriş 00:55 - Hamdi Ulukaya kimdir? 03:10 - Ulukaya Girişimi nedir? 04:20 - Erhan Erkut ile Hamdi Ulukaya Girişimi hakkında söyleşi 15:25 - Adel Kalemcilik Genel Müdürü Evrim Hızaler 20:10 - Ezgi Ada Nbt Marketing Manager 26:20 - Sertifier kurucusu Arda Helvacılar 30:35 - Ollang kurucuları Ebru Yıldırım ve Aziz Ulak 36:25 - Girişimci adayı Muhammed Gültekin 39:20 - Kapanış Bize sosyal medya kanallarımızdan geri bildirimde bulunmak için: https://twitter.com/podcastbosisler https://www.instagram.com/podcastbosisler/ https://www.linkedin.com/company/podcast-boş-i̇şler https://www.youtube.com/channel/UCT2SotUJjssQkSkLXAadHOA https://medium.com/podcastbosisler

Hamdi Ulukaya founded Chobani in 2005 and has grown the company into a global powerhouse brand using what he terms the “anti-CEO playbook.” He sat down with the NYSE’s Executive Vice Chairman Betty Liu to explain why he believes that focusing on a return on kindness and service leads to profitability and innovation. Hamdi discusses how he fell in love with business and what Chobani and the Tent Foundation, an organization he started in 2015, are doing to help the global refugee crisis.   Inside the ICE House: https://www.theice.com/insights/conversations/inside-the-ice-house

Hamdi Ulukaya is the CEO of Chobani. Audio taken from this and this video.

Bénéfices, argent et actionnaires : les trois priorités de la plupart des entreprises aujourd'hui. Mais à quel coût ? Hamdi Ulukaya est le fondateur de Chobani. Il lance un plaidoyer auprès des dirigeants des entreprises dans le monde pour jeter aux orties les manuels d'affaires du passé. Il partage sa vision d'un « manuel de l'anti-PDG » qui met la priorité sur les femmes et les hommes, avant le bénéfice. À ses yeux, c'est précisément là que se situe la différence entre le bénéfice et la vraie richesse.

요즘 회사들은 수익, 돈, 주주 세 가지를 가장 우선합니다. 하지만 무엇을 희생시키고 있는 걸까요? 초바니 요구르트 회사 설립자 함디 울루카야는 전 세계 기업인들에게 케케묵은 경영지침서를 던져버리라고 조언합니다. 이윤보다는 사람을 먼저 생각하는 새로운 ‘안티 CEO 경영지침서’를 제시하며 “이게 바로 단순한 수익과 진정한 부의 차이예요.”라고 말합니다.

Lucro, dinheiro, acionistas: essas são as prioridades da maioria das empresas hoje. Mas a que custo? Em um apelo aos líderes corporativos em todo o mundo, o fundador da Chobani, Hamdi Ulukaya, pede o fim do manual de negócios do passado, e compartilha sua visão de um novo "manual antiCEO" que prioriza as pessoas sobre os lucros. "Esta é a diferença entre lucro e riqueza verdadeira", diz ele.

Ganancias, dinero y accionistas: son las prioridades de la mayoría de las compañías de hoy día, pero ¿a qué costo?. En una petición a los líderes corporativos de todo el mundo, el fundador de Chobani, Hamdi Ulukaya, hace un llamado para que se dé fin al manual de negocios del pasado, y comparte su visión para un nuevo "manual del antidirector" que toma en cuenta primero a la gente ante que las ganancias. "Esta es la diferencia entre las ganancias y la riqueza verdadera", nos dice.

Profit, money, shareholders: these are the priorities of most companies today. But at what cost? In an appeal to corporate leaders worldwide, Chobani founder Hamdi Ulukaya calls for an end to the business playbook of the past -- and shares his vision for a new, "anti-CEO playbook" that prioritizes people over profits. "This is the difference between profit and true wealth," he says.

