Podcast appearances and mentions of Henry Ford

¿Qué nos pasa por la cabeza cuando pisamos un concesionario? Muchas veces, al analizar ciertos modelos de coches eléctricos, pesados SUV o vehículos generalistas a precio de oro, surge una pregunta inevitable: ¿Los compradores de coches somos tontos? La respuesta directa es no, pero a menudo nos comportamos como tal. Un consumidor desinformado o guiado puramente por la emoción puede tomar decisiones financieras desastrosas. Hoy sometemos a juicio nuestra racionalidad para destapar las trampas del marketing automovilístico en las que, confesémoslo, casi todos hemos caído alguna vez. La historia de la compra del automóvil es, en realidad, el relato de la manipulación psicológica más brillante del último siglo. Todo empezó de forma muy racional. En 1908, cuando Henry Ford lanzó su icónico Modelo T, el comprador era sumamente pragmático. Pagaba al contado con los ahorros de toda una vida para adquirir una herramienta básica, negra y rudimentaria, que simplemente le llevaba del punto A al punto B. Se compraba pura necesidad y no existían los extras. Sin embargo, la industria pronto comprendió que vender solo a quien necesitaba un coche limitaba enormemente el negocio. Había que atacar al corazón, no a la razón. El primer gran giro maestro llegó en 1919 de la mano de General Motors con la creación de GMAC. Inventaron el crédito automovilístico. En ese instante exacto, el comprador empezó a perder el control. Al fraccionar el pago, nuestro cerebro dejó de ver una montaña de dinero inalcanzable para percibir una cómoda colina mensual, permitiéndonos adquirir coches por encima de nuestras posibilidades reales. Años más tarde, en la década de los cincuenta, Harley Earl instauró la obsolescencia programada psicológica. Cambiando drásticamente el diseño exterior cada año, lograron que te avergonzaras de tu coche perfectamente funcional solo porque tu vecino tenía el modelo nuevo. Dejamos de comprar medios de transporte y empezamos a comprar moda. Un fenómeno que culminó en los años noventa con la invención del SUV: nos vendieron la ilusión de la aventura y el estatus para terminar atrapados en atascos urbanos con vehículos dinámicamente peores, más pesados y que consumen más. ¿Y hoy? Hoy el engaño se ha sofisticado al máximo. Para demostrar cómo esta maquinaria perfecta nos devora, hemos recopilado los grandes errores que cometemos los compradores en la actualidad. El primero es la obsesión por los accesorios inútiles. El segundo es la compra de estatus: descartar coches lógicos y equipados para acabar pagando sobreprecios absurdos por el modelo más básico de una marca premium. Además, somos optimistas empedernidos que jamás hacemos los números reales. Ignoramos el "Coste Total de Propiedad", olvidando que un SUV de dos toneladas gasta más ruedas y frenos. A esto sumamos el maltrato a nuestro propio patrimonio: cuando entregamos nuestro coche usado en el concesionario, estamos tan cegados por el "olor a nuevo" del próximo vehículo que aceptamos la primera oferta a la baja que nos hacen. Ese "amor a primera vista" bajo los focos de la exposición anula nuestro cerebro racional, pero el peligro real llega en el despacho del comercial con la financiación trampa. Hoy, si intentas pagar al contado, te miran mal. A esto le sumamos el ser "fashion victims", guiándonos por modas efímeras como los plásticos negro piano, y olvidando la lógica más básica: compramos mastodontes de siete plazas por si un día suben los abuelos, o mecánicas diésel complejísimas para recorrer apenas cinco mil kilómetros por el centro de la ciudad. Pero sin duda, los dos errores financieros más graves son el estigma del coche usado y la dictadura de la cuota mensual. Al exigir siempre un vehículo a estrenar, nos comemos de lleno la brutal depreciación, perdiendo casi la mitad del valor del coche en los primeros cuatro años. Por último, cuando nos sentamos a negociar, la pregunta ya no es "¿cuánto cuesta el coche?", sino "¿cuánto se me queda al mes?". Al trocear el dolor económico, somos incapaces de ver la magnitud del sobreprecio total, asumiendo cuotas eternas y desentendiendo el coste final. EL panorama actual es el caos de la transición energética. Las normativas y las etiquetas medioambientales crean un consumidor asustado, y el miedo es el peor consejero para el bolsillo. Comprar un coche sigue siendo una intensa batalla entre la fría razón y el corazón, donde casi siempre gana el segundo, financiado a ochenta y cuatro meses. La industria lleva un siglo perfeccionando el arte de vendernos carísimos sueños de libertad; la próxima vez que cojas el bolígrafo para firmar, respira hondo y hazlo con la cabeza muy fría.

Argus spot prices for the rare earth compound dysprosium oxide are currently ten times higher in the US than in China. Such a gap reflects a world where geopolitics is increasingly shaping commodity markets. But as broadcaster and author Ed Conway argues, the weaponisation of trade, for critical minerals and beyond, is as old as trade itself. In this episode, Ed joins Argus battery materials reporter Chris Welch to discuss his new book, Trade World: The Ties That Bound Our Past and Could Unravel Our Future, exploring whether the global trade is unravelling after all and whether Europe and the US can rebuild their critical minerals industries once again. Key topics include: Why China's rare earth export controls are not new Can Western carmakers build knowledge in partnerships with China? Why pricing power has shifted from carmakers to their suppliers How BYD resembles Henry Ford's vision for cars The impact of declining standardisation of traded goods on pricing

Neste episódio do VDCast, Victor Damásio recebe Thiago Roas, uma das principais referências do país em venda para público frio. A conversa começa com ele corrigindo a própria apresentação, dizendo que não criou nada, e termina numa tese sobre janela histórica. No meio, um mapa completo de como vender para quem nunca ouviu falar de você.

In this episode, Howard Farran sits down with Jim Glidewell — the man he calls his idol, mentor, and the GOAT of crown and bridge — for a conversation nearly 1,800 episodes in the making. Jim traces his improbable path from a one-room Kentucky schoolhouse with a coal stove and no electricity, to returning from Vietnam, selling insurance at 21, and stumbling into dental technology after visiting a friend at his lab bench. He explains the philosophy that shaped everything since: like Henry Ford, Sam Walton, and Southwest Airlines, the winner isn't whoever charges the most, it's whoever delivers the most value for the dollar — and why he's always built for the working man rather than the "Neiman Marcus of dentistry." From there the conversation covers an enormous amount of ground on technology and the trade, including AI trained on 45 million archived crown designs that can match a crown shape in 8 to 10 seconds, the "Lego partial" that prints frame, teeth, and tissue simultaneously for a four-hour turnaround, and the surprisingly brutal engineering behind diamond-coated burs for milling sintered zirconia. Jim predicts chairside-printed dentures within three to five years and the decline of metal partials, reflects on how introducing zirconia in 2007 ended the gold and PFM markets overnight, and notes an industry that has consolidated from 17,000 labs down to just over 4,000. The back half turns candid and personal. Jim weighs in on open versus closed systems, why scanner prices are collapsing, and what actually keeps customers loyal — not the hardware, but someone picking up the phone on the first ring. He offers blunt advice to indebted young dentists about whether dentistry was ever the right fit, predicts DSO penetration could reach 70%, and shares his distaste for exit-strategy thinking and EBITDA-driven ownership, noting that most dentists he meets who sold to private equity wish they hadn't. He also talks about his management philosophy of staying out of employees' way, the AI avatars now handling customer calls, his son leaving college to learn in-house, and his near-death experience with COVID, when he was intubated at 32 pounds down with less than a 10% chance of survival. Asked why he's still first in the door at 81, his answer is simple: this isn't a business he's building to sell. His exit strategy is death. For more information on Glidewell TV: https://glidewelldental.com/company/tv    Episode #1736 : Dentistry Uncensored with Howard Farran, Howard sits down with his longtime idol and mentor — Jim Glidewell, founder of Glidewell Dental and, in Howard's words, "the GOAT" of crown and bridge. From a one-room Kentucky schoolhouse with no electricity, to the largest private employer in Orange County with a million square feet of space. From selling insurance at 21 to building an empire on a simple belief: the winner is whoever delivers the most value for the lowest price.

La historia de la industria automotriz refleja una constante tensión entre la expresión artística artesanal y la eficiencia de la producción industrial. Este proceso evolutivo puede dividirse en varias etapas clave: Los albores artesanales A finales del siglo XIX y principios del XX, fabricantes pioneros como Karl Benz o Henry Ford se centraban exclusivamente en la fiabilidad mecánica. Los vehículos se vendían como "chasis rodantes" desnudos. Para "vestirlos", los compradores acudían a maestros carroceros —artesanos con tradición en la construcción de carruajes—, quienes utilizaban maderas y metales nobles para crear carrocerías personalizadas, lentas y extremadamente costosas, destinadas a las élites económicas. La democratización industrial Henry Ford transformó radicalmente este paradigma en 1913 con el Ford T. Mediante la perfeccionada cadena de montaje y el uso de acero estampado, Ford introdujo la producción en masa, priorizando la eficiencia, el bajo coste y la accesibilidad. Esta estrategia, necesaria para la producción a gran escala, eliminó la exclusividad del trabajo artesanal y estandarizó incluso el color de los vehículos por razones de eficiencia productiva. El diseño como estrategia de marketing El éxito de Ford obligó a la competencia a evolucionar. General Motors, bajo la dirección de Alfred P. Sloan y el diseñador Harley Earl, fundó el departamento de "Arte y Color". Al comprender que la estética impulsaba las ventas, GM adoptó el concepto de "diseño planificado", renovando anualmente la identidad visual de sus marcas (Chevrolet, Cadillac, etc.) para incentivar la compra constante, acelerando así el declive de los carroceros tradicionales frente a la gran industria. Innovación técnica y la "Edad de Oro" Tras la Segunda Guerra Mundial, la adopción de la carrocería autoportante o monocasco (como en el Citroën Traction Avant) revolucionó la ingeniería. Al integrar el chasis en la carrocería, los diseñadores ganaron una libertad sin precedentes para crear vehículos más bajos y dinámicos. Esto impulsó la "Edad de Oro" de los grandes estudios italianos (Pininfarina, Bertone, Ghia, Zagato y Touring), que combinaron maestría técnica con una visión artística única, forjando el carácter de marcas deportivas y creando iconos como el Lamborghini Miura. El panorama actual Hoy, el arte de la carrocería ha sido absorbido por centros de estilo internos. La homogeneización de los diseños modernos no es casual, sino el resultado de estrictas normativas de seguridad, requisitos aerodinámicos para reducir emisiones y el uso extensivo de herramientas de diseño asistido por ordenador (CAD). La industria actual prioriza la eficiencia, los costes y las plataformas modulares, dejando atrás la "maravillosa locura" y la audacia artística de diseñadores legendarios, transformando el automóvil de una escultura artesanal a un producto de ingeniería global.

What could your mind do with just a few moments of silence? This week Robert Greene explores the liberation that comes from practicing enlightenment through silence, and how recognition of death tragedy help him manage adversity in his daily life. Listen in as we discuss why manipulation is part of our makeup, why recognizing our failings makes us better people, and how a near-encounter with death changed his perception of adversity. Robert Greene is the author of the New York Times bestsellers The 48 Laws of Power, The Art of Seduction, The 33 Strategies of War, and The 50th Law. His highly anticipated fifth book, Mastery, examines the lives of great historical figures such as Charles Darwin, Mozart, Paul Graham and Henry Ford and distills the traits and universal ingredients that made them masters. In addition to having a strong following within the business world and a deep following in Washington, DC, Greene’s books are hailed by everyone from war historians to the biggest musicians in the industry (including Jay-Z and 50 Cent). Greene attended U.C. Berkeley and the University of Wisconsin at Madison, where he received a degree in classical studies. He currently lives in Los Angeles. You can see a full collection of Greene’s work here: https://www.amazon.com/stores/author/B001IGV3IS/allbooks?ingress=0&visitId=33a4f706-a8ef-4d25-8162-c1f038681070 Learn more about the gift of Adversity and my mission to help my fellow humans create a better world by heading to www.marcusaureliusanderson.com. There you can take action by joining my ANV inner circle to get exclusive content and information.See omnystudio.com/listener for privacy information.

