Podcasts about Holland

Partnere: Snickers & Sparekassen Kronjylland Sølle tre dage.  Så få dage er der til, at vi sparker den 14. udgave af EM i gang, når der skal spilles om den store titel i Schweiz.  England er forsvarende mestre, tyskerne har vundet turneringen imponerende 8 gange og så er Danmark altså endnu engang at finde blandt de bedste europæiske hold, der skal dyste om det store EM-trofæ. I denne første EM-udsendelse på Mediano Q kan du se frem til at blive helt klædt på slutrunden i alpelandet. Panelet gennemgår og analyserer alle fire grupper og giver deres besyv på, hvem der kommer videre.  For har Danmark overhovedet en chance for at gå videre fra Gruppe C, hvor Sverige og Tyskland befinder sig sammen med debutanterne fra Wales? Og hvad med Gruppe D - Dynamitgruppen, hvor enten Holland, England eller Frankrig allerede vil være ude af EM, når gruppespillet er færdigt. Stakkels debuterende Wales i den gruppe, der får meget svært ved at få bare et enkelt point. Får Spanien overhovedet noget modstand i Gruppe med Italien, Belgien og Portugal, og kan Schweiz klare værtsnation-presset og komme videre fra Gruppe af, hvor den nordiske trio Norge, Island og Finland vil forsøge at spolere den store alpehorn-fest. Alt det kan du blive klogere på i denne udsendelse, som du kan lytte til herunder: Vært: Arnela Muminovic Gæster: Kenneth Kretschmer og Luna Gevitz Tidskoder: 00:14:20 - Gruppe A 00:33:20 - Gruppe B 00:50:06 - Gruppe C med Danmark 01:20:40 - Gruppe D Husk, at du de kommende dage kan se frem til flere EM-optaktsudsendelser her i Mediano Q-regi. Mandag kommer der en udsendelse fra landsholdslejren i Helsingør, hvor vi har fået en snak med Pernille Harder og Josefine Hasbo. Tirsdag er der endnu en optakt, hvor vi ser på de fem største favoritter til EM-titlen og analyserer dem endnu dybere.  Og onsdag er der så den store optakt til Danmarks første EM-kamp, når landsholdet igen skal møde Sverige - en måned efter nederlaget på 1-6 i Nations League. Under EM kommer der naturligvis også flere udsendelser omkring Danmarks kampe, så derfor husk at abonnere på Mediano Q i din foretrukne podcast app. Apple Podcast: https://podcasts.apple.com/dk/podcast/mediano-q/id1208137815?l=da Spotify: https://open.spotify.com/show/2eVvuLZnk3PJlZ4a5tfLHd?si=3321bfb20e8f453c

It's frustrating when you've got a solid idea but can't seem to cut through the chaos to make it work. So many tools, platforms, and tactics promise results, but they end up pulling you in a hundred directions. It starts to feel like you're spending more time managing marketing than building your actual business. That kind of noise can kill momentum before anything real even gets off the ground. Zack Holland is a Brooklyn-based entrepreneur and four-time startup founder who sold his first company as a teenager to pay for college. Known for blending tech and strategy, he's built and exited multiple ventures in the marketing space. Now, he runs Avery.ai, a platform that pairs AI with expert marketers to help businesses simplify and scale their content efforts. Zack also shares how meditation and stoicism keep him grounded through the chaos of startup life. His focus is on building smarter tools that reduce overwhelm and improve results. Stay tuned! Resources: AI designed to help you grow Brooklyn-based startup founder, author, and GTM consultant | Zack Holland Follow Zack Holland on Facebook Connect with Zack Holland on LinkedIn

MOB is back! In this episode, JW and Chris are aiming for nothing less than world domination. Join us on a journey through Holland and Japan, accompanied by the best of Bond playing from every speaker. From the vinyl bars of Kyoto to the red-light district of Amsterdam, this is an episode you won't want to miss! As always, by the end of the ep, you'll be eager to purchase records of your own!

So, why did Holland really leave the empire? Was it because the valiant and tragic countess Jacqueline was “hunted down from one land to the other, all of them mine”. Was it a story of misogyny, betrayal, incompetence and ruthless power politics. Yes, it was. But it was a also a story of economic and climate change and one that links into the herring trade of the Hanseatic League, the decline of Teutonic Knights and even into the Hussite Revolt, topics that seem distant, but mattered. This week we focus on this, the latter part of the storyThe music for the show is Flute Sonata in E-flat major, H.545 by Carl Phillip Emmanuel Bach (or some claim it as BWV 1031 Johann Sebastian Bach) performed and arranged by Michel Rondeau under Common Creative Licence 3.0.As always:Homepage with maps, photos, transcripts and blog: www.historyofthegermans.comIf you wish to support the show go to: Support • History of the Germans PodcastFacebook: @HOTGPod Threads: @history_of_the_germans_podcastBluesky: @hotgpod.bsky.socialInstagram: history_of_the_germansTwitter: @germanshistoryTo make it easier for you to share the podcast, I have created separate playlists for some of the seasons that are set up as individual podcasts. they have the exact same episodes as in the History of the Germans, but they may be a helpful device for those who want to concentrate on only one season. So far I have:The OttoniansSalian Emperors and Investiture ControversyFredrick Barbarossa and Early HohenstaufenFrederick II Stupor MundiSaxony and Eastward ExpansionThe Hanseatic LeagueThe Teutonic KnightsThe Holy Roman Empire 1250-1356The Reformation before the Reformation

Have a question or comment for Pastor Plek or one of his guests. Send it here.359: What does it truly mean to be saved? Is it through our good deeds, or is there something deeper at work? This question launches Pastors Chris and Holland into a profound theological exploration that spans from personal salvation to global politics. When listener Roman asks whether "good behavior is enough to save a man," the Chris & Holland dive into Ephesians 2:8-10, unpacking the beautiful paradox at Christianity's core: we are saved by grace through faith alone, yet faith that saves is never alone. Good works flow naturally from genuine salvation rather than creating it—a distinction that revolutionizes how we understand our relationship with God.Ready to join the conversation? Send your questions to 737-231-0605!Like, share, and subscribe! We love seeing and responding to your reviews and comments.Support the show: https://wbcc.churchcenter.com/givingSupport the show

JUST WHEN YOU THOUGHT IT WAS SAFE... Jaws Full Reaction Watch Along:   / thereelrejects   Save & Invest In Your Future Today, visit: https://www.acorns.com/rejects Jaws 50th anniversary is upon Aaron & Tara are BACK on a Summery Horror Thursday to give their JAWS Reaction, Recap, Commentary, Analysis & Spoiler Review!! Jaws Reaction & Review! the legendary horror/thriller directed by a young Steven Spielberg (E.T., Jurassic Park) that changed cinema forever. Based on the novel by Peter Benchley, JAWS follows a small-town community gripped by fear when a monstrous great white shark begins terrorizing the beaches of Amity Island. Roy Scheider (The French Connection, Blue Thunder) stars as Police Chief Martin Brody, the everyman hero caught between local politics and public safety. He teams up with marine biologist Matt Hooper, played by Richard Dreyfuss (Close Encounters of the Third Kind, Mr. Holland's Opus), and grizzled shark hunter Quint, portrayed by Robert Shaw (The Sting, From Russia with Love), for a harrowing showdown at sea. Lorraine Gary (JAWS 2, Car Wash) plays Brody's wife Ellen, adding a grounded emotional layer to the escalating terror. Iconic scenes include the shocking opening beach attack, the reveal of the shark's massive size (“You're gonna need a bigger boat”), and Quint's haunting USS Indianapolis monologue. John Williams' Oscar-winning score remains one of the most instantly recognizable in film history. A box office phenomenon and the original summer blockbuster, JAWS remains a masterclass in suspense, pacing, and primal fear. Follow Aaron On Instagram: https://www.instagram.com/therealaaronalexander/?hl=en Follow Tara Erickson: Youtube: https://www.youtube.com/@TaraErickson Instagram:  https://www.instagram.com/taraerickson/ Twitter:  https://twitter.com/thetaraerickson Intense Suspense by Audionautix is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/... Support The Channel By Getting Some REEL REJECTS Apparel! https://www.rejectnationshop.com/ Follow Us On Socials:  Instagram: https://www.instagram.com/reelrejects/  Tik-Tok: https://www.tiktok.com/@reelrejects?lang=en Twitter: https://x.com/reelrejects Facebook: https://www.facebook.com/TheReelRejects/ Music Used In Ad:  Hat the Jazz by Twin Musicom is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/ Happy Alley by Kevin MacLeod is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/... POWERED BY @GFUEL Visit https://gfuel.ly/3wD5Ygo and use code REJECTNATION for 20% off select tubs!! Head Editor: https://www.instagram.com/praperhq/?hl=en Co-Editor: Greg Alba Co-Editor: John Humphrey Music In Video: Airport Lounge - Disco Ultralounge by Kevin MacLeod is licensed under a Creative Commons Attribution 4.0 license. https://creativecommons.org/licenses/by/4.0/ Ask Us A QUESTION On CAMEO: https://www.cameo.com/thereelrejects Follow TheReelRejects On FACEBOOK, TWITTER, & INSTAGRAM:  FB:  https://www.facebook.com/TheReelRejects/ INSTAGRAM:  https://www.instagram.com/reelrejects/ TWITTER:  https://twitter.com/thereelrejects Follow GREG ON INSTAGRAM & TWITTER: INSTAGRAM:  https://www.instagram.com/thegregalba/ TWITTER:  https://twitter.com/thegregalba Learn more about your ad choices. Visit megaphone.fm/adchoices

Aankomend weekend vinden we de crème de la crème van het roeien op de Bosbaan in Amsterdam voor de Koninklijke-Holland Beker. Tijdens deze editie vinden we niet alleen Talent TeamNL en TeamNL-roeiers op de deelnemerslijst, maar komt er ook weer een legio aan buitenlandse toppers naar de hoofdstad toe. We blikten erop vooruit met Sara Bos, lid van het bestuur van de Koninklijke-Holland Beker. Presentatie: Robert Denneman