Today on A Call to Lead, we have a very special guest: Dr. Jill Biden. Dr. Biden's Memoir, Where the Light Enters, was released earlier this month and I hosted her for a live discussion several months ago at SAP's North America Headquarters near Philadelphia. During the eight years that Jill served in the Obama White House where her husband, Joe, was Vice President, Jill advocated for military families, women and children, STEM education, and more, while never pausing her career as a teacher. Then and now, Jill teaches English at a community college in the suburbs of Washington, D.C. In this interview, she talks about learning leadership from remarkable people, some famous and many more not famous at all. And she shared her view of the famously close relationship between former Vice President Biden and former President Obama. Here are five points that my team and I found valuable to share with you: When I noted that STEM education is a focus of SAP, and confidence is key to helping students succeed, Jill agreed: "The most important thing that I can teach students, I think, is confidence. Confidence that they can do what they strive to do." From watching extraordinary leaders up close, Jill says she has learned this: "To be a good leader, you have to be a really good listener and hear what people are saying to you—and be able to accept it, and do better." I asked if the best leaders continue to be the best students. "Absolutely," Jill replied. "Teachers are really the best example of lifelong learners because they're constantly in their fields learning new things, researching, listening to other people, going to workshops. You know, I don't know what it's like in the corporate environment because I haven't worked there, but teachers are constantly open to new ideas and ways of learning. It's essential." I asked Jill who, in her global travels, strikes her as a great leader. She named three people: Congolese gynecologist Dr. Denis Mukwege, Chobani founder and CEO Hamdi Ulukaya, and Prince Harry. "I've seen him at the Invictus Games, and working with the military," she said about Prince Harry. "People in the military truly have so much respect for him because he's lived their lives. He's walked in their shoes. And he has a really nice rapport with them. So I respect him for that." Leadership happens when no one is looking. "I've met so many incredible people who figure out how to make things work in their communities," Jill said. "That's the important thing, not the title." You can learn more by visiting: www.sap.com/acalltolead. And you can subscribe and listen to episodes on Apple Podcasts, Google Play, Spotify, and Stitcher. We welcome your feedback on the pod! Tweet me @JenniferBMorgan and use the hashtag #acalltolead or e-mail us at acalltolead@sap.com.   Where to Listen: Subscribe and listen to episodes on Apple Podcasts, Google Play, Spotify, and Stitcher. --- Jennifer Morgan is a member of the Executive Board of SAP SE and President of SAP's Cloud Business Group.

In this episode, filmed at Goldman Sachs' Builders + Innovators Summit, Chobani founder and CEO Hamdi Ulukaya discusses how his own immigrant story has helped build the culture of the yogurt company from the products to the people. The interview is moderated by Goldman Sachs' Kathy Elsesser. Date: October 18, 2018 This podcast should not be copied, distributed, published or reproduced, in whole or in part, or disclosed by any recipient to any other person. The information contained in this podcast does not constitute a recommendation from any Goldman Sachs entity to the recipient. Neither Goldman Sachs nor any of its affiliates makes any representation or warranty, express or implied, as to the accuracy or completeness of the statements or any information contained in this podcast and any liability therefore (including in respect of direct, indirect or consequential loss or damage) is expressly disclaimed. The views expressed in this podcast are not necessarily those of Goldman Sachs, and Goldman Sachs is not providing any financial, economic, legal, accounting or tax advice or recommendations in this podcast. In addition, the receipt of this podcast by any recipient is not to be taken as constituting the giving of investment advice by Goldman Sachs to that recipient, nor to constitute such person a client of any Goldman Sachs entity. Copyright 2018 Goldman Sachs & Co. LLC. All rights reserved.