Cow milk is out, and plant milk reigns supreme. At least, that's how it feels in the supermarket these days, where the refrigerated section is full of "milk" made from oats, almonds, peanuts, coconuts, soy, macadamia nuts, pistachios, and even peas, with new plants being milked seemingly every day. But this proliferation had us wondering: who invented all these plant milks, and are they better for us and the planet than the OG cow-based beverage?  To find out, we're exploring the surprisingly long history of plant-based milks—including why most civilizations preferred them over any animal's, why Henry Ford thought plant milk would replace dairy the way cars replaced horses, and how Vince Lombardi and some catchy ads made drinking cow's milk de rigeur, even for grown-ups. Plus: we've got the inside story of how Swedish underdog Oatly took the third wave coffee world by storm, plus a science-based breakdown of which of these new alt-milks you should be drinking for the maximum health and environmental benefits. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Thinking ahead right now will help you with alot of stress later in the season, especially when you're thinking about implementing particular X's and O's and getting your playbook where you want it going into the postseason. In today's podcast, we discuss your overall calendar for the entire season, what you should be thinking about and how thinking backwards from the postseason will help your team develop as the season progresses! We also have a really good quote about thinking from Henry Ford, and we take a look at one of the great pioneers of the Title IX era, Sue Gunter. Enjoy today's pod!

Neste episódio eu falo sobre os graus associados à comunicação e cito também alguns mapas de personalidades importantes que têm esses graus fortes. Entre eles Fernando Pessoa, Machado de Assis, William Bonner, Cid Moreira, Roberto Marinho, Henry Ford e Victor Civita.Para agendar a leitura do seu mapa astral acesse saimagos.com ou mande mensagem do (11) 96690 6266

"My dad committed suicide when I was 14. I left school and never went back. Then in my 20s, early 30s, I went bankrupt, lost everything, and got divorced the same year. I rebuilt myself again. And now at 46, I've been through a lot, and I think I'm there. I think I'm ready." — Mario Lamarre Mario Lamarre returns to Respark Your Life — one of very few guests Raymond has ever welcomed back — and the reason becomes clear within minutes. He leads with his failures, not his wins. His first business idea flopped. His early 30s brought bankruptcy and divorce in the same year. His father died when he was 14. He shares all of it without drama, because he has learned that the hard path he walked is exactly what prepared him to do what he now does well: bring ambitious people together and create conditions where real things happen. The business he has built around that gift, the Investor Edge Ecosystem, is part curated coaching directory, part intimate experiential retreat, part global business growth summit — and it grew directly from understanding what he was genuinely good at and building everything around that, rather than around what he thought he should be doing. Along the way, Raymond adds something most people have never heard: the real reason Henry Ford named his breakthrough vehicle the Model T. It is a small piece of history that reframes failure entirely. Mario also shares a three-part networking framework — network up toward mentors, tend the relationships you already have, and never stop expanding outward — that he credits as the turning point of the last four or five years of his life. Learn more and connect: Investor Edge Academy — free access — https://www.investoredgeacademy.ca Resources mentioned: Think and Grow Rich — Napoleon Hill; Investor Edge Academy (free access) — https://www.investoredgeacademy.ca; Respark Your Life Podcast — https://www.resparkyourlife.com; Raymond Aaron — https://www.aaron.com --- Raymond Aaron has shared his vision and wisdom on radio and television programs for over 40 years. He is the author of over 100 books, including Branding Small Business For Dummies, Double Your Income Doing What You Love, Canadian best-seller Chicken Soup for the Canadian Soul, and he co-authored the New York Times best-seller Chicken Soup for the Parent's Soul. Raymond's latest, co-authored book is The AI Millionaire's Path: Discover How ChatGPT-Written Books Become Bestsellers and How They Can Make You a Millionaire Author! https://www.aaron.com ---

A century after Henry Ford helped popularize the five-day, 40-hour week, could working 32 hours be next? Supporters say shorter weeks can improve well-being without sacrificing productivity, especially as AI would make workers more efficient. Others warn it would strain industries that require continuous staffing and force Americans to rethink everything from school and healthcare schedules to expectations of around-the-clock availability. We debate: Is America Ready for a Four-Day Work Week?  Arguing Yes: Juliet Schor, Economist and Sociologist at Boston College    Arguing No: Joanne Lipman, Bestselling Author, Journalist, and Former Media Executive  Emmy award-winning journalist John Donvan moderates  Join the conversation on Substack—share your perspective on this episode and subscribe to our weekly newsletter for curated insights from our debaters, moderators, and staff.  Follow us on YouTube, Instagram, LinkedIn, X, Facebook, and TikTok to stay connected with our mission and ongoing debates.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Why do you struggle with productivity? Henry Ford had the answer, and it is simpler than you think.We often complicate our own workflows, assuming we need to master every technical detail, from chemical engineering to complex mechanics. This self-imposed burden kills efficiency and slows down your output. By looking at how early assembly line workers operated, you can identify where you are adding friction to your own business growth.Whether you are running scripts or managing online content, the key to better cost management is stripping away the unnecessary. True success comes from iterating on your ideas rather than getting stuck in the weeds of over-analysis. Focus on consistent process improvement to see real results in your daily operations.Subscribe for weekly sales and productivity breakdowns, and comment on how you simplify your workflow.Chapters00:00 Henry Ford's Prediction and the Assembly Line Principle02:23 AI's Limitations and the Cost of Housekeeping04:12 The Importance of Permissions and Governance in AI06:02 Understanding AI's Probabilistic Nature07:16 The Need for Knowledge and Clear Facts in AI Deployment07:39 Workshops and the Future of AI in BusinessKey TopicsHenry Ford's assembly line principlesThe reverse of assembly lines in AI todayThe importance of governance and standardization in AI deploymentAI's probabilistic nature and its implications for businessCost savings and efficiency through automation and housekeepingThe need for clear permissions and style guides in AI systemsThe role of expertise in AI development and deploymentStrategies for small and large businesses to harness AI effectively"Why are you wasting money on ineffective processes?""AI is not deterministic, it's probabilistic.""When you solve these problems, AI becomes profitable."

Feedback on Niptech 500 https://shows.acast.com/niptech/episodes/500-watermark-retrospective-filigrane-pour-claude-voitures-a NEWS Will Meta settlement reduce physical, mental health risks for young users? — Harvard Gazette https://news.harvard.edu/gazette/story/2026/08/will-meta-settlement-reduce-physical-mental-health-risks-for-young-users/ Mark Zuckerberg had a bold plan to replace Meta staff with AI. Here's how it imploded. https://www.reuters.com/investigations/mark-zuckerberg-had-bold-plan-replace-meta-staff-with-ai-heres-how-it-imploded-2026-08-26/ Salesforce - SaaSpocalypse ? ALL in Podcast explanation - Plays from 10:42 https://open.spotify.com/episode/2Ygvem599PTPNf2H8xHU6x?si=lnS_oUyfQia1toM1QFEZQQ&utm_source=whatsapp&t=642&pi=WYNF6F_BSRCtw Claudeforce: The #1 AI Meets the #1 CRM https://www.salesforce.com/claudeforce/ Salesforce shares surge 12% after earnings

Episode OverviewIn this episode of Blunt Force Truth, hosts Mark Young and Matt Umbarger are joined by Dr. Bonner Cohen to unpack one of the most critical political and economic issues facing the country today: the high-stakes global race for Artificial Intelligence leadership and the massive infrastructure required to power it. The conversation bridges historical technological shifts—from the Industrial Revolution and railroads to Henry Ford's assembly line and the internet—with the rapid, unprecedented disruption brought on by AI. While the U.S. leads in software and algorithm development, the episode dives deep into the hardware, energy demands, and political resistance surrounding data centers.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

My new book Own Or Be Owned is about building a business that makes more money without needing more of you. Grab your FREE ticket to the live launch, get our scaling tool, and enter for a shot at $1 MILLION in cash and prizes: https://contrarianthinking.biz/bigdeal-strength You've been telling yourself the same story: nobody can do it as well as you, your clients need you specifically, and if you step back, everything will fall apart. But most people don't fail because they pick the wrong business. They fail because they become the bottleneck, mistaking being needed for being successful. This episode breaks down the three types of bottlenecks that destroy businesses and the four-step framework for escaping the trap of heroism. From Sam Walton's obsession with control to Michael Jordan learning to trust his team, you'll learn why your business can only grow to the size of your current self, and how to finally grow beyond it. In this episode, you'll learn: The three bottlenecks killing your business: decision, delivery, and direction, and how to identify which one is choking your growth right now Why Henry Ford lost half his market share by doubling down on control while Alfred Sloan built GM into the number one company for 77 straight years using four simple principles The rescue tally framework: how tracking every time you jump in to save the day reveals the hidden cost of being the hero and why that addiction to being needed is destroying your freedom Why businesses without owner dependency are worth 4.5 times profit while owner dependent businesses are worth almost nothing, and how doing less can make your business worth millions more The amputation principle: how cutting yourself out of daily operations isn't losing control, it's gaining leverage, and why the best operators know that being irreplaceable makes you worthless ___________ (00:00:00) Introduction: Sam Walton's Tape Measure and the Trap of Being a Hero (00:00:44) Don't Be a Hero: Why Superman Thinking Kills Your Business (00:02:04) The Necker Island Story: When I Chose My Business Over Richard Branson (00:04:18) Henry Ford's Market Share Collapse: When Control Becomes Your Enemy (00:05:47) Alfred Sloan's Four Principles: How GM Beat Ford for 77 Years Straight (00:06:55) Steve Jobs, Travis Kalanick, and the Elevator Fire Test (00:08:39) The Three Bottlenecks: Decision, Delivery, and Direction (00:10:43) Why Most Systems Suck and How the 12P Diagnostic Fixes That (00:12:50) The Amputation: Cutting Your Identity Away From Your Company (00:13:33) Michael Jordan's Triangle Offense: Six Rings by Trusting the System (00:15:39) The Chief of Staff Hire: How Azad Saved Me $62K a Month in 90 Days (00:18:14) The Owner Dependency Tax: Why Being Irreplaceable Costs You Millions (00:20:10) The Ultimate Life Hack: Just Decide You're Not Doing That Again ___________ MORE FROM BIGDEAL

Get your spooky old-time mask on, everybody: it's the NO SUDDEN MOVE episode. We're talking Soderbergh's 2021 HBO Max crime thriller and all things 1954 Detroit, Black Bottom, carburetors, becoming aware of your position as a historical actor, Bill Duke, Bill & Ted (different Bill), anamorphic lenses, apologizing while hitting your boss in the face, money flowing uphill, and lots more. Really enjoyed this one - check it out! And get rid of your car! Further Reading: Black Detroit: A People's History of Self-Determination by Herb Boyd The American Revolution: Pages from a Negro Worker's Notebook by James Boggs The Making of Black Detroit in the Age of Henry Ford by Beth Tompkins Bates The Origins of the Urban Crisis by Thomas Sugrue Tishomingo Blues by Elmore Leonard "How the UAW Broke Ford's Stranglehold Over Black Detroit" by Paul Prescod https://jacobin.com/2023/10/united-autoworker-ford-black-detroit-race-labor "No Sudden Move Writer Ed Solomon on Drawing From Real History for the HBO Max Movie" by Adam Chitwood https://collider.com/no-sudden-move-ed-solomon-interview-true-story/ Further Viewing:  KISS ME DEADLY (Aldrich, 1955) THE KILLING (Kubrick, 1956) BLUE COLLAR (Schrader, 1978) OUT OF SIGHT (Soderbergh, 1998) THE NICE GUYS (Black, 2016) BILL & TED FACE THE MUSIC (Parisot, 2020) Follow Pod Casty For Me: https://www.podcastyforme.com/ https://twitter.com/podcastyforme https://www.instagram.com/podcastyforme/ https://bsky.app/profile/podcastyforme.bsky.social https://www.youtube.com/@podcastyforme Support us on Patreon: https://www.patreon.com/PodCastyForMe Artwork by Jeremy Allison: https://www.instagram.com/jeremyallisonart Produced by Ian Rhine and Jake Serwin with additional production by Ryan Torgeson.