In this episode of Building Texas Business, I sit down with Pete Mora, founder of Fajita Pete's, to talk about his journey from running a full-service restaurant to building a scalable, off-premise food concept focused on delivery and catering. Pete shares how starting small and keeping the menu focused allowed him to maintain quality and simplify operations. He explains that by limiting the menu and designing the kitchen accordingly, they were able to keep costs low while serving large groups efficiently. His approach helped transition from dine-in service to a streamlined catering and delivery model. We also discuss the importance of hiring well and establishing effective systems. Pete admits he learned the hard way about managing people and the value of setting expectations early. As the company grew, building a culture based on respect, structure, and direct communication became essential to maintaining consistency across locations. Finally, Pete reflects on what it takes to be an entrepreneur. He emphasizes being prepared for challenges, not romanticizing the journey, and staying committed to the long haul. His advice is to set small, achievable goals and surround yourself with people who complement your weaknesses. It's not about doing everything yourself, but about building a structure that supports the growth of your business and your team. SHOW HIGHLIGHTS I delve into the entrepreneurial journey of Pete Mora, founder of Fajita Pete's, exploring his evolution from waiting tables in college to establishing a successful restaurant chain. We discuss Pete's strategic business model, which emphasizes a small footprint and limited menu to enhance operational efficiency and specialize in off-premise services like delivery and catering. Pete shares insights on effective team management, highlighting the importance of hiring the right people, setting clear expectations, and fostering a supportive work environment. The episode explores how Pete's innovative approach and adaptation of technology, particularly during the COVID-19 pandemic, contributed to the growth and success of Fajita Pete's. I examine the significance of maintaining quality and consistency across locations, with a focus on centralizing production processes and collaborating with partners who possess operational expertise. We discuss the advantages of being based in Houston, a competitive environment that offers access to resources and professionals, and how this has influenced the scalability of the business. Pete provides practical advice for aspiring entrepreneurs, emphasizing the value of setting achievable goals and understanding that success can also come from significant contributions within a company. LINKSShow Notes Previous Episodes About BoyarMiller About Fajita Pete's GUESTS Pete MoraAbout Pete TRANSCRIPT (AI transcript provided as supporting material and may contain errors) INTRO Welcome to the Building Texas Business Podcast. Interviews with thought leaders and organizational visionaries from across industry. Join us as we talk about the latest trends, challenges and growth opportunities to take your business to the next level. The Building Texas Business Podcast is brought to you by Boyer Miller, providing counsel beyond expectations. Find out how we can make a meaningful difference to your business at BoyerMillercom and by your podcast team, where having your own podcast is as easy as being a guest on ours. Discover more at yourpodcastteam Now. Here's your host, chris Hanslick. Chris: All right, pete, welcome to Building Texas Business. Thanks for taking time to come on the show. I've been a big fan of your food for years, so really excited about this opportunity. Pete: Well, thank you. I know you told me that the babies grew up eating some of it, so those are always my favorite stories when we get to see multi-generational type of business. We've done some kids from kinder through college now. That's how old we are, that's how long you've been around, I love that I hope my daughters listen. Chris: They don't listen to all these. I think I know that to be true, but they're going to listen to this one. Hayden and Holland grew up on Fajita Pete's. For sure, Fajita Pete's, tell us what that is what you're known for, fajita Pete's. Pete: We're a very small footprint restaurant. 98% of what we do is off-premise. That's our thing. It's either pickup delivery. Catering is a huge part of what we do. By catering, we specialize in corporate catering. Okay, so office lunches, like here at your firm, people call us up 30 people, 11, 30, 14th floor, 29, 25, richmond, you know and then we just show up. They, they like the ease of it. We do three types of deliveries. We do with the warmers, with the servers if you need them, or just drop off and get out of your way which is the most? popular one, but we specialize in a very limited menu so that way we can feed the hundreds of people we do every morning on catering, and then at night we turn into a delivery company, kind of like a pizza company. You call us up, feed us for four. Boom, we show up at your door with the food. Chris: And I can attest that you show up fast. Pete: Yep, yeah, that's from those small menus, so we specialize. There's very few things I'm good at, so I try to do as little as possible so I can be good at those things. Chris: Yeah, keep it simple, stupid, exactly, I love it. So I would think keeping the menu narrow like that helps you with controlling food costs and inventory and managing kind of the cost side of your business. Pete: Yeah, business-wise it's good on a lot of levels. The fixed costs, like you said, the rent. So the menu decides your kitchen layout. So, it decides your equipment package. It decides how many feet I mean you can get very granular with these things. It decides how many feet you need between the equipment, how you lay everything. Our menu specifically allows you to get high ticket items in the small area you know fajitas and group type of events. So we got a high ticket average for the restaurant industry and that's because our items are sold for families or for big groups like this. So it allows you to crank out a lot of food in a short amount of time and allows you to keep it fresh, and it's also a menu that transports well you can compartmentalize everything and it arrives the way you want it to it makes sense. Chris: So let's go back to the beginning. What was the inspiration for you to start this in the first place? At the beginning. Pete: Well, I waited tables to school. I went to. I'm from, naturally from columbia, south america, when we moved here. I grew up inief. I went through high school here, I went to U of H, got into the entrepreneurship program at U of H and that was a program that taught me how to really think about what I can do and scale. Having waited tables, I said well, restaurants really allow you to find out very quickly if you're going to make it or not. And my mom always told me we didn't bring you here to fill out applications, we brought you here to do something. Chris: Wow, I love that yeah. Pete: So with that mentality I was blessed enough to get out of the entrepreneurship program and run into the Meyer family. You know Meyer Land, meyer Park, sure, and we were able to get a very good deal on a restaurant that had been closed for a few years. Mr Meyer was very gracious, allowed me to go into his office. I learned a lot through that negotiation and we started a full service restaurant right out of college, 60 tables in Meyer Park, and that really taught us a lot. I mean typical immigrant story. Right, we made the tables in our garage. You know, walk through the snow in the Houston summers, all that stuff Uphill both ways. Chris: Yeah, exactly. Pete: So that experience was very good, and I always mentioned the full service restaurant because it led to what ended up being Fajita. Chris: Pizza yeah, it's part of your journey, right yeah? Pete: Taught me. The first year was just survival. Second year was figuring out. Okay, now that we kind of know what we're doing because you never know you kind of know what you're doing. Now how do we add revenue? And that's how catering became a topic. Chris: Okay. Pete: It got to over the six years we were there, where we grew the catering business to where it was doing more than our lunch business, and so when it was time to renew a lease, it just didn't really make sense to have the 6,300 square feet we had. Right, we took a leap of faith and went to a 1,200 square foot kitchen in West University and, thank God, it worked out. Yeah, you know, and that's kind of, we were able to keep what we liked from the restaurant business and do it in a way that allowed me to keep doing it, because maybe if I was still in full service I wouldn't be in the business anymore. It was just a very you know, starting at 23, and it was just very hard to get it going yeah uh, but it taught all the lessons I wouldn't learn. I mean, you learn, you know how they say. You learn more the first six months out of college than you do. Chris: The four years in right, yeah. So what was the name of that first restaurant? Pete: Poblano's Mexican Grill. Chris: Okay. Pete: It was in Westmire Park. Now they tore down that area. There's a Coles there. It's a nice development. Chris: Yeah. Pete: I'm very grateful to the people in that area. They were very nice to us. We still deliver to them a lot. You know, we have people that come by the kids. Like I mentioned earlier, we've been able to feed kids from since they're little to college, and when they're in town they come and say hi. So so it's been a very good community based business from the beginning, and I think that's what allowed us to really get the roots down. That allowed us to, you know, withstand all the problems that come with a new business. Chris: Yeah. So let's talk a little bit about those early days. You just said, and kind of alluded to it, those first six months out of college. You feel like you learned a lot more than you did in the four years in college. Anyone in any business starting out on their own there's a lot of headwinds. There's lessons learned. What were some of the things that the challenges you faced that you might share with the listeners to say now you know I went through this, you're likely to go through it too. Here's what I did to help and maybe something you experienced that someone might learn from your experience, to avoid Anything that you share from that perspective. Pete: I think at the beginning, with the restaurant business, you're in the people business right, and the biggest issue that you don't get practice at is managing your employees, your team, your coworkers. I think that was a big eye-opener because maybe people you run into people that don't have the work ethic you have, so you have to learn and I was, you know, young and my mom always told me start when you're young and dumb, because if you're smart enough, you won't do it. If you were smart enough, you wouldn't do this. Chris: Well, there's plenty of people that have come on the podcast that have said you know, yeah, you're never really ready, you just got to take the leap. It's like having a child. Pete: Yeah, you're never ready, it just comes, comes and now you have to figure it out. So, dealing with a crew setting up, the importance of setting up systems from the beginning and not willy-nilly as you go, which I did at the beginning, that's a problem. I said well, we'll figure it out. Chris: Follow your heart. Pete: I think during those trying times at the beginning, it was that developing systems, figuring out how to be a better leader to the people, and also all that while controlling cost, and what really helped me through it because businesses fail from being undercapitalized or mismanaged and what helped me through it is that we were always able to live very below our means to really withstand those pressures that came at the beginning. Chris: Okay, yeah. So yeah, it's good insight. You talked about the challenges of you know work. You're managing a team. There's challenges in building the team right Because you got to get it right and you're going to run across times where you make bad hires. What are some of the things that you've learned over the years? To try to? You know perfect that either the interview process or whatever to make sure you're hiring the right team members that can kind of buy in and get aligned behind your mission and your beliefs. Pete: I think it's hiring. When you hire out of necessity, you're already at a disadvantage. You just need bodies, right. I think, hiring at the right, getting the right person even if you don't have a spot for them, and making a spot for them Somebody that you think can be good for your team. 85 percent of the employee issues are solved at the hiring table. Yeah, you know, you need to get better at picking people who represent, and now people when they're applying, they talk very well, right, so you've got to get used to looking through the through the BS. That's the hard part yeah, and, and we're in the industry where we're talkers right, the end is the restaurant industry and also understanding and being compassionate that most people that are in the restaurant industry didn't that wasn't their goal originally. We get a lot of people that end up in this industry okay, so you have to be understanding of the path they've been through yeah, I didn't think about that yeah, and so so you have to allow them a growth path within your company, allow them a system that shows them respect and treats them like people, because I hear horror stories about how people get treated other places or and it's just the industry word, sure. So I think having that empathy and looking at the same time, looking through the BS and making sure the person you're hiring has somewhat the same values and goals, or at least providing a structure to where it's very clear what you expect from them, I think that's the only fair way to hire somebody Right, because at the beginning I was hiring people and I didn't have a structure, so that's unfair to them because I figured out, like I'm doing current. Chris: Right, right, right, you're living and breathing it. Yeah, someone you hire may not. Pete: No, they need a job yeah, and so learning that that immaturity I had at the beginning, that was key as well and it was unfair to the employee. So really creating systems becomes a way to be more fair to your employees. Set clear expectations, trackable expectations and achievable expectations. I think that's key to them. Chris: So you have this restaurant right, full service for six years or so, and you make a decision that's pretty significant to kind of really change up your entire business model. What was it that kind of you know led you to get the I don't know confidence or the ability to take that risk Like? Pete: everything else. Necessity Necessity Right, because you're signing an extension of a lease and it feels like a plea deal. That's not a good that's a good sign that you shouldn't sign that extension. You know Right, good sign that you shouldn't sign that extension, you know so. Then, luckily, some of my um. Greg lewis is a gentleman who found the spot for me at west you and I'm always very grateful to him. He was just a customer of mine. He said, hey, there's a spot. If you really think about doing it, there's a spot that's available, you should check it out and so I'm very grateful to him. Always he does a lot of real estate here in houston and um, it was a leap of faith in that. I knew that in 10 years I didn't want to be doing what I was currently doing. So I always think if you don't want to do it in 10 years, then don't do it today, because what are you doing? So I said I like this part of the industry and it was also more scalable. The model I was creating was more scalable and coming out of the entrepreneurship program, I mean, you go there to scale businesses. They teach you a lot of things. So I said this is more scalable. With my small brain, it was easier to fill in the spreadsheet and really explain to myself and prove to myself that it was going to be more profitable in the long run. Chris: It's interesting. I wrote a note to come back to this because when you were talking about full service to what you're doing now, it struck me that what you're doing now is way more scalable than a full service restaurant. It's tough and there's plenty of great examples in town that are still very successful restaurants, but those full service restaurants seem to have a. They gain up, the ones that sustain, develop a personality, typically around that founder and entrepreneur right who's there, and we have lots of great examples. I frequent them a lot but they're tough to scale. Maybe they go to two locations, but it's like it's hard to get beyond that personality of that person and what you've done is is may created something that still has great quality food, has your stamp on it, but doesn't require you to be at all the locations for it to be successful and I think that comes from the, the low operating cost, the simplified menu we spoke about earlier, all those things you know. Pete: I do think that the full service there's always. There's great restaurants here. Like I said, I was born in colombia. I learned how to eat mexican food at ninfas yeah you know, and, and there's a lot of amazing restaurants here in houston. People always ask me well, what do you think about this place? They're great. There's a dude, we're blessed in houston there's so much good food and it's just to me. I tell them it's just an honor to be even mentioned. Like they say oh well, I like your food. I compare it to this restaurant. I compare that. You know that's crazy yeah now it's to think of how it's scaled and how how people know we're actually starting to go from the. What the heck is a fajita pizza? Chris: oh, there's a fajita pizza right, which is a weird turn yeah, you know, I don't know how to tell a different mind. Yeah, yeah, so so you, yeah, so you start this new concept, you start to it. Let's talk through what were some of the challenges you faced in scaling the business. Pete: I think it was educating the market. Right, it was really letting people know because at that time in 2008,. You either got pizza delivered or Chinese and that's it. Yeah, so really educating the market that we do delivery. They're like, oh, okay, so for like 150 people or no, no, no, we do. And you would tell the customers would come in, it's a little room like this. They would come in multiple times and then until while they were there, they saw drivers going. They go oh, you deliver to houses. And it was just an education time because Uber wasn't really big. No, third-party platforms, so that was a very difficult thing. I also put the tortilla lady right behind the counter so I could see her hand-rolling tortillas, because also, when you go to smaller locations, people assume it's a lesser product. Right, it's an inferior product. So I said, well, let's put the lady right here so they know, because they're used to going to the restaurant and seeing the ladies make tortillas the good ones, you know and so they were like, oh, I get it, y'all make your food. It was just a big education process, educating the markets always was the hardest thing at the beginning. Chris: Talking about the tortillas, your quality of food is outstanding, my opinion. Thank you. I think other people agree. One of the challenges for a restaurant, I would think, in the scale, is maintaining the quality and the consistency. Is maintaining the quality and the consistency what? And you? You talked earlier about putting systems in place, but what? What are you doing to make sure that quality and consistency is there, because you're now all across the state of texas? Pete: yep. So it was very difficult to begin. Like I said, we we used to trim in house marinating house. It's a. I mean, we can get into the weeds on processes and procedures, but you would always maybe go to another store where they added sugar instead of salt to the marinade. So you're like, oh, we can't do that. Very early on I realized that I needed more system, more structure, and one of my goals was to grow. But I knew I couldn't do it the way I was doing it. Then we got to the point where we could marinate our stuff centrally and distribute it to our food distributor who takes it to the stores. So that was one thing that saved some concern, because that's the biggest heartache is the worst thing you can hear is I don't like that one as much as that one. Chris: Right, it's just different, right? Yeah, that hurts yeah. Pete: So it's developing relationships with manufacturers that can actually do your recipe the right way and deliver it to the customers. Chris: Sorry, yeah, go ahead. You've been talking a lot. Advert: Hello friends, this is Chris Hanslick, your Building Texas business host. Did you know that Boyer Miller, the producer of this podcast, is a business law firm that works with entrepreneurs, corporations and business leaders? Our team of attorneys serve as strategic partners to businesses by providing legal guidance to organizations of all sizes. Get to know the firm at boyermillercom. And thanks for listening to the show. So let's talk a little bit about innovation. What are some of the things that you feel like you have done, or maybe doing that are somewhat innovative, to help your business grow? Pete: Well, you go back to getting a good team around you, right? So when I started to grow, I ran into one of my partners, joey Aguia, who had a lot of operational experience in the industry. He was a franchisee for multiple concepts and, because I don't want people to think this all came out of my brain, I had a lot of help along the way and I would stop you because that is such a great point. Chris: Rarely has anyone just done it on their own right. You surround yourself and maybe we'll talk a little bit about that in a second, but I think it's a great point we should pause on, it's knowing what you're not good at. Yeah. Pete: And luckily. Chris: I'm so bad at so many things that it was just finding people all over the place that could help me. Well, I doubt that part but I bet you know. Pete: So innovation so you were talking a little bit about All right. So innovation was going to these manufacturers and our recipe is citrus-based. So technology really caught up to what we do in that not that we do anything special, but the way we do it was very hard for technology to be able to put it in a stable way that could perform the way we expected. So along the way we got with further processors who marinated our product and that was a three-year process to really get it right. So that's innovation on their side right. For us it was our technology, our apps, our ability that helped us survive through COVID. Actually Our ability to do curbside, to be quick and responsive, the way we package our things, the way we set up our kitchen, which took a couple iterations, and to really limit steps and increase customers service through speed and convenience and, like I tell people, the three C's you know convenience, a consistency and quality dad joke, like my daughter says that joke and and so. So those three things really helped us to speed up our service and match. So the problem there becomes matching your service through technology and through your processes on the front end. So really investing into that at an early point helped us keep a little bit ahead of the curve along the way. Okay, so those type of innovations. Chris: That's great. Head a little bit ahead of the curve along the way, okay. So those type of that's great. So, as I mentioned, started in houston and one spot in west university. Uh, you've now expanded throughout the state. What are some of the advantages that you've experienced or see in being a texas-based business and maybe it'll kind of spread across the state? I? Pete: think that that well, I came to Houston. I don't you know, being here, you don't realize how big it is and how competitive it is, and, as I think being in that competitive environment really helped us, you know you gotta. I mean, you can't sell fajitas 23 years in Houston and not be good. Chris: Right. Pete: There's 10,000 restaurants that do a great job in Houston, so I think that was one of the things Having access to big providers, distribution, the ports, being close for our produce. You know being close to the border, so I think that being a hub allows you to control costs, develop business and really grow strategically. Having so many people here law firms, business professionals to help you along the way, you have everything you need in Houston, In Texas, you know, by professionals to help you along the way. You have everything you need in Houston In Texas by default, so I think that was really an advantage. Although it's hard to make it, I think you have the tools you need if you're lucky enough to run into them early. Chris: Okay, that's good. So, when you think about the restaurant industry, what are some of the headwinds that you feel like your company or the industry may be facing today, or that you see around the corner that you're trying? Pete: to. Right now. I think there's a crunch. People are spending a little bit less, right? I think we all see it at the grocery stores, we see it everywhere. So a headwind is how do you translate your value proposition to the guests? We're a community-based business, so we tell people teachers, preachers and coaches so that is part of the value proposition you have as a brand. But people still want to. I mean, it's all about the meat and potatoes, right? They want to get a good value for their food. So the headwinds are figuring out how to provide value, control cost and still deliver the quality that the customer deserves. Gotcha. Chris: What was one of the? When you think about struggles or lessons learned, what was one of the maybe failures or mistakes you feel like you made along the way in those early days that you overcame, but it taught you a lesson that you'll never forget. Pete: I think it was really like we mentioned in the beginning hiring problems. At the beginning it was a lack of maturity. It was a lack of having systems, like we mentioned. I think, maybe underestimating what I did in that well, if I did, anybody can do it and maybe making bad decisions on people I could put in key situations, and those probably came because my systems weren't good enough also. So I think really underestimating what you do as an entrepreneur is a problem that we all have. Underpricing your services is a problem we all have. And trying to compete with my full service restaurant, trying to be everything to everybody, having 70 items on the menu that was the biggest lesson. I said no, there's too much waste. It's too hard to be good at everything else. Let's just be good at one thing and replicate that. So I think those lessons really got us to where we are in learning how to trust other people in areas that you're weak at. Chris: I said well, going back to being the best at one thing, it's almost like the GE mindset, right? Yeah, let's be. If you can't be the best, let's not do it. Pete: Yeah, I got any color you want, as long as it's black. Yeah, you know so that's the way you, that's the only way I could figure out how to do it. Chris: Yeah, the kind of going back to the people and I agree with your emphasis on so much of it is in the interview process, hiring process. You usually learn that the hard way, right. And then you get to what do you do when you realize you made a mistake? And what have you kind of learned over the years about when you realize you've made a mistake, how to handle that and how to move? Pete: on. I think you have to be fair to the person. You have to let them go. You have to get rid of the people, right, inform them of why it's probably not a good fit. Most of the times, people just fire themselves. But in this situation where you make the mistake, you just have to be fair. Let them know what their strengths and weaknesses are, because I would want somebody to do it to my son. Sure, let him know where he messed up so he can be better next time. Say, hey, it ain't going to be here, but if you get better, you'll do better there. So having those clear conversations those are tough conversations to have, sure, they are, but they're important because they're part of leadership is not when you're with the person you know. Good leadership extends to when they're gone from you and in the lessons, like a lot of the leaders I've come across, I say the things they say still 30 years later because they're good leaders. So they don't have to be next to you to be a leader. So we, as people who are in charge of businesses, we have to understand that the leadership style we need needs to be forward thinking, right. Chris: But it's a great mindset to share. So let's talk a little bit about leadership then. I always like to ask people how would you describe your leadership style? How do you think that's evolved over the last? Pete: almost 20 years. I think it's like people, I'm very relaxed leadership style. I'm really not very confrontational. I need to get better at those things. But I take everybody's opinion. It's very disseminated the way we make decisions. It's never hey, make the call, pete, right, no, no, we talk about it. I involve everybody. People that maybe even ask why are you asking my opinion? Why do I? Whatever, I think it's very important to always take the opinion of people actually in the front lines, and that's the reason I like having my store, my original store, always because I'm making decisions for a store in Chicago, well, I need to feel the pain of that decision, I need to feel the weight of it, and if I wouldn't do it at my store, why would I do it at theirs? So it keeps you honest. You have to be with the team. I guess is the question for leadership. Chris: Sounds like kind of that servant mindset. Pete: Yes. Chris: I'm not going to ask you to do something I wouldn't do myself Exactly. Pete: And then, once decisions are made, expect everyone to know, get behind it, move forward. Yep, exactly, I think that's important part of especially the industry we're in, because people you, you deal with hourlies, salaries. Now with the franchising corporate staff is a different employee than at the store level, but everybody has a, a trigger. You can. You can touch people in different ways, but you have to take the time to know what motivates them. So you have to to be in it. Chris: Got to be in it. So we've kind of been talking around this, but let's go right into culture, right? So all you're talking about hiring the right people, telling them and being clear about expectations, giving them motivation and incentive to do that job. You know, how would you describe the culture that you believe you have at Fajita Pete's? And then what are you doing to make sure that, as you scale the business beyond that one location, that it is resonating in those other? Pete: locations. We need to do a better job of culture building. You always need to be doing a better job of culture building. I think it's by example, like I told about the leadership side. So we try to communicate directly with the teams. If there's issues, you communicate directly with the frontline people that don't expect a call from you, but it lets them know hey, somebody's watching, and not only when there's issues. When there's good things happening, you need to communicate that to them, because it's like putting deposits in a bank account right, every interaction you have with somebody is that you're putting a deposit or you're taking a withdrawal and if you go and only withdraw, they're not going to listen to you. There's nothing there. So you have to build that up. So those interactions are part of what we do as a culture. We need to incorporate probably more team meetings, as we do. We did at the beginning and now, as the company grew, we have multi-unit franchisees who kind of have a good vibe going on good culture within them. But I do think getting back to more scheduled team events is going to be good. We just had one a few months ago. So those things that allow people to see that you're in it with them. You're going through the same issues it's not just you and you have that support system. I think those things are critical. Chris: I like that and I think the team building right Creating opportunity for them to connect and build relationships so that the team within the team has a connection, feels like they've got each other's back will end up being a better product for the customer Because they're taking pride in what they're doing and want to help each other be successful. Pete: You have to believe your own BS. You know what I mean. Chris: If not, because part of the service that. Pete: You have to believe your own BS. You know what I mean. If not, because part of the service that we try to teach is genuine service. So you have to have a genuine. Like I tell people, don't learn my spiel, but learn in your words. Say the same things in your words, because I don't want it to sound rehearsed True. But, it's a tough thing, as we grow so fast, to really you go through six months at a time in the blink of an eye. So it's something that we have to be more intentional on and keep building that Right. Chris: There's so many things going on right. That's a good point as an entrepreneur, just how you juggle and manage because you're trying to keep the business going, trying to grow the business, you're trying to maintain relationships up, down and all around. But you got to. I think it comes back to systems and processes. Right To say we're going to have quarterly team meetings or whatever they're going to be, so that there's a scheduled cadence to doing the things that help create the connectivity. Pete: Yep, that's part of growth. I think it's just taking stuff off your plate, putting in the right, because on top of all the business stuff there's also life. Yeah, you have a family, yeah, exactly I know so you think about. Chris: you were a great education at U of H and the entrepreneurial program. So what? What type of advice, being where you are now looking back, for someone out there that maybe is thinking about starting on their own, like you did years ago? What are some of the one, two, three things you might say as advice to say, if you're thinking about starting your own business, regardless of the industry? Pete: What's some something you might say as advice to say if you're thinking about starting your own business, regardless of the industry, what's something you could pass on to them? I think you have to have. You have to go in it with open eyes and understand that it's going to be. You can have the best intentions and you can do everything fault, but it's always your problem. So I think that's having you have to know that going in and thank God, now there's industry. You hear, hey, I started a business, sold it in five months for X amount. That's awesome, but that's not everybody. So be ready to. If you're not planning on keeping it, don't start it. Be ready for that. So I buy a couple of little commercial real estate properties. Are you going to flip it? If I'm not willing to keep it for 30 years, I'm not going to buy it today. Now will I flip it? Probably. But you have to go in with the mentality If you're not going to keep it, don't start it. And, like the good things, set yourself small goals, because you always have the big picture as the entrepreneur, as the founder, sure, but set small goals and celebrate the wins, right, you know. So I, I think it, once you achieve those smaller goals, those milestones. You really need to celebrate them for you, because we have, I tell people, entrepreneurship is almost a disease, right, right, and you don't recommend it to everybody. It's not for everybody. 100 so, and there's nothing wrong with not being an entrepreneur now. Now there's a culture that everybody needs to be their own boss and side hustles, and not for everybody. There's nothing. There's entrepreneurship that they teach us in the entrepreneurship program also how to grow within the company Interesting, how to add value to your boss. Chris: I hadn't heard of that. That's great yeah. Pete: So that's a very important part, because not everybody, it's not for everybody. Chris: It's not, and that's a great point, right. Everyone thinks, and because of those, the the things that get the headlines right someone starts a company, a year later, they sold it to whatever it sounds easy, we're making it. Pete: You know the media romanticism about it yeah, but it's not for everyone. Chris: I mean, we're all different, we all have different strengths and and we said this earlier, you know in the podcast, in this episode it's not easy, it's not for everybody. So just because you can't do it, that make you a bad person. You have, you could have a very significant role within a company, even if you haven't found it uh, I would think that's a great thing on your resume is failure right, right that that that I mean. Pete: that's how we all learn, absolutely, you know. And another another thing is people who have done things. If you can move one rock out of the path of somebody coming behind, then that's also our responsibility. Right Now, will they listen or not? Because I remember 23,. You knew everything, you know, yeah, so, but you have to be available to those people as well available to those people as well. Chris: Okay, so you said you moved from Columbia. Yes, sir, what's your favorite thing about Houston or Texas? Is there an event you like to go to every year, or sporting event or cultural event? Pete: About Houston is that there's a lot of live events. So I like live stuff, I like sports, I love the Astros. Go to the Texas games, rocket games, I like that. If you wake up at, if you you're one in the morning and you want to eat food from any country in the world, you pick it. There's a restaurant here in houston for it. Yeah, I like that. There's a good international community. I mean, there's bad things, always the traffic and everything, but that comes with it, right. So I like the opportunity that it's there, because then you can learn from different things, you can apply what you learn in other areas. So that's what I like about it Just the broadness of it, the availability of whatever you can think of and the access to different people that come from maybe not a similar background, but we all have mothers, grandmas, fathers, brothers, sisters. So you end up realizing that the world is not as big as you think and we're not as different as we think. Chris: Very true, very true. So I'm 90-something episodes into this podcast. I've asked every guest this question at the end. When I ask you even though it just seems a little bit odd, but I ask my guests, what do you prefer? Tex-mex or barbecue? You with the fajita restaurant? It seems like it's not a fair question. Pete: It's not a fair question, because my favorite type of food is chinese. Okay, so no. But houston has a great uh text mix scene and and I think it's just awesome when people come here you've seen the interviews they come in for barbecue text mix, but there's so much more in between, sure, you know? I think it's. It's such a beautiful, it's a good city. Chris: It's a great city to be a foodie. Yeah, because it's also where it's such a beautiful part of town. Pete: It's a great city to be a foodie. Yeah, because it's also where it's at on the map right. You can access different produce products that match other cuisines, so then you end up getting more authentic food, like you would if you went there Now. It's not equal apples to apples, but it's a very good representation of whatever that culture is trying to portray. Chris: So last question you've mentioned is it's it's not being an easy being an entrepreneur, run your business. So what do you do to kind of for yourself, to kind of recharge, relax? Pete: Spend a lot of time in the afternoons with the family. The funny thing is cooking, which we do all day. But you know, go home, clip a branch of the rosemary plant, make some steaks for the family, spend time, go to live events. I think recharging that social battery. Being in crowds, I like that environment. That's part kind of the restaurant kind of gives you that. But you know, going to different live events, concerts and sporting events is really kind of the way to charge up and it allows you to be in the moment and, even though you never clock out as an entrepreneur, it allows you to kind of disengage for just enough. Chris: Yeah, you know until you're driving out. Nearly right, yeah, so well, pete, this has been great really your stories amazing and inspiring. Like I said, I've been a big fan of the food for four years before you, so getting to meet you has been a real pleasure. Pete: Thank you, thanks for coming on. Thank you, brother. Chris: Appreciate it.T Special Guest: Pete Mora.

What's up, dudes? 'Twas the night before Half-Christmas, when all through the house, not a creature was stirring, not even a mouse. The stockings were hung by the chimney with care, in hopes that St. Nicholas soon would be there! Yes, he's the magical gift bringer that makes  children all over the world happy. Jeff Loftin from Lost Christmas is with me to talk all about the International Santa Claus Collection!International Resources, LLC was established 1991 in Northbrook, IL. The company designs, contract manufactures, markets, and sells collectibles primarily during the Christmas season, under the trademarked names of “Liberty Falls” and “International Santas.” The figurines are hand painted resin and reflect gift bringers from traditions all over the world.In 1822, from the talented mind of Prof. Clement Clark Moore, came one of the most popular poems ever created, “A Visit from Saint Nicholas”. And thus the legend of St. Nicholas, spanning more than 1,700 years through every country in Europe, continued to flourish in the United States. Starting with Nicholas, the Turkish patron saint of children, who gave away bags of gold coins stuffed into stockings and shoes, through Russia, Holland and into England, Nicholas has evolved from many different appearances and an equally large number of names.Gwiazdor and Ded Moroz? Check. Belsnickle and Father Christmas? Got ‘em. Pancho Navidad? I don't remember him from my time in South Texas! So hop on over to Dillard's, get on the nice list, and pick up the International Santas Claus Collection! Oh, and listen to this episode! Ho, ho, ho!Lost Christmas PodcastFB: @LostChristmasPodcastTwitter: @LostChristmasP1IG: @lostchristmaspodcastGive us a buzz! Send a text, dudes!Check us out on Facebook, Twitter, Instagram, Totally Rad Christmas Mall & Arcade, Teepublic.com, or TotallyRadChristmas.com! Later, dudes!

Voice dubbing. When does it work? When does it not? This week Raven and Campbell discuss classic literature, how to make alcoholic gruel, and musical orphans in the first act of the 1968 musical film Oliver! Where to watch: Hulu, YouTube, Apple TV   Oliver's Twist Recipe: - 2 oz gin  - 1 oz fresh lemon juice - ¾ oz earl grey, black pepper syrup* - ¾ oz orange liqueur   Combine ingredients in a shaker with ice. Strain into a martini glass and garnish with a lemon twist.    *Bring 1 cup sugar and 1 cup of water to a boil. Add ~8 tsp earl grey leaves and ~1 tsp ground black pepper. Steep for at least 10 minutes and let cool before storing in the fridge.   You can support us by donating to: Education Through Music at https://www.classy.org/give/442371/#!/donation/checkout The D'Addario Foundation: http://www.daddariofoundation.org/about/donate  Mr. Holland's Opus Foundation: https://www.mhopus.org/donate/    Email us at boozicals@gmail.com or comment your musical requests or cocktail recommendations! Also be sure to follow us on our Instagram @boozicals for updates on your now favorite podcast.

In this episode, we're joined by Tiffany Jade Holland – a singer, songwriter, producer, creative mentor, and community builder from the UK. With roots in fashion, marketing, and event production, Tiffany's journey into music didn't start with sheet music or studio time—it began with a need for healing and self-expression.We dive into her transformative path, from discovering music later in life to becoming a driving force behind platforms like Circle of Light and Sugar Stealers. She opens up about leaving toxic environments, how to know when it's time to move on, and why mental and emotional well-being are non-negotiable for young creatives. Tiffany's story is a reminder that music isn't just a career—it's a lifeline.ℹ️ JMI is a global network of NGOs that empowers young people through music across all boundaries. For more info, visit jmi.net or check out all the amazing opportunities for musicians on Mubazar.

Physician assisted suicide and the economic impossibility of safeguardingFor best results and links to related articles and to read my other work, find this post on Substack: https://shirabatya.substack.com/p/death-affirmative-care.------------------Last Friday, the UK Parliament voted by a narrow margin to legalise physician-assisted suicide.Since then, there has been much discussion of the possibility that the House of Lords could tighten up safeguarding for this bill, which has been criticised widely for lacking sufficient safeguards for people who are mentally ill, anorexic, diabetic, or simply socially isolated and therefore easily suggestible by doctors who, according to this law, will be allowed to raise the topic of suicide with patients who have not raised the issue first themselves.In fact, Parliament explicitly rejected an amendment to prevent doctors from suggesting to patients that they may wish to end their lives, voting only to protect children from such suggestions. Similarly, although Parliament approved an amendment that prevented patients from being deemed terminal due to voluntary stopping of eating and drinking (VSED), this does not apply to anorexics, whose refusal of food is due to a mental health condition and therefore is arguably involuntary.The erosion of safeguarding is not a matter of if, but of when. It is not a bug but a feature.A number of people who have concerns about the bill are hopeful that with the correct amendments in the House of Lords, it will be made fit for purpose and add the safeguards that are currently lacking. Although safeguards are obviously to be welcomed, I believe that such people are failing to recognise a more fundamental problem with this proposal, which comes down to economics. In the end, whatever safeguards are officially agreed, as long as this matter is framed in terms of a “right to die”, over time, practical constraints will lead to an erosion of safeguards as has occurred in places such as Australia and Canada. The erosion of safeguarding is not a matter of if, but of when. It is not a bug but a feature.For those who are in favour of physician-assisted suicide, the discussion about this legislation has been framed in terms of patient choice and the “right to die”. How dare I restrict the choice of somebody else who has freely consented to ending their life? It's their life, not mine. Their body. Their choice.For those of us who have followed the child gender transition debacle of recent years, this conversation is oddly familiar. It is no coincidence that people such as Kathleen Stock and Fred Sargeant who are critical of physician-assisted gender transition, have also been concerned about physician-assisted suicide. In gender critical circles, we know to be careful when people talk about bodily autonomy and choice; we know that the issues of safeguarding or gatekeeping or autonomy are never as simple as people might think.How will the NHS deal with this backlog of people demanding to die, particularly if the service is framed in terms of people having a right to die?Already in recent days, health secretary Wes Streeting has raised concerns about the cost of implementing physician-assisted suicide, possibly topping £15,000 per patient. A whole new service needs to be set up in the NHS to provide this procedure. Personnel need to be trained to assess requests from patients and to determine which patients should be allowed to die, and which should be told “no, not you”. This will also divert resources away from other treatments, possibly away from the important palliative care, provision of which is known already to be inadequate. Adequate palliative care is crucial if patients are to have a real choice between ending their lives and having a dignified death free of excessive pain.Whether or not the House of Lords strengthens safeguards, we know that implementing this legislation will be difficult and costly. The greater the safeguards that may be added, the greater this cost, as savings are generated only after sick people actually do die. We have already seen that practical constraints (economics) have led to changes in the safeguarding process. A shortage of available high court judges forced the bill's proponents to remove the safeguard that such a person would need to approve applications, in favour of a more practical panel without a person of such high legal qualifications.We must ask: What will happen in a few years' time, when there is a backlog of say hundreds or thousands of patients who have requested assisted suicide? What will we do when the safeguards necessary to make sure that their suicide has not occurred under duress or due to inappropriate factors such as mental illness — when these safeguards lead to unacceptable delays because systems are overwhelmed. How will the NHS deal with this backlog of people demanding to die, particularly if the service is framed in terms of people having a right to die?Imagine a few years hence, if careful safeguarding and gatekeeping is in place, if the process has not devolved into the informed consent model in which a patient's “right to die” is simply affirmed and they are pushed down the pipeline towards death. Someone will be frustrated by the delays from “excessive gatekeeping” that interferes with their “right to die” and they will sue complaining that they are being coerced into remaining alive. If strong safeguards are kept in place, this lawsuit will happen (again, not a matter of if but of when). More likely, organisations such as Humanists UK will push for a reduction in safeguards to avoid such delays.Those of us who have been following the issue of gender-affirmative care in medicine cannot help seeing the obvious parallel: the similarity to another story in which gatekeeping was eroded due to the reality of practical constraints or economics. Years ago, when Dutch doctors initially decided to begin to transition a small number of gender non-conforming children in order, theoretically, to provide them better cosmetic outcomes as fully transitioned adults, there were significant safeguards in place.Let's leave aside the question about whether, in principle, we think that one should ever block the puberty of a child and medically transform a young person to look like the opposite sex. Leave aside that question for the moment and simply consider the matter of safeguarding. Leave aside for the moment the very valid criticisms of the Dutch protocol, which I know was severely flawed research. Nonetheless they did have safeguards in place. If you have followed the New York Times podcast, The Protocol, you will recall that one had to undergo several months or years of therapy. There was screening for all sorts of mental health problems that disqualified patients from puberty blockers or medical transition.Thus the “gender-affirmative” care model began to view gatekeeping as a pejorative, something we should not do as we had a duty to affirm patients…So what happened when American and British doctors saw what was happening in Holland and decided to bring these procedures back to their own countries to replicate them so that patients in their own countries could have access to this new apparently ground-breaking treatment protocol? Quickly, in both the UK and the US is, the number of children seeking “gender-affirmative care” far exceeded what clinics they could cope with following the Dutch model, because along with the patients they expected to see (those who had been gender nonconforming from a young age, mostly boys), there came a multitude of distressed adolescents (mostly girls) with no prior history of gender dysphoria. Thousands of patients built up on waiting lists, or in the case of the United States, patients sought treatment at hospitals hundreds of miles from their homes, and so they could not reasonably be expected to show up for months and months of appointments and therapy sessions (See NYT The Protocol, episode 3).As a result, as explained in the NYT podcast, the process was changed. It was streamlined to get through the waiting lists. Months of therapy often turned into a single assessment. And thus we ended up with problems that far exceeded those from the Dutch protocol. Again, I am not saying that the Dutch protocol was itself a good process or defending that research, which is deeply flawed. But certainly, what happened in the USA and UK etc. was far, far worse. It became a free-for-all.You will change the product to fit constraints just like any vendor of any product in a market economy. Therefore, if it is impractical, expensive or onerous, safeguarding gets cast aside.Johanna Olson Kennedy explains on the Protocol (again episode 3) that she realised it actually made no sense to engage in these sorts of safeguarding / gatekeeping procedures in order to decide which patients should be getting gender-affirmative care and which should not. Gatekeeping did not work because, of course, doctors could not easily tell which patients should and should not be transitioned, and patients would simply change what they told doctors in order to get past gatekeepers, thus hiding other mental health problems. Again, this is a matter of economics, of practical constraints and incentives (people may not be honest with doctors if that does not get them what they want).Olson Kennedy therefore decided that patients who wanted to transition should be allowed to transition, should be affirmed. Thus the “gender-affirmative” care model began to view gatekeeping as a pejorative, something we should not do as we had a duty to affirm patients and believe them when they claimed a gender identity. Transition was no longer a treatment which would be provided or not based on medical judgment by a trained professional. Rather, transition became purely the exercise of what was framed as “trans rights.”You could say that this was an ideological development, but I'm going to look at this purely from an economic point of view, since I am trained as an economist. Set aside the culture wars, “woke”, queer theory, all of that. It was inevitable that this would happen. If the resources are not available to do the safeguarding that you would like to implement and you have a backlog of cases, then you will then adapt your product to fit the circumstances so that you can provide a service that satisfies your clients, patients, customers (whatever you wish to call them). You will change the product to fit constraints just like any vendor of any product in a market economy. Therefore, if it is impractical, expensive or onerous, safeguarding gets cast aside.The better safeguarding functions, the more we will hear people criticizing the gatekeeping that prevents people from dying when they want to.Of course, to avoid cognitive dissonance, you will then be attracted to an ideology that justifies your actions. Alternatively, jobs providing this care will attract ideologically compatible personnel — people whose mindset allows them to do this new job and still to sleep at night. Self-selection of compatibly minded people will inevitably lead to group think within these clinics. None of this requires any conspiracy, any neo-Marxist strategy to take over the Academy and inflict queer theory on students. This is a process driven by the economics. Ideology is a secondary result.In short, I don't think that what happened in the States was in any way surprising. It's exactly what you would expect to happen because the only practical alternative to getting rid of all the safeguards would have been what's happening now in so many US States and countries, which is to halt provision of this service completely. You can't transition any children at all because we can't tell which patients should or should not be transitioning as children. Because the reality is that, at any reasonable cost, within realistic practical constraints, it is just not possible to put in place safeguarding or appropriate gatekeeping so that only the correct patients get the treatment. You either have a free for all or you stop doing it completely.This brings us back to physician-assisted suicide in the UK. I predict that if this law gains royal assent, even if the House of Lords agrees extra safeguards, it will not actually make that much difference. Yes of course, it will help if safeguards are put in place. Some vulnerable patients can of course be protected from killing themselves and it is better if the law closes the anorexia loophole, the diabetes loophole, the doctor-suggestion loophole, etc. However, when it comes down to it, whatever safeguarding we do will be constrained not by what the law says those safeguards should be, but by the economics.Safeguarding / gatekeeping will be constrained by the funds available to pay personnel on review panels, meaning quicker decisions by less qualified people. It will be constrained by the ability to train health workers for jobs implementing the service, and these new jobs in death-affirmative care will self-select for those who are ideologically committed to the right to die, just as clinicians in “gender-affirmative youth medicine” self-selected for those who believed in queer theory or had themselves transitioned or had supported the transition of a partner or child. We must expect that gatekeeping will not protect vulnerable patients. When this failure occurs, it will not be a surprise, but an economic inevitability of enshrining a “right to die” and to have this death provided by the NHS.Initially, we may have a good service with careful decisions. Morally problematic, but perhaps analogous to the Dutch protocol. However, over the course of time, as the number of people seeking assistance for suicide increases, as the caseload and the backlog of cases builds up, as the systems in place to provide careful safeguarding become overwhelmed and more ideologues are attracted to the death-affirmative care profession, the death-provision procedure will be streamlined, and safeguarding will be reduced. The better safeguarding functions, the more we will hear people criticizing the gatekeeping that prevents people from dying when they want to: for example, discrimination against the disabled or the mentally ill who all have an equal right to die.Doctors are paternalistic. They offer us treatments that evidence shows to be beneficial, not treatments we demand as our “right”. We are patients, not customers.No matter what safeguards are put in place, the reality will be that these safeguards will not be adequate because they cannot be adequate because to put adequate safeguards in place will simply cost too much and place too many obstacles in front of those who see this as a right. Thus, people will find a way of rationalising why a more streamlined approach is consistent with the intention of parliament, or the law will be amended to solve practical difficulties — meaning to remove safeguards that are practically impossible to implement.There will be lawsuits by patients affected by the delays that will force pragmatism by the NHS. And in the end, we will institute an easy pipeline towards death in the same way that there was, until recently, an easy pipeline in the United States towards gender transition of children. And as we found in the United States to do with child gender transition, the only way to actually stop the abuses of the system will be to abolish the service completely. Except in this case, it is unlikely that a reversal will occur. We will have become efficient at killing off those who are an economic or medical drain on society. The economic cost of reversing this progress will be far too high.There is a deeper lesson here. The fact is that there are some kinds of choices, medical decisions, medical procedures, where theoretically we might say that some people should get them, but where we can't allow this to become normative medicine paid for by the state or by insurance, because we know that the reality is that the safeguards that one would need to put in place are actually impossible. There is no way to make the care widely available to your target group without catching all sorts of other people who may be harmed if this becomes normalised and paid for by institutions, particularly if this care is framed as a human right.This is why it is fundamentally wrong to have physician-assisted suicide in the UK, provided by the NHS, framed in terms of a “right to die”. It cannot be done, and the reason is not because I don't think that it is morally justified for people to be able to end their lives if they so choose. This is not because I feel that I have a moral right to tell other people whether they ought to live or die. Rather, the reality is that if you try to put in place physician-assisted suicide based on a right to die, you will end up with exactly the same problem happening that happened with child gender transition. Because even if you believe that some children should be transitioned, (which I don't), there is no way to offer such a service without being swamped by patients who definitely should not be receiving it.If a service is demand-led, you end up finding it impossible to safeguard patients and to distinguish between those who should be treated, and those who should not. You end up with an assembly line and a free-for-all and a lack of gatekeeping. It is a process driven by the economics, once it receives an initial ideological green light to begin.Does this mean that it is impossible for there ever to be physician-assisted suicide provided to any patient with any health condition? What about people with terminal cancer, suffering intolerable pain in their final days or hours of life? Do we leave them to suffer in agony? I actually believe there may be a way to help such patients. The key is that any such assisted death must not be framed in the terms of the right to die, in the same way that medical alteration of sex development cannot be framed in terms of a “right to transition” — paid for by the NHS or insurance as the case may be.This is because there is no “right” to have any particular kind of healthcare. We do not waltz into a doctors office and demand antibiotics because we feel we have an infection. We require a diagnosis, and if the treatment is appropriate, we get the penicillin. Otherwise, the doctor says no. Doctors are paternalistic. They offer us treatments that evidence shows to be beneficial, not treatments we demand as our “right”. We are patients, not customers. The failure to understand this basic fact lies at the root of the scandal that is gender-affirmative care.Can doctors ever offer death as an option to patients? Possibly yes, but this would have to be offered like any other medical treatment. If there are particular medical circumstances (such as end stage cancer), where evidence shows that even with the best palliative care, a patient cannot control excruciating pain, so that the best treatment possible may be to increase morphine to deadly levels, one might be able to make a clinical argument to offer this. But this would be a very specific clinical judgment, and it is not about whether someone has the “right to die.” It is about caring for a patient who is dying, so that his or her death is less painful.I think this scenario is what comes to mind for those who make the most emotive arguments for assisted dying. In that case, what a law could do is give authority to NICE to look into the possibility of hastened death being elected by patients with that particular health condition, in order to allow their death to be less agonizing.But we cannot frame this in terms of the right to die. It's not about a patient making a choice and then demanding that the NHS provides death to order, with the patient as consumer. Rather, we're talking here about doctors engaging in what effectively is a form of health care for a patient, where medical evidence indicates they may be better served if they are allowed to die sooner, and therefore they are given this as one treatment option.Even here, the offer would be fraught with risk. This would entail legislation that would protect doctors from prosecution when they offer such help but only subject to enormous safeguards, similar to those proposed for the assisted suicide bill, but not framed in terms of a “right to die.” Moreover, if we are talking about just a small number of conditions for which there is solid medical evidence that palliative care alone cannot prevent an agonising death, we may find that the economics does not necessarily lead to an erosion of safeguarding. Even here, we would need to compare a hastened death to the best possible palliative care, so that patients are not effectively forced to choose death because they are not being provided for properly otherwise.The key to understanding this is to avoid a misconception about informed consent: namely the mistaken notion that it is reasonable to offer death to patients if they have capacity to consent to that death. This is not how informed consent normally works in medicine. Rather, even where informed consent applies, doctors act paternalistically. They evaluate which treatments can help a patient, and then a patient must consent to treatment and has a right to refuse treatment. But patients do not have a right to demand treatments that doctors do not deem helpful. There is a right to say no, not a right to demand yes.The problem we have with the so-called “right to die” is similar to what happened with gender-affirmative care. There, treatments were framed in terms of a right to transition as opposed to being framed in terms of evidence-based health care. And that's how we ended up in the mess we're in with a complete free-for-all with the elimination of safeguarding or gatekeeping because patients felt they had a right to the care whether or not there was any evidentiary basis for it.The key here is to realise that, when given by healthcare providers, death is no more a right of patients than any other kind of healthcare a doctor could give. Doctors do not have a duty to give any patient any medical procedure, any outcome that the patient wants. They have a duty to give healthcare which is evidenced and sensible and also cost effective. When a particular kind of treatment becomes a “right”, we throw out of the window the most important question: whether the treatment does or does not benefit patients, based on evidence. Because if it is truly a right, then it is equally a right for a patient dying in agony of cancer, and for a nineteen year-old with anorexia who has just given up on life and wants doctors to end it. This way of framing medicine is a very, very dangerous, dangerous path to take.Thanks for reading Heterodox Jewish Woman! Subscribe for free to receive new posts and support my work. https://shirabatya.substack.com/ This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit shirabatya.substack.com

Holland Reeves, 89, of Jackson, passed away on June 14, 2025, peacefully at his home surrounded by his loved ones. Holland was born on April 12, 1936, to parents Rufus Reeves and Louise Reeves. A member of Forest Avenue Baptist Church, he had a strong Christian faith and was a man of few words. They were words of wisdom and when he spoke, everyone listened. He enjoyed hunting, fishing, tinkering and woodworking. He loved to listen to Christian music and spending time with his family. Holland's life spoke for itself. He is preceded in death by his parents; infant brother,...Article Link

Listen Ad Free https://www.solgoodmedia.com - Listen to hundreds of audiobooks, thousands of short stories, and ambient sounds all ad free!

How can we build a sense of hope when the future feels uncertain? Poet Tomás Morín tries a writing practice to make him feel more hopeful and motivated to work toward his goals.Summary: Can writing about your hopes make you feel more optimistic? In this episode, poet Tomás Morin tries a hope-focused writing practice developed by psychologist Charlotte Van-Oyen Witvliet. Backed by research, the practice helps people feel more hopeful, motivated, and grounded in gratitude, even in the face of uncertainty.How To Do This Practice:  Write about something you deeply hope will happen, but can't fully control. Reflect on how important this hope is to you and how motivated you are to pursue it.  Recall a past hope that once felt uncertain but eventually came true. Write about what you're grateful for from that experience, including who helped and what you learned. Connect what you learned then to what you're hoping for now. End by naming one small action you can take today toward your current hope. Scroll down for a transcription of this episode.Today's Guests:TOMÁS MORIN is a poet who won an American Poetry Review Honickman First Book Prize for his collection of poems A Larger Country. He's currently a professor at Rice University.Check out Tomás' work: https://www.tomasqmorin.com/|Read some of Tomás' poems: https://tinyurl.com/3v8u6m5hRead Tomás' latest book: https://tinyurl.com/aej9cw3aCHARLOTTE VAN OYEN-WITVLIET is a clinical psychologist who teaches at Hope College in Holland, Michigan.Learn more about Charlotte's work: https://tinyurl.com/yc65w4nuRelated The Science of Happiness episodes:  Climate, Hope, & Science Series: https://tinyurl.com/pb27repWhy Going Offline Might Save Us: https://tinyurl.com/e7rhsakjHow To Show Up For Yourself: https://tinyurl.com/56ktb9xcHow To Feel Better About Yourself: https://tinyurl.com/42fn62a2Related Happiness Breaks:A Self-Compassion Meditation For Burnout: https://tinyurl.com/485y3b4y5 Minutes of Gratitude: https://tinyurl.com/r6pkw2xxA Humming Technique to Calm Your Nerves: https://tinyurl.com/mr42rzadTell us about your experience with this practice. Email us at happinesspod@berkeley.edu or follow on Instagram @HappinessPod.Help us share The Science of Happiness! Leave us a 5-star review on Apple Podcasts and share this link with someone who might like the show: https://tinyurl.com/2p9h5aapTranscription: https://tinyurl.com/557waxw7

Today begins a two part series about how the Low countries modern day Belgium, Netherlands and Luxemburg shifted out of the Holy Empire. These lands, with the exception of Flanders, had been part of the empire for hundreds of years, ever since Henry the Fowler acquired Lothringia for east Francia in 925 – not by conquest but through diplomacy – as was his way.There are two ways to tell the story of the split away from the empire, one is about the dynastic machinations, the marriages, poisonings and inability to produce male heirs, the other one is about economics and the rising power of the cities. This, the first episode will look at the dynastic story, the pot luck and cunning plans that laid the groundworks for the entity that became known as the Low Countries to emerge, whilst the next one will look at the economic realities that thwarted the ambitions of one of the most remarkable women in late medieval history, Jacqueline of Bavaria, countess of Holland, Seeland and Hainault, and why that was ultimately a good thing, not for her and not for the empire, but for the people who lived in these lands.The music for the show is Flute Sonata in E-flat major, H.545 by Carl Phillip Emmanuel Bach (or some claim it as BWV 1031 Johann Sebastian Bach) performed and arranged by Michel Rondeau under Common Creative Licence 3.0.As always:Homepage with maps, photos, transcripts and blog: www.historyofthegermans.comIf you wish to support the show go to: Support • History of the Germans PodcastFacebook: @HOTGPod Threads: @history_of_the_germans_podcastBluesky: @hotgpod.bsky.socialInstagram: history_of_the_germansTwitter: @germanshistoryTo make it easier for you to share the podcast, I have created separate playlists for some of the seasons that are set up as individual podcasts. they have the exact same episodes as in the History of the Germans, but they may be a helpful device for those who want to concentrate on only one season. So far I have:The Ottonians Salian Emperors and Investiture ControversyFredrick Barbarossa and Early HohenstaufenFrederick II Stupor MundiSaxony and Eastward ExpansionThe Hanseatic LeagueThe Teutonic Knights

Sam sits down with Iain Forrester to talk about his lifelong fascination with the history of the game, and in particular hickory golf. Iain is the 5th generation of a golfing family, who having learnt the game and becoming a professional in the UK, moved to The Netherlands at Hoenshuis Golf & Country Club where he is the resident professional. Iain has a staggering collection of golf books and hickory clubs, a frequent contributor to British golf collectors society journal 'Through The Green', and the official archivist the PGA of Holland. He is also a masterful hickory player, and one of the biggest distributors and club fitters in Europe and UK. He can be contacted on X on @ForresterInfo or his website here. If you've enjoyed this episode, please leave us a review on Apple Podcasts or Spotify!You can follow us along below @cookiejargolf Instagram / Facebook / Twitter / YouTube / Website

Today I'm speaking with Mia, a clinical psychologist who transformed childhood memories of a Maine dairy farm into a healing refuge for her family after profound loss. When Mia and her husband lost their six-and-a-half-year-old daughter Eloise, they discovered that all the therapeutic tools in the world couldn't shield them from devastation—but they could find solace in returning to the place where Mia felt most herself as a child.Three Sisters Farm isn't just a 1850s rambling farmhouse on eleven acres in mid-coast Maine; it's a testament to the healing power of place and the courage to rebuild after tragedy. From discovering Sarah Morton's signature scratched in the original window glass to creating outdoor living spaces that invite guests to simply be, Mia has crafted a space where the truest versions of ourselves can emerge.In our conversation, we explore how physical spaces can facilitate healing, the difference between being and doing, and why sometimes the most important journey is back to who we were before the world told us who we should be. We'll discuss the privilege inherent in creating these escapes while acknowledging that relentlessness alone can't conquer everything, and how sharing these sanctuaries with others becomes both a practical necessity and an unexpected gift.Whether you're drawn to farmhouse culture, cabin culture, or simply searching for your own place of respite, this conversation offers profound insights into how we can create spaces that honor our deepest needs while opening our hearts to community and connection.Website: https://www.threesistersfarmmaine.comIG Handle: @threesistersfarmmaineVideo, by Ethan Abitz: https://drive.google.com/file/d/1Yt53KmC5dgiWLbCgIxerKay-Z5S0A5jx/view?fbclid=PAZXh0bgNhZW0CMTEAAaeyWzyuONncByvo4tVDu0P2k7iypbl7gYc55YAfjX1Qd5hJFbpleghNiUoeOg_aem_L0AoWMM0Z8qaXCS60N1QGw Cozy Rock Cabin: https://staycozycabin.holidayfuture.com/listings/311027Cozy Cabin Boone: https://staycozycabin.holidayfuture.com/listings/311026Cozy Camp Sebec: https://staycozycabin.holidayfuture.com/listings/311051Cozy Rock Website: http://www.staycozycabin.comYouTube Channel: https://www.youtube.com/channel/UC_FgMwAgvORd1IwlH1nlC9g

In this Artist Exploration Curtis Holland (Broadway's The Great Gatsby) and Director of MTCA, Charlie Murphy discuss;

New Miss Arkansas Kennedy Holland joins David, Roger and Justin on Morning Mayhem.

Leadership. Heart. Grit. And all under the age of 40. Those are just some of the defining traits of the 2025 Class of Westfair Business Journal's 40 Under Forty honorees. Nearly 200 guests gathered on Thursday, June 12, 2025, at Serafresca at The IC in Stamford, Connecticut, to celebrate these rising stars, recognized for their resilience, innovation, and community impact. The event, launched in 2006 by Westfair Communications, shines a spotlight on young leaders making a difference across Fairfield County. Westchester Talk Radio was on site, with host Joan Franzino speaking with 40 Under Forty event coordinator Natalie Holland, Events Director at Westfair Business Journal, about the planning that goes into creating a meaningful and inspiring evening for honorees and attendees alike.

SHOW NOTES Episode 063 • June 16, 2025     FIRST STRAIN   News ‘n' Notes:   • Retiring Nebraska band director gets the “Mr. Holland's Opus” treatment   www.mnhsonline.com/news/a-bittersweet-goodbye/   www.wowt.com/2025/05/08/millard-north-alumni-return-send-off-band-director-with-surprise-performance/   • Southern University “Human Jukebox” documentary wins Emmy   hbcugameday.com/2025/05/21/hbcu-students-win-emmy-award-for-band-documentary/   sports.yahoo.com/article/southern-university-students-documentary-hbcu-203929016.html     SECOND STRAIN   Topic: An Internet “out-over-the-skis” moment     TRIO   Topic: The Uniform Code of Military Justice, Section 88 – Part I   UCMJ Section 88: uscode.house.gov/view.xhtml?req=granuleid:USC-prelim-title10-section888&num=0&edition=prelim   PoliticsGirl's Instagram post re: re-interpretation of UCMJ Section 88: www.instagram.com/p/DJsH-rES3gH/     DOGFIGHT   Topic: The Uniform Code of Military Justice, Section 88 – Part II   www.military.com/daily-news/2025/06/11/bragg-soldiers-who-cheered-trumps-political-attacks-while-uniform-were-checked-allegiance-appearance.html   www.detroitnews.com/story/news/politics/2025/06/10/trump-watches-army-demonstration-at-fort-bragg-as-he-faces-criticism-for-deploying-military-to-la/84137233007/     CODA   Topic: Nashoba Valley Concert Band is back in the saddle again!   Shirley Summer Concert Series: www.facebook.com/ShirleyCharitableFoundation/posts/pfbid0BywpJBFdQ5aZXCjwWpUuUbaYdbuc1zhu8eFfa1WxK2NWh4FfXkPdvyQmTbee44xEl   Nashoba Valley Concert Band calendar: www.nashobavalleyconcertband.org/members-info   Nashoba Valley Concert Band: www.facebook.com/profile.php?id=100041166523330     FOLLOW US!   BandWagon RSS feed: feed.podbean.com/heyband/feed.xml BandWagon website: heyband.podbean.com BandWagon on Facebook: facebook.com/profile.php?id=61555170345309 BandWagon on Instagram: https://www.instagram.com/rhammerton1 BandWagon on BlueSky: bsky.app/profile/heybandwagon.bsky.social Rob (“HammertonMedia”) on Facebook: facebook.com/HammertonMedia   SUBSCRIBE TO BANDWAGON!   www.podbean.com/site/podcatcher/index/blog/eg706GUVzixV   WE GOT MERCH!   Visit www.teepublic.com/user/bandwagon-with-rob-hammerton -or- go to teepublic.com and search “bandwagon”   SEND US YOUR FEEDBACK!   Email: heybandwagon@yahoo.com Voicemail: speakpipe.com/HeyBandWagon

Don't Fall InKara is floundering in Story Brewing 401, where final projects are brewed—literally—in cauldrons. Out of ideas, they cobble together a clichéd fairy tale starring a pompous prince, a self-saving princess, and a villain modelled after their crush, Eva. Then a suspicious vial of ink falls in. And so does Kara. Trapped inside their own half-finished story, Kara must survive a world gone off-script—one warped by corrupted ink and haunted by discarded drafts. Don't Fall In is a queer, spooky, and emotionally charged new musical that flips fantasy tropes on their heads and asks: what happens when the story writes back?

103.7 The Buzz

Devin and Sarah visit the Freeman's at the Jacob home for dinner before the interview. Joanna and her husband Nathan share so many wonderful stories. Joanna tells a story that Devin has been eagerly waiting to hear for several years, ever since he first heard about the famous Girl's Camp Bear Story that Joanna and cousin Kim were responsible for.Joanna shares her feelings of respect and admiration for other cousins, her appreciation for her siblings and her parents, as well as memories of grandparents and aunts and uncles.Joanna talks about living in Mexico and Holland before later serving her mission in Argentina. Nathan talks about how he and Joanna met, and a few funny and embarrassing moments of their early courtship. They talk about their 4 children, raising them in Japan recently, and a few other insights before moving onto the final topic "Faith in Jesus Christ".Support this podcast at — https://redcircle.com/my-99-cousins/donations

Wir fahren in Friesland mit einer Yacht über die Binnengewässer Frieslands und berichten quasi Live vom Steuerstand.

This week… Say goodbye to the Uncle Sam Billboard in southern Washington, now with new, or sort of new, ownership. Notable Seattle celebrities have been the target of home invasions over the past several months. And it’s raining men… Seattle is the most-male dominated major metro in the US. Author Danielle Marie Holland and KEXP DJ Kennady Quille are here to break down the week. We can only make Seattle Now because listeners support us. Tap here to make a gift and keep Seattle Now in your feed. Got questions about local news or story ideas to share? We want to hear from you! Email us at seattlenow@kuow.org, leave us a voicemail at (206) 616-6746 or leave us feedback online.See omnystudio.com/listener for privacy information.

Use our link and claim a free LMNT Sample Pack when they make any purchase! The LMNT Sample Pack includes 1 packet of every flavor, no questions asked refunds on all orders – you don't even have to send it back! This offer may be claimed be first-time and returning LMNT customers, ONLY THOUGH OUR LINK! http://drinklmnt.com/WeighingIn Join us on ONLYFANS for FREE! http://OnlyFans.com/WeighingIn Watch WEIGHING IN XTRA here: https://www.youtube.com/c/WEIGHINGINXTRA Listen on iTunes: https://apple.co/37XsRQ9 Listen on Spotify: https://spoti.fi/3jSZSiZ Listen on Google Podcasts: https://bit.ly/3jKXV82 NEW MERCH WEBSITE - https://weighinginmerch.com FOLLOW the team on Twitter and Instagram | @weighingin | @johnmccarthymma | @therealpunk | @podcastdave | @georgeharris48 And Now 00:00 What's next for Dvalishvili and O'Malley 03:37 What's next for Peña and Harrison 10:54 What's next for Gastelum and Pyfer 15:38 What's next for Bautista and Mix 20:38 What's next for Luque and Holland 26:16

In this episode of The Fertility Podcast, Natalie sits down with Sian Louise, founder of OBVS Skincare, to explore how one woman turned personal loss, infertility, and cervical cancer into a mission to create safe, effective, and hormone-friendly skincare. Sian opens up about her fertility journey, including multiple miscarriages, the emotional impact of IVF, her cancer diagnosis, and how hormonal acne during treatment became the catalyst for OBVS Skincare. She also shares evidence-based insights into harmful skincare ingredients, like microplastics and endocrine disruptors, and how they may impact fertility. This conversation is part of the Meet the Makers series, celebrating founders whose lived experience with fertility has inspired impactful, purpose-driven businesses. What We Talk About Sian's IVF journey, miscarriages, and cancer diagnosis How hormonal acne during IVF led to creating OBVS Skincare The lack of awareness around skincare ingredients and fertility What endocrine disruptors are and how they affect hormones How Sian built her certified organic, vegan skincare line from scratch Her passion for educating people on safe alternatives The impact of OBVS products on real families and babies Why advocating for yourself in medical settings is essential Sian's advice for managing skin health during fertility treatment Resources & Links OBVS Skincare website: obvs-skincare.co.uk OBVS on Instagram: @obvs_skincare Sian's ingredient call-outs on Instagram: @sian_louise_obvs Beat the Microbead App: beatthemicrobead.org Studies on skincare ingredients and fertility, including: Parabens in breast tumors (Darbre et al., 2004) Endocrine disruption from butylparaben (Boberg et al., 2010) Prenatal phthalate exposure (Swan et al., 2005) Benzophenone's thyroid effects (Schmutzler et al., 2007) Microplastics in cosmetics (TAUW & ECHA reports) Campaign for Safe Cosmetics report: Not So Sexy Let's Stay Connected DM Natalie on Instagram: @fertilitypoddy Follow Fertility Action: @fertility.actionEmail thoughts or guest ideas: natalie@thefertilitypodcast.com Subscribe on your podcast app to stay updated A Word From Our Sponsor – Proceive We're delighted to be partnering with Proceive this season. Their high-strength fertility supplements for men and women are trusted by healthcare professionals and available in-store at Holland & Barrett or online. Use code FP20 for 20 percent off your order at www.proceive.com

Patrick is joined by youtuber Simon Holland as a follow up to the shocking admission about a secret group in Europe outfitting transmitters on radio telescopes to communicate with Aliens.

Welcome to the 2025 Steven Universe Soundtrack Draft!! This week, Raven and Campbell are joined by three-peat guest, Jonathan, and together they rank the best Steven Universe songs, explore the Mohs hardness scale, and gush over this stacked cast in the 2019 television musical film, Steven Universe: The Movie. Where to watch: Hulu, YouTube, Apple TV   The Pink Diamond Recipe: - 1 oz gin  - ½ oz fresh lemon juice - 2 ½ tsp powdered sugar (or ½ oz syrup) - Sparkling Rosé Wine   Combine gin, juice, and sugar in a shaker with ice. Strain into a highball glass with ice and top with rosé.    You can support us by donating to: Education Through Music at https://www.classy.org/give/442371/#!/donation/checkout The D'Addario Foundation: http://www.daddariofoundation.org/about/donate  Mr. Holland's Opus Foundation: https://www.mhopus.org/donate/  Email us at boozicals@gmail.com or comment your musical requests or cocktail recommendations! Also be sure to follow us on our Instagram @boozicals for updates on your now favorite podcast.

Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Elliot Holland. The managing partner of Guardian Due Diligence. Here’s a breakdown of the key topics and highlights: Key Themes & Highlights Buying Small Businesses vs. Franchises Holland explains the differences between purchasing a franchise and acquiring an independent business. He highlights the risk-reward balance, noting that franchises offer a structured model, while independent businesses can be more lucrative but require deeper due diligence. Financial Strategies for Business Acquisition He discusses the SBA 7(a) loan program, which allows buyers to acquire businesses with 90-95% financing, making ownership more accessible. Holland explains how leveraging financing can turn a small investment into a million-dollar business. Due Diligence & Avoiding Bad Deals He emphasizes the importance of financial diligence to ensure buyers don’t acquire failing businesses. Holland shares red flags to watch for, such as misleading financials and sellers masking poor performance. Masterclass for First-Time Buyers Holland introduces his Business Buying Masterclass, designed to educate entrepreneurs on the acquisition process. He provides one-on-one coaching, helping buyers navigate financing, negotiations, and deal structuring. Success Stories & Case Studies He shares examples of clients who successfully acquired businesses, including a 24-year-old entrepreneur and a 60-year-old investor. Holland highlights how his expertise helped buyers secure financing, conduct due diligence, and close profitable deals. About Elliot Holland & Guardian Due Diligence Elliot Holland is a Harvard MBA, private equity investor, and business acquisition expert. He founded Guardian Due Diligence to help first-time buyers confidently purchase profitable businesses. His firm specializes in financial diligence, ensuring buyers make informed decisions and avoid costly mistakes. Through his masterclass and consulting, Holland empowers entrepreneurs to build wealth through business ownership. #BEST #STRAW #SHMS Support the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Elliot Holland. The managing partner of Guardian Due Diligence. Here’s a breakdown of the key topics and highlights: Key Themes & Highlights Buying Small Businesses vs. Franchises Holland explains the differences between purchasing a franchise and acquiring an independent business. He highlights the risk-reward balance, noting that franchises offer a structured model, while independent businesses can be more lucrative but require deeper due diligence. Financial Strategies for Business Acquisition He discusses the SBA 7(a) loan program, which allows buyers to acquire businesses with 90-95% financing, making ownership more accessible. Holland explains how leveraging financing can turn a small investment into a million-dollar business. Due Diligence & Avoiding Bad Deals He emphasizes the importance of financial diligence to ensure buyers don’t acquire failing businesses. Holland shares red flags to watch for, such as misleading financials and sellers masking poor performance. Masterclass for First-Time Buyers Holland introduces his Business Buying Masterclass, designed to educate entrepreneurs on the acquisition process. He provides one-on-one coaching, helping buyers navigate financing, negotiations, and deal structuring. Success Stories & Case Studies He shares examples of clients who successfully acquired businesses, including a 24-year-old entrepreneur and a 60-year-old investor. Holland highlights how his expertise helped buyers secure financing, conduct due diligence, and close profitable deals. About Elliot Holland & Guardian Due Diligence Elliot Holland is a Harvard MBA, private equity investor, and business acquisition expert. He founded Guardian Due Diligence to help first-time buyers confidently purchase profitable businesses. His firm specializes in financial diligence, ensuring buyers make informed decisions and avoid costly mistakes. Through his masterclass and consulting, Holland empowers entrepreneurs to build wealth through business ownership. #BEST #STRAW #SHMS See omnystudio.com/listener for privacy information.

Two-time Emmy and three-time NAACP Image Award-winning television Executive Producer Rushion McDonald interviewed Elliot Holland. The managing partner of Guardian Due Diligence. Here’s a breakdown of the key topics and highlights: Key Themes & Highlights Buying Small Businesses vs. Franchises Holland explains the differences between purchasing a franchise and acquiring an independent business. He highlights the risk-reward balance, noting that franchises offer a structured model, while independent businesses can be more lucrative but require deeper due diligence. Financial Strategies for Business Acquisition He discusses the SBA 7(a) loan program, which allows buyers to acquire businesses with 90-95% financing, making ownership more accessible. Holland explains how leveraging financing can turn a small investment into a million-dollar business. Due Diligence & Avoiding Bad Deals He emphasizes the importance of financial diligence to ensure buyers don’t acquire failing businesses. Holland shares red flags to watch for, such as misleading financials and sellers masking poor performance. Masterclass for First-Time Buyers Holland introduces his Business Buying Masterclass, designed to educate entrepreneurs on the acquisition process. He provides one-on-one coaching, helping buyers navigate financing, negotiations, and deal structuring. Success Stories & Case Studies He shares examples of clients who successfully acquired businesses, including a 24-year-old entrepreneur and a 60-year-old investor. Holland highlights how his expertise helped buyers secure financing, conduct due diligence, and close profitable deals. About Elliot Holland & Guardian Due Diligence Elliot Holland is a Harvard MBA, private equity investor, and business acquisition expert. He founded Guardian Due Diligence to help first-time buyers confidently purchase profitable businesses. His firm specializes in financial diligence, ensuring buyers make informed decisions and avoid costly mistakes. Through his masterclass and consulting, Holland empowers entrepreneurs to build wealth through business ownership. #BEST #STRAW #SHMS Steve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

My guest today is Sharon Holland. A mother of 3 with a B.A. in Art & Design. Sharon's story goes from handcrafting dolls and seasonal crafts to a stint in magazine publishing and fabric design first for Paintbrush Studios and then now Art Gallery Fabrics. Starting as a library-book-taught quilter when rotary cutters were revolutionary new tools, she's evolved into a sought-after designer with a signature "modern-traditional" style. Her journey proves that formal training combined with hands-on passion creates something extraordinary—fabric designs and quilts that bridge heritage techniques with contemporary aesthetics, the perfect mix. She is a quilt pattern designer with hundreds of PDF patterns available, and she wrote the book Utility-style quilts for everyday living!You can find Sharon's website here: https://www.sharonhollanddesigns.com/Want to travel with Brandy? A FEW SPOTS LEFT ON THIS TRIP! PLUS one lucky traveller will win an Oliso Tula Pink M3Pro Project Iron. 2025 FESTIVAL OF QUILTS Birmingham!!! This 14-day tour of Wales and England takes in the rich textile history and breathtaking cultural landmarks. Tour England & Wales ending at the Festival of Quilts. Call the team at Opuent Quilt Journeys at 1-877-235-3767 or go to  https://opulentquiltjourneys.com/destinations/britain/item/birmingham-festival-of-quilts-tour-with-brandyQuilter on Fire Website - https://quilteronfire.com/OLISO IRONS - Host of the Quilter on Fire Podcast Lounge each year at QuiltCon!BUY YOUR OWN OLISO MINI PROJECT IRON RIGHT HERESquare One Textile Art WorkshopLink to Brandy's email listKristy's Quilt Picture BookQuilter on Fire PatternsFree Quilter on Fire Holiday Table Runner VIDEOSupport the showThank you for listening to the Quilter on Fire Podcast.

REMEMBERING WHEN TOMMY ATKINS HIT GOLD, SWORD AND JUNO BEACH :  8/8: Brothers in Arms: One Legendary Tank Regiment's Bloody War from D-Day to VE-Day, by James Holland https://www.amazon.com/gp/product/B08YS123SZ/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 In the annals of World War II, certain groups of soldiers stand out, and among the most notable were the Sherwood Rangers. Originally a cavalry unit in the last days of horses in combat, whose officers were landed gentry leading men who largely worked for them, they were switched to the “mechanized cavalry” of tanks in 1942. Winning acclaim in the North African campaign, the Sherwood Rangers then spearheaded one of the D-Day landings in Normandy on June 6, 1944; led the way across France; were the first British troops to cross into Germany, and contributed mightily to Germany's surrender in May 1945. Inspired by Stephen Ambrose's Band of Brothers, the acclaimed WWII historian James Holland memorably profiles an extraordinary group of citizen soldiers constantly in harm's way. Their casualties were horrific, but their ranks immediately refilled. Informed by never-before-seen documents, letters, photographs, and other artifacts from Sherwood Rangers' families—an ongoing fraternity—and by his own deep knowledge of the war, Holland offers a uniquely intimate portrait of the war at ground level, introducing heretofore unknowns such as the Commanding Officer Stanley Christopherson, the squadron commander John Semken, Sergeant George Dring, and other memorable characters who helped the regiment become the single unit with the most battle honors of any ever in the British army. He weaves the Sherwood Rangers' exploits into the larger narrative and strategy of the war, and also brings fresh analysis to the tactics used. Following the Sherwood Rangers' brutal journey over the dramatic eleven months between D-Day and V-E Day, Holland presents a vivid and original perspective on the endgame of WWII in Europe. 1944 GOLD

REMEMBERING WHEN TOMMY ATKINS HIT GOLD, SWORD AND JUNO BEACH :  1/8: Brothers in Arms: One Legendary Tank Regiment's Bloody War from D-Day to VE-Day, by James Holland https://www.amazon.com/gp/product/B08YS123SZ/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 In the annals of World War II, certain groups of soldiers stand out, and among the most notable were the Sherwood Rangers. Originally a cavalry unit in the last days of horses in combat, whose officers were landed gentry leading men who largely worked for them, they were switched to the “mechanized cavalry” of tanks in 1942. Winning acclaim in the North African campaign, the Sherwood Rangers then spearheaded one of the D-Day landings in Normandy on June 6, 1944; led the way across France; were the first British troops to cross into Germany, and contributed mightily to Germany's surrender in May 1945. Inspired by Stephen Ambrose's Band of Brothers, the acclaimed WWII historian James Holland memorably profiles an extraordinary group of citizen soldiers constantly in harm's way. Their casualties were horrific, but their ranks immediately refilled. Informed by never-before-seen documents, letters, photographs, and other artifacts from Sherwood Rangers' families—an ongoing fraternity—and by his own deep knowledge of the war, Holland offers a uniquely intimate portrait of the war at ground level, introducing heretofore unknowns such as the Commanding Officer Stanley Christopherson, the squadron commander John Semken, Sergeant George Dring, and other memorable characters who helped the regiment become the single unit with the most battle honors of any ever in the British army. He weaves the Sherwood Rangers' exploits into the larger narrative and strategy of the war, and also brings fresh analysis to the tactics used. Following the Sherwood Rangers' brutal journey over the dramatic eleven months between D-Day and V-E Day, Holland presents a vivid and original perspective on the endgame of WWII in Europe. 1944 GOLD BEACH

REMEMBERING WHEN TOMMY ATKINS HIT GOLD, SWORD AND JUNO BEACH :  2/8: Brothers in Arms: One Legendary Tank Regiment's Bloody War from D-Day to VE-Day, by James Holland https://www.amazon.com/gp/product/B08YS123SZ/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 In the annals of World War II, certain groups of soldiers stand out, and among the most notable were the Sherwood Rangers. Originally a cavalry unit in the last days of horses in combat, whose officers were landed gentry leading men who largely worked for them, they were switched to the “mechanized cavalry” of tanks in 1942. Winning acclaim in the North African campaign, the Sherwood Rangers then spearheaded one of the D-Day landings in Normandy on June 6, 1944; led the way across France; were the first British troops to cross into Germany, and contributed mightily to Germany's surrender in May 1945. Inspired by Stephen Ambrose's Band of Brothers, the acclaimed WWII historian James Holland memorably profiles an extraordinary group of citizen soldiers constantly in harm's way. Their casualties were horrific, but their ranks immediately refilled. Informed by never-before-seen documents, letters, photographs, and other artifacts from Sherwood Rangers' families—an ongoing fraternity—and by his own deep knowledge of the war, Holland offers a uniquely intimate portrait of the war at ground level, introducing heretofore unknowns such as the Commanding Officer Stanley Christopherson, the squadron commander John Semken, Sergeant George Dring, and other memorable characters who helped the regiment become the single unit with the most battle honors of any ever in the British army. He weaves the Sherwood Rangers' exploits into the larger narrative and strategy of the war, and also brings fresh analysis to the tactics used. Following the Sherwood Rangers' brutal journey over the dramatic eleven months between D-Day and V-E Day, Holland presents a vivid and original perspective on the endgame of WWII in Europe.1944 GOLD

REMEMBERING WHEN TOMMY ATKINS HIT GOLD, SWORD AND JUNO BEACH :  3/8: Brothers in Arms: One Legendary Tank Regiment's Bloody War from D-Day to VE-Day, by James Holland https://www.amazon.com/gp/product/B08YS123SZ/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 In the annals of World War II, certain groups of soldiers stand out, and among the most notable were the Sherwood Rangers. Originally a cavalry unit in the last days of horses in combat, whose officers were landed gentry leading men who largely worked for them, they were switched to the “mechanized cavalry” of tanks in 1942. Winning acclaim in the North African campaign, the Sherwood Rangers then spearheaded one of the D-Day landings in Normandy on June 6, 1944; led the way across France; were the first British troops to cross into Germany, and contributed mightily to Germany's surrender in May 1945. Inspired by Stephen Ambrose's Band of Brothers, the acclaimed WWII historian James Holland memorably profiles an extraordinary group of citizen soldiers constantly in harm's way. Their casualties were horrific, but their ranks immediately refilled. Informed by never-before-seen documents, letters, photographs, and other artifacts from Sherwood Rangers' families—an ongoing fraternity—and by his own deep knowledge of the war, Holland offers a uniquely intimate portrait of the war at ground level, introducing heretofore unknowns such as the Commanding Officer Stanley Christopherson, the squadron commander John Semken, Sergeant George Dring, and other memorable characters who helped the regiment become the single unit with the most battle honors of any ever in the British army. He weaves the Sherwood Rangers' exploits into the larger narrative and strategy of the war, and also brings fresh analysis to the tactics used. Following the Sherwood Rangers' brutal journey over the dramatic eleven months between D-Day and V-E Day, Holland presents a vivid and original perspective on the endgame of WWII in Europe. 1944 JUNO BEACH

REMEMBERING WHEN TOMMY ATKINS HIT GOLD, SWORD AND JUNO BEACH :  4/8: Brothers in Arms: One Legendary Tank Regiment's Bloody War from D-Day to VE-Day, by James Holland https://www.amazon.com/gp/product/B08YS123SZ/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 In the annals of World War II, certain groups of soldiers stand out, and among the most notable were the Sherwood Rangers. Originally a cavalry unit in the last days of horses in combat, whose officers were landed gentry leading men who largely worked for them, they were switched to the “mechanized cavalry” of tanks in 1942. Winning acclaim in the North African campaign, the Sherwood Rangers then spearheaded one of the D-Day landings in Normandy on June 6, 1944; led the way across France; were the first British troops to cross into Germany, and contributed mightily to Germany's surrender in May 1945. Inspired by Stephen Ambrose's Band of Brothers, the acclaimed WWII historian James Holland memorably profiles an extraordinary group of citizen soldiers constantly in harm's way. Their casualties were horrific, but their ranks immediately refilled. Informed by never-before-seen documents, letters, photographs, and other artifacts from Sherwood Rangers' families—an ongoing fraternity—and by his own deep knowledge of the war, Holland offers a uniquely intimate portrait of the war at ground level, introducing heretofore unknowns such as the Commanding Officer Stanley Christopherson, the squadron commander John Semken, Sergeant George Dring, and other memorable characters who helped the regiment become the single unit with the most battle honors of any ever in the British army. He weaves the Sherwood Rangers' exploits into the larger narrative and strategy of the war, and also brings fresh analysis to the tactics used. Following the Sherwood Rangers' brutal journey over the dramatic eleven months between D-Day and V-E Day, Holland presents a vivid and original perspective on the endgame of WWII in Europe. 1944 GOLD BEACH

REMEMBERING WHEN TOMMY ATKINS HIT GOLD, SWORD AND JUNO BEACH :  5/8: Brothers in Arms: One Legendary Tank Regiment's Bloody War from D-Day to VE-Day, by James Holland https://www.amazon.com/gp/product/B08YS123SZ/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 In the annals of World War II, certain groups of soldiers stand out, and among the most notable were the Sherwood Rangers. Originally a cavalry unit in the last days of horses in combat, whose officers were landed gentry leading men who largely worked for them, they were switched to the “mechanized cavalry” of tanks in 1942. Winning acclaim in the North African campaign, the Sherwood Rangers then spearheaded one of the D-Day landings in Normandy on June 6, 1944; led the way across France; were the first British troops to cross into Germany, and contributed mightily to Germany's surrender in May 1945. Inspired by Stephen Ambrose's Band of Brothers, the acclaimed WWII historian James Holland memorably profiles an extraordinary group of citizen soldiers constantly in harm's way. Their casualties were horrific, but their ranks immediately refilled. Informed by never-before-seen documents, letters, photographs, and other artifacts from Sherwood Rangers' families—an ongoing fraternity—and by his own deep knowledge of the war, Holland offers a uniquely intimate portrait of the war at ground level, introducing heretofore unknowns such as the Commanding Officer Stanley Christopherson, the squadron commander John Semken, Sergeant George Dring, and other memorable characters who helped the regiment become the single unit with the most battle honors of any ever in the British army. He weaves the Sherwood Rangers' exploits into the larger narrative and strategy of the war, and also brings fresh analysis to the tactics used. Following the Sherwood Rangers' brutal journey over the dramatic eleven months between D-Day and V-E Day, Holland presents a vivid and original perspective on the endgame of WWII in Europe. 1944 GOLD

REMEMBERING WHEN TOMMY ATKINS HIT GOLD, SWORD AND JUNO BEACH :  6/8: Brothers in Arms: One Legendary Tank Regiment's Bloody War from D-Day to VE-Day, by James Holland https://www.amazon.com/gp/product/B08YS123SZ/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 In the annals of World War II, certain groups of soldiers stand out, and among the most notable were the Sherwood Rangers. Originally a cavalry unit in the last days of horses in combat, whose officers were landed gentry leading men who largely worked for them, they were switched to the “mechanized cavalry” of tanks in 1942. Winning acclaim in the North African campaign, the Sherwood Rangers then spearheaded one of the D-Day landings in Normandy on June 6, 1944; led the way across France; were the first British troops to cross into Germany, and contributed mightily to Germany's surrender in May 1945. Inspired by Stephen Ambrose's Band of Brothers, the acclaimed WWII historian James Holland memorably profiles an extraordinary group of citizen soldiers constantly in harm's way. Their casualties were horrific, but their ranks immediately refilled. Informed by never-before-seen documents, letters, photographs, and other artifacts from Sherwood Rangers' families—an ongoing fraternity—and by his own deep knowledge of the war, Holland offers a uniquely intimate portrait of the war at ground level, introducing heretofore unknowns such as the Commanding Officer Stanley Christopherson, the squadron commander John Semken, Sergeant George Dring, and other memorable characters who helped the regiment become the single unit with the most battle honors of any ever in the British army. He weaves the Sherwood Rangers' exploits into the larger narrative and strategy of the war, and also brings fresh analysis to the tactics used. Following the Sherwood Rangers' brutal journey over the dramatic eleven months between D-Day and V-E Day, Holland presents a vivid and original perspective on the endgame of WWII in Europe. 1944 SWORD

REMEMBERING WHEN TOMMY ATKINS HIT GOLD, SWORD AND JUNO BEACH :  7/8: Brothers in Arms: One Legendary Tank Regiment's Bloody War from D-Day to VE-Day, by James Holland https://www.amazon.com/gp/product/B08YS123SZ/ref=dbs_a_def_rwt_hsch_vapi_tkin_p1_i0 In the annals of World War II, certain groups of soldiers stand out, and among the most notable were the Sherwood Rangers. Originally a cavalry unit in the last days of horses in combat, whose officers were landed gentry leading men who largely worked for them, they were switched to the “mechanized cavalry” of tanks in 1942. Winning acclaim in the North African campaign, the Sherwood Rangers then spearheaded one of the D-Day landings in Normandy on June 6, 1944; led the way across France; were the first British troops to cross into Germany, and contributed mightily to Germany's surrender in May 1945. Inspired by Stephen Ambrose's Band of Brothers, the acclaimed WWII historian James Holland memorably profiles an extraordinary group of citizen soldiers constantly in harm's way. Their casualties were horrific, but their ranks immediately refilled. Informed by never-before-seen documents, letters, photographs, and other artifacts from Sherwood Rangers' families—an ongoing fraternity—and by his own deep knowledge of the war, Holland offers a uniquely intimate portrait of the war at ground level, introducing heretofore unknowns such as the Commanding Officer Stanley Christopherson, the squadron commander John Semken, Sergeant George Dring, and other memorable characters who helped the regiment become the single unit with the most battle honors of any ever in the British army. He weaves the Sherwood Rangers' exploits into the larger narrative and strategy of the war, and also brings fresh analysis to the tactics used. Following the Sherwood Rangers' brutal journey over the dramatic eleven months between D-Day and V-E Day, Holland presents a vivid and original perspective on the endgame of WWII in Europe. 1944 SWORD

The Joint Readiness Training Center is pleased to present the one-hundredth-and-third episode to air on ‘The Crucible - The JRTC Experience.' Hosted by COL Ricky Taylor, the Commander of Ops Group (COG). The COG is joined by the Aviation Task Force's TF Senior, LTC Amoreena “Ammo” York. Today's guest is Deputy Commanding General for Support of the 101st Airborne Division (Air Assault), BG Travis McIntosh (Eagle 09).   The 101st Airborne Division (Air Assault), known as the “Screaming Eagles” and bearing the callsign “Eagle,” is one of the most storied and combat-proven divisions in U.S. Army history. Activated in 1942, the division gained immortal fame during World War II with combat jumps into Normandy and Holland and its heroic defense of Bastogne during the Battle of the Bulge. Since then, it has served with distinction from Vietnam to the Global War on Terror, transforming from parachute infantry to the Army's only air assault division. With its motto “Rendezvous with Destiny,” the 101st continues to lead from the front—now as the Army's premier Transformation-in-Contact division. As part of the Army's mobility and modernization focus, the 101st is pioneering the integration of multi-domain capabilities, advanced sUAS platforms, electronic warfare, and the next-generation squad weapons within highly mobile infantry formations. Their next rendezvous with destiny will not just be defined by historic legacy—but by shaping how the Army fights and wins in large-scale combat operations on tomorrow's battlefield.   In this episode we discuss the re-emergence of large-scale, long-range air assaults as a possibly decisive form of maneuver in the 21st-century fight and the some of the capabilities required to achieve success. Our guest highlights that the 101st Airborne Division (Air Assault) is reclaiming its mantle as America's premier vertical envelopment force. These operations extend deep into contested terrain, often beyond traditional fire support coverage, and demand precision planning, synchronized fires, and an adaptive joint team. The division's air assault capabilities, when executed at echelon, enable rapid massing of combat power across extended distances to seize key terrain, disrupt enemy formations, and establish lodgments for follow-on operations. However, these assaults cannot succeed without Joint Suppression of Enemy Air Defenses (JSEAD). The ability to suppress, deceive, or destroy enemy integrated air defense systems is foundational to aviation survivability and mission success. Airspace must be contested—and then cleared—through layered fires and effects across domains. As BG McIntosh and Task Force Bastogne demonstrated during recent large-scale exercises, air assault isn't just a legacy tactic—it's a modern instrument of tempo and shock when paired with precision intelligence, hardened command posts, and rapid sustainment.   The 101st's renewed focus on scale, range, and survivability represents its next Rendezvous with Destiny. Gone are the days of low-intensity, air corridor-based insertions. Today's battlefield requires lift platforms operating in low-signature modes, digitally integrated with maneuver elements, and prepared to operate inside denied or degraded electromagnetic environments. With the introduction of the Future Vertical Lift (FVL) ecosystem on the horizon, and the ongoing proliferation of UAS and electronic warfare, Army aviation must evolve from just being “mobility” to becoming a key component of multi-domain convergence. Under McIntosh's vision, the division is shaping the doctrine and culture necessary to fight and win in LSCO: aggressively training mission command at distance, investing in distributed planning tools, and adapting air-ground integration to incorporate SOF, cyber, and space enablers. The air assault is no longer just an insertion method—it's a high-risk, high-reward maneuver enabled by fires, intelligence, and the ironclad trust between aviators and ground commanders.   Part of S08 “The Aviator's Corner” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast.   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.  

Use our link and claim a free LMNT Sample Pack when they make any purchase! The LMNT Sample Pack includes 1 packet of every flavor, no questions asked refunds on all orders – you don't even have to send it back! This offer may be claimed be first-time and returning LMNT customers, ONLY THOUGH OUR LINK! http://drinklmnt.com/WeighingIn Join us on ONLYFANS for FREE! http://OnlyFans.com/WeighingIn Watch WEIGHING IN XTRA here: https://www.youtube.com/c/WEIGHINGINXTRA Listen on iTunes: https://apple.co/37XsRQ9 Listen on Spotify: https://spoti.fi/3jSZSiZ Listen on Google Podcasts: https://bit.ly/3jKXV82 NEW MERCH WEBSITE - https://weighinginmerch.com FOLLOW the team on Twitter and Instagram | @weighingin | @johnmccarthymma | @therealpunk | @podcastdave | @georgeharris48 And Now 00:00 Dvalishvili vs O'Malley 07:10 Peña vs Harrison 22:17 Bautista vs Mix 32:16 Gastelum vs Pyfer 41:37 Luque vs Holland 45:22 Silva vs Van 47:58 Murzakanov vs Ribeiro 49:50 Spivak vs Cortes-Acosta 52:08 Williams vs Gustafsson 53:53 da Silva vs Cong 56:13 Saragih vs Joo-sang 57:41 Prayers for Ben Askren 1:04:52 Francis back to UFC? 1:08:01 Peña beat up by a MAN?! 1:14:38 Weirdest DM you've gotten 1:23:45

Original Air Date: 12-8-2023 Neoliberalism has created a lot of economic suffering and insecurity in addition to weakened social ties over the past few decades. And now, in what may be the most devastating result of the ideology yet, neoliberalism may be leading much of the world toward fascism bolstered by legitimate grievances about economic precarity which are coopted by the false promises of right-wing populism. Direct Download Check out our new show, SOLVED! on YouTube! SHOW NOTES Ch. 1: Far-right extremism on the rise around the globe - The ReidOut with Joy Reid - Air Day 11-28-23 Ch. 2: How Can Democracy Survive in an Age of Discontent Rachel Navarre and Matthew Rhodes-Purdy on Populism and Political Extremism - Democracy Paradox - Air Date 11-28-23 Ch. 3: Argentina's Trump? Far-Right Javier Milei Wins Presidency with Echoes of Past Dictatorship - Democracy Now! - Air Date 11-21-23 Ch. 4: How Can Democracy Survive in an Age of Discontent Rachel Navarre and Matthew Rhodes-Purdy on Populism and Political Extremism Part 2 - Democracy Paradox - Air Date 11-28-23 Ch. 5: Media Coverage of the Trump Movement is Missing Vital Context - On the Media - Air Date 11-29-23 Ch. 6: 'Democracy on a Knife's Edge' Far-right electoral victories in Argentina, Holland; Trump threatens Insurrection Act - The Bradcast - Air Date 11-28-23 Ch. 7: How Can Democracy Survive in an Age of Discontent Rachel Navarre and Matthew Rhodes-Purdy on Populism and Political Extremism Part 3 - Democracy Paradox - Air Date 11-28-23 Ch. 8: Media Coverage of the Trump Movement is Missing Vital Context Part 2 - On the Media - Air Date 11-29-23 Ch. 9: How Can Democracy Survive in an Age of Discontent Rachel Navarre and Matthew Rhodes-Purdy on Populism and Political Extremism Part 4 - Democracy Paradox - Air Date 11-28-23