Aloha, a brand of organic, plant-based protein bars and powders, almost said goodbye to the market. Serial entrepreneur Constantin Bisanz created the company in 2014 with grand aspirations to democratize access to organic, healthy and better-for you food. At launch, the brand’s direct-to-consumer platform featured a wide variety of products, including snack bars, elixirs, vitamin supplements and teas, that were promoted as nutritious and made from sustainably-sourced ingredients. Although Aloha came out of the gate with considerable hype and funding and later secured a national distribution deal with Target, the brand’s development was stunted by a number of missteps and stumbles that eventually threatened its survival. Enter Brad Charron, who was tapped as the company’s new CEO in 2017 and tasked with revitalizing the company and brand. Prior to joining Aloha, Charron had shepherded the turnaround of four sports nutrition brands as the SVP/GM of the Nature’s Bounty Company, in addition to previous work experience at Under Armour, Chobani and Kind Snacks. In an interview included in this episode, Charron discussed the challenges facing Aloha, and noted that a lack of focus was chief among its problems. “If you try to bite off more than you can chew, if you not choiceful in the prioritization of your resources, you can find yourself in a heap of trouble quickly,” he said. As part of our conversation, Charron discussed his belief that upon his arrival Aloha hadn’t yet passed the proof of concept stage, as well as how the brand is refining its product portfolio. He also spoke about his approach to formulating and executing a turnaround strategy for the brand, and why addressing issues with company culture was critical to his mission. Also included in this episode: an interview with Dean Eberhardt and Andrew Markley, the co-founders of HopLark HopTea, a new brand of sparkling, non-alcoholic hop-infused teas. The brand claimed victory in BevNET Live’s New Beverage Showdown 16, and in our conversation, we discussed the origins, formulation and positioning of HopTea and what’s next for the brand. Show notes: 1:39: Landis Lives! Blurring Lines Amid Scenes of a Showdown -- The hosts welcomed back Jon Landis, who fell ill at BevNET Live and also discussed the final round of BevNET Live’s New Beverage Showdown 16 and why it was challenging for the judges to pick a winner. They also spoke about blurring lines among non-alcoholic beverages and beer, cannabis at the conferences, and how BevNET CEO John Craven busted a pinata. Lastly, they thanked Mike Dunford, the co-founder of chocolate beverage brand Coco Metro and Patrick Tannous, the co-founder/president of tea company Tiesta Tea for visits to BevNET HQ and noted that the Nov/Dec 2018 issue of BevNET magazine, which includes features on kombucha, hard cider and dairy alternatives, is now available online. 16:44: Interview: Brad Charron, CEO, Aloha -- Charron joined BevNET’s Ray Latif for an interview recorded in the Taste Radio studio in Watertown, Mass. where he discussed the process of reinvigorating Aloha, which had been mired in problems before he joined the company in 2017. Among the topics discussed: Aloha’s complicated mission, why he decided to focus on selling powders and bars, changing company culture to achieve “a team of equals,” lessons from Chobani founder Hamdi Ulukaya and Kind Snacks founder Daniel Lubetzky. 36:53: Interview: Dean Eberhardt and Andrew Markley, Co-Founders, HopTea -- Victorious in New Beverage Showdown 16, HopTea beat out 11 other early-stage brands over the two-day competition, which was held on Dec. 3 and 4 in Santa Monica. Shortly after their big win, Eberhardt and Markley sat down with BevNET CMO Mike Schneider and spoke about their journey as early-stage entrepreneurs. Brands in this episode: Aloha, HopLark HopTea, Willie’s Superbrew, Joybird Wellness, Mother Matcha, Hubble, Riff Cold Brew, Zest Tea, Kiva, EvoHemp, DRNXMYTH, BTL SVC, My B Sweet, Coco Metro, Tiesta Tea, Health-Ade Kombucha, Chobani, Kind Snacks, Under Armour

More than a decade ago, Hamdi Ulukaya, Chobani’s founder and CEO, took out a loan to buy an old food factory. At the time, nobody predicted that he was about to start a Greek yogurt revolution. But he did. Greek yogurt today accounts for more than 50% of all yogurt sold in the U.S. Chobani remains one of the most successful CPG companies in the grocery aisle. It’s privately owned and growing at an unprecedented pace. Peter McGuinness, Chief Demand Officer at Chobani, explains the brand’s success and why it’s not just about yogurt, but about the purpose and authenticity. Listen to this podcast to learn: • The origin story of the Chobani brand • Why taking a stand on social issues is an advantage that outweighs the risk of alienating some • Ways his team understands the real world of customers • How Chobani’s not-for-profit incubator helps startups and food tech make natural food more accessible for more people

A few years ago, “incubation” wasn’t a term you really heard in CPG at all. That's definitely changed. Whether it’s Big CPG or a venture capital firm, the big strategics are trying to get closer to that early stage innovation, and incubation is one way to do that. The list of brands finding success within the incubator model seems to be growing exponentially. But many - if not most - of the food incubators we see today are modeled after something like TechStars: the incubator provides mentorship, funding, a community, all in exchange for an equity stake in the company. Sometimes that’s a great arrangement for founders. But not always. In fact, many of these models are anything but "founder friendly." Chobani has come around and turned this model on its head. This week we have Jackie Miller, the former Director of the Chobani Incubator, which is taking a totally a radical approach. They provide a sizeable grant to the brands in their program - with absolutely no strings attached. They provide community, mentorship, all the resources you'd expect and more, but they don’t don’t ask for any equity in return. How is this possible? It all comes down to Chobani’s values, and founder Hamdi Ulukaya’s belief that doing good is good business. In this episode, Jackie walks us through the founding of the Chobani Incubator, and explains how your brand can gain acceptance to their highly selective program. One quick programming note - since recording the podcast, Jackie has moved on from Chobani. While she’s off on another mission-driven adventure, we all agreed that the content is still super relevant and valuable. Links Chobani Incubator How to Apply to the Chobani Incubator Questions? Email the Chobani Incubator Connect with Jackie on LinkedIn Brand Builder is a co-production of SnackNation and ForceBrands.