Creéis que el automóvil moderno es fruto únicamente de cálculos matemáticos perfectos y mentes cuadriculadas? ¡Para nada! En Garaje Hermético descubrimos cómo algunos de los avances más importantes de la historia del motor no nacieron de una gran idea inicial, sino de un gran error, de una tragedia o de una simple casualidad. Bienvenidos al "Decálogo de la Serendipia". La ingeniería es una ciencia de precisión, y nos gusta pensar que cada componente de nuestro coche fue meticulosamente planeado. Sin embargo, como decía Luis Pasteur, "la suerte solo favorece a la mente preparada". Hoy repasamos diez momentos clave donde un fallo o un descuido se transformaron en innovaciones revolucionarias, dando forma al vehículo que tienes hoy en tu garaje. 1. La Vulcanización (1839): El descuido de Goodyear. Antes de que existieran los coches, el caucho natural era un desastre: pegajoso con el calor y quebradizo con el frío. Charles Goodyear, arruinado por su obsesión por mejorarlo, descubrió la solución por accidente. Discutiendo en su cocina, un trozo de caucho mezclado con azufre cayó sobre una estufa al rojo vivo. En lugar de derretirse, se endureció y se volvió elástico e impermeable. Así nacieron los neumáticos modernos. 2. El Volante (1894): La apuesta de Vacheron. Los primeros coches se manejaban con palancas, casi como los barcos. En la mítica carrera París-Rouen, Alfred Vacheron decidió ser el "raro" e instaló una rueda giratoria vertical pensando que le cansaría menos. Aunque no ganó, su asombroso control en las curvas cerradas dejó a todos con la boca abierta, jubilando a las palancas para siempre. 3. El Asfalto (1902): El barril derramado. A principios del siglo XX, las carreteras de tierra levantaban un polvo que ahogaba motores y cegaba a los conductores. El topógrafo Edgar Hooley notó que en un tramo donde se había derramado un barril de alquitrán por accidente, y se había tapado con grava para disimularlo, no había polvo y la superficie era dura. Corrió a patentarlo bajo el nombre de Tarmac. 4. El Cristal Laminado (1903): El matraz que no estalló. Los primeros parabrisas eran cuchillas mortales al romperse. El químico Édouard Bénédictus tiró accidentalmente un matraz de vidrio al suelo en su laboratorio. Para su sorpresa, se rajó pero no se hizo añicos, ya que contenía restos secos de nitrato de celulosa. Al conectar esto con los accidentes de tráfico que leía en los periódicos, inventó el Triplex, salvando millones de vidas. 5. La Baquelita (1907): El barniz fallido. Buscando un sustituto barato para la goma laca (un barniz natural), Leo Baekeland mezcló fenol y formaldehído, pero controló mal la presión y la temperatura. En lugar de un líquido, obtuvo una pasta dura, negra e imposible de derretir: el primer plástico sintético. La industria automotriz se lanzó sobre ella para crear interiores y piezas aislantes. 6. El Espejo Retrovisor (1911): El mecánico pesado. En las primeras 500 Millas de Indianápolis, era obligatorio llevar un mecánico a bordo para vigilar el tráfico trasero. Ray Harroun, queriendo evitar cargar con 80 kilos de lastre en su ligero monoplaza, montó un cristal en el salpicadero. Ganó la carrera con esta ingeniosa "trampa" para ahorrar peso, creando de forma colateral un estándar de seguridad. 7. El Arranque Eléctrico (1912): La tragedia de un caballero. Arrancar un coche a manivela era muy peligroso. Byron Carter murió a causa de la infección provocada por una manivela que le rompió la mandíbula al intentar ayudar a una mujer con su coche calado. Destrozado por la muerte de su amigo, el jefe de Cadillac encargó a Charles Kettering una solución. Kettering adaptó un motor de caja registradora y creó el arranque eléctrico, eliminando la barrera física de la conducción. 8. Pintura de Secado Rápido (Años 20): La pólvora sobrante. Hubo un tiempo en el que Henry Ford solo vendía coches negros porque era el único color que secaba rápido. Tras la Primera Guerra Mundial, sobraban toneladas de nitrocelulosa explosiva. En una visita casual, unos ingenieros descubrieron que, disuelta, formaba una laca brillante y de secado extremadamente rápido. Así nació la pintura Duco, democratizando los coches de colores. 9. El Kevlar (1965): La "leche cortada". La química Stephanie Kwolek buscaba una fibra para reforzar neumáticos. Un día obtuvo una mezcla turbia que parecía leche cortada. En lugar de tirarla por miedo a atascar las máquinas, insistió en hilarla. El resultado fue una fibra cinco veces más resistente que el acero, revolucionando la seguridad automotriz y la Fórmula 1. 10. El Efecto Suelo (1977): El túnel roto. El equipo Lotus probaba una maqueta en un túnel de viento. La maqueta era precaria y la presión hizo que los pontones cedieran, tocando accidentalmente el suelo de la cinta. De repente, los datos de carga aerodinámica se dispararon.

One day, don't you want to shine like the stars forever? Listen in to hear Joni share about how you can make that happen. -------- Thank you for listening! Your support of Joni and Friends helps make this show possible. Joni and Friends envisions a world where every person with a disability finds hope, dignity, and their place in the body of Christ. Become part of the global movement today at www.joniandfriends.org Find more encouragement on Instagram, TikTok, Facebook, and YouTube.

https://youtu.be/7yugccgcgs8 Justin Nassiri, Founder and CEO of Executive Presence, is driven by the power of human connection and a mission to harvest CEO stories that reveal authentic experiences and valuable insights. By serving as thought partners to C-suite executives, Justin and his team transform personal perspectives, mistakes, and lessons into compelling LinkedIn content that builds trust and distinguishes leaders from generic, AI-generated voices. In this conversation, Justin introduces The Content Strategy Framework—Use the 40:30:20:10 Content Formula, Harvest Stories, Borrow Thought Patterns, and Apply Curiosity. He explains why leaders should build visibility through personal profiles, how skilled interviewers uncover stories executives may overlook, and why Thought Leader Ads can extend the reach of proven content. Justin also discusses growing through referrals and warm relationships, using 10-week improvement cycles to revisit every business process, and developing autonomous team members who use AI to solve problems while preserving human connection. — Harvest CEO Stories with Justin Nassiri  Good day, listeners. Steve Preda here, and my guest today again is Justin Nassiri, the Founder and CEO of Executive Presence, a fully managed LinkedIn thought leadership service for C-suite executives at growth-stage B2B companies. Justin, welcome back to the show.  Great to be back. Thanks, Steve.  So we just reminisced that it was three years almost to the day that you came here, and I can’t believe it. It feels like yesterday. But your business has grown dramatically during that time, so I think you have some new insights that you’ll be able to share with us, I’m sure.  Thank you. It’s good to be back. We just made the Inc. 5000 list, which is a first for me. I’ve never been on that before, but we’re celebrating that.  Yeah. Congratulations. That’s a great milestone to hit. And you only started in 2022, right?  Yeah, yeah.  So, pretty freshly minted, fast-growing Inc. 5000. So my question to you is, what is your personal why, and how are you manifesting it in Executive Presence, in your business?  There’s a very potent macro or micro why for me, and then probably a broader why. I think that the biggest why for me right now, like many parents, is my kids. I’ve got a three- and a seven-year-old. And so when I think of my professional life, I certainly think about not just providing for them but also trying to set an example of someone who is trying to do their best and trying to stretch and trying to grow.Share on X  And so I think that’s probably the highest leverage that I have. But I think the through line in the companies that I’ve done is just the value of human connection. My first company was all about companies using Instagram in a way to be more authentic and more genuine with their community, and that’s very true to what we’re doing now at Executive Presence, just really helping people connect to other people.  In this case, it’s executives using LinkedIn to connect with a broader audience, but I really feel like that human connection is so important, and I think it’s becoming even more important in the era of AI. So that’s a little bit more specific why in what I do right now.  Yeah, it’s fascinating how human connection is evolving in the age of AI, and I agree. I mean, I see that because there’s so much more noise out there, human connection is perhaps more important than ever. People want to make sure that they are talking to authentic people and hearing from authentic people who have authentic lived experience. So how does that impact communication for executives on LinkedIn? How do they have to evolve their voice or how they approach things?  I think if you look at LinkedIn in particular right now, I think it still remains the place where the largest source of our professional network is. And so I think there’s still a lot of value there, and I think that LinkedIn is facing a lot of growing pains. Specifically, I think that there are three things driving it. One is more people are just showing up on the platform. The secret is out, and people realize that there’s value to LinkedIn.  So, all things else equal, more people are more active on LinkedIn, which generates a lot of noise. And then the second thing is AI is making it easier to create content, so I think it’s creating not just more content, but lower-quality content. And then the third thing is it does seem as if LinkedIn is following what Facebook did over a decade ago and saying, “Look, to get reach, you’ve got to put money into ads now.”  And we saw that transition with Facebook company pages a long time ago, but it really does feel like you cannot get as much visibility today as you could have two years ago unless there’s some sort of ad buy behind it. And so I think those are kind of the three problems. I think that the answer is still there’s value in showing up, but I think that you have to show up even more human. I think that the experiences that make you unique and the mistakes that make you who you are and the things that you know and the stories that you can tell, those still hold value, and that differentiates you from generic or AI-generated content.  I also think that there’s value to using LinkedIn ads, and we can talk about that, but I think that that has to be part of one’s strategy now if you’re trying to significantly use LinkedIn for what it’s good for, which is brand building.  Yeah, and maybe this is a slight question, then we’re going to talk to you about the framework. But as I understand, LinkedIn now allows individuals to also boost their posts as opposed to just companies, which used to be the case in the past. So how does it impact companies? Is there more emphasis now? Is emphasis shifting to individual posts because there’s no real reason to build up the company pages? How is that evolving?  Yeah, I mean, four years ago when I started the company, before these Thought Leader Ads, these individual people ads were a thing, I still would’ve said to you, “Look, there’s not much value in company pages. People connect with other people. They’re not going to connect with a faceless organization.” So even four years ago, I would’ve said, “Man, if you really want to raise visibility for your organization, you’ve got to do that through your key leaders.  You’ve got to do that through actual names and faces and voices and perspectives.” And I think that the ads make that even more pronounced now because I can now take my personal post as Justin Nassiri. If it does well on LinkedIn, I can put a $50 or $500 ad buy against it, and I can make sure that essentially specific people are going to see my post. If I’m selling to CEOs of tech companies in Cincinnati that have grown 10% last year and they’ve been at their company for five years, I can have an insane level of targeting, and I could put my personal content in front of them in a way that most people still don’t realize is an ad.  It will say, “Promoted by,” and then the company name, so “Promoted by Executive Presence.” Most people, when scrolling, don’t even notice that. Yeah. And so I think there’s a tremendous opportunity then to take very human and personal content and put it in front of exactly whoever you’re trying to get in front of.  Yeah, I love that. You also say on your LinkedIn page that it takes an executive only 90 minutes a month to actually work with you guys and have you amplify them. So how do you extract all those personal stories and experiences? What is your framework for that so that when you meet with an executive, you’re able to create those posts without them having to be involved? Yeah, I think the framework is pretty universal for anyone listening. We tend to start with the content strategy. And the way that we typically start is we’ll say, okay, 40% of the content we would call industry thought leadership. And that is great if you can talk about current events and relate them to your industry. It’s great if you can share things about your industry that no one knows or that you disagree with people.  But do that 40%, which is the biggest of any of the categories, as really the education, as the subject matter expert. You are showing up as an authority in cybersecurity, or you are showing up as an authority in leadership, or you’re showing up as an authority in B2B supply chain. And I think the key here is the more niche, the better. The more narrow, the better. We are not Joe Rogan. We’re not trying to get 300 million people to look at your content. We want to get in front of a very narrow group of people, typically prospects, customers, potential employees, potential investors.  We really want to narrow where your voice can be fairly large in a very finite realm. So that's the industry thought leadership piece.Share on X The second one, about 30% of the content, we call it leadership and career journey. And what we’re trying to do here is a blend of humanizing the executive while also giving them credibility. And so if we are working with someone who is a CEO at a company, well, they’ve done things prior to that. So what did they learn in college or a previous workplace? What was a mistake that they made? What was a mentor that said something to them?  So that’s a way of us imparting one of their values or something that they know, but wrapped in a story from their history, which humanizes them. And that would be generally 30% of the content. Twenty percent, obviously they’re doing this to promote their company, so 20% would be about their company, spotlighting an employee, recent events, things like that. Again, trying to do it through stories if possible. And then the last 10% is usually the highest-performing 10%, and we would call that work-adjacent content. So we want to, again, make them a three-dimensional person. What do they do outside of the office? Is that family?  And we usually use what we call the dinner party test for this. If you were with prospects and potential employees, what’s fair game to talk about over dinner and drinks? Some people would definitely talk about their kids. Some people would never talk about their kids. Some would talk about their hobbies. Some would never talk about that. So that's a good filter to figure out what they could talk about that's not just always talking shop. So that's kind of the framework that we use.Share on X  But I think that the way that we harvest this information is really the skill of the people that I hire on my team. It’s people who are really good at pulling insights out of someone and getting someone to open up and having that heat-seeking missile approach of, what is a story that they’re sitting on that they don’t even realize is a compelling story? And that’s one thing that has stood out. Some of the best-performing LinkedIn posts, the person didn’t even think that that would be interesting to anyone else.  We’re often not the best filter for ourselves of what’s going to land. And that’s one of the values of LinkedIn, is that you can actually put out ideas and stories and insights, and very quickly, in an 18-hour time period, get signal from the market if people value that from you or not, and then follow that trend.  Yeah. That’s fascinating, and it sounds a little bit like being a ghostwriter for someone, that you can really get those stories out and you can have them open up so that their brain is going to surface those things that maybe they don’t think about. Maybe they are not extroverted and they won’t be able to bring this up on their own. But if you catalyze it, then they come to life that way.  Yeah. I think of it as a thought partner. I kind of realized this because I hosted a podcast for a long time as well, and you kind of realize the power—exactly what you’re doing—the power of curiosity and the power of distance, right? You are showing up, you’re curious about my experience.  You have enough distance from it that you’re asking questions that might even seem intuitive to me, or it might be one of those things where I’m like, “Well, everyone knows this.” But then you bring an outsider in, and it’s like, “No, not everyone knows this,” or, “I think people would find this interesting.” So having that thought partner to be the outside observer of what others would benefit from.  Yeah. That’s amazing. That’s a real skill, and that also brings in that human skill that an AI is not going to be able to prompt those kinds of questions, that kind of curiosity, that there’s an emotional driver behind it. That’s a very journalistic trait, I suppose. That’s a new form of journalism that you’re practicing here, isn’t it?  Yeah, it is. And the type of person I hire to do that are ex-consultants because they’re really good. They’re really good at coming into a business and understanding the objective and understanding how to get very senior people—because we work with CEOs of publicly traded companies and CEOs of smaller companies—to really get very prominent people to open up. And being comfortable interrupting or redirecting or pushing back, it really is a unique skill set.  Yeah, I love that. So that brings me to my next question. What drives growth in your business? How did you get, in four years, on the Inc. 5000? What was the engine here, the fuel?  Well, it’s so funny because I ask this of every CEO I meet with as well, to learn from them. Everyone always says referrals, so I’ll be generic and say referrals do drive—it’s probably the single biggest source of revenue. When I first started the company, I actually used LinkedIn. And so this actually came out of another company that I was running, and they had the idea. And so I went to LinkedIn and I said, “I think that the type of person who would be interested in this is CEOs of companies with at least 50 employees.” And I put that into Sales Navigator, and it came up with a couple hundred first-degree connections.  And I just sent out a fairly generic message of, “Hey, Steve, just wanted to give you a quick update. I’m launching this new service, and this is what we do. Let me know if you know of anyone who would like to chat.” And I actually got probably 60 or 70K in monthly recurring revenue from that, of people I wasn’t really aware of what they were up to. One of the guys who’s still a client, I had met with him 10 years previously when he was an investor, and then now he was CEO and founder of a company that ultimately went public.  So I wouldn’t have thought of that person, but that’s a great thing about LinkedIn, of saying, “Here’s someone who might be interested in what I’m doing.” And so that sort of outbound of warm connections has played a role. Obviously, I’m active on LinkedIn. I get a lot of leads from that. I do a fairly good job of keeping in touch with my network and seeing when people might be needing us. I think, back to the human connection, I do think conferences are playing a bigger role.  I’m starting to go to more conferences and realizing the value of meeting people in person and how that kind of seems to accelerate the process of building trust and building relationships. We do cold email. We do AdWords. We do a newsletter. We do a lot of content marketing, and so I think each of them plays their own part. But referrals certainly are the biggest one. LinkedIn is probably number two. Yeah. That’s very interesting. And do you see a lot of competitors? Is this a crowded field?  It is. We have expanded beyond LinkedIn largely because of the competitive nature, where I think just as people have flocked to LinkedIn. I would say the biggest faction is a lot of solopreneurs. A lot of individuals will work with a few executives, and so that’s probably the lower-level competitors. There are a handful of companies that are doing something similar to us, and then more established PR companies that will say, “Yes, we do LinkedIn as well.” But I think at this point, we’ve got the deepest track record of executives.  We work with over 400 now, which, as far as I’m aware, is the largest set. We actually present our data to LinkedIn every year because it is the largest data set of just executives rather than influencers. And I think the play for most professionals and most executives is different than what an influencer would do on a platform like LinkedIn, and I think it’s important to do what’s appropriate for an executive.  So you mentioned on your LinkedIn page that you bootstrapped this company to three million ARR.  Yep.  So what do you expect to be different from going from 60,000 monthly recurring, 700 ARR, to three million, to going from three million to 10 million? How is it going to be different?  Yeah, that’s such a good question. And I balance this because I really like Paul Graham’s thought that you have to do things that are not scalable to be able to scale. And so oftentimes, I’m looking for things to do consistently, but it’s really helpful for me not to constrain myself in that way and to think of things that—it still feels like guerrilla warfare at times—what are little things that we can do to get an edge?  I think that the thing that I think about most right now in getting from three to 10 million is creating a machine for experimentation, and experimentation not just in our service, but also in our sales and marketing. And so how do we create a culture? Let’s just take the service side of things. I never want our service to plateau. I have run a company before where our product became stale and a competitor put us out of business. I never want that to happen again. And that the way that we minimize the probability that that happens is that we are always experimenting.  We are always listening to our clients and understanding what else we could do to make their life better.Share on X But then we’re also looking at the market and thinking, what else might our clients not even realize they need but would benefit from? And I love that phrase from Henry Ford, “If I had listened to my customers, I would have built a faster horse.” I think that there’s a value in listening to customers, but also a value in being one or two steps ahead of them. And so, for example, one of the things that we’re heavily looking at right now is the thought of AI visibility for executives.  And where GEO is getting more and more prominence for organizations, we see a world where it’s very important not just to cultivate a human audience and a human group of people who view and like your content and respect you, but also essentially cultivating an AI audience and making sure that your content is visible by LLMs and making sure that Claude and Perplexity see you as the authority and are referencing you. And so that’s something that our clients aren’t yet asking for, but we’re already developing a solution and a thesis because we think that that’s the way that the world is going.  But the central point is, how do we create an engine for experimentation so we are always testing out new things and seeing if they work, and reinvesting in the ones that work and letting go of the ones that don’t work? And I think that if we can do that for our clients and for ourselves, it always keeps us evolving. We’re always upping the game. We’re always improving, because I think the moment that we stop doing that, that’s when we stagnate or that’s when someone else comes along and puts us out of business.  So how do you maintain this alignment and this entrepreneurial energy? Because experimentation is innovation. It’s entrepreneurship in your business. How do you perpetuate it? So as you’re growing the business, you’ve got 40 people now, maybe you’re going to have more, you’re going to have AI agents running around. So how do you keep that experimentation and this entrepreneurial energy as you are getting further and further from the newest hires?  So the first thing that I love—and this is my VP of Ops, Shelby, who came up with this—but I really like it. She instituted a 10-week cycle composed of one- to two-week sprints. And she oversees all of our client work. So what she did is she broke everything we do for our clients into different sections. She instituted a system of saying, “Okay, these are all the different things we do. If you have an idea about how to do something better, or if you have a complaint about how something’s not working, or if a client mentions something, I want you to put it in this spreadsheet so we can keep track of how we can improve each thing.”  And what we’re going to do is, this week we’re doing a sprint on interview questions—how we prepare our interview questions for our clients. We are going to invest a week-long sprint in improving that process through technology, AI, and processes. And then we’re going to go through every other aspect. But guess what? Ten weeks later, we’re coming back to interview questions again. What that does, I think, in today’s landscape is not only does that keep us always thinking of improving something, but every 10 weeks we’re re-looking at specifically AI to see, what are its capabilities now? It’s changing so quickly.  From 10 weeks ago, it might be able to do something better or different. So let’s create a system so that we are periodically refreshing every aspect of our business from team feedback, client feedback, but also technological improvements. And it’s mind-boggling to think that that’s the pace now, and that 10 weeks might not even be sufficient in the future with the rate at which things are changing. That’s the best example I can think of how we’re trying to create that mindset of constant and incessant improvement.  And how do you build your team? Are you remote, or do you have an office somewhere?  We are all remote. Yeah, we are 100% remote. So we’re in seven different states, all still in the United States. It does pose challenges as you grow of how do you get in person and create connection. And so we’ll do things like happy hours online and different ways to get to know each other. But I also think, for those others listening who create a remote-first culture, you filter for people who thrive in that environment and do their best work when they have a fair amount of autonomy. And I think that autonomy for us has been helpful because we want people who are individual problem solvers, and I think that overlaps well with people who prefer a remote-first workplace.  Yeah, that’s fascinating. So if you had a magic wand and you could fix one thing in your business in the next 12 months, what would you do?  That is a really good question. I mean, it almost feels like the world is moving towards more entrepreneurs, not fewer ones, which I, for one, like. I’m a huge fan of both entrepreneurship and entrepreneurs. But if I could wave a magic wand, it would be making everyone on the team think like an entrepreneur, which would have probably been a liability 12 months ago. But the way I approach everything now is—I literally, right before this, was using Claude for my personal finances.  On the business side, it is now connected to QuickBooks, and on the personal side, I have a system of creating a report exactly the way I want it, which I, for one, love—the capability of AI to personalize things. I don’t have to use Mint or QuickBooks anymore. I can build it exactly in the way that works for my crazy brain. But I was updating and realizing that the tools have changed, and so, like, upgrading the way that I track my personal finances. And that’s just kind of very natural for me, and I do that for my kids’ menus, and I do that for everything. I kind of have a project or an approach on AI.  And I think that that’s a similar mindset that I need for my team, is thinking like an entrepreneur. How do you get better at everything? How do you get more efficient at everything? How do you look for new ways of solving things? I think it used to be that the entrepreneur was the visionary and setting the vision for the company, and everyone was more or less following orders or a system.  I still see a role for the visionary, but it's almost as if everyone on the team has to be their own visionary of envisioning how to improve their workflowShare on X and how to make themselves more productive and how to utilize tools and realize where that can make them more effective. And I don’t know that it’s going to be top-down anymore. I think that the advantage of the tools we have today is, like, the way that I use AI, Steve, might be completely different than the way that you use it. And that’s the beauty of it, is that our brains are different, our worldviews are different, our skill sets are different, but we can almost bolt this technology on us to make ourselves superhuman.  But the way that it works for you is going to be different than me, and that will be true in a team. So, very long answer, but if I could wave that magic wand, it would be imparting that entrepreneur mindset of finding problems and the best way to solve them, and never stop solving problems.Share on X  Yeah. So it’s just a feeling, and maybe I won’t articulate it well, but I’m just looking at your business. You’re building this remote team, and then you’re making everyone more autonomous so that they are working with AI to improve their productivity. In a way, it is supercharging everyone individually, but what about the team cohesion? So how do you make sure that people don’t get isolated?  Isaac Asimov has a novel which is in the distant future, on a distant planet, and basically everyone has 1,000 robots, and everyone is in their own world, and they just communicate on video screen because personal contact is no longer even appropriate. And everyone gets super rich and super efficient, but something gets lost.  So I wonder, how do you see the tension between empowering people, having AI help everyone be super productive in their individual way, in a remote culture? How do you keep this constellation together going forward?  Yeah. It still comes back to human connection for me. I think that, let’s just say on a client level, if my company’s doing our job well with our clients, if we are having them become thought leaders, having them grow influence and audience, I want that to lead to more human connection for them. And the way that I have seen that showing up is they go to a conference and people know them and people come up.  Like, people are literally—they might not have created connection before, but they recognize them, they know who they are, and that draws them to in-person interactions. That’s human connection coming out of what we do. For our team, I hope it leads to more human connection, that as we become more efficient, as we become better at what we do, as the company grows, we will get together in person more often. We'll be able to be in the room together and brainstorm because that becomes more valuable, and we're all craving that.Share on X  So, sci-fi is my favorite genre of literature and cinema, and I don’t think that we will ultimately end up with VR goggles on our head and not talking to each other. I think that in the same way that we have seen with social media, that it has a purpose, but we still want to be around each other and benefit from being in person. I think that we will become more and more like that. I don’t think it will drive us apart. I think it will lead to more connection. That’s my optimist view on it.  Yeah. Love it. Well, I hope you’re right.  Yeah.  Okay, so if someone who is a founder of a business, a growing business, or maybe a C-level in an enterprise, and they don’t have time to manage their LinkedIn, but they realize that they’re missing out with their thought leadership and they need help or they want to explore, where should they go and how can they connect with you and your colleagues?  Yeah, I appreciate that. I would just say, in general, every leader needs to know that their personal brand is going to impact both their career as well as their company, and them being able to articulate their viewpoints and what they think and believe is going to be a vital skill. And that could be on stage at a conference, it could be on YouTube, it could be on LinkedIn, it could be in a book, it could be in articles, but they have to have a way to know what they believe, to know what knowledge they have that is valuable, and find a way to add value to others.  I think that that’s just more and more the direction things are going. And it can be really hard because you are probably growing an empire, you are probably doing so many different things. And just know that there are people like Executive Presence, where our skill set is figuring out where your zone of genius is and figuring out what stories you have that are really good assets, and figuring out who you are and how you want to present online, and then helping you do that consistently across different channels.  And so if that’s of interest, I obviously love talking about this stuff, but I’m happy to talk with anyone who listens to the show. If you go to executivepresence.io and fill out our contact form, it gets to me. You can find me on LinkedIn, Justin Nassiri, or my email is justin@executivepresence.io. Any of those three work. But I just believe that this is going to be more and more valuable for leaders to develop that skill, and would love to help anyone listening do that.  Well, if you’re out there listening, you see that something is working because Justin propelled his company from a standing start to the Inc. 5000 in three or four years, and he is pushing the envelope on generative AI and reinvention every 10 weeks of his company. So if you’d like to be part of that and you have to take advantage of promoting yourself on LinkedIn with a cutting-edge approach, then reach out to Justin Nassiri on LinkedIn or executivepresence.io. And if you enjoyed this conversation, stay tuned because every week I bring a couple of successful entrepreneurs who are sharing their frameworks of how they’re being successful. So thanks for coming, Justin, and thanks for listening. Important Links: Justin's LinkedIn Justin's website Justin's Email: justin@executivepresence.io

Between a Shot and a Hard Place: Vaccine Facts, Medical Freedom, and Trust in MedicineDr. Jenn Simmons speaks with pediatrician and integrative medicine practitioner Dr. Joel Warsh, known online as Dr. Gator, about vaccines, informed consent, and why trust in medicine has broken down. The conversation focuses on what parents are actually being told, what the research does and does not show, and how medical decisions get shaped by mandates, industry incentives, and fear.We discuss vaccine schedules, the difference between evidence and dogma, how chronic disease trends relate to broader lifestyle and systems issues, and why Dr. Warsh believes parents need more transparency and more room to choose.Key topicsDr. Warsh explains how he moved from conventional pediatrics into integrative medicine after seeing the value of sleep, diet, exercise, and root-cause thinking in primary care.He describes why vaccines became a major focus in his practice: parents kept asking questions, and he realized medical training had not prepared him to answer them deeply.The hosts discuss how COVID-era mandates intensified distrust, especially in states like California, where school and work requirements effectively removed choice for many families.Dr. Warsh argues that medicine has become too force-driven and too dogmatic, and that doctors should educate rather than pressure patients.The conversation turns to the idea that modern medicine is heavily shaped by pharma funding, which affects training, journals, media, and what gets studied or published.They compare longevity to healthspan, with both speakers noting that people may be living longer but not necessarily healthier, especially in the last 10 to 15 years of life.Chronic disease in children is a major theme, with discussion of rising rates of diabetes, obesity, autoimmune conditions, neurodevelopmental concerns, and autism.Dr. Warsh says the most surprising part of his research for Between a Shot and a Hard Place was realizing how little true vaccinated versus unvaccinated data has been published.He explains the vaccine schedule has expanded over time and discusses why he thinks the lack of manufacturer accountability reduces incentives to improve safety.The episode also covers newer vaccine platforms, including mRNA, and why Dr. Warsh is especially cautious about their use in children.Hepatitis B for newborns comes up as a particularly important example of a vaccine whose timing and risk-benefit calculus he thinks should be revisited.The discussion ends with a broader call for medical freedom, informed consent, and the ability for parents to make decisions without being forced.Timestamps00:00 - Why vaccine conversations are impossible to avoid02:10 - How integrative pediatrics changed Dr. Warsh's practice03:31 - Why parents' vaccine questions became unavoidable05:13 - Writing Between a Shot and a Hard Place06:50 - Why COVID deepened mistrust in medicine09:36 - Why school requirements don't feel like a real choice13:22 - Medicine should educate, not coerce17:06 - How pharma shapes training and medical thinking20:34 - Why accountability matters for vaccine safety23:28 - The rise of chronic disease in children30:22 - Big Food, convenience, and multi-generational health impact36:15 - The Henry Ford vaccinated vs. unvaccinated controversy40:48 - Why “the science is settled” is the wrong phrase43:43 - How the vaccine schedule expanded after 198648:26 - Rethinking timing, prioritization, and cumulative risk54:14 - RFK, reform, and transparency55:14 - What surprised Dr. Warsh most in the research62:03 - Reassessing newborn and early childhood vaccine timing67:30 - Why Hep B for newborns is controversial69:58 - Traditional vaccines vs. mRNA73:17 - Why Dr. Warsh is cautious about mRNA for kids75:28 - Why pulled vaccines used to be removed faster77:41 - The accountability gap79:39 - Why medical freedom matters for the futureTo talk to a member of Dr. Jenn's team and learn more about working with Dr. Jenn visit: https://calendly.com/stephanie-1031/clarity-callTo get your copy of Dr. Jenn's book, The Smart Woman's Guide to Breast Cancer, visit: https://tinyurl.com/SmartWomansBreastCancerGuideConnect with Dr. Jenn:Website:  https://www.perfeqtionimaging.com/Facebook: https://www.facebook.com/DrJennSimmonsInstagram: https://www.instagram.com/drjennsimmons/YouTube: https://www.youtube.com/@dr.jennsimmons

Whether you think you can or you think you can't, you're right. –Henry Ford Check out John Lee Dumas' award winning Podcast Entrepreneurs on Fire on your favorite podcast directory. For world class free courses and resources to help you on your Entrepreneurial journey visit EOFire.com

Välfärdsmodellen och välfärdsstaten är en stark del av vår identitet. Den är en del av folkhemsbygget som har kommit att prägla Sverige de senaste hundra åren. Den uppfattas som en modell som tar hand om alla medborgare och garanterar ett minimum av välstånd, omsorg, hälsovård och utbildning. Men dess baksida är att hela det svenska samhället också blivit politiserat av det socialdemokratiska partiet och att det kanske inte är så effektivt i att leverera det som den lovar. Hur bräcklig är den svenska välfärden? Och finns det andra sätt att försäkra sig om välfärd utan den nuvarande modellen? Det samtalar vi om i veckans Hotspot, som bland annat handlar om Henry Ford, socialiseringsnämnden och dolda skatter.Gäst i programmet är Anders Bergeskog, nationalekonom med lång erfarenhet av utredningsarbete och verksamhetsutveckling inom statsförvaltningen.Lästips: ”Sveriges väg till högskatteland – Utopi och verklighet under hundra år”, Anders Bergeskog (Skattebetalarnas Förening)Vill du hjälpa oss att göra fler program? Stöd gärna vårt arbete genom att swisha en gåva till: 123 396 94 17Prova tidningen Världen idag en månad GRATIS: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://prova.varldenidag.se⁠

Tarabuster Tuesdays with Tara Devlin. Aug 13, 2026

In today's episode, Devon O'Reilly and I dive into some exciting developments across Metro Detroit, starting with my firsthand look at Unc's Detroit-style pizza in downtown Detroit. We also talk about our recent visit to Fair Lane Estate for a media preview, where the team is making huge progress restoring Henry Ford's powerhouse, garage, and new welcome center ahead of its full opening. Plus, we discuss reports that Henry Ford Health is considering redevelopment options for Cadillac Place — the historic former GM World Headquarters in New Center, currently occupied by the State of Michigan. Finally, with the Detroit Lions kicking off their preseason, Devon shares his thoughts on the upcoming season and what to expect from the Honolulu Blue this year. Don't forget to join us this Saturday morning for our Summer Studio Open House at TechTown for free coffee, donuts, and great conversation! https://www.eventbrite.com/e/1995592904096?aff=oddtdtcreator

Henry Ford introduced a unique car on this day in 1941. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Empathy Isn't Soft  When did you last ask someone how they actually were, and really listen? Everyone says empathy matters. Nobody actually teaches it. In this best-bits episode of Building Better Cultures, Scott McInnes goes back to two conversations about why that needs to change: Rob Volpe (EP092) on empathy as a practical leadership tool, and Niamh Fitzpatrick (EP084) on the emotional aftermath of the pandemic. Rob Volpe starts by taking apart the definition most of us use. Walking in someone else's shoes is only half the job, and the half everyone skips is taking your own shoes off first, setting down your judgement and your own perspective before you step into theirs. He makes the business case without flinching: empathy is the secret ingredient in communication, decisions, problem solving and trust, and the organisations that have it see more loyalty, more innovation and a stronger sense of belonging. He also names the trap leaders fall into, worrying that being empathetic will cost them respect, and the stereotype of the strong leader that keeps the whole thing stuck. Niamh Fitzpatrick comes at it from psychology. She talks about tribe, why belonging is something you find rather than something you are assigned, and the people she deliberately gravitates towards: the ones who acknowledge how they feel. Then she answers the question of why it took a global pandemic to put mental health into everyday conversation. The common thread? Empathy is a skill, not a personality trait. It can be learned, and it is doing real work whether or not anyone names it. Key Takeaways Take your own shoes off first. Empathy is not just imagining someone else's position, it is setting down your own judgement and perspective long enough to understand theirs properly. There is more than one kind of empathy. Cognitive empathy is perspective taking, not emotion, and it is the one most of us need at work. Confusing it with feeling other people's feelings is why so many leaders back away from it. Empathy is a data point, not a distraction. If you are making decisions without understanding how they land on people, you are working with incomplete information. Self-awareness is the missing ingredient, and calendars have squeezed it out. Back-to-back calls removed the breathing space between stimulus and response, and scrolling in the two minutes you do get is not a reset. Leaders are stuck between knowing and fearing. Most accept that building empathy is part of their job, most find it hard, and many quietly worry that showing it will cost them respect. The opposite is true. Empathy is not new, it just stopped being championed. Henry Ford wrote in 1918 that the secret of success lies in seeing the other person's point of view as well as your own. It got squashed out of us since, and it is time to bring it back. Your tribe is more dispersed than you think. Family, friends, colleagues, even people you have never met online. Knowing what you value is what lets you find them. Work can absolutely be a tribe, and there is nothing wrong with that. Belonging at work is not a lesser form of belonging. We lost the things that were quietly holding us up. When life changed overnight, the props that kept people's mental health going, sport, gatherings, a walk somewhere further than two kilometres away, were taken away. Timestamps 00:00 – Introduction: empathy keeps coming up, but nobody teaches it 00:28 – Rob Volpe: what empathy actually is, and why "walking in their shoes" is only half of it 02:35 – Self-awareness, and the breathing space we lost between meetings 04:12 – Why empathy is the secret ingredient at work 05:02 – The business case: loyalty, innovation, belonging and the empathy gap 06:45 – Cognitive vs emotional empathy, the strong-leader stereotype, and Henry Ford in 1918 07:55 – Niamh Fitzpatrick: tribe, belonging and finding your people 12:32 – Why it took a global pandemic to put mental health on the table 13:20 – Wrap-up Hear the full conversations EP092 Rob Volpe: https://inspiringchange.libsyn.com/107-empathy-compassion-in-organisational-culture-rob-volpe EP084 Niamh Fitzpatrick: https://inspiringchange.libsyn.com/99-the-pandemic-pushed-mental-health-out-of-the-workplace-shadows-niamh-fitzpatrick Resources & Links Download our new Research: Bridging the Connection Gap Connect with us LinkedIn | YouTube | Instagram Connect with Scott McInnes: LinkedIn Tags empathy, empathetic leadership, leadership, workplace culture, psychological safety, belonging, tribe, mental health at work, wellbeing, emotional intelligence, cognitive empathy, self-awareness, employee retention, employee engagement, internal communications, pandemic recovery, Rob Volpe, Niamh Fitzpatrick, Scott McInnes, Building Better Cultures, Inspiring Change, best bits, podcast compilation

This week Chris sits down with Jim Cantrell, Co-founder & CEO of Phantom Space. He co-founded Phantom Space in 2019, where he is now trying to mass produce rockets. He was employee number four at SpaceX and its first VP of Business Development. Jim is one of a handful of people who was actually in the room at the start. They discuss:• How getting arrested for espionage in Russia is the reason Elon Musk ever called him• What a fishing trip in Florida taught him about raising money• Why he believes SpaceX only exists because the Russians said no• What Carl Sagan asked him in a traffic jam• Why the rocket companies that worked spent a few hundred million and the ones that failed spent billions• What he means when he says he is building the Henry Ford of space• Why he thinks the only sovereign place left for a data center is orbit Timestamps(00:00) Intro(01:00) Getting Into Space by Accident(07:06) The Real Soviets and Getting Arrested for Espionage(13:54) The Cold Call From Elon Musk(20:27) The Moscow Trips That Created SpaceX(31:55) From SpaceX Employee Number Four to the Skybox Exit(39:12) Searching for Serendipity in Hotel Boardrooms(43:06) Faith and the Unfinished Business Behind Phantom(53:29) The Case for Mars and SpaceX as a Nation State(57:04) Why America Has to Win Space(1:05:42) Becoming the Henry Ford of Space(1:10:49) Why Data Belongs in Space(1:20:27) Why Phantom Builds Its Own Rockets(1:28:54) Seeing the Future and Staying Under the Radar(1:35:52) The Executives Who Wanted to Destroy Elon(1:40:50) The Launch Shortage and Data Centers in Space(1:49:04) Keeping Space Free of a New East India Company === Presented by Airshare:Trusted across the country for fractional ownership, jet cards, charter, and aircraft management, Airshare gives you a smarter way to fly private - over 25 years of experience, operating their own fleet, with the top safety ratings in the industry. Drive up to the FBO, walk on, and go. Go to flyairshare.com to learn more. === Sponsored by: True North AdvisorsTrue North Advisors is a multi-family office and private wealth advisory firm serving business owners, entrepreneurs, and families since 2000. With over $5.6 billion under management, they're real investors offering conflict-free counsel and portfolios built around your life. Learn more at https://truenorthadvisors.com Collateral PartnersCollateral Partners builds institutional-grade investor materials for private credit, private equity, real estate, and family office firms, the kind of marketing collateral that helps you close capital. Learn more at https://collateral.com/powers Relay Human CloudRelay Human Cloud gives you pre-vetted, fully managed global talent for up to 75% less than hiring locally. Your best people stop doing repetitive work and get back to the work that moves your company forward. Learn more at https://www.relayhumancloud.com/powers === Chris on Social Media:X: https://x.com/fortworthchrisInstagram: https://www.instagram.com/thepowerspodcastLinkedIn: https://www.linkedin.com/in/chrispowersjr/ === Visit our website: https://www.powerspod.com/Leave a review on Apple: https://bit.ly/45crFD0Leave a review on Spotify: https://bit.ly/3Krl9jO

Antes de convertirse en uno de los nombres más influyentes de la historia industrial, Henry Ford fue un joven mecánico fascinado por las máquinas y por la idea de hacer el automóvil accesible para un público amplio. Nacido en una granja de Michigan, su trayectoria estuvo marcada por intentos fallidos, aprendizajes técnicos y una perseverancia constante que lo llevó a fundar la Ford Motor Company y a transformar los métodos de producción mediante la estandarización y la línea de montaje. Conoce más sobre la vida y legado de Henry Ford en este episodio.Conviértete en un supporter de este podcast: https://www.spreaker.com/podcast/interesante-historia--5241488/support.

August 12, 2026 ~ David Knezek, President of Henry Ford College joins Jeff Donofrio in for Paul W. Smith. Hosted by Simplecast, an AdsWizz company. See https://pcm.adswizz.com for information about our collection and use of personal data for advertising.

Antisemitism is often treated as something that belongs to another time and place—Nazi Germany, the Holocaust, or centuries-old persecution in Europe. Moreover, it's also often framed as something only Jews should worry about.But historian Pamela S. Nadell argues that antisemitism has a much longer—and much more American—history than many of us realize... and history shows us that its poison often bleeds into other communities, as well.Pamela is an award-winning historian, professor and the Patrick Clendenen Chair in Women's and Gender History at American University, and author of Antisemitism, an American Tradition.In this episode, we trace antisemitism from its centuries-old roots to its evolution in America—and ask what that history can teach us about the moment we're living through now.We talk:How antisemitism evolved from medieval Europe to early AmericaThe Rothschilds, Henry Ford and the rise of antisemitic conspiracy theoriesHow antisemitism became embedded in American institutions and cultureWhy post-WWII America became a relative “golden age” for American Jews—and what changedThe Tree of Life massacre, October 7 and today's “high tide” of antisemitismWhat Zionism actually means—and when anti-Zionism crosses into antisemitismAntisemitism on college campuses and across the political right and leftHow social media gives centuries-old antisemitic ideas new lifeWhy antisemitism is never just about Jews—and what its rise can tell us about a societyYou can find Antisemitism, an American Tradition—winner of the 2025 National Jewish Book Award for American Jewish Studies—HERE.

A 111-year-old Detroit institution is making one of the biggest bets in Michigan health care, and the details are more ambitious than a new building. From the Mackinac Policy Conference, we talk with Denise Brooks Williams, Executive Vice President and Chief Operating Officer of Henry Ford Health System, about the “Future of Health” initiative and what it takes to modernize a flagship campus while keeping community needs at the center.We get into Destination Grand, a roughly 1.2 million square foot, $2.2 billion hospital project on West Grand Boulevard. Denise explains how all private rooms, a redesigned emergency department with a stronger behavioral health focus, updated operating rooms, and new technology infrastructure are meant to change the experience of care, not just the skyline. Just as important, we discuss how Henry Ford worked through Detroit's community benefit ordinance process to hear directly from residents about affordability, access, transportation, and the kinds of services that make a medical district usable in everyday life.The conversation also widens to statewide access. With Henry Ford Health's joint venture with Ascension and partnerships across Michigan, we talk about how specialty expertise can show up closer to home in communities like Jackson, Genesee County, and beyond, while still creating a clear path to advanced care when needed.Finally, we tackle the policy headwinds shaping the future: the 340B drug pricing program, Medicaid reimbursement, and why “common ground” matters if we want sustainable healthcare affordability and access for Michigan patients. If you care about Detroit hospital development, Michigan health policy, and what real community-centered healthcare delivery looks like, hit subscribe, share this with a friend, and leave a review so more people can find the show.Support the showEngage the conversation on Substack at The Common Bridge!

Henry Ford didn't invent the automobile—he invented a way to make it affordable. Newt examines how Ford's 1913 moving assembly line cut Model T production time from 12.5 hours to 93 minutes, and how Ford's controversial $5-a-day wage turned his own workers into customers, helping create the American middle class. But this episode doesn't shy away from complexity: the same system that built American prosperity was also dehumanizing for many workers, and Ford himself was a deeply flawed figure. It's a clear-eyed look at innovation's power—and its costs.See omnystudio.com/listener for privacy information.

P.M. Edition for Aug. 3. Ford spent decades producing ho-hum workhorse cars–the Taurus, the Focus. WSJ autos reporter Ryan Felton explains why the company is hitting reverse. Plus, Michigan public health officials say two people have died in connection with the cyclosporiasis outbreak. And WSJ business reporter Natasha Khan discusses why Kimberly-Clark is embarking on a moonshot effort to make paper towels and toilet paper out of a spiny desert plant called hesperaloe. Danny Lewis hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

As an online expert, coach, or content creator, there are really only two things that should ever be at the forefront of your mind: your brand and your offers. In this episode, I'm breaking down what I call the art of the offer, including the three foundational pillars that every irresistible offer is built on, the biggest mistakes I see coaches making when they try to craft their pitch, and the trends and changes I'm watching closely heading into 2026.  This one is packed, and next week I'm following it up with an 11-step sequence for how to actually pitch the thing, so make sure you're subscribed! Snap a screenshot of the episode playing on your device, post it to your Instagram Stories and tag us, @jameswedmore and @jenniwedmore. We'd love to hear what resonated with you the most from this episode and especially what you want covered in future ones.  In this episode you'll hear:  Why I believe brand and offers are the only two things that truly matter in an online business The three foundational pillars of any great offer and what most people get wrong about each one Why surveys are one of the least effective ways to understand your audience, and what I use instead to find out what people actually want The Henry Ford principle applied to offer creation and why selling people what they think they need is a trap that will cost you sales How specificity and niching down are going to be more important than ever in 2026 and the danger in going broad with your brand The way that the process you use is becoming the most exciting opportunity in this industry right now The pricing mistake almost everyone makes and why you should always pick your price first, then build the story around it Why AI is actually creating more demand for high-ticket human coaching, not less, and what that means for how you structure your offers The danger of outsourcing your business decisions to AI and a cautionary story about a student who followed AI advice straight into their worst launch ever For full show notes and links, visit: www.mindyourbusinesspodcast.com/blog/841   

Send us Fan MailIn this week's minisode, I'm exploring one of my favourite mindset quotes, attributed to Henry Ford: "Whether you think you can or you think you can't, you're right." We all tell ourselves stories about who we are and what we're capable of, but what if many of those stories aren't actually facts at all? From confidence and careers to relationships and being single, I unpack how the beliefs we repeat to ourselves shape the actions we take, the opportunities we pursue and, ultimately, the lives we create. If you've ever caught yourself saying, "I'm just not that sort of person," this episode is a reminder to question whether that's really true...or simply an old opinion that's been running the show for far too long.Support the showBuy my book, SHINY HAPPY SINGLES (UK) / THRIVE SOLO (US & Canada) at: https://www.lucymeggeson.com/bookJoin my membership community for single women, Thrive Solo: https://www.lucymeggeson.com/thrivesoloDownload my FREE PDF 'Top 10 Comebacks for the MostAnnoying Questions Single Women Get Asked' Go to: https://www.lucymeggeson.com/comebacksCheck out my YouTube Channel: https://www.youtube.com/@thrivesolowithlucymeggeson Join my private Facebook Group: https://www.facebook.com/groups/1870817913309222/?ref=shareFollow me on Instagram: https://www.instagram.com/thrivesolowithlucymeggeson/Email me: lucy@lucymeggeson.com And thank you so much for listening!

Arthur Herman recounts the historic 1896 meeting where Henry Ford pitched his internal combustion engine to a skeptical Thomas Edison. Edison's encouragement served as the catalyst for Ford's revolution in American transportation. This industrial transformation was further enabled by John D. Rockefeller, whose ability to lower oil prices made gasoline an economically feasible fuel for mass production. The segment also highlights George Washington's vision for a professional Continental Army. (9)1910

C Constable reports from France on the high heat and smoke impact near Bordeaux. The discussion shifts to surging energy prices, with Brent crude rising 26% and European gas up 36%. Despite high energy costs, rising copper prices suggest potential industrial growth. (1)Simon Constable and Jim McTague continue with a quiz highlighting that typical data centers use 300,000 gallons of water daily, while larger ones can reach 5 million gallons. Currently, most centers are urban, but 67% of planned facilities are rural. In Lancaster County, a "tale of two data centers" emerges as one town embraces the revenue stream while another resists it due to misinformation and fear. (2)Cliff May argues for maximum pressure and coercive diplomacy to prevent the Islamic Republic of Iran from obtaining nuclear weapons. He advocates for a naval blockade, specifically targeting oil exports from Kharg Island to strangle the regime's revenue. May emphasizes that the Iranian leadership's ideology makes them likely to use nuclear weapons, necessitating a strategy to cripple the regime's power. (3)John Hardie and Bill Roggio cover the significant leadership change in Ukraine as General Drapatyi replaces General Syrskyi as commander-in-chief. Drapatyi is seen as a representative of a new, western-style generation of officers who embrace technological innovation and listen to subordinates. The transition aims to "desovietize" the military and maintain the momentum of successful drone offensives against Russian infrastructure. (4)Anatol Lieven examines how the Ukraine and Iran conflicts are merging into one global struggle following a Ukrainiandrone strike on an Iranian vessel. This escalation threatens global energy supplies of refined oil products, as Russianrefineries struggle with capacity. While Ukraine targets the Russian middle class to undermine support for the war, Lieven warns of a widening proxy war involving China, North Korea, and Iran. (5)Anatol Lieven turns to Britain's new political era under Prime Minister Andy Burnham, who is described as the Labour Party's "last chance" to address a discredited government. Burnham faces immense financial pressure, particularly regarding the costs of healthcare for the elderly and dementia. To succeed, he may need to pivot from "Net Zero" policies to prioritize energy needs and seek a new mandate through an election. (6)Salvatore Vitale and Kalin Plunkett of MIT explain hierarchical merging, a process where black holes merge repeatedly to create larger "monsters." By analyzing gravitational waves from 155 binary pairs, they discovered that 14% are second-generation black holes, born from previous mergers rather than stellar collapse. These second-generation black holes are characterized by rapid spin and mass asymmetry, providing clues to how supermassive black holes form in galaxies. (7)Salvatore Vitale and Kalin Plunkett continue: to uncover the origins of the Milky Way's supermassive black hole, scientists propose building larger gravitational wave detectors scaled up by a factor of ten. These advanced observatories would allow researchers to peer further back into cosmic history, potentially detecting black holes from the very early universe. Expanding the global network to four or five detectors would help pinpoint host galaxies and detect the formation of heavy elements. (8)Arthur Herman recounts the historic 1896 meeting where Henry Ford pitched his internal combustion engine to a skeptical Thomas Edison. Edison's encouragement served as the catalyst for Ford's revolution in American transportation. This industrial transformation was further enabled by John D. Rockefeller, whose ability to lower oil prices made gasoline an economically feasible fuel for mass production. The segment also highlights George Washington's vision for a professional Continental Army. (9)Arthur Herman explains the American founders were heavily influenced by the Scottish Enlightenment, particularly the ideas of David Hume and Adam Smith regarding the pursuit of happiness. This subjective right was prioritized over property to potentially allow for the future abolition of slavery. The founding spirit extended to the Northwest Ordinance, creating communities like Marietta, Ohio, that were dedicated to education, religion, and freedom. (10)Arthur Herman characterizes Abraham Lincoln as a founder for his vision of an America without slavery and his willingness to risk the Union to fulfill the Declaration of Independence. His administration's legacy includes the Homestead Act and the Transcontinental Railroad, which expanded the "empire of liberty." Additionally, the Civil War era facilitated the rise of Andrew Carnegie, who later revolutionized the global steel industry using the Bessemerprocess. (11)Arthur Herman reframes the Gilded Age not as an era of greed, but as a period of unprecedented opportunity and connectivity driven by the railroad. James J. Hill's Great Northern Railway fostered regional prosperity and negotiated fairly with Native American tribes. Meanwhile, Thomas Edison's relentless competitiveness and "restless mind" led to the electrification of the nation and the invention of the phonograph, inspiring future generations of founders like Elon Musk. (12)Arthur Herman contrasts Woodrow Wilson's attempt to centrally manage industry during World War I, which resulted in logistical chaos and failure, with FDR's embrace of the private sector for World War II, appointing GM's Bill Knudsento lead mobilization. By relying on the incentives of the marketplace, Knudsen successfully converted American manufacturing into a massive war machine, producing more war material than the world imagined in just 18 months. (13)Arthur Herman presents Martin Luther King Jr. as a founder who refounded the American experiment by taking risks to fulfill the promise of equality. The segment explores the eternal conflict between the bold "founder mindset" and the cautious "manager instinct" that emerged in the 1950s. While managers seek stability and predictability, founders drive innovation and national greatness, preventing the American dream from becoming stagnant and stale. (14)Arthur Herman credits Vannevar Bush's "The Endless Frontier" manifesto with persuading FDR to fund basic scientific research through universities, laying the groundwork for Silicon Valley. This federal support enabled discoveries in information theory and microchip development, transforming the American economy. The evolution from massive mainframes like the IBM 360 to modern microchips illustrates the imaginative leap of founders who see opportunities where others see only current technology. (15)Arthur Herman concludes that today's founders, including Elon Musk and Donald Trump, continue the tradition of taking massive risks to fulfill bold visions. Musk's goals for SpaceX and Mars are described as a step-by-step process of industrial manufacturing and innovation. Central to this enduring success is the Patent Act of 1790, a unique constitutional protection that ensures individuals own the products of their minds, fueling 250 years of American discovery. (16)Corrections applied per the log: John Hardie (transcribed as "Hardy," segment 4) and Labour Party (UK spelling, segment 6). I also dropped the phonetic "(Chopati)" after General Drapatyi in segment 4 — that's Mykhailo Drapatyi, so the first spelling stands. One to confirm for the log: Kalin Plunkett (segments 7–8) — I couldn't verify this MIT researcher's spelling; if it's from audio, it may need checking against the MIT LIGO group roster.

It's YOUR time to #EdUp with ⁠Michael Nealon⁠, Vice President for Academic Affairs & Chief Academic Officer, & ⁠⁠Denise Piche⁠⁠, Project Manager, ⁠Henry Ford CollegeIn this episode, recorded LIVE from the 2026 AcOps Conference powered by CoursedogYOUR cohost is Courtney Voss, Senior Customer Success Manager, Coursedog⁠YOUR host is Dr. Joe Sallustio⁠⁠⁠⁠⁠⁠Listen in to #EdUpThank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dr. Joe Sallustio⁠⁠⁠⁠⁠● Join YOUR EdUp community at ⁠The EdUp Experience⁠We make education YOUR business!

Neil Lanctot covers the winter of 1915–1916, when TR championed the "preparedness" movement, arguing that the U.S.was dangerously vulnerable with only 100,000 men in its army. Wilson, feeling the political pressure, launched a speaking tour through the Midwest to sell a defense buildup, using the analogy that he could not keep "sparks" from a world on fire from hitting the American roof. While TR maneuvered for the 1916 Republican nomination, the peace movement suffered a major blow via Henry Ford's "Peace Ship." Ford funded an expedition of neutrals to Europe to stop the war, but it became a disorganized PR disaster that made pacifism appear foolish to the public. Jane Addams, though intending to go, fell ill and missed the voyage—a stroke of luck that saved her from the ensuing ridicule. Despite the internal chaos of the peace movement, Wilson eventually secured a defense buildup package in the summer of 1916. (4)

Neil Lanctot details the March 1916 sinking of the Sussex, which caused more American deaths and pushed Wilson to the brink of war. German Ambassador Johann von Bernstorff worked desperately to maintain peace, recognizing that American entry would doom Germany, while Wilson largely ignored his own ambassadors in London and Berlin, whom he considered useless or biased. Interestingly, the Wilson administration used wiretaps to monitor the German embassy, revealing Bernstorff's personal affairs and diplomatic strategies. In Berlin, leaders distrusted Wilson, viewing him as leaning toward the Allies, while British leaders like Lloyd George were frustrated by American neutrality. Domestically, TR's rage at Wilson's "holding back" reached a boiling point, leading him to use vulgar language toward the President during private meetings with Republican financiers. Meanwhile, militant pacifist Rosika Schwimmer, who had initially drawn Henry Ford into the peace movement, was marginalized as the movement became increasingly fragmented and impractical. (5)1914

El mundo del motor es pasión, y la pasión muchas veces trae de la mano la rivalidad extrema. Esa rivalidad puede escalar hasta convertirse en odio puro. Esto ha sucedido en la industria automotriz en múltiples ocasiones, dejando historias fascinantes de hermanos que se demandan por millones, ingenieros que desafían las normas, marcas que nacen por despecho y genios que se enfrentan a gobiernos. Vamos a abrir la caja de Pandora de la industria del automóvil para descubrir diez rivalidades históricas donde “volaron los cuchillos”: 1. Henry Ford vs. Los Hermanos Dodge John y Horace Dodge fabricaban motores para el Ford T y poseían el 10% de las acciones. La guerra estalló cuando Henry Ford dejó de pagar dividendos para asfixiar económicamente a los hermanos, sabiendo que querían fundar su propia marca. Los Dodge demandaron a Ford, ganaron 19 millones de dólares en 1919 y usaron ese dinero para crear a uno de los mayores rivales históricos de Ford. 2. Louis Renault vs. André Citroën La guerra de la Torre Eiffel. Renault era un ingeniero huraño; Citroën, un genio del marketing que llegó a iluminar la Torre Eiffel con su nombre. La batalla fue tecnológica y financiera. Citroën se arruinó desarrollando la tracción delantera solo para dejar obsoletos a los coches de Renault. Cuando Citroën quebró en 1934, Louis Renault celebró la caída de su mayor enemigo. 3. W.O. Bentley vs. Rolls-Royce Cuando la marca deportiva Bentley quebró en 1931, el fabricante Napier planeaba comprarla. Aterrorizados por la competencia, desde Rolls-Royce enviaron a un agente secreto disfrazado de comprador anónimo para pujar más alto en el último segundo. Compraron Bentley solo para neutralizarla, convirtiendo sus coches en "Rolls-Royce con otra parrilla" durante décadas. 4. Soichiro Honda vs. el Gobierno de Japón En los años 60, el todopoderoso ministerio japonés MITI quería prohibir a Honda fabricar coches para consolidar el mercado en solo tres grandes marcas. Soichiro Honda se enfrentó a los burócratas a gritos y aceleró el lanzamiento de su deportivo S500 antes de que la ley entrara en vigor, salvando la existencia de su marca con pura rebeldía. 5. Smokey Yunick vs. El reglamento de la NASCAR Conocido como el "mejor mecánico de la historia", Yunick no rompía el reglamento: leía lo que no estaba escrito. Instalaba tubos de combustible gigantes para burlar la capacidad de los depósitos o creaba carrocerías a escala reducida para mejorar la aerodinámica, volviendo locos a los comisarios de carrera. 6. Carroll Shelby vs. Alejandro de Tomaso Ambos intentaron crear juntos el coche de carreras P70, pero sus egos chocaron. Shelby canceló el proyecto brutalmente. De Tomaso, humillado, tomó el chasis descartado, le añadió una carrocería de Giugiaro y lo bautizó como De Tomaso Mangusta. El nombre fue una venganza directa: la mangosta es el único animal capaz de matar a una cobra (en referencia al Shelby Cobra). 7. Ferdinand Piëch vs. Mercedes-Benz Cuando Mercedes lanzó el Clase A, invadiendo el territorio de Volkswagen, Ferdinand Piëch lo tomó como una declaración de guerra. En respuesta, ordenó crear el Volkswagen Phaeton para atacar al Mercedes Clase S. Impuso parámetros de ingeniería casi imposibles, logrando una vendetta técnica que humilló temporalmente a sus rivales de Stuttgart. 8. John DeLorean vs. La Gerencia de General Motors DeLorean odiaba las restricciones de los directivos, que prohibían motores de más de 330 pulgadas cúbicas en coches medianos. Encontró un vacío legal y lanzó el enorme motor de 6.4 litros no como un coche nuevo, sino como un "paquete opcional" del Pontiac Tempest. Así nació el mítico GTO y la era de los Muscle Cars. 9. Henrik Fisker vs. Elon Musk Tesla contrató al diseñador Henrik Fisker para perfilar el Model S. Poco después, Musk lo acusó de hacer un trabajo mediocre a propósito y de robar secretos para lanzar el Fisker Karma. Aunque Fisker ganó la batalla legal inicial y sacó su coche antes, los fallos técnicos hundieron su proyecto, dejando a Musk como vencedor a largo plazo de una guerra llena de odio. 10. Toyota vs. Las 24 Horas de Le Mans Una rivalidad contra el mismísimo destino. Durante décadas, Toyota sufrió averías inexplicables y fallos de última hora liderando Le Mans. La maldición culminó en 2016, cuando su coche se paró a solo tres minutos del final por un conector roto. Tras años de lágrimas, Toyota rompió el maleficio y comenzó una racha de victorias imparable. Conclusión Detrás de cada logotipo cromado hay una historia humana llena de envidia y pasión. Queda claro que, a veces, el odio es el mejor combustible para el progreso.

Henry Ford wrote a fan letter to this world leader on this day in 1941. Learn more about your ad choices. Visit podcastchoices.com/adchoices

Pulitzer Prize-winning journalist Eric Moskowitz joins Speaking of Writers to discuss The Hardest, Longest Race: Henry Ford and the Cross-Country Contest That Changed America.Discover the remarkable true story of America's first coast-to-coast automobile race in 1909, where Henry Ford sought to prove the Model T could conquer impossible terrain and reshape the nation's future. Eric shares the extraordinary research behind this forgotten story of endurance, innovation, corporate rivalry, sabotage, and the birth of the American automobile.If you enjoy American history, transportation history, business, innovation, or compelling nonfiction, this is an episode you won't want to miss.#EricMoskowitz #TheHardestLongestRace #HenryFord #ModelT #AmericanHistory #AutomotiveHistory #SpeakingOfWriters #HistoryPodcast #BookPodcast #TransportationHistory #PulitzerPrize #NonfictionBooks #HistoryInterview #RoadTripHistory

Host Eric Newman and LARB Editor-in-Chief Medaya Ocher speak with Columbia history professor Kim Phillips-Fein about her new book Country of Lords: Neo-Aristocrats, Social Darwinists, Tech Utopians, and the Long Fight Against Equality in America. Phillips-Fein examines a powerful countertradition that has challenged our well-mythologized national ideal of equality from the United States's founding to today. Moving from accounts about John Adams and William Graham Sumner to Andrew Carnegie, Henry Ford, and Peter Thiel, she traces how these and other influential figures defended hierarchy and sought to normalize inequality as a defining and even necessary feature of the American experiment.

In the automotive industry, we often focus on the vehicle itself, the technology within it, the smart factories, and artificial intelligence. Ford is leading the way in all these areas, even reimagining the assembly line that Henry Ford created back in 1913. However, that is not the whole story. The hardware has never been the main focus.The real story lies in the culture; it's about how more than 100,000 individuals think, act, and make decisions, and whether they can adapt faster than the legacy companies that were built to move at a different pace.In this episode of the Automotive Leaders Podcast, Jan Griffiths interviews Bryce Currie, Ford's Chief Manufacturing Officer, who oversees more than 40 plants worldwide. Both Bryce and Jan began their careers in a command-and-control environment, where plant managers were feared, meetings featured thrown books, and no one felt comfortable offering alternative ideas because they weren't being heard. However, Bryce opted for a different approach. He identifies as a servant leader and has dedicated 51 weeks of his life to traveling by bus to demonstrate his commitment.These bus tours form the core of their discussion. Over the course of a week, Bryce visits four plants with 50 employees from every level and function, working from 5:30 in the morning until 10:30 at night, all focused on learning to operate Ford's production system in a unified way. This initiative is how Bryce turns culture into a tangible experience for the team. He emphasizes aspects that many leaders overlook: he turns off his phone so his team can learn to operate independently, encourages two ideas from every operator, and uses Thomas Edison's 2,332 inventions as a benchmark for what his team can achieve in a single year.This conversation explores what it takes to accelerate a company with over a century of history. Trust and kindness are powerful business tools. He advocates for accountability without fear, highlighting that culture should not be viewed as a soft concept; rather, it is the backbone that drives results.If you're a leader in this industry, Bryce will illustrate what shifts when you stop trying to control your team and start believing in them.Themes Discussed in this EpisodeWhy culture is the real transformation story at FordBreaking command and control at the manufacturing scaleServant leadership across 40-plus Ford plantsThe bus tour is a culture change engineEmpowerment over micromanagement in a legacy organizationActivating the minds of 100,000 peopleDriving innovation through frontline operator ideasThis episode is sponsored by Lockton, click here to learn more

Watch every episode ad-free & uncensored on Patreon: https://patreon.com/dannyjones Greg Carlwood is the creator and host of  @TheHighersideChats podcast where he interviews researchers, authors, and experts on a whole host of unusual, suppressed, alternative, paranormal, occult, and fringe subjects. https://www.thehighersidechats.com SPONSORS https://whiterabbitenergy.com/?ref=DJP - Use code DJP for 20% off. FOLLOW DANNY JONES https://www.instagram.com/dannyjones https://twitter.com/jonesdanny OUTLINE 00:00 - Why Greg is deaf in one ear 02:04 - Tracy Twyman 07:50 - The Brotherhoods of Secret Math 12:11 - Tracy Twyman was summoning Cain 16:45 - Masonic tracing boards 21:41 - Evidence magic is real 25:18 - Defining "magic" 26:22 - GATE Program & kids with psychic abilities 30:59 - The fruit conspiracy 36:45 - The Bilbo Baggins philosophy 41:35 - How to extract yourself out of the system 49:26 - Humans have been domesticated 56:33 - Florida's land & wildlife crisis 59:22 - CIA weather weapons active on 9/11 01:05:16 - Alcohol Prohibition conspiracy 01:13:22 - Henry Ford's book about the Jews 01:16:42 - "Free energy" inventors who died suspiciously 01:21:11 - Grass-fed beef & raw milk 01:28:29 - 6G & the next pandemic 01:29:20 - UFO disclosure isn't adding up 01:32:23 - The hypnagogic state 01:34:58 - Precognition & advanced sigil magic 01:42:43 - The pediatrician scam 01:49:46 - The Mountain Dew conspiracy 01:55:51 - Planned obsolescence & the light bulb conspiracy 02:01:44 - Presidents who tried to disclose aliens 02:05:21 - How to perform sigil magic 02:10:50 - "Astrology is real" 02:19:05 - The era of air control 02:22:56 - How the Elites are using magic 02:28:30 - Human cloning 02:35:16 - The Reiner family trauma 02:48:24 - Jean Michel Basquiat 02:57:28 - Tate murders 03:00:19 - Suspicious details about Oliver Tree's death 03:03:03 - Greg's interview method Learn more about your ad choices. Visit podcastchoices.com/adchoices

Lamarvelous News. Cottage Cheese Shortage. Morons in the News.   Everyone Needs a Laugh. Henry Ford. Rats and Mice Are Evolving.   Talkback Callers. Can You Believe This? Pony Rescue.   The First July 4th Parade. From the Vault.

Henry Ford revolutionized manufacturing, built the modern automobile industry, and amassed one of the greatest fortunes in American history. Then he decided to conquer the Amazon. In this installment of our series on company towns, we explore Fordlandia—the bizarre Midwestern utopia Ford attempted to build in the Brazilian jungle. It had golf courses, square dancing, vegetarian cafeterias, anti-soccer policies, and enough cultural arrogance to power a small nation. It also had malaria, jaguars, vampire bats, riots, crop failures, and one of the most spectacular corporate disasters ever conceived. Join Heaton for the strange, hilarious, and cautionary tale of what happens when industrial genius collides with nature, culture, and the limits of human planning. HEAR THE FULL EPISODE: www.thepoliticalorphanage.com 

June 16, 1903. Henry Ford incorporates the Ford Motor Company, marking the beginning of one of the world's most influential automobile manufacturers. This episode originally aired in 2023. Support the show! Join Into History for ad-free listening and more. History Daily is a co-production of Airship and Noiser.Go to HistoryDaily.com for more history, daily.

1. AOC Misunderstanding or misrepresenting American history Promoting socialist/communist ideology Opposing wealth creation and free-market capitalism 2. The American Revolution AOC’s claim: The Revolution was against wealth concentration and powerful elites Counterargument in the text: The Revolution was about freedom from government power (King George), not wealth inequality Wealthy individuals (e.g., Robert Morris, George Washington) actually funded the Revolution 3. Wealth and Billionaires AOC’s position (as described): Billion-dollar wealth is “unearned” Counterargument: Wealth can be earned through innovation and value creation Examples used: John D. Rockefeller (oil industry) Henry Ford (assembly line, middle class growth) Elon Musk (technology, space, EVs) 4. Critique of Socialism/Communism Communism historically leads to: Economic failure Human rights abuses Authoritarian control Examples cited: Soviet Union, China, Cuba, North Korea Key idea: Centralized government power = loss of freedom and prosperity 5. Race, Democracy, and U.S. History AOC’s statements: Black Americans “created democracy” Counterargument: U.S. democracy originated from: Declaration of Independence Constitution The U.S. has improved over time (e.g., civil rights movement) Slavery is described as a “moral wrong” 6. Immigration and Government Power AOC warns: Immigration enforcement systems could expand and threaten broader populations Counterargument: Immigration enforcement is framed as law and order The concern about government abuse is dismissed as fearmongering Argument reversal: Leftist governments historically used detention systems more aggressively 7. Use of Historical Comparisons Historical examples to support arguments Comparisons to: Nazi Germany Soviet gulags Japanese internment camps (under FDR) To argue that authoritarianism is tied to left-wing systems Please Hit Subscribe to this podcast Right Now. Also Please Subscribe to the 47 Morning Update with Ben Ferguson and The Ben Ferguson Show Podcast Wherever You get You're Podcasts. And don't forget to follow the show on Social Media so you never miss a moment! Thanks for Listening YouTube: https://www.youtube.com/@VerdictwithTedCruz/ Facebook: https://www.facebook.com/verdictwithtedcruz X: https://x.com/tedcruz X: https://x.com/benfergusonshowYouTube: https://www.youtube.com/@VerdictwithTedCruzSee omnystudio.com/listener for privacy information.