Mitch Rubin is the Program Specialist for the Chobani Incubator, a four-month program that helps emerging food brands with everything from manufacturing and packaging, to marketing and brand strategy. The Incubator, which gives its participants an equity-free 25K grant, was created by Chobani's founder, Hamdi Ulukaya, as part of the company's mission to bring better food to more people. Mitch and Ali talk about the non-negotiables of being a successful, values-driven food business, why the team is critical, some red flags for challenger brands, and of course, what the Chobani Incubator is looking for in its applicants. In the Sauce is powered by Simplecast

We're back for Episode 3 and are talking weird celebrity baby names (after Chip and Joanna Gaines of HGTV's Fixer Upper named their new baby boy "Crew" ), Johnny Depp's recent struggles, Roseanne without Roseanne and a discussion of celebrity commencement speeches (including Maureen and I's favorites from 2018) as this year's graduations finally wrap up. Email us (questions/comments/thoughts) at thepoppedcast@vernacularpodcast.com! Links: Chip and Joanna's New Son "Crew" Rolling Stone profile of Johnny Depp Variety recap of the Rolling Stone profile John Stewart's 2004 commencement address at William & Mary Highlight from Sterling K. Brown's 2018 commencement address Hamdi Ulukaya's 2018 commencement address Oprah Winfrey's 2018 commencement address Conan O'Brien's 2011 commencement speech at Dartmouth Amy Poehler's 2011 commencement speech at Harvard Google Home Younger --- Support this podcast: https://anchor.fm/thepoppedcast/support

Podcasti çekmeden önce almış olduğumuz bir haber gündemimizi oluşturdu - İstanbul Belediyesi İstanbul'daki taksilerin kullanımı için iTaksi adlı bir mobil aplikasyon çıkarttığını açıkladı. Devlet yada devlete bağlı bir kurum, kuruluş ile girişimci rekabet edebilir mi? Etmeli mi? Devletin kaynaklarıyla girişimciyle rekabet etmesi haklı bir durum mudur? Devletten VC olur mu? gibi konuları bu bölümde Barış yokken tartışıyoruz.https://webrazzi.com/2017/05/17/istanbulun-yeni-taksi-servisi-itaksi/WannaCry bir anda bütün dünyayı sardı, sistemlerin göçmesine, insanların verilerini kaybetmesine sebep oldu. Son dönemde artan siber güvenlik açıklarının sebebi nedir? Neden bu kadar çok siber saldırı duymaya başladık, kısaca bu konudan bahsediyoruz.https://www.cnet.com/how-to/wannacry-ransomware-how-to-protect-your-pc/Chobani'nin kurucusu Hamdi Ulukaya'nın kurmuş olduğu bir girişim inkübatörü Türkiye'deki girişimcilere yönelik bir program açtı. Biz bölümü çekerken Slack kanalındaki dinleyicilerimizden programın ön kabulünü almış kişiler bulunuyordu, ben bu notu yazarken kimsenin programa kabul alamadığını öğrenmiş bulundum, herkese geçmiş olsun :/https://www.chobanifoodincubator.com/turkey/Son olarak büyük bir haberimiz var; yaklaşık 6-7 hafta önce bahsetmiş olduğumuz indie oyun geliştirme ile alakalı yayın yapacak olan yeni podcast "Serbest Oyun İmalatı"'nın ilk bölümünden kısa bir parça paylaşıyoruz. Keyifle dinleyin!https://www.anytowngame.com/

From Kurdish shepherd to billionaire CEO, Hamdi Ulukaya turned milk into gold and created a model for 21st-century leadership. In this conversation with Fast Company editor Bob Safian, you'll get a taste of how Ulukaya is winning America's culture war.

We know you're hurting from that spooky Halloween hangover, But don't worry. Nothing lasts forever, in the cold November rain. Welcome back, once again, folks. This is the Uticast, Episode #71, And today we're sitting down for long discussion, with GFOP 4th Ward Councilman, Joe Marino!!! On Tap This Week: Kevin and Sam lament a somewhat lackluster Halloween experience, before diving into a classic Uticast recurring segment. Then, Marra joins The Lads as they debate the exact amount of candy it would take to kill you and the equally horrifying prospect of having twenty simultaneous relationships. Afterwards, Sam sits down with Utica 4th Ward Councilman, Joe Marino to discuss the importance of Proctor High School, His journey into local politics and the Common Council's surprisingly divisive paving plan. Finally, The Crew heads back to the roundtable as they unpack the appeal of magic and the best hangover food, before showing some solidarity for Chobani founder, Hamdi Ulukaya. You do your thing, dude. People are dumb, sometimes. This is The Uticast and We're here to tell you a story. #JoinTheClub #MadeInUtica UTICAST.COM iTunes – Soundcloud – 315Live

We all heard about internet unicorns --the billion dollar-- valuation companies. but can that be done with a non-internet business that too with a simple Yogurt business. Hamdi Ulukaya an immigrant proved it can be done and became a billionaire. Here is how he did it...

There was lots of "noteworthy" discussion topics trending that we HAVE to touch on. Everything from Beyonce to Billy Dee - let's get to it! Beyonce's BEEHIVE members have been working OVERTIME since Saturday night - when Beyonce ROCKED THE WORLD with her "Lemonade" album release. One angry fan put together Jay Z's HO-FAX. The list contains all the women that Jay Z has been intimate with (allegedly) since meeting his wife Beyonce. Chobani employees get a big surprise from their CEO. Hamdi Ulukaya, Chobani's CEO, said Tuesday that he will award his full-time employees an ownership stake in the privately held company. As everyone knows, the legend himself, Prince, passed away at 57 years of age. WELL...Prince's sister has filed legal documents stating the late superstar did not have a will. Prince was worth $300 million according to various estimates. And his estate is expected to grow as sales of his music have exploded since his death..stay tuned! YOUR BOY IS BACK! Billy Dee Willams mug is coming soon to a can near you ... 'cause he's now the face of his old go-to beverage -- Colt 45. Kanye West new artist, Desiigner, has the #1 song in the country, "Panda". The Brooklyn rapper's debut single leads the Hot 100 chart. At just 18 years and 11 months, Desiigner has become the youngest male artist to hit #1 in 9 years - Congrats...even though you sound like Future. Money, Money, Money - are Black millennials closing the investment gap? Special guest, Mr. Ken Sanders of the "Ken Sanders Foundation" shed light and gave up some jems on how to grow and sustain wealth; specifically amongst the younger generation. Give him a hit with questions at, livingwelleducationtrust@gmail.com and/or kensanders990@gmail.com; get your mind and pockets right!! KING Cyrus put us in the mood with the right mix and Howard University, Class of 2016 graduate, Ms. Ashia Barnes joined in with some great insight. Coach Mase called in to add his wonderful views on wealth and society in general. We'll be back - don't go far!

Tony Vu, founder of Flint Social Club, has been invested in building community and countering the toxic culture of the food world since his start in the industry. As chef/owner of noodle stall MaMang in the Flint Farmers' Market, he's committed to paying living wages to his employees and fostering a safe and supportive work culture. As executive chef/partner of fast casual restaurant The Good Bowl in Traverse City, he's built upon these values and expanded them to create a business model that gives back to the community. The Good Bowl's dollar per bowl donation model has raised and donated over $100,000 to mostly local charities in 3 years of operation. Tony was a fellow of the 2020 Detroit Food Lab Fellowship for Change in Food and Labor, which gathered food justice leaders from around the country and held conversations that planted the seeds for a radical new food system based in equity, possibility, power, and dignity for all. His work and advocacy for Flint has been featured in numerous media outlets including The Food Network, Vice Magazine, and the Detroit Free Press; and he was profiled in the Square documentary Forged in Flint. For his work with Flint Social Club, Tony was recognized as one of the most important entrepreneurs of the past decade by Inc Magazine alongside luminaries such as Elon Musk and Hamdi Ulukaya. Tony brings a wealth of real world experience in building food businesses from the ground up, having gotten his start with popups that quickly grew into the food truck Wraps n' Rolls.Support this podcast at — https://redcircle.com/the-vietnamese-with-kenneth-nguyen/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy