Podcasts about Horizontal

Stanislas Polu is Co-Founder & CTO of Dust — the enterprise AI agent platform used by 51,000 workers at 3,000+ companies. Before Dust, he spent three years on OpenAI's research team under Ilya Sutskever, working on mathematical reasoning in language models, and prior to that was an engineer at Stripe. He brings a rare combination of frontier AI research and product-building experience to the enterprise agent space.MCP, Agents & the $40M Bet on Multiplayer AI // MLOps Podcast #384 with Stanislas Polu, Co-Founder & CTO of Dust

AI generates 10x more code, but your senior engineers still review it by hand and it's burning them out. Even Google admits code review is now the bottleneck nobody knows how to solve.Florian Buetow, AI engineer at Xebia, has been running experiments to eliminate the human from the review loop entirely, and what he found changes where engineers should focus their effort.In this episode, we cover:Why "stop doing code reviews" is a serious answer (and what replaces them)The guardrails that gave the most value: Semgrep rules, architectural unit tests, and stop hooksWhy your harness matters more than the modelHow Amazon and Google police AI-generated code with policiesAI burnout, cognitive debt, and "cognitive surrender": what stays your responsibilityStep one for adopting agentic software engineering in your team this weekWhether you're an individual developer drowning in AI-generated PRs or driving AI adoption across a large engineering org, you'll leave with concrete experiments to run.More from Florian:https://cracking-ai-engineering.comTimestamps:00:00:00 - Intro00:00:40 - Code Review Is Software Engineering's Biggest Bottleneck00:01:57 - How Amazon and Big Tech Police AI-Generated Code00:02:55 - Horizontal vs Vertical Scaling of AI Engineering00:04:37 - Why "No Code Reviews" Might Be the Answer00:05:22 - Engineering Environments That Give Agents Feedback00:06:46 - Why the Harness Matters More Than the Model00:07:21 - When Spec-Driven Development Failed and TDD Worked00:10:06 - Stop Hooks, Ralph Loops, and Automated Feedback00:11:30 - The Guardrails That Gave the Most Value00:14:00 - Architectural Constraints That Keep AI Code Sane00:15:07 - What Remains a Human Responsibility00:17:33 - Why All the Hard Work Moves Upfront Now00:18:47 - The Incredible Skill Junior Engineers Should Learn00:20:26 - AI Burnout: Why Engineers Are Exhausted00:22:42 - Cognitive Surrender: Letting the Agent Take Over00:23:25 - The Hand Grenade Problem with AI at Work00:24:08 - Outsourcing Code Review to AI Itself00:26:39 - Teams That Fully Adopted Spec-Driven Development00:29:01 - Can You Rebuild Software From Tests Alone?00:30:27 - How to Experiment and Stay Ahead00:33:15 - Spying on What Subagents Tell Each Other00:33:59 - Step One: How to Start with Guardrails00:36:08 - Data Mining Your Session Logs for Patterns00:37:00 - Stuck With One Harness? Here's What to Do00:38:28 - The One Experiment to Run This Week#softwareengineering #aicoding #codereview

I'm excited to work with Microsoft once again as the presenting sponsors of the AI Engineer World's Fair! We'll streaming live from MS Build today for a special crossover pod with our friends at No Priors and the one and only Satya Nadella. However we did not hold back with this interview - we asked all the burning questions about uptime and Copilot that we know you have in your minds. Lets go!For almost two decades, GitHub has been the home of software, where both open source and closed flow, through commits, pull requests, reviews, actions, etc.This ecosystem flourished as open-source maintainers and contributors would continue shipping code for the benefit of the community. However as coding agents began to ship mass quantities of code - growing 1400% in 2026, it marked a new era that was both extremely exciting and challenging for GitHub.While these agents help more people ship more projects, they also significantly increase the floor of how much code is shipped, how often it is shipped, how many people commit code, and basically orders of magnitude multiples in every dimension of GitHub infrastructure:Now GitHub inevitably experiences more pressure on their infrastructure which was originally designed around human developers moving at human speed. This has resulted in a very publicly notable uptime story:So it begs the question of whether current systems around code can absorb what AI produces. Can CI/CD keep up when every idea becomes a build? Can open source maintainers survive floods of AI-generated slop contributions? Can GitHub preserve the human social contract of software while becoming the operating layer for agents?Which brings us to the perfect person to answer these questions: GitHub COO Kyle Daigle. In this episode, he joins swyx to unpack what happens when AI doesn't just autocomplete code, but starts changing how companies operate, how open source works, how pull requests get reviewed, and how GitHub itself has to scale. We go deep on GitHub's internal AI workflows: micro-skills, WorkIQ, MCP, Slack, Teams, email, Copilot workflows, the new Copilot desktop app, CLI, cloud agents, and how Kyle uses agents to look backwards across company context before deciding what to do next. Kyle also reflects on GitHub's history building webhooks, APIs, Actions, npm, Dependabot, and Semmle, why the AI era is breaking GitHub in new ways, how Actions became a general-purpose compute layer, and what Copilot becomes after code completion.Full Video PodWe discuss:* Kyle's expanded role across GitHub* How AI got Kyle coding again after years in leadership* Why GitHub rolls out AI through existing workflows instead of forcing new tools* WorkIQ, MCP, Slack, Teams, email, and GitHub as company context* Why massive “mega-skills” are giving way to small, atomic micro-skills* How AI changes summarization, communications, marketing, and analyst work* Why former developers in leadership may have a unique advantage in the AI era* Kyle's “15 agents on Saturday” workflow* How Kyle built an AI-generated executive presentation for CRO/CFO teams* Why AI changes the chief of staff role without removing the human work* GitHub Actions, webhooks, arbitrary code execution, and secure agent compute* The npm acquisition, supply-chain security, 2FA, and token invalidation* Slop forks, vendoring, and whether AI agents change dependency management* What pull requests become when most PRs come from agents* Prompt requests, vouching, AI review, and trust in open source* What counts as a “developer” when AI lowers the barrier to building* GitHub Spark, low-code, and why GitHub refuses to hide the code* 14x commit growth, Actions load, databases, monorepos, and availability* Copilot's evolution from completion to CLI, desktop app, cloud agents, and SDK* Context, memory, rules, and making GitHub “act like Kyle wants it to act”* Ambient AI, OpenClaw, enterprise security, and the new operating system for agents* What swyx should ask Satya Nadella about Microsoft's AI futureKyle Daigle* LinkedIn: https://www.linkedin.com/in/kyledaigle* X: https://x.com/kdaigleTimestamps00:00:00 Introduction00:03:36 Why AI Got Kyle Coding Again00:07:04 Running GitHub with AI: WorkIQ, MCP, Slack, Teams, and Skills00:15:39 The Golden Age for Former Developers in Leadership00:17:31 15 Agents on Saturday and AI-Generated Executive Work00:20:20 How AI Changes the Chief of Staff Role00:21:45 GitHub's History: Actions, npm, Webhooks, and Open Source00:28:45 Slop Forks, Vendoring, and AI Dependency Management00:33:57 Pull Requests, Prompt Requests, and Trust in Agent-Generated Code00:41:21 GitHub Stars, 200M+ Developers, and the New AI Builder Wave00:45:15 GitHub Spark, Low-Code, and Why GitHub Still Shows the Code00:47:38 GitHub's Hardest Era: 14x Growth, Reliability, and Scale00:59:21 Actions as the Compute Layer for CI/CD and Automation01:02:04 The State and Future of GitHub Copilot01:08:24 Ambient AI, Background Agents, and the Future of the SDLC01:13:09 OpenClaw, Enterprise Security, and the New OS for Agents01:18:03 Build Announcements, WorkIQ, FoundryIQ, and Microsoft Context01:21:41 What Should swyx Ask Satya?TranscriptIntroduction: Kyle Daigle's Expanded Role at GitHub and MicrosoftSwyx [00:00:00]: We're here with Kyle Daigle, COO of GitHub. Welcome.Kyle [00:00:07]: Hey, thanks for having me.Swyx [00:00:08]: You're not just CEO of GitHub. People know you as that. You have a new role.Kyle [00:00:11]: So I have an expanded role now. I've been working at GitHub for thirteen years and doing all things developer. Joined as a developer myself. And now, I'm also responsible as the CMO of Developer for Microsoft. And so all the kind of learnings and passion for developers and how we work with them and how we communicate and how we bring our products to market, we're also bringing that expertise to the broader Microsoft ecosystem and helping every developer that uses a Microsoft product or would like to have a sort of similar experience that they've had with GitHub over the years. So it's a different role in some ways, but it's also just building on the experience that I've had at GitHub of just sort of tell the truth, be authentic, show people how to use it and then let the products speak for themselves. Now just doing that with, all of Microsoft.Swyx [00:01:09]: We'll be releasing this in conjunction with Build. You got lots of stuff planned, and we can sort of touch on that whenever it's appropriate. I think one of the interesting things is I rarely meet a COO who's also a CMO. I think you're a very outward facing and you're very confident publicly. That's rare. Do you actually view yourself as COO? What's What is your thing?From GitHub Developer to COO/CMO: Building the Platform and Operating GitHubKyle [00:01:33]: I think for me, it's been funny. The titles have always been, a— have always felt a little strange to me. I joined GitHub as a developer? I wrote so much of theSwyx [00:01:46]: Let's bring that up. You wrote the back ends?Kyle [00:01:48]: I was going through, I was going through, some old photos, when folks were talking about how things were being built or how there was a build GitHub. I built, webhooks and worked with teams building the API, built the platform layer. Anything that integrated with GitHub, up until really twenty eighteen, I built or ran the engineering teams. And that's kind of where my the beginning of my passion always was helping people build things, deliver them to, their customers. And so being a developer, building for developers was always super unique. In a— I think as my role expanded, it became my ability to talk to not just developers, but also enterprise customers or business leaders and have this translation layer. And then through all those years, GitHub has always operated pretty uniquely. Post-pandemic, working remotely was not as novel as it was when GitHub started in two thousand and eight. But all that expertise of running remote teams, doing it well, became this sort of bigger role, ultimately turning into the COO role of how do we operate GitHub in the way that GitHub's always operated after the Microsoft acquisition. And kind of so on from there. So like for me, I think the— I've, I still code. I love coding but the problem has always been, people. It's a much harder problem to both support our own employees, a harder problem to communicate to developers and enterprise buyers what we're building why it matters, ‘cause those are two very different messages. And so getting to work in the mix of COO, CMO, also just being a dev, I think is what's kept me at GitHub for so long.AI Workflows for Leadership: Commits, Retrospectives, and ContextSwyx [00:03:40]: Apparently, you have— your commits have gone up. What's this? What's going on?Kyle [00:03:45]: Rui's called me out pretty aggressively. So I think— as you can imagine, right, you can see my normal era of being a dev In the twenty thirteen, twenty fourteen era, and then moving into management, and then ultimately the COO role. I think what you see there is me, really getting back to coding thanks to AI. I— similar to, attaching problems between how to market and how to operate a business and how to code, I find, building agents and workflows that are connecting very disparate problems to be what's driving this. So that's, some of it's writing software. A lot of it is, connecting a ton of a different data sources to, help me out. But that is completely me really diving in on the AI side in trying out our tools, trying out everyone's tools, But building for me, building for the non-technical leader, though I'm technical and how we're, able to use these tools more than just the simple, call and response that I think a lot of the non-technical, your employers, you have to get— you have to use AI, and so everyone uses, ChatGPT or Copilot or Claude or whatever. To really get into, how is this going to help me out, it— I find that it's not the I need to write a blog post, I need to those simple examples. Helping people find the workflows of, “Okay, I need you to go through all the PRs today. I need you to go through everything that we've posted online. I need you to go through what we did the last three months. Go through all of my Obsidian notes for any mentions of this then go through my transcripts at work.” We use, Teams, so, using WorkIQ, go call that MCP server, grab all the transcripts, go through all the Slack, and then build me out the plan of, what this week's messaging actually was. That's something that was, impossible because for me, I find AI in a what most of this launch here is actually, less building forward. It's actually, a recursive loop backwards. I'm always looking at what had happened first. Go back through the week and tell me what we did, what worked, what didn't work? And then tell me in the next three or four days-What would you tweak based on this sort of like looking backwards and then looking ahead a little bit? I find that to be so much more valuable, especially for like non-technical, because that retrospection is actually LLMs are very good at that. Like finding all the patterns, pulling them out, and then applying that retrospection to just a couple of days or just like a short period of time. Is all a bunch of apps that I've built and launched a bunch of, internal tools. I use the new, GitHub Copilot app, the desktop app with workflows. Every time I crack open my laptop, it's running workflows for me. It's just a ton of different stuff and of course, it all ends up on, it all ends up on GitHub.Swyx [00:06:47]: Of course. That's where, that's where, stuff is hosted. Man, there's so much to ask you. I was going to leave the how do you run a company with AI thing at the end. I have to ask one— double click one thing. You said, you are looking back at the week. You're, you're understanding what happens. When you say we That's three thousand people. How?Rolling Out AI Internally: Skills, CLIs, and Company ContextKyle [00:07:09]: I think when we started rolling out AI internally beyond engineering, right? One of the things that I was really, passionate about is like we have to do this in a way where no one has to change how they work. I don't want to have to teach you a tool. I don't want to have to teach you something new. And so for us, we tried out a few tools. Most of them don't work because I got to get you on board? I got to teach you how to use it. What we've actually ended up doing is we've built like a set of skills internally. We have we each have our set of skills, and we've just been distributing even to the non-technical folks, the CLI. And then effectively, we're just giving it access to like read about everything that we're writing. So that's for us, that's usually GitHub, Teams, Email, and Slack. So Teams for, video chat, generally speaking.Swyx [00:08:03]: Teams and Slack?Kyle [00:08:04]: so we use Teams for video communication, but we don't use it for chat. W-we— GitHub for a long history, right? We're alwaysSwyx [00:08:13]: Also SlackKyle [00:08:14]: Talking about ChatOps and like everything is built into Slack. Like every command, every flow.Swyx [00:08:18]: So even though you have been acquired for I don't know, eight years nowKyle [00:08:22]: we stillSwyx [00:08:23]: You still use Slack?Kyle [00:08:23]: it's a purpose-built tool for us, and I think the reality is that moving off of it would be so bluntly expensive? Simply because all the tooling is, baked in with that paradigm. And they both have their pros and cons but they don't work the same way at all. We still use a bunch of different tools Because it's the purpose-built tools that We need. And thenSwyx [00:08:47]: Well, the same doesn't go for the rest of Microsoft, presumably.Kyle [00:08:50]: like the like various teams like operateSwyx [00:08:53]: They make their own decisionsKyle [00:08:54]: Various ways. I think it just matters what you're trying to what you're trying to do. But we do we do work across kind of every tool that we use, and then by giving everyone access to all of that context and the new WorkIQ MCP server, which is quite cool if you do live in the M365 like world. I can ask it all these backwards-facing questions, and it's incredibly important for our teams that are working remotely. There's a lot of stuff you miss when you're not in an office, and we are spread out all over the world. So most of that is looking back. And then we post, we post either auto-automatically into GitHub issues or discussions, these sorts of like findings or like our industry reports. Like what's happening this morning, today, yesterday. A little automation gets run. We'll use the app. We might use GitHub Actions like with, our agentic workflows just to go do that run, and then we push it into GitHub, and w-we keep having a conversation. So usually for us, it's about that sort of like looking back, looking forward on the non-technical side. And then of course for a lot of those folks, it's also building an app, pushing it to GitHub pages or pushing it somewhere to host it et cetera. But it's just like enabling everyone with that power of it's going to take me a week to figure this out. Instead, we're going “Okay I built a skill. Let's put it into a repo. We'll all share that skill together, and then we'll use the CLI or now the app-” “just to run it.”Micro Skills vs. Mega Skills: How GitHub Uses AI at WorkSwyx [00:10:26]: All right. I think, I think we're going straight into like the team management and productivity thing. I think a lot of people are getting various levels of LLM psychosis. How do you manage the bloat of skills? Like everyone Has their thing, and they're Like trying to promote it to the rest of their peers in their org, right? And obviously, whoever becomes a skill influencer internally becomes like an AI leader, right? Of sorts. I assume you have those.Kyle [00:10:50]: like I think we haveSwyx [00:10:52]: And I assume it's a mess a Yeah.Kyle [00:10:54]: there's like I— like I think the reality is there's two pieces. Like first is I think that we're ending the era of these like massive, beautiful, perfect skills that are just like not any of those things. ‘cause for a while, right every tweet every day is like go download the skills, the perfectly managed thing to do this entire workflow. And I think that like what we've found and what— I was just with my team, this week, and we were talking about the skill side, and we're really talking about these like incredibly micro skills that are just doing one thing for us very well Versus a skill that's going to do I said, that full report. That doesn't really exist on our side anymore. It's usually how do— like a single skill that's going to identify the most important marketing information given any MCP server. Like this is the most important thing. Less about stitch a bunch of tools together and have it produce this mega output because then weeks go by, months go by, things change, and you want to tweakSwyx [00:11:58]: It's brittleKyle [00:11:58]: Your mega skill and you're screwed? You can't do that. And so now we're really just talking about the Legos we're using and just letting the instruction book be something we're all putting together. Whereas I think a lot of AI skills for a while have been that mega instruction book style.Swyx [00:12:15]: I've, thought a lot about Postel's law. I don't know if that's a term that is, means things to folks. It's the idea that you should be liberal in what you accept and strict in what you output, right? And I think that's like a good framing principle for skills. This is my skills, obviously on GitHub. I feel like everyone should have like how like some repos In GitHub are special repos? I feel like we should sort of reify the slash skills and everyone like give it some kind of special presentation. Anyway, so, yeah, this is one of those like download Download anything, transcribe anything, and then you can string together the atomic skills that do one thing well Into like some kind of orchestration skill that calls other skills. I assume, does that match?Kyle [00:12:56]: I like I think so. I think that theSwyx [00:13:00]: Summarize anything.Kyle [00:13:01]: Like I think the- For me, summarizing something for I do communications and PR and analyst relations and marketing and customer activities, and so my summarize everything is very different for each one of those like Contexts. What ‘Cause if I'm summarizing something for an analyst, that's a very different thing than, probably how I'm going to summarize something for like a customer meeting or an engagement. So that's I think like the difference when we're talking about the like the tools I might use on Saturday or the skills I might use on a Saturday when it's just for Kyle. Yeah, those are kind of like they have an atomic actual tool underneath or maybe skill, and then Kyle cares about X. But I think when we're talking about work and enabling the the marketers, communicators there, it's the atomic, this is what good summarization is, and then this is what I care about as for marketing for communications For whatever. And that I think is like the interesting matrix problem when we go from like a developer set of concerns to all kinds of different professions, is that what that word means to me is different than it means to you is different than it means to the analyst or the salesperson, and that's where I think the matrix mess is that we're starting to like still starting to find. It's about these mega skills but they're all just slight permutations, but those permutations are really important. It's the difference between someone reading this and going “Did AI make this?” what Or “This makes total sense, and I would expect this when I'm giving a briefing to Gartner,” or like whatever else.Swyx [00:14:37]: I think the beauty of it maybe is that you don't have to be that careful about what goes in there. It doesn't have to exactly fit as long as it like roughly is contained in there. I used to complain about plugin hell, basically. Like when you have a framework and then you have a hundred things that you need to integrate, everyone does like the GitHub used to be bloated full of these things. And now we don't need them anymore ‘cause now you just use skills.Former Developers in Leadership: AI as a Creation MultiplierKyle [00:15:00]: And like I think the most magical thing is the just that like I can just also crack it open. Like Like yes, I could go like change the how the plugin is coded, or like I could go do that now with AI, but I think there's just something more magical about getting a response back and being “That's not right,” and then you just crack the skill open, you just type English words and it's different. That building block is just, I think very unique. Once I get everyone to kind of understand how to best how to best make those changes to get the most power out of them.Swyx [00:15:36]: Is there a— you have a your peer group that Of people like you. Is there a common framing for Something I'm feeling is, which is true, is that is this a golden age for former developers who are now in leadership? Because you can wield the tools, you would know the right words, you're maybe not too close to the details. Doesn't matter. But like you're more effective than someone who doesn't come from that background.Kyle [00:15:59]: I think that like the secret has always been your ability to identify patterns and solve problems, and I think that for folks that like myself that don't code day to day anymore, that has made me successful as a developer, made me successful as a COO and now CMO. And so now that I have access to get and write code, I'm now applying that sort of like pattern finding and problem solving, and I know enough still about how to then go and say, “Oh, I want to make an app, but I don't want to break into jail or create something that's not going to be able to work or to be deployed scale or whatever.” that ability to apply all that additional business knowledge and still code I think is what makes that so interesting to me. Slightly different than I think some of the other like technical leaders that became business leaders and now are going back to their apps and updating them. Good for them? But I think the more, much more interesting thing is, well, now I have this whole new set of expertise over ten plus years. Why not take that and use that as a developer with these AI tools? So I definitely think that makes me more powerful, but I think that's true for like every dev as well. Most of the dev friends I still have also have some other underlying skill and passion. There's really talented, very kind of linear computer science software devs, absolutely. I just find that the folks that came from a different career, went to school for something else, went off and did this random thing, and then became a software dev, or were a dev, did a random thing, came back. Learning that extra set of information, learning those extra skills, and now having the power of an AI where I can crank up fifteen agents on Saturday while my kids are doing lacrosse, That's like really powerful. And I think it gets me back to that feeling of like creation, and it's very hard to replicate that in most other senses? That first time you build an app and you click it and you show someone that's magical. And so being able to do that not just in code, but across all kinds of different assets that's, that's huge. We were doing we're doing our every year we do our revenue planning. We talk about okay, what is it going to look like for next year? And of course as you imagine, there's, slideshows everywhere talking about what are we going to talk about, what's the narrative, et cetera. And so as you said I'm “Okay, well, I could probably just like build something to build this and then that way I don't have to go build the whole spreadsheet or I have to pass it to my team.” So we went through this process, and I got all the information and used the skills I mentioned. I built like a little app just to make it so I could look at some of the information in a SQLite database, more easily. And I ultimately built this entire presentation without touching any of it and I was “Okay, I'm just going to present this to our CRO, the CFO, their teams,” without mentioning I'd built it with AI. I like built a skill to make it look very much not AI driven. Just not pretty.AI-Generated Presentations, Human Taste, and the Changing Chief of Staff RoleSwyx [00:19:03]: Like a design. Yeah.Kyle [00:19:03]: Not pretty. But just like very clearly not AI. Kind of like don't do anything interesting.Swyx [00:19:08]: That's, yeah, that is valuable.Kyle [00:19:08]: Just go Exactly. We did the whole thing through. It used my notes from Obsidian, it used all the context I mentioned before, the plans, and Never came up once that it was AI generated.Swyx [00:19:20]: It didn't matter.Kyle [00:19:20]: Never once. D It didn't matter. And so now I takeSwyx [00:19:23]: This is a toolKyle [00:19:23]: I can take that tool and go, “Look, I don't want you to go build slideshows.” They're just helping us share information with each other. If this thing can do it With a little bit of crafting from you and then we can look at it together, awesome. There's no value in all that extra work. I think that the ability to, make it look humanly bad and and build a little app to, manipulate the data I think is part of, that upside for devs that are now in leadership roles. Because, the thing that I feel like I said before, this that's all a people, that's all a people problem. I know if you've used a coworker or not to build a slide deck, unless you spent a bunch of time to not do it.Swyx [00:20:07]: I know, but like it was so, I think there's a certain charm to just being blatantly AI. ‘Cause I think that you're well, you're just honest about There may be mistakes here that I cannot vouch for. So how much value is there? But anyway I think, actually the real question I want to ask is, there's a— You were a chief of staff To Thomas. And in the pre-AI world, the that job would've been a chief of staff job of like Can you prep me these slides and all that? And now you do it yourself.Kyle [00:20:35]: I still, I still have a chief of staff. Because, the difference is it's sort of the discussion every time we have some sort of technology evolution is it's not that the jobs the roles don't all go away, they just change? And so yeah, I don't have someone spending all their time building out slides for me and presentations ‘cause I don't need that anymore. But now I need that person that is able to go and find all the different connections between humans in those discussions to help me find out, okay, I should be meeting with this group and this team, and they have an opportunity, and I'm going to be in San Francisco today, I'm going to be in Seattle tomorrow. Those sorts of human connection aspects are still incredibly valuable and has always been a big part of that chief of staff role. But now just like chiefs of staff are not opening up, letters to process, they're doing emails. What It's the same thing. And now they're, they're not building out as many of these presentations because they have the the ability to have a AI take it on for, and share that with me and great. Let's keep moving ‘cause it's allowing us to go faster and make better decisions more quickly.Swyx [00:21:45]: Awesome. Well, so we can dive into more sort of, Productivity insights as you go. I did want to do a little bit of a brief history of colleague and hub. Because, we started here. And then you also involved the NPM acquisition. I did, I do want to touch upon that. And then more recently, I just want to bring up to present day where we're having uptime issues Which transparently we've already Addressed publicly, but we'll, we'll discuss in the pod. Did I miss anything? Like what, any other major highlights? Obviously, it's, it's a lot of years to cover.A Brief History of GitHub: Webhooks, Actions, Acquisitions, and Platform EvolutionKyle [00:22:15]: No the I think one of one highlight was right before the acquisition closed in twenty eighteen, I got to launch the first version of ActionsSwyx [00:22:27]: OhKyle [00:22:27]: At GitHub Universe. So it was OSwyx [00:22:29]: They're that young?Kyle [00:22:30]: It was October of twenty eighteen, I think. Yeah. Yeah.Swyx [00:22:33]: Gee, Jesus.Kyle [00:22:34]: I got to I was the engineering leader on that project and got to launch that. And then, yeah, we did acquisitions of NPM you said, Semmle, Dependabot Pul Panda a whole bunch of things. That was a bigSwyx [00:22:47]: Pul Panda.Kyle [00:22:48]: Abi is doing well.Swyx [00:22:51]: DX. Holy crap.Kyle [00:22:52]: Did well on DX. I and like that was a that was the big shift, after the acquisition. I had to join the sort of business side.Swyx [00:23:00]: So I need to hit you on some of these things ‘cause you were there. Right? And how often do I get to talk to someone who was there? But yeah, Actions. Is that the number one source of security issues on GitHub?Kyle [00:23:11]: Oh, sh I think that the number one source of, security issues is probably like all, the literal code in everyone's like underlying repositories. I would say back further than that is, if you remember I had to show in this graph was this is, I'm, didn't say this before, this is ultimately webhooks.Swyx [00:23:30]: You yeah.Kyle [00:23:31]: Like circa whatever it was.Swyx [00:23:32]: It says Hookshot in there.Kyle [00:23:32]: I forget. Yeah. Yeah, Hookshot's in there. And so like back then, it says GitHub Services. Do you see, it says Hookshot FE for front end, and then it says GitHub Services. GitHub Services back in the old days, right? You we had a repository that was Ruby code, and you could write any Ruby code in there, and then we would execute that On your behalf As a service, and then that way if an if you were trying to integrate with something, it didn't we would run it for you.Swyx [00:23:57]: And of course no containers ‘causeKyle [00:23:58]: No, ‘cause it wasSwyx [00:23:59]: Well, no containersKyle [00:24:00]: Twenty fourteen. And so there was some isolation obviously, but it was mostly the separations on the server level. That's like an example as long as the very old version of Pages, which ran on its own containerization infrastructure, not on Actions.Swyx [00:24:15]: Which like all-time great product.Kyle [00:24:16]: Pages powers the internet at this point to some degree. Those were places where like clearly there were no like issues like to my knowledge. But it was those things where I'm looking at and going “Okay, well we can't be running arbitrary Ruby code,” like on everyone's behalf. Then containerizing all of that up intoUh into actions now where yeah the containerization, is r-really good. The pinning most folks aren't pinning it the like to a particularSwyx [00:24:48]: ImagesKyle [00:24:48]: Sha, et cetera like their workflows, and so that's a big that's a big place Of pain for folks if they're just doing similar to any dependency management, just V1 or newest or latest, I think. But, that journey from that day to “Okay, we're just going to run all this arbitrary code, and, it'll basically be okay,” to now, no, we have, really good containerization. We have a new, underlying, ag-agent, containerization, service. It's like we're using it under the hood. It's through Azure. They recently announced it. The Azure, Dev Compute, but it's, very fast, very fast compute to be able to, spin up your own cloud agents, or whatnot. We're using it under the hood for some parts of the new,Swyx [00:25:36]: Microsoft Dev Box?Kyle [00:25:37]: No. Dev Compute, yeah.Swyx [00:25:41]: Hmm. Not finding it just yet.Kyle [00:25:44]: Oh, it's, it's in there somewhere.Swyx [00:25:46]: All right. Well, we'll cut that out.Kyle [00:25:47]: Sorry. But with, Dev Compute, you can, run, really fast, spin up really, small VMs really quickly, so you're doing a tool callSwyx [00:25:58]: Same conceptKyle [00:25:58]: Just do it containerize exact-exactly. So we're using that so definitely moving that direction to protect us from every every piece of code that we're ultimately running.Swyx [00:26:07]: look, that grows into the full SDLC? Code hosting was just the start and and then it's grown beyond that. Let's talk about NPM may-maybe ‘cause I think that's also, a very major point in the industry. I do think, it was looking for a home. It was, kind of struggling as a business, right? I don't know, I don't know how you would characterize that whole acquisition and how itNPM, Package Security, and Keeping the Internet RunningKyle [00:26:33]: like when we were talking to the team, I think the big thing for the both of us was to find a way to keep NPM, which was basically powering the internet then and way more so now to some degree running. Keep it going keep continuing to scale. It was having scaling problems, if I recall, back at that time. They were doing some rewrites. ItSwyx [00:27:00]: that's cute compared to now.Kyle [00:27:01]: Well, that's the thing is like when I'm talking to folks now, there's there's so many more underlying uses of NPM than there were back when we had them join in with GitHub. But that was ultimately the goal. It was really okay, we used to have pages. We have, the world's code. Let's make sure that we can keep NPM running well for the world. And we put a bunch of time and investment into fixing some of the underlying backend, changes, some of which we talked about some of the manifest work, et cetera. And then now, really trying to bring the the security posture of NPM up to speed. But, it is a unique challenge in that every move that we make to make it more secure will break a lot of people. And security is paramount. And also, we take it very seriously. We're, the any time that we have a problem with GitHub or we make a change that makes us more secure but hurts, there's, a snow day for developers or a really bad fire that they have to go put out. And so we've, have changed the 2FA policies. We've changed the way the tokens work. When we find tokens that have been exposed or potentially, exposed, we invalidate them, andSwyx [00:28:22]: I love that feature in GitHub. Yeah, it's greatKyle [00:28:23]: That creates issues, but, the but that's the thing is we're trying to push the community, forward without necessarily, doing something that is going to break the contract that's been for 15 years or close to it or some amount of years on NPM.Slop Forks, Vendoring, and the Future of Open Source Supply ChainsSwyx [00:28:43]: I think the— So now we're talking about, open source and publishing. And I think there's something here with what people are calling slop forks, which, I think Malta from Vercel is doing. And, part of me thinks, well, the way to get past any vulnerabilities, we just, let's just get rid of the concept of NPM. And we only publish source code. And anytime you want to import it you have your coding agent look at it and then adapt whatever subset you're going to use into your vendor it. But, the AI vendor it. Is that realistic? I don't know. Is it— Will that solve all our security issues? I don't know.Kyle [00:29:24]: I don't think it'll solve I so Mitchell was just talking Mitchell Hashimoto Was just talking about this today, and I think that I-in some ways, it's all all things, old or new again? Yeah, absolutely vendoring everything. Like I do I do remember twenty thirteen, twenty fourteen.Swyx [00:29:42]: This is Yeah. Let's, we must return toKyle [00:29:43]: That's what is We were vendoring everything. We were having actual discussions around, or at least I remember we were “Should we take this full thing?” “Why is this so big? We only need this one file.” And so I do think there's something true there where having either taking only what you need or the dependencies just getting incredibly small over time, I think will help to some degree, but it's not going to solve the fundamental problem, I don't think, because the vulnerabilities in an agent looking at them, there's time and time again, there's a million different ways in which we can convince an agent that this thing is, secure or not and pull it in. Or we can do static code analysis or runtime testing to say whether the code works or not. That is, I think, the step that needs to continue to be, invested in. The question is just on, how much scope. Should it be this enormous project that I'm pulling down, or should it be this piece? Either most companies are running some amount of security checking on the on the packages that they're bringing in or vendoring. That I think won't change. That's like what advanced security does to some degree, Socket does some degree. Like everyone is doing a piece of that. How we each do that like especially when we're talking to enterprise customers, is just like very different. No there's no one wants one single way to do it. And I think that's always been GitHub's, unique position in the world. I talk a lot to maintainers, I talk a lot to folks about this. It's we're— we rarely start like a process and a practice and like push it onto the community. We usually wait for the sort of like RFC process socially or literally, everyone agreeing, and then we'll cement something in. Because otherwise we'reMaintainers, RFCs, Vouching, and the Social Layer of TrustSwyx [00:31:35]: That fits your role in the ecosystem, yeahKyle [00:31:36]: We're GitHub. Yeah, we don't want to shape the whole thing. We want it to be figured out. But like how do you balance that like sort of Role in the industry to keep everything as secure as is possible and make sure that you're you're not going to be compromised as a human, ‘cause that's usually how it all happens. And Not not create a process or lock us into a flow that you're not going to or like Mitchell's not going to or other open source projects aren't going to like. That's always been a tricky balance for us, and I think that's something that we haven't talked about enough is we're not going to be able to fix everything for everyone in a way that everyone is going to like. So tell, help us, tell us what is working. When Mitchell was talking about, the Upvote, the upSwyx [00:32:22]: I was going to bring up his thing. Yeah.Kyle [00:32:23]: I forget what it Yeah. When he's talking to us, I was chatting with him and talking to him about this and I put it on Twitter and we talked to, also over DM, was “We're going to keep working.” but I think the important thing is I do actually want to hear what isn't working for you. And as, be as specific and clear for your project as is possible. And to every piece of credit over the many years that we've known each other through the industry, he's always done that and I appreciate that ‘cause there are places that we need to fix up, and we hear from him, and we'll fix up just like we do all other kinds of maintainers. But that that process between making those types of improvements and being more secure and like creating, I forget what he calls it's not the proof process, not the claims process. Do what I'm talking about? He has that he his projects have a way for you to kind of like,Swyx [00:33:13]: VouchKyle [00:33:13]: Vouch. Thank you. Yeah. He has like the vouch system for saying, “Hey, you should accept my PRs.” That's beenSwyx [00:33:20]: I just built this into GitHub. I don't know.Kyle [00:33:22]: Well, see, but that's the thing is that you say that and like he and his community really likes this and then I'll go talk to other maintainers and other maintainers, globally, and they're “No, this doesn't work for me.” And that is the tension, but also the kind of beauty of GitHub, depending on which way you look at it is we want to help maintainers, so we create all these tools to let you have more control over how much you take in from AI and PRs. But you can also use this. What You can go use this project, and if it takes off and becomes the kind of mostly standard, then yeah, we probably wouldn't enforce it but we would add it in because that's the flow that we tend to do?Swyx [00:34:02]: I hear a lot of people don't know the history of the pull request. And like like that's how, that's something that GitHub standardized basically.Kyle [00:34:08]: Yeah. It was a very messy process Like beforehand, and now the we have the benefit of it being the process? And now we have to go and Figure out the next best process or what adaptations change, or what does a pull request look like when eighty percent of your PRs are just coming from your agents and not From other devs?Swyx [00:34:31]: Do you like the prompt request idea from Peter?Kyle [00:34:34]: like I think that for each like each idea I think has its merits. I'm not, I'm not avoiding saying anything good or bad, but I feel like I've seen a version of we have that we have entire Thomas' store. Take all the assets of what you've built and put that in. I think that's got great ideas. There's all these various permutations of the PR flow, but I think the reason why there's not a single answer is ultimately we're trying to codify trust. We're trying to say “Okay, if Sean reviews this I'm going to trust it because you're Sean or you're the senior dev or you're the whatever.” And right now, when we are working in a flow where an agent writes code and another agent reviews code and then Kyle goes and looks at it the trust is kind of diffuse. And most of the tools that we're talking about are talking more about verification flows. We have more assets to look at, so I can probably say whether this is a good PR or not. But that still doesn't solve, I think, the human problem of I'm looking at a PR and I want to know if I can trust it. And we're still, we still tend to use human signals for that? Mitchell approving it or Kyle approving it or whatever. And so I think that's, I think that's why most of these options haven't really solved it is because, it's a social problem ultimately. It's a it's a human problem to review it and agree. Or you fully trust the tool and you're imbuing that tool with full trust Which I think in some cases that absolutely exists.AI-Generated PRs, Trust, and the Waymo AnalogySwyx [00:36:08]: And so like in the same way that there will be a tipping point in society when we don't allow humans to drive anymore Because machines are measurably better than Than humans. I'm looking for that tipping point, right? Like Mythos is ridiculously expensive. Someday we'll have Mythos on a desktop. I don't know. Will, does that change the equation?Kyle [00:36:30]: I think it's more I took a Waymo here, and I was on my phone and not looking around at all. There are other, self-driving, vehicles that I would not trust while, staring at the road. And I think that trust is something that isSwyx [00:36:48]: Is this a Zoox thing? What is itKyle [00:36:50]: I think that is both. I think that is both. LikeSwyx [00:36:53]: There's Zoox in this robo taxi. That's it. It'sKyle [00:36:56]: Well, depending on what level Of self-driving. But, my point is sort of that I think part of that is I strongly believe that's, a mixture of verifiable proof. Like how many accidents, how much data, and so on, and the human aspect of how I feel when I'm in this car, what it tells me, et cetera. And so that's why I think some of the like Some of these some of our AI tools tend to, imbue me with more of that feeling of trust, even if the data says this is 100% accurate. I feel like it takes more time for us to go, “Should I trust this or not?” And that's in the soft sense of, startups with high agency, weekend projects, and open source. And then there's enterprises and regulated industries and everything else, and that is an even harder problem to go solve because even when it is fully verified, not only do you have to have trust from the humans on the team, you probably have to have trust from multinational,Swyx [00:37:55]: Oh my GodKyle [00:37:55]: Multi governments around the world and regulating agencies. And so that's where I feel like until we tip over to your point on the sort of like human EQ side of it. I feel okay this feels okay I've been proven enough. Then the ball will start to roll a lot faster, where we'll end up getting to the “Okay, we can trust this,” and feel good about it in the Most difficult of cases.Reputation, Sponsors, Stars, and Bot Activity on GitHubSwyx [00:38:18]: If human trust is the thing that matters, I feel like GitHub as the developer social network could maybe do more there. Like vouchers are one system But, we have star counts, and then we have Contributor rights, and that's it. And I feel like there should be more in that space. I don't know if there's any other design decisions there.Kyle [00:38:37]: I think that one of the places that we don't really expose right now in this sort of way is, some degree of like hard trust and support, which would like for me is like sponsors is a good example of that.Swyx [00:38:49]: Ah.Kyle [00:38:49]: It like costs you something. To prove that I believe in your project and I trust you To some degree or I want to support you at the very least.Swyx [00:38:56]: Solve payments for open source. Why not?Kyle [00:38:58]: I think that I think that like as we keep moving forward, right, there's more and more projects where I'm, adding more and more dollars into sponsors personally because I want to like support them, but I also like know of I've probably never met them in person, but, I know of enough of their work that I want to support them. I think the thing that I don't love about stars or commit counts or anything else is ultimately, even with all of the various, abuse and de-spamming and deduplication work that we do or anti-abuse work that we do, these are all, not active social signals. They're passive ones that are ultimately gamifiable. And you may trust me, but another open source maintainer may not. And on what heuristic should you be, trusting me? That I think, is kind of where some of our thinking is right now. What signal from me is most important to you? You— If you can define that potentially, honestly in an agentic workflow that's what we see some of these open source projects do, where you have GitHub actions, and then you have like an agentic workflow that's calling AI, and you're setting these rules. Like if Kyle has submitted and gotten accepted PRs across any given project and has a social handle tied to his account in GitHub, and that social account's older than a certain amount. Really complex measures that matter to you ‘cause most open source projects have that heuristic built into their heads, if not written down in the contributing guidelines. You could take that and then go apply that and then just say, “Oh, we're not going to accept this PR.” Building something that is, I think, malleable to everyone's needs, is a little bit better, rather than going “Hmm, this account's too young.” Because what happens? The attackers just go and go and create a multitude of accounts, and they wait Until it ages up. Needs to have a certain amount of stars. That's how star inflation happens. Need to have a certain amount of reposSwyx [00:40:46]: Oh my God. YeahKyle [00:40:47]: With PRs. They all just create repos and submit PRs to each other, and then they come in and do something nefarious. And so, it's hard. It's hard to find the measure. So I think we're, we're looking more at how can we provide you tools so you can kind of choose what's best for you. And of course, we'll give you some standards. But the trust vector, gets down to I don't know, some version of like human digital ID like everyone's been talking about. Like how do I prove that it's meSwyx [00:41:13]: Give me your eyeballsKyle [00:41:14]: On the internet. Give me your eyeballs. Exactly.Swyx [00:41:18]: The I got to keep moving on Topics, but obviously I can go all day on this stuff because, I've been involved in GitHub and open source My entire professional career. Stars. Very superficial. Everyone knows it. But I think time to one hundred thousand stars is the fastest I've ever seen. Like people just reached that in I don't know, months. And then like at the same time I don't trust it right? Like how many of these are real or bot or like whatever. I don't know how to ask this but like what can we do about it? LikeKyle [00:41:49]: JustSwyx [00:41:49]: Is stars broken? Is stars fine?Kyle [00:41:51]: I think that there's kind of two, there's like two pieces. Obviously we're constantly like trying to find ways in which like your users are producing spam, which would, I would include like be like only doing star gamification. When we find them, we pluck ‘em out and we,Swyx [00:42:08]: But it's like a Whac-A-MoleKyle [00:42:10]: It's a hundred percent like a Whac-A-MoleSwyx [00:42:11]: There's no wayKyle [00:42:11]: Now, powered by AI to be helpful. But I think more so what I'm seeing is, a lot of the like fastest time to X tends to be because we're now inviting so many more people into like software development on GitHub That like the zeitgeist is just swarming? And it'sSwyx [00:42:32]: It's not just developers anymoreKyle [00:42:33]: And it's not you and I. Like like however you want to say like what a developer is it's not just folks who have been coding for a very long time. It's folks that have maybe started coding or only joined in since the AI era. And nowSwyx [00:42:44]: what's the latest Octoverse number? I know eighty million was my lastRem- member that a number of developers on GitHubKyle [00:42:50]: Oh, we're over 200 million now.Swyx [00:42:53]: Okay. Well, so you see?Kyle [00:42:55]: Like over 200 million developers now.Swyx [00:42:56]: But it's not developers, right? It's, it's people with a GitHub account.What Counts as a Developer in the AI Era?Kyle [00:43:00]: So, so this is, this is the biggest debate that I would say, everyone loves to have at GitHub at this point. From my perspective, right, I think that there's, there's clearly a difference between, professional enterprise developer and then developers. But I think that I think that the idea that we should be I don't know, splitting hairs or segmenting developers in the early era of software development is, not worth our not worth the time. SoSwyx [00:43:29]: When you get into gatekeepingKyle [00:43:31]: 100%Swyx [00:43:31]: What is a developer?Kyle [00:43:31]: 100%. ‘Cause I wasn't a developer when I started writing code? I was going toSwyx [00:43:36]: Oh, no. I made— I cloned a thing, seven years before I learned to code. And then I and then I wrote about my learning to code journey, and people Just called me a fraud ‘cause I had a GitHub account. And I'm “Well, no, I just use GitHub, but I don't know-” “I didn't know what I was doing.”Kyle [00:43:49]: I I remember that. I remember those sets of posts, and like that's, that's b******t. So I fight very clearly on the line of, if you create code, if you have an idea and you create it into some way of, I'm, I'm going to run it and use the app right now, you may still use AI in that moment, but that's okay. At some point you're going to do the next thing. You're going to create a big— You're going to have to learn about this database. You're going to fix a bug, whatever. We're all on some same journey, and those people are also hearing about the great new agent skill package or a new CLI tool or a new whatever. And those projects are going up because you want to be a part of this moment, just like I wanted to be a part of the Ruby community when Ruby was popping off when I started becoming a developer, and now I can just click the star button. And so I think that yes, there's clearly some amount of like spamming and game gamification that we're working against, but I really think we're just seeing this whole new cohort of folks that are moving from technology to technology because they're not working on a 20-year-old software application. They're working on a side app that they built on the weekend for their friends or for their new idea or whatever. And that's how you see these enormous charts going up and to the right with With stars.Swyx [00:44:59]: I think something that's remarkable is the persistence or, that GitHub extends to those folks. Usually when I see platforms go into a new audience, they usually have to, have like a second platform with a different name that wraps the main platform. But somehow GitHub has been able to sort of persist and extend, and it's friendly and whatever? So it's, it's nice.Spark, Low-Code, and Always Showing the CodeKyle [00:45:19]: I that's partially why I think as we've tried to move into I don't know, more like low-code-y things. We so we started working on Spark as like a way to, build an app and run it. I think that the reality is that we anytime we try to, kind of put even a veneer on top of it without when we put a veneer on top of something, we still always show you the code. That's kind of like a tenant. We're never going to, hide the code from you ever, because whatSwyx [00:45:52]: Why would you?Kyle [00:45:52]: That's, yeah, that's the whole point? However, I think that what we learned with things like Spark is that really the value of Spark for most devs is, easy runtime. And you may have a runtime or a host that you're going to use for that or you just build something and run it but, the package of making that even more simple isn't really needed for folks that are trying to build software and not just trying to build, an app, which is, slightly different, a slightly different goal. So I want to get you in, I want to get you comfortable. I think the best thing for me as, someone that did not traditionally come into software dev way back, I want anyone to be able to breach that chasm and not be in the I don't know, I feel like we're, we're still in an era of, STEM. I've got a 12-year-old and an eight-year-old, and it's “We got to get ‘em into STEM,”? Over and over. And I like I do, I do the things that good parents do. I was “Oh, you want to do coding?” “Yes, I want to do coding.” Do coding classes. But now they're just not afraid of doing software. And that's, I think, the thing that's honestly kept me at GitHub for so long. Anyone should be able to go and build a thing, just like I can go change a light switch in my house. I'm not going to go into the breaker box ‘cause I'll probably kill myself? But, I can go change that light switch. Everyone should be able to go and say, “This fricking app doesn't do what I want. I want it to work like this.” And that I think, is what's kind of kept us all connected with GitHub through the years and some and during the easiest of times or in the hard times because of that opportunity of, we're the home for all developers, and we want everyone to be able to have that feeling that we've had of, had an idea, I created it and holy s**t here it is.Swyx [00:47:37]: Here it is. All right, I'm going to try to do more spicy questions.GitHub's Hardest Scaling Moment: Growth, Agents, and UptimeKyle [00:47:42]: Great.Swyx [00:47:42]: Is it an easy time now or a hard time?Kyle [00:47:45]: Oh at GitHub? It's a hard time. Like, it's a hard time and also, I was just with my team and I said, “This is also, the best and most exciting time that I think I can remember at GitHub.” BecauseSwyx [00:47:57]: Best of times, worst of times. It's never oneKyle [00:47:59]: ‘cause we've we were talking about Octoverse reports and, usually we do an Octoverse report once a year, and we look at the numbers, and we say, “Oh my goodness.” I was at Universe in October saying, “This was the fastest year of growth that we've ever had,” right? And now we're doing more in a month than we did in a year last year.Swyx [00:48:20]: You're talking about PRs.Kyle [00:48:21]: Commits.Swyx [00:48:21]: Commits, yeah.Kyle [00:48:22]: PRs. Kind of like you name it by roughly every measure that we're looking at, there's some amount of sort of growth that is much bigger, and that is breaking our system in new ways, not old ways. Like webhooks were always notoriously, unreliable over the years?Swyx [00:48:38]: Whose fault is that?Kyle [00:48:39]: not anymore mine, but for a period of time, I'm sure you could pull up a tweet that was “It was me. I'm sorry.” but, now, that got rewritten at a scale level that is still working and is not having problems today. Now what we're finding isn't just the isn't the-The simple stuff that folks are on the sometimes on Twitter or on the internet are “Hey, why is this like this?” Sure. There's absolutely silly problems that we shouldn't exist. But now we're talking about, unique, novel permission problems that happen only at a scale across all different objects or whatever, that now we have to go rewrite this underlying system. And so it's, there are problems that yeah, caught us off guard, which I think I said. Like the growth is astronomical, but also we're making such material progress in that I'm excited once we're once we've kind of like reimagined the underlying foundation layer, or pieces of it at least, what's going to be possible when it's not just all of us and all the new people that are being developers and all of their agents and all the tools like working together. Because that'll still happen in that in that GitHub tool, that GitHub community. But it's a it's a hard day anytime we can't give you what you're looking for. We have the same problem internally. We operate through github. Com. Of course, we have backups when things go down and whatnot for our own operations but we feel it too. If it's not working it's not working for us, and that's kind of like the promise of dogfooding for GitHub. It's always been true. We're using the same tool you're using. We're not using a super secret version. We and so we also need it to be great for us for our customers of course for open source. And now an exponential growth of agents, Doing it too.Swyx [00:50:32]: I wanted to load for audio listeners who maybe haven't seen your tweets, whatever. So one billion commits in twenty-five. Now it's two hundred and seventy-five million per week on pace for fourteen billion this year, if growth remains linear. Is that still the pace? I don't know. It's been aKyle [00:50:48]: it's, it's speedingSwyx [00:50:50]: Roughly.Kyle [00:50:50]: It's still speeding up.Swyx [00:50:51]: It's, it's April, so yeah.Kyle [00:50:51]: Exactly. This was in April.Swyx [00:50:53]: All right. So basically you have fourteen x growth, right? Year on year on year. And I think that's a scaling issue. I think, I'm going to like try to really steel man this thing. People have experienced fourteen x growth. They haven't had your downtime. And that's like— C-can we go dig into that? Why? Like what's the— what broke? What are we doing to fix it? Like just anything for the community to reassure them.Why GitHub Reliability Is Breaking in New WaysKyle [00:51:18]: so there's a Like I was saying, there's a couple different places that we've seen the growth issues. Some of the growth issues, which is why we're t— I was talking about pushing hard on more CPUs is in actions in particular. More tools, more agents, more PRs mean more builds, more builds mean more CPUs. And so we are expanding through not just our data center, but obviously we were talking about moving to Azure and moving to, adding an additional cloud compute because we simply need more CPUs. Not as much GPUs. We definitely need GPUs too, but now CPUs are becoming a factor.Swyx [00:51:53]: It's very CPU heavy.Kyle [00:51:54]: Underneath the hood when it comes to some of the underlying services, we've been breaking up over the years our database infrastructure, so that way we have, more cognitive separation between our the various services. The place that we continue to have pain is in, permissioning. And so right now m-many of our permissioning layers sit into a database that we like internally call MySQL One, and old Hubbers will know what I'm talking about. And so we've been pulling things out of MySQL One for many years, because like and we use we use Vitess and we use other technologies to shard and we do it as one bigSwyx [00:52:31]: Famous thing, PlanetScale was born from this andKyle [00:52:32]: A hundred percent. Sam Old Hubber and friend. And so finding these opportunities to like break this out and then do that globally. The other thing that I think is interesting and both a unique opportunity and tricky is we also run everything I just talked about in a black box container with GitHub Enterprise Server for people that work on-prem. So we take everything I just said, and we also do it on-prem, and we also do all of that and we do it in a data residence setup for customers that need to have their data in a single location. Each of these has the unique characteristic around how we're sort of storing that data in MySQL or in a permissioning setup. That's where some of these outages have oc-occurred, where you're seeing it more like across the board rather than just like the one pieceSwyx [00:53:17]: Filling the databaseKyle [00:53:17]: Isn't quite working. Exactly. And so part of it is that. I think there's been some other places where agents are much more or more projects appear to be moving towards monorepo versus we were going the other direction for many years in the industry. Repos were smaller, but there were more of them, and now we're seeing the opposite. Repos are bigger, and there's, not fewer of them per se ‘cause there's new growth, but, we're just seeing many more big repos. Big repos, big monorepos have always had, a unique performance problem. Because each one, is slightly different if, particularly if the underlying blobs are incredibly big Inside the repos. And so we've done a ton of work that you pro— like most people haven't probably experienced, unless you're in this case of the monorepo. But that Git, infrastructure layer improvement does help the overall, system because, many of the improvements that make monorepos work better make all repo infrastructure work better. And so, I could kind of keep going down the line where it's another thing where we're moving out of, We're changing how we do j I'll just say job queuing for lack of a better, explanation changing the underlying technologies there.Swyx [00:54:32]: I spent two years being a job queuing guy, so.Kyle [00:54:34]: And so it's kind of a little bit of a little bit of piece by piece, and it's mostly because as we were— as it was built, we built everything in a way that assumed, I guess in some ways that the size of the pipe of work was going to remain the same. There's just going to be more people coming through each of those pipes. But instead now in places whereA git push was, generally a certain size for example, is now, no longer true.Swyx [00:55:03]: Oh, yeah.Kyle [00:55:03]: OrSwyx [00:55:05]: I push a thousandKyle [00:55:06]: On the average. 100%Swyx [00:55:06]: A thousand line commits like dailyKyle [00:55:07]: Same thing with PRs. Like PRs same thing. And like we've talked about optimizing that and making changes where, and there were technology choices that did not work there? And it got slow, and it didn't It was not fast. It did not do what the users wanted. And so we've been reeling that all out and going “Okay, that's just not right. Let's stop putting good money after bad and do it the do it the right way or the right way now.” So there's It's a it's a lot of things, not quite when I've experienced scale at GitHub historically, it's almost always two options that we've used. We go vertical scaling, particularly with databases, right? And we go horizontal scaling. Oh, we just have more people using this service. Great. We're going to add more servers, and we rack them in our data center, or we use it in a cloud. And now we're sort of in a like diagonal, where like vertical doesn't really work anymore. Horizontal isn't work either because we're all We all have some CPU or GPU constraints in the world now, and now we have to go in and like crack open services that have been running for 10 or 15 years and go, “Okay, the rules of this service have legitimately changed, and now we have to rewrite them.” None of this is an excuse. This is like we're We have to do the work. We have to make it better.Swyx [00:56:22]: actually as an infra guy, I'm “This is like one of the most fascinating scaling challenges I've ever seen.”Kyle [00:56:26]: That's that's, that's the thing that's the thing that it's hard for Like when we weren't talking about it publicly, and I was like I came out, and I was “Hey, I just want to explain what's going on.” Part of it comes from a very old GitHub ethos, which is it's our it's our uptime. It's down. W What I know you're a developer, so you're, you're inclined to want to understand more what's going on. But at the same time us going “Hey, this service didn't, perform the way we expected, and now we have to go change it,” we weren't We're not trying to hide anything from you i

Die Ausstellung „Horizontal. Das Krankenbett und die Welt im Liegen“ ist vom 29. Mai 2026 bis zum 2. Februar 2027 im Berliner Medizinhistorischen Museum der Charité zu sehen. Neben der kulturhistorischen Betrachtung des Krankenbetts beschäftigt sich die von der Kulturstiftung der Länder geförderte Ausstellung auch mit den Erfahrungen chronisch kranker Menschen. Monika Ankele, Direktorin des Berliner Medizinhistorischen Museum der Charité und Kuratorin der Ausstellung, spricht im Interview mit Hans-Georg Moek über die Hintergründe der Ausstellung, über die veränderte Wahrnehmung von Welt und Selbst im Liegen, über Protestformen im Liegen, Liegen als Therapie, das Krankenbett als Ort der sozialen Interaktion und gesellschaftlichen Teilhabe oder die medizinhistorische Dimension des Krankenbettes.

We start the podcast with a little diet talk - macros, proteins, fats and leaning to eat right.   The Wedding Wednesday bleed into a podcast conversation and horizontal parenting. 

The Great Talent Redistribution: Where is Talent Actually Going in 2026 and beyond?  Is the start-up compensation model broken? How about big Big Tech? How about non-tech small & medium businesses? What is happening to talent, going forward? This and many other topics in this episode of Tech Deciphered. Navigation: Intro The Broken Contract? The Great Unbundling The Three (?) Destinations Alternative Cap Tables, Alternative Compensation Models Investor Landscape Fragmentation Operator Playbook and Predictions Conclusion Our co-hosts: Bertrand Schmitt, Entrepreneur in Residence at Red River West, co-founder of App Annie / Data.ai, business angel, advisor to startups and VC funds, @bschmitt Nuno Goncalves Pedro, Investor, Managing Partner, Founder at Chamaeleon, @ngpedro Our show: Tech DECIPHERED brings you the Entrepreneur and Investor views on Big Tech, VC and Start-up news, opinion pieces and research. We decipher their meaning, and add inside knowledge and context. Being nerds, we also discuss the latest gadgets and pop culture news Subscribe To Our Podcast Nuno Goncalves Pedro Introduction Welcome to episode 77 of Tech Deciphered. This episode will focus on the great talent redistribution. Where’s talent actually going in 2026 and beyond? The Silicon Valley deal of the last 30 years, very low salary, stock options, you will either sell for a ton of money or IPO, and everyone gets rich, is seemingly broken. Or is it really? The dominant narrative says the tech middle class is dying. We disagree. There is obviously a lot of stuff going on whereby big tech is partially barbelling. There’s a superstar concentration on the top. There’s a bit of a seemingly allowing of the belly. We’ll come back to that. We don’t quite believe that is totally true. There’s a collapse at entry level. The belly is migrating into three, potentially even more, very different destinations: AI native startups, human-verified premium businesses, and the read the industrialized middle of the S&P 500 and SMB world. Each has its own cap table, each will have its own compensation model, and each will have its own investor profile. In some ways, this is the third episode in our Reset trilogy. We started with episode 75 on the SaaS-apocalypse. We talked about the great private capital reset in episode 76, and now we talk about talent redistributions. Bertrand, exciting times, not always positive times.   Bertrand Schmitt Yeah, it’s exciting times because it’s a time of change. Of course, we have the doomsayers. If you listen to Dario Amodei of Anthropic, every white-collar job on Earth is going to disappear. I think I strongly disagree, and I suppose you too as well, we strongly disagree. It’s going to be more of a redistribution. If you look at the history of technology, this is what always happened. We forget how many jobs have disappeared over the past 150 years. We move from a time of 150 years ago. People were mostly in agriculture. Then you had a lot of weird jobs that disappeared from people transporting water to people bringing ice from the pools to people doing the job of computers. People forget that computer was a title given to human beings. We’re doing calculations. Then, of course, secretory jobs in the ’80s, ’90s, where suddenly anyone can type using a word processor, the rise of Excel, that sort of stuff. Many things have changed. Some jobs have indeed disappeared. Some jobs have totally transformed. Where you do these jobs have changed. I think we are at a similar stage where, thanks to AI, and I would say for now, or at least the rise of AI coding, there is a dramatic change happening. I don’t think it means that people will be without a job. It just means, from my perspective, that jobs are changing. You are not just doing a lowly coding level task that actually indeed could be replaced, but you are going to have more of builder type of mindset, a product manager type of mindset going forward. We also expect that the distribution of jobs, depending on the type of business, will be quite different.   Nuno Goncalves Pedro The Broken Contract? Maybe let’s reset a little bit to the broken contract, or if it’s really a broken contract. There’s been this image in technology and tech that basically you get paid very little to work in tech. You get a bunch of stock options. The earlier you are in the company, the higher the level of stock option grants you get. Then you make a ton of money at some point because the company will either sell or IPO, and that’s heard of it. Obviously, there’s a lot of movements happening right now that are changing how these dynamics work. The first part is obviously AI, and in some ways, AI is shrinking companies. It’s not unheard of that companies with as little as four or five people reach 50 million in ARR. There’s companies with one person that have gotten bought for hundreds of millions of dollars or billion of dollars. Obviously, things are moving very, very fast, and therefore, there isn’t a large employee cap table. How would you share the upside? Would you actually give a couple of percentage points to an early employee rather than your 0.2-0.5% kind of thing for early employees? The second part is a little bit the other side of the table, which is the IPO market is seemingly in a drought. There’s not much happening in IPOs. Maybe 2026, at some point, there will be an unlock, but right now, it’s seemingly difficult to get your upside. Even if you’re an employee, you have to wait a long time. The median time of IPO has climbed over 10, 11 years, the longest in over a decade. Basically, not only you have to wait a long time as if there is an IPO drought, like we might be going through right now, when do I actually get my cash back? Unless the company gets bought, maybe there are secondary transactions along the way, maybe there’s something else. But obviously there’s a little bit of a reduction and lowering of the upside seemingly for this contract and for this place. The easy conclusion that I think many are taking is, because of all of this and all the layoffs that are happening, even in big tech, that serve the tech middle class is dying, that basically AI screwing the workers, et cetera, there’s also a lot of discussion that even it might be affecting the entry-level jobs as well. Everyone coming out of undergrad right now can’t get a job, et cetera. There’s this doomsday scenario that you’re alluding to that everything is changing. We have a slightly different perspective. We think there’s a realignment of market. In layoffs, there was a lot of layoffs that were warranted. Big tech, in particular, had actually hoarded a lot of engineering capacity over the last decade or so. There’s a little bit of a realignment that needed to happen in any case. When everyone’s saying, “Well, AI is compressing everything,” well, it’s compressing right now, but we don’t think actually it’s going to compress over time. You’ll still need engineering and science talent to come on board for you to be able to scale up. It’s not like AI is going to take care of everything and teams are going to be five people for companies that are worth a trillion dollars. That’s not happening. Today’s thesis, I think a little bit of this doomsday scenario needs to be seen with a more nuanced lens. I think that’s how we’re framing today’s episode, that there’s a bit of a nuance, there are some extremes happening. We’re going to talk about those extremes, but ultimately, it’s not quite as simple as saying that the tech middle class is disappearing in early jobs are going to be a thing of the past.   Bertrand Schmitt At the same time, what you started with is true. I mean, that 50 million ARR company, just five people. At a bigger scale, that’s exactly the matrix for Anthropic. They have reached a stage where they are at a range of 12 million ARR per staff per employee. It’s metrics that are definitely never seen before. I don’t think any company raised to this level. Best in class, best run companies, one, two million per employees. I mean, that was your target if you can make it. We are definitely in a different game. But I think what matters at the end of the day, and that’s what we’re arguing, is that you have to see the big pictures. Yes, some positions might disappear inside some companies, but some other positions will be created in other companies. Usually, what people do is keep talking about the jobs who disappear and not looking at the bigger picture of jobs that are being created as well. What is true, and I think you alluded to that, is that the big tech the past 10, 15 years had some strategy of hoarding talent in a war where having the best talented people will make the difference in numbers, will make the difference between winning or losing. The Google of the world, the Microsoft of the world, the Amazon of the world, they were hoarding talent. They would try to make sure that they might not have such needs in talented number of people. But if they have the talent, it means their competitors didn’t have the talent. It means that the startup trying to reach scale couldn’t pay the giant salaries that the Google of the world were paying. There was definitely some hoarding. But it went so far in the 2020, 2021, that I think since then there has been a coming back to normal. There is also now in 2026, the recognition that it’s not true anymore. Yes, talent can be very valuable, but there is now a bigger and bigger gap between the extremely talented versus the rest that are merely talented because of AI. AI is able to replace at scale your software engineers, your software managers. I would say it’s quite new. I don’t think it was true a year ago. We’re really talking about a recent dramatic change in what can be achieved thanks to AI. We can see most of the big AI companies are moving to coding. It was started by Anthropic as a trend, OpenAI has followed through. Obviously, the Cursor of the world existed before, but they were not as successful. All the Chinese open-source models are moving very fast to coding optimization the past few weeks. It’s quite an incredible change. I think there is that dramatic change, recognition that coding can be done differently. As a result, we are going to see change in the distribution of jobs. I think it will start from the top because we see the news of the big Google, Microsoft, Amazon, and others who used to hold talented software developers to a change in realization that no, we actually need to invest in AI. We need to invest in compute because compute is going to do the job of most of these people. Therefore, we can’t pay for both at the same time, even us with all our money, we cannot. Wall Street is not going to let us do that. They start by removing a lot of position. I think we see that accelerating, quite frankly. We have only seen the beginning, but in the next 2 years, we see a dramatic shift. But I think my position, I guess yours, and you know as well, is that there will be a lot more opportunities created as well, probably by also entities.   Nuno Goncalves Pedro The Great Unbundling Yeah, there will be more opportunities created. The hoarding is just taken also a little bit of a different view. To your point, there’s hoarding of resources, compute, et cetera. But there’s also hoarding of top talent. We are seeing people getting paid, packages all in that could run up to 100 million, in some cases even over 100 million over several years. This is unheard of. I mean, an officer of Meta would make, I don’t know, maybe 20, 25 million a year. It’s like now there are people that are on the top end of AI researchers that are getting paid around that amount just to join some of these companies. There’s a little bit of a different hoarding. It’s very selective hoarding of certain talent. We’ve seen some acqui-hires. We’ve talked about it in previous episodes that are just literally about getting one or two people specifically to come on board. Alexander Wang, again, going to Meta to lead their intelligence labs there. I feel, I don’t know what you feel, but I feel this is a transition moment where there is overpaying for certain talent on the top of the market. At some point, this will stabilize. You can’t keep paying people 100 million over 4 years or something like that across the board. To your point, a lot of this is actually going to scale up quickly also on the AI side. There’s a little bit of a different hoarding happening on the top end, not just the resources, but also of people, which seems to give further this notion of barbell, that there’s two extremes, the haves and have-nots, the super-duper talented people that get paid a ton of money, tens of millions of dollars a year at the very least. Then the emptying of the middle where there’s a ton of tech layoffs going on in some ways, the belly, as they would call it, is being expelled. The middle market, the managers are being fired because there’s nothing to manage. There’s a lot of positions going away. In some cases, you might keep some of the more junior talent, but with a little bit of experience. But even the talent coming out of colleges is not getting hired either. It’s a little bit of a weird thing where there’s hoarding at the top, there’s an emptying of the belly, the middle, and then the early, early, early is also not getting recruited. It’s like what gives? How is this going to look in the future? I agree fully with you, Bertrand, that there’s a migration of this talent, not only to other companies, but also to other jobs. There will be new jobs that will emerge out of this. The DevOps, dev tools market didn’t exist until maybe 20 years ago at scale, and it got created. In some ways, we’re seeing there will be new markets, there will be new roles and new jobs that will be created around engineering teams going forward. We can’t anticipate all of them. But basically, the emptying of the belly is true as it’s happening right now. The low hiring on the early and the top end, getting tons of money. We think this is a transition to something else. There’s the hoarding of engineering in general is coming to an end at momentum. Now it’s time to rightsize teams, to get the right at the table, et cetera, and start figuring out what works and what doesn’t work. We’ve already had some horror stories coming out even from Amazon where they were breaking systems with their use of AI tools, and I’m sure it’s happening across the board. I’m on a board of a company and been tremendously affected by Meta and its algorithms, where basically because of advertising, there have been people served with ads for this specific company where the ad doesn’t match the company, so basic stuff like that. It’s been actually very, very difficult because in some ways, the company goes back to Meta. It’s like, “Hey, dudes, you guys are serving ads that are not even our ads with our copyright and stuff. How does this work?” They’re like, “Oh, it’s AI.” It’s like, “Well, it’s AI but can you give me my money back?” They’re like, “No, we won’t give you money back.” This creates huge issues for companies, for example, that are very dependent on advertising, which obviously there’s a lot of industries that are. They’re actually in production systems at scale. Meta is, I think now, the largest digital advertising in the world. I think they outgrew Google in one of the last quarters. Basically, this has a tremendous effect that systems that are in production at scale are getting inputs and changes driven by AI tooling, and somehow nobody can say what the hell is happening. Again, there will be a reckoning, there will be a redistribution, there will be a rightsizing of teams and an adequacy of teams going forward. I personally think this is a transition period.   Bertrand Schmitt I think we are moving from hoarding or software engineering to hoarding the top of the top scientists in AI and hoarding of GPUs, GPUs/data center. For me, it was quite interesting to see the deal of Cursor with xAI, where basically they couldn’t get access to computing resources to run their model. But xAI had, I forgot the exact numbers, but close to half a million GPUs that no one, I mean, “no one was using” because their services are not so successful yet in terms of AI chatbot and the like. Basically, suddenly they are like, “You know what? We control access to resource.” But the new resource is, again, a mix of extremely talented AI engineering or AI scientists versus GPUs/data center. There is this race of controlling boss and everything else is going to be collateral damage. Some examples, I think, are quite interesting. You talk about some example of Amazon, even some production issues. I remember reading a quick post-mortem of one of the issues, and the conclusion was it was AI, definitely part of the issue. But the other part of the issue was AI used by junior engineers. For me, it’s interesting. It shows that actually junior plus AI is actually a danger zone. That’s why many companies are going to be way more careful. “Why do we need the junior people if they are just playing with fire?” I think we go back to that situation of barbell, as you call it. The top talents are extremely valuable because they know how a production system works. They are here to develop better AI systems. But the junior guys playing with fires, yeah, maybe it’s cute in startups, but in a big time production environment, a different story.   Nuno Goncalves Pedro There will be a barbell with top-end talent super-mega paid and then mid-level talent that is individual contributors still doing a lot of great work, et cetera. Along the way, a lot of emptying of entry, a lot of emptying of the middle. Where does the talent go? The Three (?) Destinations I think we could say there’s three destinations for this talent. Maybe there’s four, maybe there’s more. Three that we can immediately identify. One is the AI native startup piece, where we have smaller teams that potentially get to a lot of revenue or top line over time, and where the Series Seed is the primary round, where we’re seeing Series Seed being raised of tens of millions of dollars, actually even hundreds of millions of dollars in Series Seed. In some ways, the stars there can get incredible compensations in terms of stock. They will stay for private and selling in secondaries later down the road because there’s so much capital at the table. Actually, in some ways, salaries are very high as well in some of these companies. It’s not like you’re trading off anything. You can get paid a lot of money. If your company at Series Seed for 10 or 15 employees has raised 50-$100 million, you can pay great salaries. In some ways, this is the extreme destination. The AI native startups that can make it is the extreme destination. Now, there aren’t a ton of AI native startups that can raise 50-100 million to 400 million in Series Seed, just to be clear. There’s a handful of hot deals in that space, but that’s one clear destination for top-end talent going through that. In that market, I think that’s one of the destinations. The second one is more what we would call the human-verified premium. It’s more of a play of companies that has still the need of human in the loop, either in terms of development, also in terms of activity, either because go-to markets are very intensive, and so therefore you need to have sales forces, partnership teams, et cetera. Or on the engineering side, it needs to have a lot of customization, integration. Companies are not just going to the, “Oh, you can come in and just apply your AI tooling and somehow magically the systems all work.” there needs to be quite a lot of and work and high touch work in getting stuff done. A significant part of that market, I’m not sure, is super VC investible. Maybe it’s a hybrid of private equity in VC, more PE style in many cases. It’s a PE-hold, sell to someone else market. As we’ve discussed in a previous episode on the SaaS-apocalypse, that hasn’t quite worked out for PEs. Question marks on how that human-verified premium market is going to evolve. But obviously, there’s a lot of work still to be done there, even on the engineering and science side. That’s the second potential destination. Then the third more aggressive destination is the reindustrialized middle companies that have a lot of specificity in going after small and medium businesses, local or regional affectations like ERPs or CRMs for specific markets, et cetera. Those are the three natural destinations. I would add the fourth, which is big tech. I mean, big tech doesn’t magically disappear, and I don’t think it fits neatly into any of these three markets. In some ways, big tech is now looking at the extreme for top talent a little bit like the AI native startup because they can pay. They can pay the 100 million every four years, et cetera. I do think it will typify taxonomically into a fourth type emerging, where, as we discussed, you’ll have top-end individual contributor talent. You’ll have the absolute top-end of the market because they can get paid. Then you’ll start having the emergence of earlier talent that is highly capable, et cetera. That will go back to a bit of a normal distribution in terms of talent on big tech. For me, those are the four destinations that I would put at the table.   Bertrand Schmitt For me, big tech moving to big tech, I’m not sure if it’s really a destination. I mean, yes, in some ways it’s a reshuffle between the big tech companies. They are definitely all fighting in some ways for some of the same people. I can see that dramatic shift where big tech has to remove a lot of positions in order to replace by AI. Again, I think at this stage, it’s mostly driven by AI coding. We are still at the beginning because this is brand-new phenomenon that AI coding is so successful at its task. I don’t think it was true even 6 months ago. Some companies, take Anthropic, take OpenAI, are definitely there or close to be there in terms of no more writing of a single line of code by a human, zero. This is, again, 6, 12 months ago. Not true. But now it’s true in a few top companies. Take OpenClaw as well, most successful GitHub project of all time, not a single line written by its author. It would have been impossible. We’re talking about hundreds of thousands of line of code in a few months. It’s impossible to achieve that manually. If you look at the other big tech companies, the Google of the world, the Meta of the world, the Microsoft of the world, they are absolutely not there yet. They are going to be there because they have no choice. It’s you either go fast there or you die. You are not going to be able to survive competitors that are shipping 10, 50, 100 times faster than you are shipping. It’s a life and death situation. All the big tech companies are going to move, and mark my word, in the next 2 years from 10, 20% of AI-written code to 100%. During that transition, the next 2 years max, if you don’t do it in 2 years, you are going to die. Your stock price is going to crash. Then, of course, you will have to make changes. You will have to invest more in GPUs. You will have to invest less in your standard typical software engineer employees. Like you, I’m very optimistic that there are new buckets. AI-native startups definitely will be there. It will be transformational. Human-verified premium, very interesting category. In a way, it will be businesses that are inevitably less scalable through AI, and there is definitely a spot from there. I think the biggest would be the reindustrialized middle SMBs. Most of S&P 500 type of business are going to dramatically offer new software opportunities, new opportunity story to talented software employees because they will need to implement AI in everything they do. They will do it. They will need people who have software engineering knowledge in order to implement these systems. For them, what’s changing dramatically really is that thanks to much cheaper cost as thanks to AI coding, a lot of software projects that they couldn’t afford to do, that they couldn’t imagine doing by themselves, they are able to do it. They will invest in a lot more software capabilities than ever before. That will be a big game changer. And software, very tuned to their business model. There might be less buying of your traditional off-the-shelf SAF software and a lot more investment in a highly custom software by their own team, assisted with AI. I think that would be the part that is most transformed by all of this in a positive way.   Nuno Goncalves Pedro Alternative Cap Tables, Alternative Compensation Models This will lead to a very fundamental shift, right back to the broken contract. What does the new contract look like? It looks like alternative cap tables depending on which bucket are you transitioning into. If you’re going into your AI-native bucket, and you’re a top-end talent, you’re like, “Dude, I’m worth 100 million over 4 years, so just compensate me accordingly with a mix of options in the company plus my salary.” If you’re top 1%, you can probably get away with salaries that you’d get anyway at mid-level from 300K, 400K and above, and you can get actually a lot of options already in the company. A lot of this is happening right now. There’s a premium for AI, we know that. There’s a premium for AI at the top end of AI researching, in particular on companies that are doing hardcore research on staff AI engineers, so companies that require actual AI engineering. There is a premium that is significant. It could be as high as 18% over non-AI peers, and it widens actually with seniority, shockingly enough. This is more of an average than anything else. Now, for me, and it’s for debate, but the perspective is this extreme comp will need to compress at some point. There will still be the haves and have-nots paid much better than the have-nots, so to speak, but there will be a compression. The variance can’t be the variance we’re seeing today for absolute top-end talent. That said, there will be variants. We know that big tech for over a decade, decade and a half, for example, in the Bay Area, has been paying a lot of money for director and above levels that used to be the VPs, so a million, a million and a half a year, all in compensations. It’s not unheard of that this will actually increase after this stage. That said, I do think that the compensation extreme that we’re in will get diluted down the middle. It will actually come down at some point. It’s part of where we are today. As we know, it is still a bubble.   Bertrand Schmitt Yeah, it’s an interesting point. I think it’s possible. At the same time, that compression coming 2, 3, 5 years. At the same time, we have examples where there is no such compression. Take the top sports players in the world, golfing, basketball, NBA players. There has not really been any compression at all. For me, it’s interesting. If you look at the big tech companies, each being one of this top NBA team, why would such compression happen? As long as they are competing against each other and generating plenty of cash, I think there will be some fair question. We will see. I don’t have a strong opinion, but for me, it’s not a total given.   Nuno Goncalves Pedro For me, the shocking thing is the faster AI becomes better, the more that compression will happen, because at some point, it’s like, why do you need the top talent as well? I don’t know. It feels like you’re trying to evolve a system that’s there to replace you. It’s like, “Okay, I’m getting paid 100 million over the next 4 years”, and then you develop something that’s so good that replaces you. Thank you. That’s cool.   Bertrand Schmitt That’s a total possibility, yes, because we are in that very unusual market where the game is to only replace yourself and people like yourself. At some point, it is a possibility, I guess this one. Right now, we’re talking about replacing your “average software talent”. In 2 years, could we absolutely replace the absolute best top experts in the world? Probably. I think it’s just that at some point we’ll be reaching the stage where we strictly have no control anymore on our AI systems because no human is able to challenge and understand what’s produced. It’s not just a question of scale anymore. We’re talking about a gap in IQ, basically.   Nuno Goncalves Pedro Exactly. It will happen at some point in history. We don’t know exactly when. For the second bucket, the human-verified premium bucket, it’s difficult to see how an HVAC company or an HVAC roll-up of scale or a regional health care platform or high touch go-to-market, B2B, SaaS play, et cetera, for a vertical will compete. At the same end, they have to compete and they will compete. There will be more and more jobs, we believe, for engineering talent in these companies. They’ll have to be more and more AI-enabled themselves. The cash salaries will have to be competitive within the local markets, not necessarily with Silicon Valley. There will be potentially profit sharing and revenue sharing and actual dividends played at the table. The model there on the cap table needs to change a little bit, needs to be probably propped up more on salary and on some way of doing profit sharing or actually having dividends paid to employees and figuring out employee to equity in a more aggressive manner. This is the market that probably was already very attacked, so to speak, or let’s say, occupied by private equity firms. There are still obviously part of that model that would work well. There needs to be a fundamental shift, certainly on the quantum of salary compensation, dividend compensation, profit sharing, and all of that. Then last but not the least, obviously, we had the bucket around basically the reindustrialization of the middle, so everything else, which will take most of the belly that we were talking about. This is probably a poor analogy, the belly fat. It’s not belly fat, it’s people that were doing their jobs that now are getting disrupted. In some ways, that bucket will absorb a lot of that belly, will absorb a lot of talent. The small and medium businesses that Bertrand was saying will need to crucially become more AI, software-enabled by themselves, even with some core stuff and underpinnings that actually might not even require AI in terms of infrastructure platforms. There, you need to get properly paid. Again, how many people do you need in your engineering team if you’re a small business? Probably not a lot. It’s maybe you need one or two people and that’s it. They’ll need to be very nicely paid because they’re running the stuff in the rails. This is probably a market that over time, as AI gets more and more competent, will also be disrupted, but let’s not talk about the disruption to the disruption because otherwise, we’ll stay here the whole day, but certainly a market that has a lot of potential to shift and to absorb a lot of the moments that we’re seeing in terms of layoffs happening in the US in particular.   Bertrand Schmitt This category was a category that historically could not compete with Silicon Valley salaries, could not attract the most talented engineers. It’s not a category that didn’t want to bring these people on board. It’s a category that just couldn’t afford to bring this talent on board, typically. I think it would be a dramatic shift for them when suddenly there are opportunities to hire these people. There is an opportunity to hire them at maybe more reasonable prices from this company’s perspective. You talk about small companies, the great thing is that there are millions of small companies at some point. I think things could be truly transformational. Of course, some of these engineers, software engineers, might decide to become entrepreneurs on their own. Solo entrepreneurs, small businesses, build their own, easier to build their own product to market so to serve other companies. I think there will be quite dramatic changes because not all companies will be disrupted by AI as much, but not every company will benefit from improving processes, improving software through AI. At least early on, you will need this human touch to make it work inside a business. Interestingly enough, I was hearing that some companies like IBM were hiring more younger people to do the work of going to the client, understand their needs, propose implementation plans. That forward deployed engineer, those positions, I think there will be more and more available.   Nuno Goncalves Pedro Investor Landscape Fragmentation What happens to investor into the landscape? We already had an episode, the previous one, Episode 76, where we talked quite a lot about the big capital reset on the private equity and private reset, including venture capital. Just maybe to summarize, how does it align with the buckets that we’ve just been discussing? I think the AI-native bucket clearly is going to be the key bucket. There, we’re going to see two movements. One movement, which is the mega funds, as we discussed in the last episode, are no longer just VC funds. They’re really mostly multi-asset private equity funds, maybe even private equity hedge funds in some cases. Those funds will be all over the high-growth AI-native companies and will be pouring money into companies that are scaling really, really quickly. The early stage, so to speak, VCs, the actual VCs that will stay in the market will be the guys probably identifying the next big wave of AI-native companies. We’ve discussed that as well in the last episode, some research that we did at Chamaeleon that I shared in episode 76. We’ll see that as emerging. What happens to the second bucket, the bucket around human premium, human in the loop? Likely we’ll have more and more private equity capital going into it and the large-scale VC guys, the Thrives of the world, they’ve just announced Thrive Holdings, and others going after those markets as well. It’s trying to converge into the private equity market, which aligns with the point we made in the previous episode that the VC mega funds are no longer VC, that they are private equity, multi-asset class. They’re going after a bunch of things. There’s a conversion happening from VC into private equity. It was going to happen anyway because the private equity guys were coming into VC as well and the hedge funds were coming to VC as well. There’s a convergence in the middle of very, very large funds and large assets under management happening to go after some of these opportunities, certainly in Bucket B. Then this Bucket C, so to speak, the bucket of reindustrialization, as Bertrand was saying, very well, likely will be self-funded for a significant period of time. Will self-fund with their own cash flow. Doesn’t need to have a ton of capital intensity. Maybe you need one or two engineers to do stuff, but that’s it. You don’t need tons of capital. You didn’t need in the past, you won’t need it today. Not sure there’s going to be a fundamental shift to that market.   Bertrand Schmitt Yes, I certainly, overall, agree with you. That last pocket, probably little change to the capital and capital structure. Again, I see that as the biggest opportunity for a lot of people who might be less needed by big tech and also top tech companies. What is sure for the first category, the high native startups? I would say more overall in the VC ecosystem, there is no space left for SaaS anymore. I think SaaS, as we used to know it, is dead in some ways in the sense that new pure SaaS software startup are definitely out. Existing ones that are critical to run your infrastructure, the Salesforce of the world, I think they’re in a decent spot. Actually, interestingly, they changed their pricing model to now sell to AI agents, not just per seat. There is a change in pricing there. But this day and age of funding a pure SaaS software startup through VC money, no way. VC money going to AI-native startups, AI-focused startups, to biotech, to deep tech, to defense tech, yes. SaaS as a fundable category early on, I think it’s over.   Nuno Goncalves Pedro I’m a bit more nuanced as we shared in The SaaS Apocalypse episode. We can call it whatever we call. It’s applied AI is the new SaaS thing. Horizontal applied AI is the new horizontal SaaS or vertical applied AI is the new vertical SaaS. I agree in common with your point that very specific point solutions around SaaS will be disrupted by nature with all the easy stuff you can do today with AI. It will take a while. This is not something that’s going to happen this year. It’s going to happen over the next years. Maybe interesting to also talk about the exit markets. I think the IPO market, as we’ve also discussed in the past, there is, in my view, going to be a reopening of the IPO market, I think this year, probably later in the year, third or fourth quarter. The median time to IPO actually is going to be really weird because there’s going to be potentially some companies in the current landscape, bubble or no bubble, that are going to IPO, the OpenAIs of the world, Anthropics of the world, et cetera. There will be more and more aggression, I think, on M&A. Big tech has already shown it, that they want to buy into markets. Large non-tech companies have also started doing acquisitions in space. To prop up their IT teams, their engineering teams with this world that we’ve also discussed in previous episodes that I’m going to own my own engineering stack for now. As we see, that normally doesn’t withstand the test of time. At some point it will get unbundled and served by someone else. Then finally, the secondary market is very hot right now. Obviously, there’s heavy discounting on some areas, high premiums on others. The exit market, strangely enough, is going to be propped up, in my opinion, over the next year to 2 years, dramatically. Then we’ll see if there’s a big reckoning around the bubble that we are clearly in or not, if it’s a soft landing or hard landing. Definitely, there’s going to be a lot of exit paths over the next year to 2 years.   Bertrand Schmitt Concerning the “bubble”, I have two perspectives on this. One is it’s a bubble in the sense that money is going to a lot of players and some players are going to blow it up. There will be a concentration of players at the end, like it usually happens. If you look at, for instance, long time ago, the railway revolution, there was that intense influx of capital. At the end of the day, there was a dramatic change in transportation in the US and a complete railway system put in place. Yes, some investors lost money, some companies went bankrupt, but the transformation was fully real. There were a lot of top leaders at the end of this revolution. The change after that only happened, we guess, post-World War II, with the construction of the highway system and the rise of airlines and plane transportation overall. Here I feel it’s similar in the sense that, yes, there is a lot of money going in. Some players are going to blow it. They will misuse the money in different ways, but that’s part of dynamic allocation of capital. Of course, you make mistakes. That’s what happens. At the same time, I feel it’s a similar level in the sense of this is a dramatic change in the US infrastructure. This buildup of AI data centers filled with GPUs, integrated at scale with some of the best software in the world and running it, supported by a dramatic shift in energy infrastructure. This is for me similar to the Railroad Revolution. Some players might not own the data center they build because they didn’t manage well their debt, they didn’t manage to run proper software. You know what? They will get acquired by somebody else. I think we are at this level of fundamental transformation. The fact that in a matter of maybe 2 years, the move from 0% of code written by AI to 100 % written by AI is an insane dramatic shift. Just to be clear, when you move from manually coded to AI coded, we’re talking about a 100X difference in terms of speed at similar, if not better level of quality. The shift is dramatic, and on top of it, you don’t pay salaries anymore to achieve that. You pay CapEx, and with GPUs and OpEx with electricity. It’s a very big shift, positive shift in business model. New unions, no management over it, AI working 24/7. Personally, I think for me, bubble has a bad connotation in the sense of it was all for a waste. I don’t think it’s all for a waste. I think we are witnessing a dramatic revolution of our lifetimes, quite frankly, bigger than SaaS, bigger than mobile. From my perspective, it’s exciting times.   Nuno Goncalves Pedro Operator Playbook and Predictions Let’s move to if you are this person, what would you do in the future? Let’s start with two extremes and go from there. One is you’re non-tech, so you’re not an engineer, et cetera. You’re trying to figure out, how do I scale my activity? Maybe physical labor is where I want to go. It’s not, “Go west” anymore. Definitely not necessarily go west. You should go to, I guess, the states that have no sales tax with very cheap energy because that’s where the data centers are being built if you want to be in that market. Obviously, there’s a lot of stuff that needs to be done: HVAC, electricity work, et cetera. Don’t go west. Go low sales taxes, low cost of energy. That’s likely where the data centers are being built. You probably can just follow. There’s, I’m sure, some way for you to follow where the data centers are being built, but that’s next, I think on that extreme of the table. The other extreme of the table, let’s say you are super ambitious, maybe you’re no longer an engineer, but you’re a product manager in your prompt engineering. You could do prompt engineering all day long. You’re 28, 29-year-old superstar. What do you go and do? Likely either you start your own thing, start your own company because you’re so good at prompt engineering, you probably can do a lot of the code yourself, particularly if you have an engineering background, or you go and join very early an AI-native startup that you think has the chance of going through the roof, and you take a pretty good salary early on, a ton of upside on the company because guess what? Companies like that need product managers. They need people to figure out UX, UI. It’s not going to be, at least for now, yet AI figuring that out for you. Those are two extremes, just to give two of the extremes, like engineering, product management persona, and physical labor at the other extreme, non-tech, et cetera.   Bertrand Schmitt In some ways, every software engineering job is going to become the equivalent of a software engineering manager or a product manager, because suddenly you don’t have to do the coding anymore. You’re managing AI that is coding for you. Either you start to have some manager hat, but we saw the humans, so it’s a very different type of manager, obviously, or you are going to be really an empowered product manager. You’re skipping the middleman. You’re skipping the traditional engineering organization because your engineering organization is AI running and doing the work for you. I still believe that it requires some serious skills. I don’t believe in the vibe coder type of value proposition. I don’t believe in the prompt engineer becoming suddenly super incredible, able to manage that. I still think it requires some serious chops to do the best from all of this and to do it in a safe and sane way. It’s very easy to have poor taste, make mistakes. I don’t know you, but keep reading these stories on the heads of companies who lost everything because of the AI agents. That deleted stuff in production, and they had no backups or the backups weren’t deleted as well. Crazy situation. You cannot run companies like this if you let your agents running wild. You could argue it’s the early days. I would argue it that that issues would be there for a while. You need to have some engineering discipline at core in the company running the business to make sure things don’t go sideways because it would be easy for things to go sideways.   Nuno Goncalves Pedro I totally agree. If you’re thinking, Oh, should my kid go into science and engineering and computer science, et cetera? Absolutely, still, because of everything that Bertrand just said. You need to understand actually what code does and what technology does and what all of that does. That’s still a skill of the future. It’s not a skill of the past. In some ways, it’s still a skill of the future very much. Maybe let’s try two more extremes. Around the same level, the person that decided to do an AI native company bootstrapped initially, having difficulty raising a mega round, but could probably get away with raising a 2-3 million seed round, et cetera. Is that still viable? The answer is yes. There’s tremendous capital efficiency right now happening in the market still, 10 plus higher than if you were doing a SaaS company, and you were a founder in 2019 or something like that. That capital efficiency is going to reverberate. You can run a tighter team, smaller team. Actually, you don’t need that many salaries. If you’re a decent engineer as a founder or if you understand enough as a product manager to just generate that code, you can do a lot of stuff yourself, can bring in maybe one or two technical elements to the team early on as you would have done if you were bootstrapped anyway. There’s obviously a path for that. The other extreme is you’re in big tech, you’re level five, individual contributor, making a ton of money, or you were a manager, and you’re now out of a job, where do you go? You can go to a big company that is non-tech, S&P 500 company that’s non-tech, something like that. You join the company, you’ll probably get paid pretty well, maybe not as high as you were paid in big tech. There’s some stock at the table, but guess what? You’ll have probably more work-life balance than you ever did. That’s the trade-off. You’ll have a better job. On the upside, you can transform the company. You can help and be part of transforming a company from non-AI to AI-first or AI-enabled in the future, whatever BS that will look like in terms of the argumentation to the board. You can actually create tremendous productivity enhancements in a big non-tech company if you come with that background. Again, you’ll have certainly a better work-life balance, so not a bad deal, to be honest.   Bertrand Schmitt Also, to be clear, I talk a lot about AI coding because it’s truly transformational. You could argue that it’s going to be self-improving. We are in the situation of a self-improving AI that keeps improving itself thanks to automated coding. It’s a dramatic, virtuous loop. Obviously, AI is also going to improve everything else. It’s going to improve your marketing, it’s going to improve your search process, it’s going to improve your DNA. Improvements will be everywhere. It’s just that right now we are at a point in the quote-unquote revolution where there is one clear piece of the puzzle that is moving faster than the rest.   Nuno Goncalves Pedro Bertrand, the senior executives at non-tech don’t know anything about that. It could be just a great prompt engineer. That’s the only job you do. “I’m the chief marketing officer. I have someone below me that’s doing the whole work.” Nobody knows. Nobody’s the wiser, I guess. I’m being facetious, but not fully.   Bertrand Schmitt Yeah. There would be a transition period where what you described happen. I want to say, going back to AI coding, I think that the part of AI that as of today has reached a stage of limited AGI. We have reached, from my perspective, a limited type of AGI for coding. If you take coding as a discipline today, I think we reach AGI. If you go beyond coding, that’s true. If we are talking about coding, leveraging the latest LLMs: OPUS 4.7, ChatGPT 5.5, combined with Claude Code, Codex, and OpenCode for harness, I think we’ve reached AGI in the context of coding. I’m not sure everyone fully realize that and the consequence of that. I think the rest is going to come as well. We are going to see that category by category, usually categories that are more scientific in nature, where you can replicate, where you can test easily, where you can create clear success. Metrics will be the “easiest” to follow in that direction of self-improvement. I just want to highlight that this part is truly transformational, the root cause of everything we’re talking about today. At the same time, it’s coming beyond coding.   Nuno Goncalves Pedro I think it is true. There are a couple of markets where that might not hold true, which is maybe the final path. If you’re thinking of starting your own business in plumbing and in HVAC maintenance and installation, this is a pretty good time for the reasons we already said before. There’s a lot of buildup of data centers and all that stuff, but also for other reasons, because it’s an activity that won’t be disrupted by AI yet. You need them embodied AI. You need physicality to AI to do stuff like actually fixing pipes.   Bertrand Schmitt Until Optimus replace you.   Nuno Goncalves Pedro Yeah, but if we’re 3, 4 years out in terms of a lot of these optimizations that we’re talking about at the software layer, we’re 10 years plus out on embodied AI, right?   Bertrand Schmitt Oh, yeah, it’s 10 years.   Nuno Goncalves Pedro We’ll probably be optimistic as we speak. That’s a nice business. I’m thinking of starting to go into that market. If you guys are interested in listening to this, just reach out to me. What’s the angle? I think there’s a lot of stuff you can do in the buildup of some of these businesses, plumbing, HVAC, all sorts of maintenance. There are markets that are just totally messed up. Handyman market in the US is totally messed up. There’s a bunch of companies out there that try to go after it with marketplaces and stuff. I honestly just start something from scratch, a small business, and go from there.   Bertrand Schmitt Yes. They’re an interesting middle. Think about accounting firms, consulting firms. I think they are not as easy to replace, but at the same time, there is no way on what they do is not going to be dramatically changed with AI. I don’t know if it’s 50, 80, 90% of the job, but this is changing quite dramatically, would be my expectation in the coming few years. Conclusion Thanks for listening episode 77 of Tech Deciphered about that great talent redistribution. As you heard it from us, we believe there is a dramatic change in play, enabled by AI coding, and that ultimately a lot of the big tech companies are changing their employee distribution, way more focused on the top talents and bringing more GPUs. As a result, we will see a change in their staffing. Some of this change will benefit AI-focused startups, but probably more likely will benefit the bigger SMBs, the S&P 500 companies of the world that will finally be able to bring inside and afford some of the talent that were in some ways trapped by the top 5, 10, 20 software companies of the world. Thank you, Nuno.   Nuno Goncalves Pedro Thank you, Bertrand

Elbridge Colby explains that if a denial defense succeeds, the burden of escalation falls on China, which may attempt horizontal (geographic) or vertical (intensity) escalation. Colby notes that limited nuclear use is risky for Beijing as it might catalyze American "righteous might" and vengeance. Conversely, if the denial defense fails, the coalition faces the difficult challenge of mobilizing for a larger conflict to recapture territory. Despite economic concerns, societies are often more resilient than expected. Ultimately, backing down would have catastrophic global implications, fundamentally altering American freedom and prosperity over time. (6/8)DECEMBER 1951

Josh Weldon | PM Service

We're back for Episode 178 of Pixel Gaiden! In this episode Cody and Eric catch up on the news and cover Battle Of The Systems - Boogie Wings Vs. Mystic Riders   12:10 - Quick Questions 42:32 - Patreon Song 45:02- Tea Time With Tim - Road Trip 1:02:21 - Cody's Corner 1:33:35 - News 2:35:29 - Battle Of The Systems -Boogie Wings Vs. Mystic Riders   News -    Cody – Iron Rails for Amiga  https://www.indieretronews.com/2026/05/iron-rails-railway-strategy-game-for.html#more  Eric - “Built To Extract The Best Possible Image From Your Consoles" - Pixel FX Announces The $200 'Morph 2K' Upscaler - https://www.timeextension.com/news/2026/04/built-to-extract-the-best-possible-image-from-your-consoles-pixel-fx-announces-the-usd200-morph-2k-upscaler  Tim – Zippy Race Amiga port has been completed by Dimitris Giannakis or better know as YouTuber Modern Vintage Gamer (MVG). He has been vlogging the development of the port across to the Amiga on his channel and its now complete for us to play over on his itch.io site.  https://modernvintagegamer.itch.io/zippy-race  Cody – Hyper Megatech Spectrum and C64 Handhelds https://www.hypermegatech.com/home-computer-handhelds/  Eric - Sounds Like Plaion Has Another Console In The Works Following The Neo Geo AES+ | Time Extension  https://www.timeextension.com/news/2026/04/sounds-like-plaion-has-another-console-in-the-works-following-the-neo-geo-aesplus    Tim – Atari ST platformer - Miracle Boy in Dragon Land by SamSoft. This was first released in 2024 and has just been updated. Not new but new to us. Looks like an ST game worth checking out. Although its £15 so not free to download.  (thanks to Time Extension)  https://www.youtube.com/watch?v=bPxDA9-CP_M  https://samsoft.itch.io/miracle-boy-in-dragon-land    Eric – Two new ZX Spectrum Games  Indie Retro News: SuperHair 2 Revenge of the Wizard - For the first time Super Hair goes Isometric in this new ZX Spectrum game from MicroChops  https://www.indieretronews.com/2026/05/superhair-2-revenge-of-wizard-for-first.html  https://www.indieretronews.com/2026/05/a-mouse-life-2-escape-from-science-lab.html      Cody – Revolo's all Ascii Game has a free Demo to try!  https://relevo.itch.io/battle-for-asciion  Tim – Gridlocker a new falling block puzzler for the C64 is in beta testing for all. This has a twist. Think Tetris meets Pipe Mania!  https://studio8502.itch.io/gridlocker  Indie Retro News: A mouse life 2: Escape from science lab - Help a Mouse escape from the laboratory in this new ZX Spectrum 128k game from BAD BITS  Eric - After 23 Years Bomberman Online For Dreamcast Is Now Back Online  https://retrododo.com/after-23-years-bomberman-online-for-dreamcast-is-now-back-online/  Tim – New Speccy shooter just announced – Shadow Fields for 128k only by zxgandulf. Horizontal scrolling shooter more details on Indie Retro News and ZX Gandalfs itch.io page where you can download the game.  https://www.indieretronews.com/2026/05/shadow-fields-this-side-scrolling-shoot.html?spref=tw  https://zxgandulf.itch.io/shadow-fields  Eric – New controller pre-order coming soon -- https://www.polygon.com/steam-controller-preorders-open-valve-date-time/  Tim – New Amiga AGA game Pauldron by Zener – This is a spell casting action game where you play as a wizard launching various spells at enemy forces that march slowly towards you. Destroy them before they reach the bottom of the screen.  https://www.youtube.com/watch?v=5QM4EyijrAU  https://zener.itch.io/pauldron    Please give us a review on Apple Podcasts! Thanks for listening! You can always reach us at podcast@pixelgaiden.com. Send us an email if we missed anything in the show notes you need. You can now support us on Patreon.  Thank you to Henrik Ladefoged, Roy Fielding, Daniel James, 10MARC, Eric Sandgren, Brian Arsenault, Retro Gamer Nation, Maciej Sosnowski, Paradroyd, RAM OK ROM OK, Mitsoyama, David Vincent, Ant Stiller, Mr. Toast, Jason Holland, Mark Scott, Vicky Lamburn, Mark Richardson, Scott Partelow, Paul Jacobson, Steve Rasmussen, Steve Rasmussen's Mom, Retro Gamer Nation, Peter Price, Brett Alexander, Jason Warnes, Josh Malone (48kram), AndrewSan, Joe Ochwat, Mevunky, and Adam from Commodore Chronicles for making this show possible through their generous donation to the show.

Andrew Lee, CEO of Tasklet, returns for his fourth appearance to share how his team has once again rewritten their entire agent stack, now emphasizing file system context, agentic search, and multi-resolution summarization. The conversation digs into the strategic tension of competing with your own supplier, as Anthropic's Claude Max accounts offer direct customers far more tokens than API partners get at the same price. Andrew also lays out his framework for the only three types of software companies that will survive the AI transition and discusses Tasklet's evolution toward becoming a model-agnostic horizontal platform. Sponsors: Brave Search API: Brave Search API gives AI agents a fast, independent search index for research, RAG pipelines, images, places, and fewer hallucinations. Get $5 in free credits at https://brave.com/search/api/?mtm_campaign=q2-26-cognitive-revolution Sequence: Sequence handles the full revenue workflow for complex pricing, from quoting and metering to invoicing, revenue recognition, and collections. Book a public demo at https://sequencehq.com and use code COGNISM in the source field to save 20% off year one Roboflow: Roboflow is an end-to-end visual AI platform that lets you turn raw ideas into fully deployed applications in just hours, powering breakthroughs like Blueprint Pro's floor-plan understanding tool. Read the full Blueprint Pro story and see how over a million engineers are building the next wave of visual AI at https://roboflow.com Claude: Claude by Anthropic is an AI collaborator that understands your workflow and helps you tackle research, writing, coding, and organization with deep context. Get started with Claude and explore Claude Pro at https://claude.ai/tcr

En todo momento y en todo lugar interactuamos con personas, sin embargo, a veces surgen situaciones y conflictos que afectan a las mismas. Por tal razón, resulta necesario orientar sobre las relaciones interpersonales. Este episodio es el comienzo de la serie: Relaciones Saludables.

Sunday Edition Presents Getting to Know Robyn Bradley Wallen And An Introduction to Her Conversations on Horizontal Hostility Join us on the next Sunday Edition as Anthony Corona welcomes longtime advocate, transportation activist, and community voice Robyn Bradley Wallen for an honest, thoughtful, and deeply important conversation about disability advocacy, coalition building, and the difficult realities of what is known as “horizontal hostility” within marginalized communities. Born with congenital cataracts and navigating a world built with barriers at every turn, Robyn transformed personal frustration into decades of impactful advocacy. From fighting inaccessible paratransit systems while working for TWA Airlines, to helping pave the way for rideshare access in St. Louis, to serving on transportation and accessibility commissions, Robyn's work has centered on accountability, empowerment, and making sure disabled voices are not left behind. Her advocacy journey has taken her through leadership roles with the National Federation of the Blind, the Missouri Council of the Blind, transportation committees, grassroots organizing, media interviews, op eds, lawsuits, and public policy conversations. Along the way, one difficult question kept surfacing: Why do marginalized communities sometimes struggle to support one another? That question led Robyn into a deep exploration of “horizontal hostility,” the tension, infighting, and division that can emerge within oppressed groups themselves. It is a conversation that resonates far beyond disability advocacy and one Robyn has been unpacking through powerful discussions on social media and in advocacy circles. This Sunday's episode is not about blame. It is about honesty. It is about growth. It is about understanding how communities heal, fracture, rebuild, and move forward together. Robyn will also be sharing details about her upcoming podcast joining the Sunday Edition family, where these advocacy conversations and many more will continue. Sunday Edition airs live on 2020 The Beacon and Corona FM at 1 PM Eastern and can be found wherever you listen to podcasts the following day by searching for Sunday Edition with Anthony Corona. Questions, comments, or to request the Zoom information to join the live conversation taping, please email: SundayEdition@anthonycorona.com Come for the conversation. Stay for the humanity. And maybe leave with a few things to think about long after the microphones fade.

Watch every episode ad-free & uncensored on Patreon: https://patreon.com/dannyjones Douglas Rushkoff is a media theorist, writer, lecturer and documentarian. He is best known for his advocacy of open source solutions to social problems, and also has written many books on topics including the occult, society, media, and technology. His latest book, "Survival of the Richest" reveals how 5 mysterious billionaires summoned Douglas Rushkoff to the desert for a private talk. SPONSORS https://stopboxusa.com/danny - Use code DANNY for 10% off StopBox. https://amentara.com/go/djp - Use code DJ11 for an EXTRA 11% off. https://irestore.com/danny - Use code DANNY for huge savings on iRestore. https://whiterabbitenergy.com/?ref=DJP - Use code DJP for 20% off. EPISODE LINKS Doug's YouTube:  @douglasrushkoff https://rushkoff.com FOLLOW DANNY JONES https://www.instagram.com/dannyjones https://twitter.com/jonesdanny OUTLINE 00:00 - Escape fantasies of tech billionaires 07:39 - Peter Thiel's model of reality 15:35 - The origin of money in the middle ages 25:32 - Kessler Syndrome 30:54 - How capitalism destroyed the internet 31:41 - The "scientistic" view of reality 35:51 - Epstein funded anti-spiritual science 41:12 - How wealth corrupts empathy 42:38 - Horizontal vs. pyramidal societies 47:07 - Getting high without drugs 54:09 - Meet your neighbors 01:00:04 - Big tech controlling the media 01:01:54 - Larry Ellison's surveillance infrastructure 01:06:22 - Moment of bliss during death 01:11:43 - Benefits of quitting social media 01:13:17 - The ISTA cult 01:18:34 - How written language changed the course of history 01:23:35 - American elites weaponizing religion 01:31:17 - Danny's fitness routine 01:35:03 - What happens to kids raised with wealth 01:37:38 - Attending one of Epstein's parties 01:45:33 - Adam Curtis' HyperNormalisation 01:48:16 - Living in simulated realities 01:53:11 - The importance of "what if?" 01:58:15 - The only TED Talk that ever got censored 02:00:39 - Retrocausality Learn more about your ad choices. Visit podcastchoices.com/adchoices

Cette première série des Enquêtes du Centre Pompidou vous emmène à la découverte de l'artiste Sophie Taeuber-Arp (1889-1943). Peu connue en France, elle est pourtant l'une des premières à oser l'art abstrait et à abolir les frontières entre beaux-arts et artisanat. À partir de son œuvre Tête dada, acquise par le Centre Pompidou, nous partons sur ses traces, depuis ses débuts dans l'avant-garde, en passant par la création de sa maison-atelier à Meudon-Clamart, jusqu'à sa mort tragique. CréditsÉcriture et réalisation : Clara Gouraud, Celia CrétienIntervenant.es : Cécile Bargues, Mirela Ionesco, Stéphanie Moitrel, Camille Morineau, Alfred Pacquement Mixage : Ivan GarielAssistance technique : Christophe BechterDesign musical : Antoine AssayasLecture des textes de Sophie Taueber-Arp : Hélène BressiantVoix : Junior Barona, Christophe Bechter, Delphine Coffin, Celia Crétien, Ivan Gariel, Clara Gouraud, Adrien Hoffmann-Hervé, Théo KuperholcExtraits musicaux : Épisode 3 : Franz Liszt, Concerto pour piano no. 1 Hébergé par Acast. Visitez acast.com/privacy pour plus d'informations.

With Sohrab Hosseini (Orq.ai) Season #13 Episode #2 | #Marketing_021 Der Podcast über Marketing, Vertrieb, Entrepreneurship und Startups *** www.orq.ai/ www.linkedin.com/in/sohrabhosseini/ *** In the "Marketing From Zero To One" podcast, Sohrab Hosseini, co-founder of Orq.ai, talks about his personal founder journey, from his first startups and a difficult bankruptcy experience to building a new AI infrastructure company in Amsterdam. He explains how Orq.ai helps companies build, manage, and control AI applications and agents on one platform instead of using many disconnected tools. A central topic of the conversation is how the company adapted from prompt management to full agent lifecycle management while working with clients across many industries. The interview also covers fundraising, public speaking, the differences between Europe and the U.S. startup environment, and Sohrab's advice for future founders, and students. *** 01:19 – Sohrab's background and founder journey 03:37 – Personal lessons 05:55 – McKinsey, Tech transformation, and path to Orq.ai 07:28 – From business rules to AI agent infrastructure 08:29 – Early stage of Orq.ai and founding context 10:01 – How past failure shaped later decisions 10:37 – Meeting his co-founder Anthony 11:13 – Starting with uncertainty 12:37 – First product and first customers 14:21 – Customer problem and need for an AI platform 14:53 – How Orq.ai works across models and providers 17:20 – Horizontal platform, different use cases 18:44 – Sales, GTM, and product-led growth 21:26 – Clients, markets, and international reach 21:53 – Pricing logic and usage-based model 24:56 – Public speaking and founder visibility 26:43 – Recent U.S. trip and differences between EU & US 30:30 – Fundraising and the 5 million seed round 32:43 – Why Orq.ai is different from niche AI startups 33:39 – Product experience and developer adoption 36:50 – Core value proposition of the platform 40:17 – Agent trend, fast market changes, and product direction 43:32 – Typical use cases and regulated industries 45:45 – Europe, sovereignty, and strategic advantages 46:53 – Agents, SaaS change, and new user behavior 48:59 – Current product focus and next developments 50:54 – Advice for European AI infrastructure founders 53:37 – Tips for students who want to start a company

What's the hidden purpose of the things around us? Every object we look at has a meaning, which isn't always obvious. Some of the features are hidden or have long been forgotten. But in this video you'll find 36 common objects with hidden features only 1% know. For example, take a look at one of your shirts. Each buttonhole is stitched vertically, but the last one at the bottom is horizontal. ? Let's find out, why! Learn more about your ad choices. Visit megaphone.fm/adchoices

Episode Highlights With PaulWhat horizontal relationships are and why they matterHow vertical dynamics create shame and resistanceThe nervous system connection in parenting and how this can help us be more connected and effective in relationship with our children How Freud and Richard Adler differed on the topic of horizontal relationships and traumaPractical examples for shifting into horizontal parentingThe flaw with superior positions in relationships and how this robs us of our confidence and autonomy “Self sacrifice” and how it's a nobler term for self abandonment and how we program this into our kidsHow the vertical side uses extreme circumstances to argue for vertical relationshipsWhy connection > control in raising autonomous adultsHow repair builds lifelong trustHow this approach makes you a better leader everywhere else in your lifeUtility verticality vs relational verticality Reputation and the puppet strings it has on us as human beings and how this comes into play in parentingIt isn't that the strong survive.. It is the connected that survive Punishment: So much of punishment is laziness on the parents part and the fear of reputationIt isn't about just changing the behavior but addressing the underlying reason and capacity Forgiveness isn't the letting go of what happened but the softening of the blame There are over 400 unique characteristics that will emerge in your child regardless of how you parent themHow this can create space for a both/and instead of an either/or in parenting Guilt perpetuated by reputation and verticality After age 7, our role as a parent is to be a safe place for a child's exploration of themselvesResources MentionedPaul's website and his InstagramWhat Happened to You?: Conversations on Trauma, Resilience, and HealingThe Body Keeps the Score by Bessel van der Kolk Waking the Tiger: Healing Trauma by Paul LevineKiss Me Like a Stranger: My Search for Love and Art by Gene WilderBioptimizersI love and use so many products from them, but I especially love the magnesium and digestive enzymes. Visit bioptimizers.com/wellnessmama and use wellnessmama15 at checkout to get the best dealBONCHARGEI like so many of their products - from their red light products to their sauna blankets. Red light has been so helpful for me during my recovery from Hashimoto's. To find out more, go to boncharge.com/wellnessmama and use code wellnessmama for 20% off!

Unlock bonus content, extra episodes, and join an incredible online community: https://www.patreon.com/theologyintherawDr. Jarvis Williams is Professor of NT Interpretation at The Southern Baptist Theological Seminary and is the author of numerous books, including his recent book Paul's gospel in Romans: Vertical, Horizontal, and Cosmic Dimensions. This was an awesome deep dive of Pauline justification for all the Bible nerds out there! See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Rodrigo Nunes on ecologies of organization and democratic transformation.   Shownotes Rodrigo Nunes Dr. Rodrigo Guimaraes Nunes at the University of Essex: https://www.essex.ac.uk/people/NUNES97805/Rodrigo-Guimaraes%20Nunes Rodrigo Nunes at the Pontifical Catholic University of Rio de Janeiro (PUC-Rio): http://www.fil.puc-rio.br/o-departamento/corpo-docente/rodrigo-guimaraes-nunes/ Nunes, R. (2025). Neither Vertical nor Horizontal. A Theory of Political Organization. Verso.  https://www.versobooks.com/products/772-neither-vertical-nor-horizontal Nunes, R. (forthcoming, October 2026). Anatomy of Disintegration. What Brazil Reveals About the Global Far Right. HaymarketBooks.  https://www.haymarketbooks.org/books/2881-anatomy-of-disintegration on ‘fidelity' by Alain Badiou:  Badious, A. (1988-2022). Being and Event I-III.  https://www.bloomsbury.com/uk/being-and-event-9781472511065/ on the Russian revolution:    https://www.britannica.com/event/Russian-Revolution on Democracia Real Ya!: http://www.democraciarealya.org.es/ on Juventud Sin Futuro:  https://www.youtube.com/user/JuventudSINFuturo/videos on Complexity Theory, Chaos Theory and Non-Linear Dynamic Systems: https://www.sciencedirect.com/topics/social-sciences/complexity-theory https://www.sciencedirect.com/topics/earth-and-planetary-sciences/chaos-theory Lorenz, E. N. (1975). Predictability: Does the Flap of a Butterfly's Wings in Brazil set off a Tornado in Texas?  https://drive.google.com/file/d/1wSIvtZQaoMHrKUImVBH5gqn303JX0M5n/view?usp=sharing Italian Communist Party ‘Partito Comunista Italiano (PCI):'  https://ilpartitocomunista.it/ on Circolo ARCI: https://www.arci.it/ further reading on (Italian) communist history:  Magri, L. (2019). The Tailor of Ulm: A History of Communism. Verso.  https://www.versobooks.com/products/2211-the-tailor-of-ulm?srsltid=AfmBOor6D6hcoIOngJTTcfkoWSV8uvd9Ej3goiOtBlD6rkgWEqs3Zkcg on ‘Autonomia Operaia' and the Autonomist movement in Italy in the 70s:  Wright, S. (2017). Storming Heaven. Class Composition and Struggle in Italian Autonomist Marxism.  https://www.plutobooks.com/product/storming-heaven/ on potentia/potestas see Chapter 1 ‘Towards a Theory of Political Organisation' of Rodrigo's book:  Nunes, R. (2025). Neither Vertical nor Horizontal. A Theory of Political Organization. Verso.  https://www.versobooks.com/products/772-neither-vertical-nor-horizontal on Lotta Continua and Potere Operaio: https://en.wikipedia.org/wiki/Lotta_Continua https://en.wikipedia.org/wiki/Potere_Operaio on Partito Democratico:  https://partitodemocratico.it/ Deleuze, G. & Guattari, F. (1983). Anti-Oedipus: Capitalism and Schizophrenia. University of Minnesota Press.  https://www.abebooks.com/9780816612253/Anti-Oedipus-Capitalism-Schizophrenia-Deleuze-Gilles-0816612250/plp Wright, E. O. (2010). Envisioning Real Utopias. Verso Books.  https://www.versobooks.com/en-gb/products/2143-envisioning-real-utopias?srsltid=AfmBOooibKTSQ_s7NTVZJ1Bvex4_8PNRx1KiVQV6nq6nEKRQZ6XA9PXP Related Episodes of Future Histories S04E01 | Yousaf Nishat-Botero on Ecologies of Planning and Metabolic Municipalism https://www.futurehistories.today/episoden-blog/s04/e01-yousaf-nishat-botero-on-ecologies-of-planning-and-metabolic-municipalism/ S03E59 | Cédric Durand on Ecological Planning  https://www.futurehistories.today/episoden-blog/s03/e59-cedric-durand-on-ecological-planning/ S03E52 | Alexander Neupert-Doppler zu Kairos und Verbindender Organisation  https://www.futurehistories.today/episoden-blog/s03/e52-alexander-neupert-doppler-zu-kairos-und-verbindender-organisation/ S03E51 | Aaron Benanav - Beyond Capitalism II  https://www.futurehistories.today/episoden-blog/s03/e51-aaron-benanav-beyond-capitalism-ii/ S03E50 | Aaron Benanav - Beyond Capitalism I  https://www.futurehistories.today/episoden-blog/s03/e50-aaron-benanav-beyond-capitalism-i/ S03E42 | Rüdiger Haude und Thomas Wagner zu Herrschaftsfreien Institutionen https://www.futurehistories.today/episoden-blog/s03/e42-ruediger-haude-und-thomas-wagner-zu-herrschaftsfreien-institutionen/ S03E40 | Jan Overwijk on Cybernetic Capitalism and Critical Systems Theory  https://www.futurehistories.today/episoden-blog/s03/e40-jan-overwijk-on-cybernetic-capitalism-and-critical-systems-theory/ S02E44 | Evgeny Morozov on Discovery Beyond Competition  https://www.futurehistories.today/episoden-blog/s02/e44-evgeny-morozov-on-discovery-beyond-competition/ S01E58 | Jasper Bernes on Planning and Anarchy  https://www.futurehistories.today/episoden-blog/s01/e58-jasper-bernes-on-planning-and-anarchy/ Future Histories Contact & Support If you like Future Histories, please consider supporting us on Patreon: https://www.patreon.com/join/FutureHistories Contact: office@futurehistories.today Instagram: https://www.instagram.com/futurehpodcast/ Mastodon: https://mstdn.social/@FutureHistories English webpage: https://futurehistories-international.com Episode Keywords #RodrigoNunes #JanGroos, #Interview, #UniversityofEssex, #FutureHistoriesInternational, #FutureHistories, #Organization, #Systems, #Capitalism, #Ecology, #Future, #CollectiveOrganization, #Power, #PoliticalParties, #Movements, #PlanetaryCrisis, #PoliticalOrganization, #Cybernetics, #NetworkTheory, #Leadership, #Democracy, #Strategy    

Free DNA Activation Masterclass + 21-Day Abundance Meditation: https://masterclass.samuelbleemd.com/dna Peptides I use personally to regenerate, heal, and stay sharp: https://limitlesslivingmd.com/samuel In this episode, Dr. Samuel B. Lee, MD sits down for a powerful solo transmission on shadow alchemy, extreme responsibility, and horizontal love mastery. From the hidden ways we blame others for what lives unresolved within us to the courageous path of reclaiming every disowned part of the self, this message is a testament to the transformative power of radical ownership, forgiveness, and embodied love. Dr. Lee shares how our deepest triggers can become sacred mirrors, emphasizing the importance of shadow integration, self-responsibility, and learning to love our neighbor as ourselves. This episode dives deep into karmic loops, forgiveness as freedom, and the practical work of horizontal love, providing inspiration and actionable wisdom for those seeking healing, embodiment, and conscious evolution. Sacred Truths & Lessons from This Episode: • Your strongest triggers reveal your deepest shadows • Extreme ownership breaks karmic loops • Forgiveness is freedom for your soul • Horizontal love is the real spiritual test • You can only love others as deeply as you love yourself • Shadow work is not separate from the mission—it is the mission

Vikings Draft Week: Horizontal Boards, Brzezinski Red Flags, and a Possible Jonathan Greenard Trade — During a draft week episode of The Real Forno Show, Tyler Forness and Producer Dave introduce “horizontal boards” for offense, defense, and all positions, explaining how they map player rankings to draft ranges (trade up, pick 18, trade down, later rounds, UDFA) and emphasize fit and roster context over a simple big board. Forness reacts to interim GM Rob Brzezinski's media comments suggesting little change in the draft-room setup after Kwesi Adofo-Mensah's firing, calling it a red flag and arguing the team is betting the decision-maker was the only problem. They discuss rumors that the Eagles may revisit talks to acquire edge rusher Jonathan Greenard during the draft, why the Vikings should keep and pay him, and how draft-pick “realization” can drive trades. The show ends with a predictive Vikings mock draft using the A to Z Sports simulator and previews a week of live draft coverage and related episodes. 00:00 Draft Week Kickoff 00:34 Show Intro and Sub Plug 02:17 Brezinski Quote Red Flag 06:52 Blame Game and Runback 11:41 Quick Mock Question 13:25 Greenard Trade Rumors 21:23 Draft Strategy and Needs 22:40 Horizontal Board Explained 25:33 Offense Board Fit Talk 30:13 Defense Board Breakdown 33:39 Round Two Targets Debate 36:28 Why Horizontal Boards Win 40:13 Vikings O Line Needs Debate 41:37 Mock Draft Setup Rules 42:36 Pick 18 Trade Talk 46:16 Round One Decision 48:35 Pick 49 Trade Down 50:54 Mid Round Targets 58:26 Late Round Corner Upside 01:00:20 Finding A Receiver Late 01:03:33 Grades And Draft Week Schedule _____________________________________________________________ ⭐️ Subscribe to us here! - https://www.youtube.com/@vikings1stskol92 ⭐️ Our Twitter can be found at @Vikings1stSKOL ⭐️ Our Discord at https://discord.com/invite/493z6mQXcN ⭐️ Tyler Forness can be read at A to Z Sports - https://atozsports.com/nfl/minnesota-vikings-news/ ⭐️ Submit questions: forms.gle/7LJkCAern9kdUkuD8 ⭐️ On Facebook - https://www.facebook.com/vikings1standskol ⭐️ Watch the live show here: https://youtu.be/7uGC_GWdK2g Fan With Us!!! Tyler Forness @TheRealForno of Vikings 1st & SKOL @Vikings1stSKOL and A to Z Sports @AtoZSportsNFL, with Dave Stefano @Luft_Krigare producing this Vikings 1st & SKOL production, the @RealFornoShow. Podcasts partnered with Fans First Sports Network @FansFirstSN. Learn more about your ad choices. Visit megaphone.fm/adchoices

“We and He are one!” That is Paul's message in this beautiful but misunderstood passage in Ephesians 5:22-6:9. The center of Paul's message is 5:32 yet people get off track looking for subordination of wives in the home. Here we focus on the patterns and implications of Paul's message in the Greek text of this famous passage. We see three three verse numbers in Ephesians 5:19-21 but this is actually a parallelism of four parts: A and A prime are in 19a and 21. B and B prime are in 19b and 20. WE MUST TAKE THE TWO A SECTIONS TOGETHER. WHEN WE DO WE SEE THAT BELIEVERS SUBMIT TO THE TEACHING AND ADMONITION THEY RECEIVE FROM ONE ANOTHER. In the same way we insert this reciprocal action of building up one another into verse 22 where Paul is speaking about both spouses in a Christian home building up one another! Go deeper? Read the book "Beyond Eden" with more details and study guides as well for group work.   https://a.co/d/02oo5Rrk The Tru316 Foundation (www.Tru316.com) is the home of The Eden Podcast with Bruce C. E. Fleming where we “true” the verse of Genesis 3:16. The Tru316 Message is that “God didn't curse Eve (or Adam) or limit woman in any way.” Once Genesis 3:16 is made clear the other passages on women and men become clear too. You are encouraged to access the episodes of Seasons 1-11 of The Eden Podcast for teaching on the seven key passages on women and men. Are you a reader? We invite you to get from Amazon the four books by Bruce C. E. Fleming in The Eden Book Series (Tru316.com/trubooks). Would you like to support the work of the Tru316 Foundation? You can become a Tru Partner here: www.Tru316.com/partner

How do you cut your sandwich?

How do you know your life is worthwhile? How do connect to the world around you? What sort of life is worth living?In her new book, Transcendence for Beginners, the philosopher and biographer Clare Carlisle works through answers to these questions, answers inspired by the philosopher Spinoza and the novelist George Eliot. And those answers, rather than pointing to something beyond, point us to transcendence in the here and now. Plus we talk about tradwives.Here's the link to the book at the publisher's website: https://www.nyrb.com/products/transcendence-for-beginners

George Janvier shares Tuesday's devotional podcast from Bible Fellowship Church. 

→ Watch on YouTube to see Images → Timestamps: (00:00) Stories of Jesus.(01:19) Jesus teaches a woman of Samaria at the well.(06:04) The woman with an issue of blood.(11:55) Oliver Cowdery’s prayer.(14:23) A woman with a sinful life anoints the feet of Jesus.(16:12) The woman caught in adultery.(18:12) Jesus knows us.(24:37) Jesus is a “one by one” God.(30:11) Jesus saw his seed.(35:52) Horizontal and vertical relationships.(36:55) Peter is called to catch men.(41:28) Jesus heals a leper.(43:13) Temple work for the dead.(43:47) Action and grace.(46:39) Joseph’s loss of the manuscript. → For more of Bryce Dunford’s podcast classes, click here. → Enroll in Institute → YouTube → Apple Podcasts → Spotify → Amazon Music → Facebook The post Ep 365 | Easter – The Magnificent Messiah, Come Follow Me 2026 (March 30-April 5) appeared first on LDS Scripture Teachings.

El internado médico de pregrado en el Hospital Civil de Guadalajara es el último año obligatorio de la carrera de medicina, enfocado en consolidar los conocimientos teóricos mediante la práctica clínica directa en la que los médicos internos realizan actividades asistenciales rotando en las distintas unidades de la institución.   En este podcast de El Expresso de las 10 el doctor Ulises Iván Pérez Sandoval, Médico con especialidad en Endocrinología, Jefe de la División de Pregrado en el Antiguo Hospital Civil Fray Antonio Alcalde y al Dr. José Rafael Vega Ramírez Médico con especialidad en Nefrología, Jefe de División de Pregrado en el Nuevo Hospital Civil Dr. Juan I. Menchaca y Coordinadores del módulo de Pregrado nos presentan  las voces e historias de los Médicos Internos de Pregrado: Renata Alejandra Loyo Hernández, Ixchel Alejandra Hernández Padilla, Jennifer Andrea Hernández Camarena y Kitzia Aracely Mercado Montoya del Hospital Civil Fray Antonio Alcalde. {tipo:Embed,url:,orientacion:Horizontal} y Alejandra Garcia Valencia, Lenin Jimenez Flores, Rebeca Zesati Flores y Maria Stephani Diaz Alonso del Hospital Civil Dr. Juan I. Menchaca

El internado médico de pregrado en el Hospital Civil de Guadalajara es el último año obligatorio de la carrera de medicina, enfocado en consolidar los conocimientos teóricos mediante la práctica clínica directa en la que los médicos internos realizan actividades asistenciales rotando en las distintas unidades de la institución. En este podcast de El Expresso de las 10 el doctor Ulises Iván Pérez Sandoval, Médico con especialidad en Endocrinología, Jefe de la División de Pregrado en el Antiguo Hospital Civil Fray Antonio Alcalde y al Dr. José Rafael Vega Ramírez Médico con especialidad en Nefrología, Jefe de División de Pregrado en el Nuevo Hospital Civil Dr. Juan I. Menchaca y Coordinadores del módulo de Pregrado nos presentan las voces e historias de los Médicos Internos de Pregrado: Renata Alejandra Loyo Hernández, Ixchel Alejandra Hernández Padilla, Jennifer Andrea Hernández Camarena y Kitzia Aracely Mercado Montoya del Hospital Civil Fray Antonio Alcalde. {tipo:Embed,url:,orientacion:Horizontal} y Alejandra Garcia Valencia, Lenin Jimenez Flores, Rebeca Zesati Flores y Maria Stephani Diaz Alonso del Hospital Civil Dr. Juan I. Menchaca

When life feels like an unmitigated disaster, will you trust God—or look for someone to blame?Today, we continue our year-long Bible study in the book of Exodus, The Gospel: One Rescue at a Time. In this episode, Paul exposes how vertical doubt in God often turns into horizontal anger toward others.To hear more of these studies, visit PaulTripp.com/Exodus.

When life feels like an unmitigated disaster, will you trust God—or look for someone to blame?Today, we continue our year-long Bible study in the book of Exodus, The Gospel: One Rescue at a Time. In this episode, Paul exposes how vertical doubt in God often turns into horizontal anger toward others.To hear more of these studies, visit PaulTripp.com/Exodus.

Why do so many masters rowers struggle with catch timing despite endless practice? Al Morrow's counterintuitive principle. The causes and cures of rigidity in your body and the amazing catch timing waiting for you (when you cure it). Timestamps 00:45 Rigidity problem Al Morrow's remark when talking about Good Rowing is Horizontal - the issue that rigidity kills how you approach the catch. "The more rigid you are, the lower the probability you will have a good catch." Al Morrow Feeling you are in control in rowing can lead to tension, particularly in your hands. There's a balance between having control and being so tight that you do not have good control. Controlled, accurate movements are your goal. Test this for yourself by gripping your handle tighter than usual and note how your catch timing and depth is or your feather/square movement. Poise is a balance between the right amount of control and tension to facilitate the rowing movement, Enough tension to get into the right positions but not so much that you are rigid and hamper your strength, movement and oar control. Rigidity kills your strength. 90% of your power in rowing is below your arm pits. When rigid it's hard to respond in real time to a gust of wind, balance issues or wake. When relaxed, the boat absorbs the energy from the wind or waves and you don't react to the disruption. 07:00 Al Morrow's drill This is a catch drill - put the oar in the water fast so it arrives at the perfect depth under the surface. From the catch position, push down on the handles so the oar spoon is high above the water. Let go of the handles quickly and listen to the sound the oar makes as it enters the water. An oar arriving in the water under zero tension - you will see it arrive at the perfect depth. The perfect depth happens when you are relaxed and do not interrupt gravity. Progress the drill by gradually holding the handle without tension - fingers extended. Make the same sound. Move to holding a normal grip while keeping the same blade entry sound. Then take one stroke. Stop rowing and try it again. Move towards making the perfect catch sound but starting at the finish - roll up the recovery and unweight the handle to place the oar in the water. Work on the timing of unweighting your hands and the slide change of direction. The hand action has to precede the slide stopping. Remove rigidity from your neck shoulders, arms and hands at the catch using this drill. 11:00 Trust the release of tension The best possible catch at higher stroke rates comes from being proactive placing the catch - that can negate the lack of rigidity you've been working on. 12:00 Active Catches Build trust that you won't flip when unweighting the handle. Move the moment when you release the tension to being earlier in the recovery. Listen to the sound of the blade entry.

Are you feeling the rapid transformation of the "Great Shift" toward 2026? Join, Robyn and Colleen Benelli, and returning guest Rosalyn Acosta as they explore the practical "hows" of manifestation and energy healing. Rosalyn talks about how to bridge your spiritual vision into physical form using ethical plant medicine, quantum physics, and "spiritual efficiency" for your daily life.  In This Episode, You Will Learn: •    Discover the biological science behind smudging with Sage and Palo Santo, including how it affects cortisol and airborne bacteria. •    Master the difference between the Horizontal and Vertical realms to better balance your daily life with your energy body. •    Explore the Seer, Feeler, and Knower archetypes to identify and manage your unique intuitive gifts and boundaries. •    Release collective heaviness by utilizing "spiritual efficiency"—energy hacks designed for busy parents and professionals. •    Navigate the "Great Shift" of 2026 by anchoring your authentic light and supporting the next generation of "homoluminous" youth. Connect with Rosalyn: •    Book a distance or in-person session: www.livehealtravel.com/heal/ •    Upcoming Teen Reiki 1 Training & Rite of Passage: https://livehealtravel.com/teen-training-and-rite-of-passage/   Connect with Colleen & Robyn •    Website: ReikiLifestyle.com •    Online Classes: Register for upcoming Reiki Training •    YouTube: Watch our Video Discussions & Journeys •    Instagram: @reikilifestyleofficial Join Our Community •    Free Online Distance Reiki Share: Join us every Tuesday from 9:30 am – 11:00 am Pacific Time for a global healing circle. •    colleen@reikilifestyle.com For Questions •    Free Consultation Call with Danni Love the Show? •    If this episode helped you on your journey, please Subscribe and leave a 5-star review on Apple Podcasts or Spotify. •    Your support helps us share the gift of Reiki with more people around the world!  **DISCLAIMER** This episode is not a substitute for seeking professional medical care but is offered for relaxation and stress reduction, which support the body's natural healing capabilities. Reiki is a complement to and never a replacement for professional medical care. Colleen and Robyn are not licensed professional health care providers and urge you to always seek out the appropriate physical and mental help professional health care providers may offer. Results vary by individual.

Series: Non-Series

En la primera parte de esta serie hablamos de la Vertical: nuestra relación con Dios. Pero el entrenamiento espiritual no termina ahí. Lo que Dios hace en nuestro corazón siempre termina reflejándose en cómo vivimos con los demás. Jesús lo resumió de forma sencilla: amar a Dios… y amar al prójimo. Cuando nuestra relación con Dios está firme, nuestra vida empieza a mostrar resultados visibles. En esta enseñanza hablamos de cuatro expresiones prácticas de esa fe que se vive hacia afuera: ✨ Generosidad – Dar de lo que Dios puso en nuestras manos. Servicio – Reflejar el corazón de Jesús ayudando a otros. Conexión – Caminar la fe en comunidad, no en soledad. Confesión – Abrir el corazón y encontrar sanidad juntos. La fe no es solo algo que creemos, es algo que se ve en nuestra manera de vivir. Si quieres descubrir cómo vivir una fe más auténtica y relacional, esta enseñanza es para ti. Tienes alguna pregunta, escríbenos a hola@somosviva.org Síguenos para disfrutar de todo nuestro contenido y acompáñanos de manera presencial, cada domingo, 10:00 AM. ©️Iglesia Cristiana Viva Cra. 22 164 24 Brr. Toberín Bogotá, Colombia Si quieres conocer más acerca de nuestra comunidad visita nuestro sitio web: www.somosviva.org

Description Stop experimenting with AI and start driving ROI. Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ In this keynote from the Ultimate Partners Winter Retreat, Nina Harding breaks down the massive shift happening in the AI landscape as customers move away from experimental pilots and demand concrete ROI and business outcomes. She emphasizes that the era of selling products and time-and-materials approaches is over, replaced by outcome-based, verticalized selling where vendors and partners share accountability. Through real-world examples in healthcare and retail, Harding outlines how partners can leverage Copilot Studio, Agent 365, and Microsoft’s incentive programs to build specific superpowers, differentiate themselves, and ultimately lead the AI mission alongside Microsoft. Key Takeaways Customers are no longer interested in AI experimentation and now expect immediate, concrete return on investment. Selling products is dead; the modern approach requires a consultative, signal-based strategy focused entirely on business outcomes. The traditional time-and-materials billing model is disappearing as clients demand shared accountability for project success. Rapid proliferation of AI agents has made security and governance top priorities for enterprise customers. Success in the Microsoft ecosystem now requires partners to highly verticalize their value propositions by industry. Defining and clearly articulating your unique “superpower” or niche is essential to stand out to the Microsoft field sales organization. https://www.youtube.com/watch?v=HJJ4Zcf4tZc&t=1920s If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags Nina Harding, Microsoft AI, artificial intelligence ROI, AI agents, Agent 365, Copilot Studio, outcome-based selling, verticalization, healthcare AI, retail AI, Cognizant, Davos 2026, AI governance, AI security, technology transformation, Ultimate Partner Live, enterprise AI adoption, digital transformation, system integrators, AI pilots Transcript [00:00:00] Nina Harding: More importantly, we want to serve more and more people faster, and AI is coming in and having a very practical approach in healthcare alone. [00:00:14] Vince Menzione: We just finished Ultimate Partners Winter Retreat here in beautiful Boca to a sold out [00:00:19] Vince Menzione: crowd. Come join me now for a compelling discussion on the impacts of the tectonic shifts we’re all seeing. [00:00:27] Vince Menzione: I feel incredibly fortunate, uh, to have this, this, this friend Nina who came into the studio here for the first time, actually earlier, well last year, geez, earlier this year. [00:00:38] Vince Menzione: It was last year, right after my accident I think. And, uh, we gotta spend some time together. And she was so good to, uh, make her time available and her team’s time available to come down here to be with us today. Ne I’m so thrilled to have you. I am going to turn over the stage to you. Uh, you’ve got some incredible learnings. [00:00:57] Vince Menzione: I know you’ve been on the AI tour with Microsoft. Yeah. And you’ve got some great learnings you’re gonna share about what’s happening. Absolutely. So it’s so great to have you. [00:01:05] Vince Menzione: It’s nice to see you. [00:01:06] Nina Harding: Nice to see you. [00:01:07] Nina Harding: Thank you. Well, thanks everyone. It’s great to see so many familiar faces and then some new faces as well. [00:01:15] Nina Harding: Um, because we’re in a little bit more of an intimate environment, I thought I would approach this a little bit differently. Give you some better insights into what we’re actually hearing at Microsoft with our customers, some of the things that are actually moving the needle that we’re seeing some of our partners do. [00:01:34] Nina Harding: So really to share some of the best practices out there, and hopefully you’ll leave with some more insight or tips and tricks, um, is really what I would love to do because our job. Collectively is really this transformation and to take a advantage of it out there in the market right now. [00:01:57] Nina Harding: Let’s see [00:01:57] Nina Harding: here. [00:01:59] Nina Harding: I can move slides. Well, this one isn’t moving. Any slides? [00:02:07] Nina Harding: No. Okay, great. So, um, some of you might. Uh, know that I’m a Floridian now, right? So I just live right up, up the way in Palm Beach. Um, so not too far, but I still wouldn’t miss this opportunity to be with all of you. Um, there is an energy that I think that we’re all feeling right now, and, uh, it’s, it’s palpable. [00:02:32] Nina Harding: We’re finding right now that our customers are really going from this landscape of experimenting with ai. Really to looking at the outcomes and having expectations around the momentum that they’re seeing. Right. That’s a big shift, right? We, and things are going pretty quickly, so I look at things almost quarterly now on what is that core message and what are, what is the difference in the tone from our customers of what they’re expecting? [00:03:06] Nina Harding: What we’re gonna talk a little bit about today is how all of you, our partners, are such a critical part of that journey. Actually, sometimes the most important part. You’re on the front lines with the customers. You’re the ones having those conversations. You’re the ones that are in there arm to arm with their teams, listening to what they’re experiencing, their challenges that they’re facing, and they’re really wanting now to go from this world of, Hey, we have lots of different pilots. [00:03:41] Nina Harding: Right? A lot of us know that right into, oh my gosh, it’s not about pilots anymore. They really want that ROI story. They want those outcomes and it’s looking very different for all of us. The way that we sell, the way that we go into our engagements, the way that we even price things, the way that we, meaning Microsoft partner and customer are locking arms is fundamentally very different. [00:04:15] Nina Harding: We have to go in collectively. We have to also be responsible for the outcomes and deliver on those. ROI is that headline that we’re all after. Right. It is the most important part of the puzzle right now because there isn’t a single boardroom that isn’t talking about AI and you guys are all experiencing it. [00:04:39] Nina Harding: It’s easier than ever to go in and have the conversation. The hardest part is how do we quickly get to an ROI study, so you or ROI case so that we can continue to build on that. And when you’re looking at this every. Customer is providing signals out there to help you grow that penetration into the account. [00:05:04] Nina Harding: And I’m gonna share some of the signals that I think that are really meaningful. But that’s the most important thing is we’re no longer, and I know you guys all know this, we’re no longer selling product at all anymore. We’re selling those outcomes. And I can tell you at Microsoft, we’re spending a tremendous amount of time retraining all of our sales reps. [00:05:25] Nina Harding: Really to be focused on how do you listen and do that consultative signal based sale. How do you actually go in and start selling, not selling, but I mean it is selling, but listening to the journey that they want to go through. What are the challenges that they’re facing and what’s the transformation that we’re able to kind of go and be a part of together with our partners? [00:05:54] Nina Harding: Notice it’s not about product. Product is just the tools in your tool chest to create those outcomes. So that’s gonna be really important as we go through this journey. [00:06:09] Nina Harding: Uh, so I saw the, the title of the session, uh, mentioned Davos and Davos was an interesting time. Uh, Microsoft has a very, actually, a very big presence at Davos and, uh, we had over 300 customer meetings there, uh, where we were meeting with some of the top companies around the globe. And it was very much affirmed that. [00:06:34] Nina Harding: Uh, the, the concept of AI we’re past, like curiosity stage, right? We’re way past that and we’re even past that. The art of the possible discussion, right? Uh, what the, the customers are almost at the point is, is come in and tell me, tell me what to do. Show me how to do it. It’s a very different position than, Hey, we’re presenting you with all these different possibilities. [00:07:08] Nina Harding: They’re They’re tired. They’re tired of all the possibilities. They wanna get to the brass tacks of how are you gonna change my customer service department? How are you gonna make it easier for my hr? How am I going to derive growth? What are some of the other things that you guys are experiencing out there? [00:07:23] Nina Harding: Like what are some of those other ROI drivers that people are asking, where am I gonna find the money? What for? For doing the project or out of the project? Other people? I Okay. To do the project. Okay. Resourcing. Okay. So what we’re seeing here is that, uh, the conversation is very much now focused on, okay, I need sec, I need security. [00:07:50] Nina Harding: That has been louder than ever before. So, Vince, the one thing I would say about that slide where you had those five different pillars, I’d put security on the bottom. Understanding your data, your data platform on the bottom, those are consistent across all those pillars. And then you can kind of hit at them. [00:08:10] Nina Harding: But, uh, there’s a lot of energy, there’s a lot of excitement, but it’s rooted in what are you materially going to do to change my business, and is your skin in the game to help me do it and I’ll pay you for that outcome? The concept of this time and materials approach gone. Gone. Even at Microsoft, we’re adjusting to the fact that the customers aren’t like, oh. [00:08:35] Nina Harding: Just hand it over to a system integrator and they’ll deliver on it. They’re like, oh no, we want you accountable too. You’re accountable for the outcomes as well, which is, oh gosh, okay. How do we do that in a partnery model that makes sense where we’re not tripping over each other, but we’re going in stronger together. [00:08:54] Nina Harding: We have one message together and we’re really focused on driving that. They’re also really concerned around the governance of all these agents, right? I see a lot of heads shaking on this. I mean, there’s a lot of proliferation right now. There’s a lot of excitement. I mean, I don’t know in your companies, but people are building agents faster and quicker, uh, than ever before, and some of them are really, really cool and they’re making huge point savings of times. [00:09:22] Nina Harding: Everything from. You know, some of you guys have probably heard me talk about everything from, uh, working on performance reviews to what are all of the incentives that we have for partners and making that easy to understand to, uh, to helping me understand patterns in our financials and what partners are really performing and growing. [00:09:45] Nina Harding: All of these agents are just popping up everywhere, but that creates a real governance issue and a real security issue for a lot of companies as well. So you take all of this and you hear this momentum and I think, uh, that together we’re really well poised. I think Microsoft is in a unique position together with you. [00:10:07] Nina Harding: On this frame, we have Agent 365, which helps you manage all these different agents, right? So that’s an exciting. How many of you’re familiar with agents? 365. Great. And I promise I’m not a product person. I’m not gonna do a lot of pitches, so don’t worry about that, um, at all. But, uh, we also have copilot studio and foundry, and so we have this whole, uh, set of capability, but that capability only comes to life if we’re able to connect with the customer, build the outcome, and making sure that the CEOs see all of us as their partners on that strategy and journey. [00:10:47] Nina Harding: So what does that look like? So I talked a little bit about signals, and signals, is that ability to listen to the, to the customers, what’s really, really me, uh, meaningful and frontier firms are doing this on a consistent basis all the time. Listening to the specific needs use cases, et cetera. So we at Microsoft have been trying to not only share all these different use cases that we have exposure to, but in addition. [00:11:17] Nina Harding: We turned on functionality, and I’ll talk about that in a little bit so that we can also share amongst each other as a community and understand those use cases. Uh, what’s really important is that, um, we’re moving from this world of all these like little one-off projects to a strategy and a platform that everyone wants to move to, but it’s all also getting powered by agents. [00:11:42] Nina Harding: That’s, that’s where we are today. So. [00:11:49] Nina Harding: Having a little trouble. I’m not gonna go through this too. Everyone’s familiar with this in, in here, the Frontier overview. If you’re not, let me know. Um, but basically one of the things that we find is really helpful is, is just sharing where we have seen proof behind having the conversation around the AI journey. [00:12:12] Nina Harding: Around the, the customer journey as you’re going out there. Um, there are really four different areas that we’ve talked about, and I’m not going to drain this ’cause there’s lots and you can, you can, uh, go onto the internet. You can see me talking about all these different areas. I don’t wanna spend too much time here, but these are four of the different. [00:12:33] Nina Harding: I would say categories where when you’re looking at different ways that you can make a material difference with the, the, the customer that we find the most momentum. So around enriching employee experiences, changing the way we, uh, engage with customers. Uh, changing processes as well. And then, uh, the outcomes, like really transforming the way we go about business. [00:12:59] Nina Harding: And we wanna do something about bringing it in to the flow of the work, everyday work. How many of you are finding that you’re actually using agents in your day-to-day workflow? Isn’t that cool? And then as you continue to use it, it becomes easier and easier and easier. And. I know from my team, I’m starting to look at what is the e everyday usage versus the monthly usage, right? [00:13:26] Nina Harding: It’s the every day. It’s become almost, uh, your second hand. And what’s important, uh, on this is that we’re giving, uh, listening to all these signals giving, um, the consistency, um, of the, the engagement with. With the clients, we’re able to all share the same stories and be able to scale at a much faster pace. [00:13:54] Nina Harding: So what does that look like? Here we go. Um, one of the things that we talk about at Microsoft, and the reason why I have this up here is that we’ve moved the conversation away from product into these customer outcomes, which really becomes about. Industry discussion. You have to speak their voice. You have to understand their business problems. [00:14:21] Nina Harding: You have to listen for what is materially different. So I’m actually sharing this, which you don’t normally see in a lot of presentations out to Microsoft about the structure of the organization, the takeaway. This is a sales organization in enterprise. The takeaway that I want you to have from that is look at the verticalization. [00:14:43] Nina Harding: We’ve done. It’s no longer by territory. The ball has moved, the conversation has moved entirely. So what does that say to all of you as well? Your value proposition as you’re working with our field has to be verticalized. The way you engage has to be verticalized. What you say, um, what the, the outcomes that you think differentiates yourself. [00:15:12] Nina Harding: Verticalized. So there isn’t the approach of like doing this like mask gorilla campaign across, for example, the Americas. And I’m just using this as an example on, um, the small and medium business side as well. Um, the, they’re a little bit more territory based still, but um, at least at the enterprise, everything has to be about customer value. [00:15:38] Nina Harding: Customer value. So, um, what this also suggests to me is the way we’re working and where we’ve seen a lot of success is when all of you are starting to tailor your messages and differentiate yourselves by customer success stories. Use cases where you’ve had premise, uh, penetration as a software partner, but you have to tie it back to the industry again. [00:16:05] Nina Harding: It’s just different. And so if I’m very transparent that that’s become, has gone from a nice to have to critical as the field is looking at, who are those go-to partners? It’s the go-to partners that speak retail. It’s the go-to partners that speak oil and gas and I don’t know, I, I, I see some nodding of heads. [00:16:27] Nina Harding: Some people know this, some people don’t. But I can see the shift tremendously over the last six months. So, um, hopefully that’s helpful in, in, in kind of sharing just how we’re walking the walk and talking the talk. So as I go back to industry, um, I thought what would be helpful is to take a few examples so you have a chance to see. [00:16:52] Nina Harding: In life, what are, what are we actually seeing at Microsoft? And if you guys are seeing something else, I would love to hear that too. But these, this is an example in healthcare and when we’re looking at, uh, a particular industry, we’re looking at what are some of the pain points? What are the top trends? [00:17:11] Nina Harding: What are some of the challenges folks are, are facing? And then what are the use cases that are really making traction here? This is a different way of taking that frontier vision and doing that click down by industry. And so what we’re also doing is we’re looking at who are partners that can help us in healthcare that can help answer some of these key challenges. [00:17:35] Nina Harding: Who are the ones that have the ability to have those material conversations in that trust? In healthcare, for example, there’s a ton of pressure. I mean. We all are consumers of healthcare. Hopefully we, all of us, have been lucky enough to have healthcare, um, in the, in this, uh, forum, but there’s a lot of clinician burnout, rising costs, right? [00:18:01] Nina Harding: The, the expense for, uh, medicines and so forth. But more importantly, we want to serve more and more people faster, and AI is coming in and having a very practical approach. Healthcare alone. So many of you, I talk about, um, the fact that at one point I was paralyzed, right? So I was paralyzed from T two down and, um, I go in every six months for an MRI, uh, to check, to check if everything’s still functioning. [00:18:32] Nina Harding: And the nervous system is going well. My doctor has had to manually look at that. Now he’s using AI to look at. History and the progression since 2008. That’s game changing. And on top of that, he is looking at me and having a conversation and looking in my eyes and observing me instead and using Dragon to have it feel epic to really think about how that’s changed my personal experience with the healthcare system and changed how a physician can show up. [00:19:09] Nina Harding: So there are many, many, um, many use cases around like patient access and, uh, innovation that we’re trying to do, surgeries, uh, being able to do clinical, clinical trials, but AI is everywhere and that’s what’s really important is that we’re figuring out for all of you what your software solution. Services offering, or even if you’re selling that, you have that value, value proposition down at that level. [00:19:43] Nina Harding: So let’s take a look at retail, for example. We have a short little video. Are we gonna be able to run that video? This is where we’re seeing a lot of shrinking. Margins, people wanting more, uh, intimacy with their customer. Here we go. [00:21:09] Nina Harding: Are we good? Well, that was a quite, uh, quite a nice, uh, uh, digital response to the end of the video. But what you’re seeing is people are using it in all different facets as we go into an example. I always love to do, use examples of partners that are hitting the mark ’cause we can all learn from ’em and myself included. [00:21:30] Nina Harding: We’re partners that are really successful. I chose to use Cognizant. Cognizant was actually our partner Si of the year, um, at the Americas level. And one of the things, and I won’t drain it on, um, the right hand side of this, uh, the slide, but they really are helping the customer’s move in a framework approach by industry, uh, to an AI landscape. [00:21:58] Nina Harding: Uh, they, they have secured an end-to-end solution and they’re focused on real business outcomes, and they have been growing at over 30% year over year. Huge. That’s great. Right? That’s what we all want for our businesses. And so what you’re seeing here is. They have a narrative around the frontier firms and they pull that through when they’re engaged in the clients and with our field. [00:22:27] Nina Harding: And then they’re using the incentives that we have. And don’t worry, I have a slide on some of the incentives we have, um, to actually make sure that they’re using those effectively in the pre-sales motion, but most importantly on the adoption and the change management after they’ve actually, uh, built out the solutions. [00:22:45] Nina Harding: And that’s really, really, really key here. So here’s an example of, um, of Cognizant at Coldwater Creek and Soft Surroundings. They had two different platforms and they brought it all together and then they brought Dynamics in as well. And what they have actually been able to do is improve a lot of the inventory management, the visualization, um, of all the inventory around. [00:23:14] Nina Harding: Around all of their stores and their warehouses, and they’ve been able to streamline the fulfillment and improved, uh, reduced back orders. What you’re seeing is those are all concrete examples of the outcomes that they were trying to drive for at the beginning, and those were all. Key pain points. And so they go in, cognizant will go in and understand with what are the material things that you are, that’s keeping you up at night, that is creating that drainage, uh, in your accounts or if you could transform, what does that look like? [00:23:52] Nina Harding: And so there, they spend the whole conversation together with Microsoft focused on doing that. And then we do the outcome based proposal. Very different, right? It creates for a much stronger vendor relationship, and the customer feels like they really have in the essence of the word partners, helping them to be successful. [00:24:15] Nina Harding: Right. [00:24:20] Nina Harding: Here we go. So I promised you some of the incentives, and I know you might just take a, a quick peek at some of these. These are, these are, um, some of the incentives that. Microsoft has put forward to help our partners on this journey. Uh, this is a slide that we’ve created from the America’s perspective to try and simplify it. [00:24:42] Nina Harding: Now there’s a lot behind it, right? But to try and help simplify, um, where are the incentives available? And I think this is one of the first times you’re actually saying what’s available for the sis. Versus for the software partners. And then we’re gonna hear more today about what’s also available for the channel partners as well. [00:25:03] Nina Harding: Um, it’s really thinking about what is your behavior as a partner? How are you showing up? How are, uh, you making a contribution to that customer? And then how can Microsoft best support you in that journey? So there’s all sorts of, uh, all sorts of incentives here, and it’s really, uh, designed to be flexible to what you need. [00:25:24] Nina Harding: But for the, I, I think it’s very focused on the value proposition as well that you bring to the table. So, um, I encourage you to take a look at this, make sure that you have this in your diary or your flipping of, of how are we maximizing, um, deals. And we can certainly go through a lot more of this. And we have webinars and so forth that will take you through all of that. [00:25:52] Nina Harding: Alright, so. I’ve talked a lot about this outcome-based selling, and that’s, it’s literally how Microsoft is starting to move forward on how do we go about engaging with the customers and with our partners. You’re gonna see, because our customers are asking more Microsoft involved and for us to go jointly into the opportunities. [00:26:16] Nina Harding: Not that we necessarily, we’re not building out a larger consulting force or anything like that, but. We want to make sure that the customer ask that Microsoft is engaged in working with our partners, is honored, um, and that we’re, we’re part of that, and that we’re also sharing our, our experiences and learning from all of you at the same time on who has the best, uh, approach, Beth best, best methodologies and best practices to light up our customers together. [00:26:51] Nina Harding: But the ROI doesn’t really show up just in dollars alone. We all know this, right? Um, it could be in, uh. Satisfaction it could be in care. So as you’re starting to look at this new evolution of how we’re really landing the value proposition of ai, we have to think outside of the box that it’s not just monetary and it’s not, I think you said savings or securing funds and so forth, but it’s really of how do I leapfrog into the modern world? [00:27:22] Nina Harding: How do I change that entire experience and think outside of the box? And, uh, make sure that the conversation is not just about how do we optimize certain practices, but how do we have this more executive level strategy conversation on the future of how we’re gonna engage with our clients, uh, their clients in a much more, um, I think transformative and personal [00:27:51] Nina Harding: way as we go forward. [00:27:54] Nina Harding: So we know that if the outcomes are the, what we’re looking to go drive, the next question is really how do we go do that? And that is gonna be through the agents on here. You’ll see just from from out in the market, what we see will light up the market. We think that, or I can’t even say we, IIDC says 81% of leaders are expecting agents. [00:28:24] Nina Harding: Full utilization in the next 12 to 18 months. And to be honest, I think this quote is probably even two months old. So we’re already, we’re probably down to like, you know, eight, eight to 12 months. And what I’m seeing that proliferation happening, it’s crazy. So understanding that value proposition, um, whether you’re from a software company or a services company or even some of our resellers, what’s that niche? [00:28:52] Nina Harding: What’s that industry or sub-industry? What is that? Horizontal. I go after customer service within, uh, the manufacturing vertical. Right. And then are you building out agents or do you have capability? And that’s what we’re doing internally at Microsoft as well, is to help make that really visible to the field so that you’re differentiated. [00:29:15] Nina Harding: Differentiation is gonna be really key right now because there’s so many people that say, oh, I do migration services, or I can help with data, or I can do security. But it’s the specificity around the industry and what you are truly known for within that space. So one of the things that we look to do is, is looking at all of the different areas where we see agents popping up. [00:29:44] Nina Harding: And this is a helpful slide. Sometimes I think, um, it starts to highlight, um, where we’re seeing some traction in financial services. Or in healthcare manufacturing. And then when I talk about the horizontals or the personas, you start to see some of the um, really repeatable, high return on investment type of things. [00:30:08] Nina Harding: Is this resonating with some of you guys? Yeah. I’m seeing a hit, a lot of head nods. This, if you’re on the services side, right? We’re in an intimate setting. This is where I encourage you to try and build an agent, right? Package that agent, put it on marketplace, make that available, and then make that known to our field sales organization. [00:30:27] Nina Harding: ’cause they are looking for quick wins along those lines. [00:30:31] Nina Harding: So on that, um, [00:30:36] Nina Harding: uh, one of the things that we’re along the journey for is the skilling. This is moving at such a fast pace, right? Um, so you’re looking at. Um, anthropic is really a big topic right now, right? Gemini, you’re looking at cloud, you’re, um, or Claude. [00:30:55] Nina Harding: Um, you’re looking at all of these different, uh, scenarios and one of the things at Microsoft is we really wanna be open to all of these different technologies because our customers are open. So we want to be part of taking you on that journey. And one of the things that we invest in white. [00:31:12] Nina Harding: Significantly is all of the training. Um, and I wanna encourage you guys to take advantage of it. Training is not a one-time thing. It is, it is a constant muscle that you must exercise. So as I come to my conclusion, I have a couple three key things, right? One is really understanding what your superpower is, right? [00:31:33] Nina Harding: The partners that I’m finding are really aligned well with the field are really winning. Those stories are the ones that have. Know and can articulate their superpowers. What am I known for? What are the use cases I can either build to or have agents against? And where have I done this consistently? And packaged really, really concretely, right? [00:31:55] Nina Harding: Um, this, this proliferate of like, I can do everything. Unfortunately, you get lost a little bit in the noise, right? So clear positioning, proof point’s, so critical right now, and reinforcing that credibility with the clients that have adopted. The second thing is that you’ve heard a little bit about this hopefully. [00:32:16] Nina Harding: How many of you have heard of the part partner success story? Okay, this is really, really key. We launched about maybe a month ago, and we already have over a hundred, uh, stories from partners, and the field is loving it. What it is is it brands the stories with your brand if you submit them. So what? Talk about credibility, um, with the field and with our marketers to have your name and that recognition picked up. [00:32:45] Nina Harding: It’s really, really fantastic. So I encourage you to do that. For those of you taking quick snaps, I did put a code on here, so if you wanna go straight to it, uh, you can take it. Um, and go explore with it. What’s nice about it is it’s AI based, so it will help you write these stories very, very quickly. [00:33:04] Nina Harding: There’s no reason why your sales reps can’t be writing these stories, and then yes, [00:33:11] Nina Harding: uh, yeah, you can do no meaning like from enterprise. No. Mm-hmm. Mm-hmm. You can do it on any, on any, there is a different level of fidelity of if you have the customer’s permission. Right. Um, to pu to publish it or not. And that’s some functionality we’re working on. If there’s enough traction of, of this is to help you guys. [00:33:32] Nina Harding: Secure that with Microsoft. Yeah. Um, but yeah, it can be any customer there. But I encourage you to take a look at that. And I know I’m two minutes over here, so I’m just gonna leave you with this. Um, at the end of the day, as I, as I wrap up here, I just wanna make sure that what, where we’re going and we’re going together, that it’s simple and actionable between us and it’s easy for our field to understand. [00:34:00] Nina Harding: Where you play the value proposition you play so that we’re going into deals even more effectively together. Right? So you heard industry, sub-industry, persona level or horizontal. Put that in if, um. Figuring out what your superpower is, making sure that you’re trained, that there’s evidence around the success, and capturing that in ways, uh, that are critical to not only your business, but giving us the visibility of that success. [00:34:31] Nina Harding: Like scream from the rack rafters. Use these tools to make sure that we know just how transformational you’ve been in some of the customers and where you’re uniquely winning. So, so important. So keep investing in the skilling. You can see my kind of like five power plays, right? And the last one always being that superpowers. [00:34:56] Nina Harding: So with that, um, if we do all of these things consistently, you won’t just be keeping up with ai. I think we will all be leading on that AI mission. So thank you very much. I appreciate it. [00:35:14] Vince Menzione: Don’t forget, ultimate Partner Live is coming soon, May 11th through the 13th in beautiful Bellevue, Washington. I hope to see you there.

In this episode, host Josh interviews Scott Deetz, an expert in helping Amazon and e-commerce entrepreneurs maximize business value and prepare for successful exits. Scott outlines the four pillars that make a business attractive to buyers: risk diversification, profitability, growth rate, and earnings size. He shares actionable tips, including building a data room, implementing monthly strategic finance reviews, and structuring accounting to maximize add-backs. Scott also discusses the importance of separating owner and business expenses to boost valuation, offering practical strategies for entrepreneurs aiming to scale and sell their businesses at top valuations.Chapters:Introduction to Scott Deetz and His Expertise (00:00:00)Scott is introduced as an expert in helping Amazon and e-commerce entrepreneurs grow and exit at top valuations.Defining a Valuable Platform: Four Key Pillars (00:00:18)Scott explains what makes a business a valuable "platform" for buyers: risk diversification, profitability, growth rate, and size of earnings.Deep Dive into the Four Pillars (00:01:07)Discussion of each pillar: risk diversification, profitability percentage, growth rate, and the importance of earnings size.Capital Strategy and Growth (00:03:25)Importance of capital strategy as a process, not an event, and how it fuels business growth.Recap of the Four Pillars (00:04:29)Josh summarizes the four pillars: profit margin, growth rate, size of profit, and risk diversity.Input Metrics: Profitability, Scalability, Repeatability, Defensibility (00:05:46)Scott introduces the underlying drivers: profitability, scalability, repeatability, and defensibility, leading to sellability.Case Study: Operations vs. Product Innovation (00:07:16)Discussion of a case where an entrepreneur excelled in operations and delegated product innovation.Actionable Takeaway 1: Build Your Data Room Early (00:08:15)Advice to start organizing a data room early, structured as buyers would want to see it.Actionable Takeaway 2: Implement Strategic Finance Monthly (00:10:03)Recommendation to review financials, forecasts, and company valuation monthly, not just accounting numbers.Actionable Takeaway 3: Structure Accounting for Add-Backs and Valuation (00:11:17)Organize accounting and company structure to maximize add-backs and improve valuation before exit.Clarifying Add-Backs and Corporate Structure (00:13:06)Further explanation on separating owner-related expenses and structuring entities for optimal valuation.Horizontal and Vertical Corporate Structuring (00:14:09)Scott details horizontal (multiple entities) and vertical (account codes for add-backs) structuring for better exit outcomes.Conclusion and Final Thoughts (00:17:12)Josh thanks Scott and hints at a future episode.Links and Mentions:Tools and Concepts"Data Room": "00:08:15""Strategic Finance": "00:10:03"Actionable Takeaways"Build Your Data Room": "00:08:15""Implement Strategic Finance": "00:10:03""Organize Accounting with Add Backs in Mind": "00:11:17"Key Concepts"Profitability, Scalability, Repeatability, and Defensibility": "00:06:14"Summary of Four Pillars for a Platform Company"Profit Margin": "00:05:19"Transcripts:Josh 00:00:00  Today I'm super excited to introduce you to Scott Deetz. Scott helps Amazon and e-commerce entrepreneurs unlock growth and profitability bottlenecks in their businesses, and then exit for a top valuation. Scott, welcome to the show.Scott 00:00:15  Hey Josh Scott. Great to be here and I'm really looking forward to it.Josh 00:00:18  Scott, maybe we can dive a little bit deeper into that case study. At the beginning, you talked about, you know, that they were you identified that they were a good platform, right? So that they could continue to grow. What does that platform mean?Scott 00:00:31  Yeah. So the pillars of a great platform, the way that I think about it, my mentor, and has done over $20 billion of transactions. So, you know, you know, old school 30, 40 years in the investment banking world. And he his number one thing that he said to me was, Scott, it's not what the seller is selling, it's what the buyer is buying. So I would encourage everybody to not think about what you think is valuable in a business, but think about what buyers value in a business? The first thing that buyers value is not growth, but it's risk diversification.Scott 00:01:07  So the first thing that you need to think about is that you need to be compliance as a part of risk diversification, but also true diversification of your products so that no one product has, you know, more than, you know, 20% of your revenue. Otherwise, Amazon shuts it down or new competition comes in. A buyer can't get comfortable with that risk profile. So, so the first thing I would say is you analyze your risk. The second pillar of valuation is your profitability percentage. And so a lot of people think that if they have more profitability, that they're more valuable than if they have smaller profits. And while that is one of the pillars, a company that has 25 or 30% profit margins is just much more flexible and therefore valuable than a company that's 10 or 15%. So the second thing that we saw in this company was that they had a. Ability to have profitable products. And then we went to growth percentage, which is the third pillar. And I would if you wanted to benchmark a minimum growth percentages 20% per year.Scott 00:02:19  Now with Covid and Covid bumps, you might not all be there. but remember, you're not selling what you've done. You're selling what the business can do with the buyers capital infusion. And their definition is that minimum 20%, ideally 30% year over year growth is required. Well, if you think about what that capability really is, what we saw in this platform was a capability to successfully innovate and launch new products into the marketplace, because once a product gets up to a certain level, it kind of is what it is. So for people that are looking at action items that they can have today, it's that ability to have a successful launch model to drive the growth rate to that particular output. And then the fourth one becomes the size of the earnings. If you can prove that you can do it over a longer period of time, then you become more valuable because 30% growth on a company with a million of revenues is a lot different than somebody with 10 million of revenue. and so I think it's just important to think along building in and that's where that capital need comes in.Scott 00:03:25  Yeah. Because, you know, in this situation, back to this case study we saw in them even what they didn't see. We saw the platform, but they were think of it as borrowing money from uncle Bob. And if you go by, borrow 50 grand from your uncle, that's no problem. But when your business is at 10 million and you go ask them for 1.2 million, you know, uncle Bob says, you know I love you, Josh, but you know, I'm not the right investor for that level. So you have to think of your capital strategy not as an event, but as a process where you're always looking at what capital at the lowest risk, in the lowest cost to fuel that growth. And a lot of people get to a certain level, they don't have the capital planning. So then the growth rate, you know, levels off. So we saw the platform and we brought the capital strategy to place, and we did it through a combination of debt and equity.Scott 00:04:17  And that's what continued to fuel the growth because the person already had in place the ownership group alr...

OneCrew is building end-to-end operational software for asphalt and concrete contractors—a segment caught between Procore's general contractor focus and ServiceTitan's field services model. After leaving Bain & Company and Google, Ari Bleemer and his co-founder Max identified that self-performing specialty contractors who handle everything from estimating to payment collection had no purpose-built platform. In this episode, Ari shares how they've spent four and a half years building trust in an industry skeptical of software promises, why they resisted the urge to expand horizontally across multiple construction trades, and what they learned about sustainable vertical SaaS growth.Topics Discussed:How the middle segment of construction—self-performing contractors who run the full project lifecycle—remains structurally underservedBuilding trust in a market burned by consultants promising custom software for $10,000 that never worksWhy every employee at OneCrew, regardless of function, goes through industry-specific onboarding to learn paving terminology and contractor workflowsThe strategic decision to delay expansion into adjacent verticals despite having configurable product architectureHow sustained market presence compounds credibility faster than any go-to-market tacticGTM Lessons For B2B Founders:Map the white space between dominant platforms: OneCrew identified that Procore owns general contractors coordinating multiple trades, while ServiceTitan and others own single-visit field services. The gap: specialty contractors executing complete projects—estimating, proposing, executing, and collecting payment. Ari describes it as "the entire middle of the industry where you have a lot of self perform contractors, specialty contractors, trade contractors, subcontractors...that are actually running a process from start to end." Map your market by understanding what established platforms actually serve versus claim to serve, then target the operational workflows that fall through the cracks.Use "niche" skepticism as market validation: When VCs, friends, and family question if your market is too narrow, you've likely found defensible positioning. Ari's test: "Have you been on a sidewalk today? Have you driven on a road today? Have you been in a parking lot today?" The paving industry powers daily infrastructure but gets zero attention from horizontal software players or large AI companies. Founders should seek markets where usage is ubiquitous but mindshare and software investment are minimal—that's where you build sustainable moats.Make product fluency a company-wide competency: OneCrew requires every hire—engineers, sales, operations—to learn paving industry terminology, contractor pain points, and workflow nuances during onboarding. This isn't just sales training; it's embedding industry context into product decisions, customer conversations, and roadmap prioritization. The payoff: "Contractors come up to us and say like, it feels like you guys actually get it, which there's no better compliment for us." In vertical SaaS, domain expertise distributed across the entire company drives faster iteration cycles and deeper customer trust than any single "industry expert" hire.//Sponsors:Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.ioThe Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co//Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

Astronaut time costs $130,000 per hour, yet a significant portion goes to routine maintenance and cargo logistics rather than breakthrough science. Icarus Robotics is building the robotic workforce for commercial space stations, and despite being just over a year old, secured a deployment partnership with NASA and Voyager Space for the International Space Station in 2027. In this episode, we sat down with Ethan Barajas, CEO and Co-Founder of Icarus Robotics, to understand how they positioned teleoperated robotics as the wedge into a horizontal expansion strategy spanning satellite constellation servicing, space infrastructure maintenance, and eventually cislunar operations.Topics Discussed:Why the shift from NASA-funded ISS to commercial stations fundamentally changes the economics of space laborHow optical communications via Starlink reduced latency from 800ms (S-band radio relay through GEO) to 100ms, enabling Earth-based teleoperationThe teleoperation-to-autonomy data flywheel: collecting in-distribution physics data to train high-level movement primitivesFlight Heritage constraints at NASA and why mainline robotics run on chips that stopped production in the early 2000sCollaborating with commercial station developers during design phase to embed robotic-friendly architecture (hatch tabs, fiducials for localization)Horizontal expansion thesis: ISS labor as the corpus for intelligent robotics across multi-thousand satellite constellations and space infrastructureThe biological research unlock: how Keytruda's $25B revenue between 2023-2024 resulted from ISS protein crystallization researchGTM Lessons For B2B Founders:Time market entry to structural cost shiftsStack infrastructure betsBuild the data moat earlyInfluence infrastructure design earlyFrame automation as economic inevitabilityUse distribution to attract technical talentPlan horizontal expansion early// Sponsors: Front Lines — We help B2B tech companies launch, manage, and grow podcasts that drive demand, awareness, and thought leadership. www.FrontLines.ioThe Global Talent Co. — We help tech startups find, vet, hire, pay, and retain amazing marketing talent that costs 50-70% less than the US & Europe. www.GlobalTalent.co//Don't Miss: New Podcast Series — How I Hire Senior GTM leaders share the tactical hiring frameworks they use to build winning revenue teams. Hosted by Andy Mowat, who scaled 4 unicorns from $10M to $100M+ ARR and launched Whispered to help executives find their next role. Subscribe here: https://open.spotify.com/show/53yCHlPfLSMFimtv0riPyM

The 712th of a series of weekly radio programmes created by :zoviet*france: First broadcast 28 February 2026 by Resonance 104.4 FM and CJMP 90.1 FM Thanks to the artists and sound recordist included here for their fine work. track list 00 Lee Patterson - Intro 01 Out Level - Strange Sounds Can Make a Man Happy – Prólogo 02 Beatriz Ferreyra - Huellas entreveradas 03 Ensemble Hudba Dneska, conducted by Ladislav Kupkovic; David Johnson, Harald Bojé, Johannes G. Fritsch, Rolf Gehlhaar - Karlheinz Stockhausen: 'Mixtur (Forward Version) – Pizzicato' 04 Chitin - Virginis B Intercept 05 [unknown sound recordist / BBC] - Quarrying – Crusher – Rock Crusher – Lorry Unloads and Crusher Operates 06 Jannis Anastasakis - Visitors 07 Existing-Present-500 - [untitled – Ecclesall Road Co-op freezers, Sheffield] 08 John the Silent - I Don't Know Who Gave You This Shame but It's Time for Them to Pay 09 Andreas Voelk & Scott Monteith - And All the Clocks Ran Dry Part II ++ Lee Patterson - Outro

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Hello Seekers! Ben here, today Jacques, Hesse and I are joined by our dear Mr. Max to discuss the Gay Tech Mafia allegedly operating in Silicon Valley. Then Max's co-host on the Drain, Dave Kempa, joins us for a preview of their show about California politics. Intro & Outro–Yerba Brava, Como Te Voy A Olvidar

#310 In this episode, Thom Plummer shares insights on how gym owners can build lasting businesses by focusing on purpose, continuous learning, and strategic planning. Discover how to avoid common pitfalls, develop emotional connections, and reinvent your approach every few years for lasting success and fulfillment. Main Topics Covered: The importance of starting with a clear life and business purpose Mastering core skills: sales, marketing, and finance Developing emotional ties through storytelling and communication The significance of strategic exit planning and long-term vision Reinventing your business approach every 3-5 years Trends shaping the future of gyms, including aging populations and AI impacts Personal character traits that foster ongoing growth and leadership Timestamps: 00:00 - Introduction and guest credibility 02:29 - Beginnings in the gym industry in 1977 04:13 - Lessons learned from past entrepreneurial ventures 07:15 - Mastering business fundamentals for gym owners 09:14 - Horizontal vs. vertical management in gyms 11:19 - The importance of daily sales and marketing discipline 13:21 - Planning your business with an end goal in mind 17:30 - The significance of understanding your exit strategy 20:39 - Trends: aging populations and classic gym models return 23:10 - The dangers of chasing other people's dreams 25:22 - The power of storytelling and emotional connection 27:05 - Developing communication skills for business growth 29:24 - The impact of reading and continual learning 32:37 - AI, data, and future trends in the fitness industry 35:52 - Reinventing the business every 3-5 years 39:00 - Personal stories of transformation and leadership 43:41 - Building genuine client relationships and community 47:36 - The value of personal integrity and serving others 51:22 - Continual self-education and pulling the thread of knowledge 54:08 - Resources and strategies for improving writing skills 58:23 - The importance of storytelling and human touch in marketing 61:00 - Final reflections on purposeful living and legacy Resources & Links: The Experience Economy by Pine & Gilmore Stage Not Age by Christina Roulstone Anne Handley's Writing Courses Gotham Writers Workshop SNHU Writing Programs Connect with Thom Plummer: Perform Better Speaker Schools Additional Highlights: Emphasizing that true progress comes from intentional story-driven communication. The necessity of planning the business's end game to align daily actions. Reinvention as key to staying relevant amidst changing industry trends. The importance of character traits like coachability, humility, and service. This episode underscores that long-term success in the gym industry hinges on purpose, strategic management, continual learning, and authentic human connection. Implement these principles to elevate your business and life.  

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In This Episode of Business Lunch: Roland Frasier breaks down simple, practical ways to grow by buying the right businesses.He explains the difference between horizontal integration (buying competitors to grow fast) and vertical integration (buying suppliers, distributors, affiliates, or outsourced partners to capture more profit). He also talks about using acquisitions to add recurring revenue and smooth out seasonal cash flow, plus how buying intellectual property can spark innovation and create a competitive edge.The core message: identify where money is leaking in your supply chain or distribution, find who owns it, and consider acquiring them.Chapters:00:00 Introduction 00:23 Vertical Integration Overview 00:47 Horizontal vs. Vertical Integration 01:31 Acquiring Suppliers and Manufacturers 04:30 Supply Chain Diversification 05:27 Acquiring Distributors and Retailers 06:44 Distribution for Digital Products 08:18 Recurring Revenue Strategy 09:27 Finding Recurring Revenue Opportunities 12:03 Intellectual Property Acquisitions 13:24 Benefits of IP Acquisition 14:01 Finding Intellectual Property 15:32 Conclusion 15:34 OutroConnect with me on social:TikTok: Check out my TikTok HereInstagram: Check out my Instagram HereFacebook: Check out my Facebook HereLinkedIn: Check out my LinkedIn HereSubscribe to my YouTube

California is the largest common-law jurisdiction where appellate courts don't follow each other—and it happened by accident. In Part 1 of this two-part episode, Michael Shipley explains how Bernard Witkin's treatise reflections on case dicta became binding law, why the federal circuit model works differently, and what the rule costs practitioners and trial judges every day.Key points:The Witkin origin story: No California Supreme Court decision actually establishes the no-horizontal-stare-decisis rule. It developed through dicta, then appeared in Witkin's first edition—which courts then cited as authority.The federal contrast matters for forum strategy: In the Ninth Circuit, Miller v. Gammy binds all panels within the circuit to follow the first published decision on an issue. California trial courts, by contrast, face conflicting appellate authority and must guess which rule the Supreme Court would adopt under Auto Equity—a burden one trial judge called being "appointed to the Supreme Court for temporary purposes."Stare decisis isn't jurisdictional (probably).Unpublished opinions create tension.The pros: California's rule allows multiple perspectives on emerging issues and prevents the first Court of Appeal decision from locking in statewide law before the Supreme Court weighs in.The cons: The rule creates uncertainty, burdens trial courts, and leads to inadvertent inconsistencies on procedural issues too minor for Supreme Court attention—splits that can persist for years or even decades. (In anti-SLAPP law, it took 13 years before Baral v. Schnitt decided how to handle mixed causes of action.)Publication practices hide the problem: Many conflicts never surface because courts strategically leave decisions unpublished, masking the frequency of divergent reasoning and making the appellate landscape harder to navigate.Listen to Part 1 now for the full discussion on how California got here and what it costs practitioners—then tune in to Part 2, where Shipley covers forum shopping, the anti-SLAPP mixed-causes-of-action case study, and his proposed reform: precedential transfer.

Women are Surname Lions, Arch Nemesis, Here Comes the Specific Plane! Phone is Interent Cloaca, Bull Eats Brass, Horizontal Convertible, Funeral Home, Cheap Funerals, Plastic Strawman, Make a Worse StrawYou can now purchase A Listener hats by emailing twointhethinktank@gmail.comCatch up on the 500th episode hereCheck out the sketch spreadsheet by Will Runt hereAnd visit the Think Tank Institute website:Check out our comics on instagram with Peader Thomas at Pants IllustratedOrder Gustav & Henri from Andy and Pete's very own online shopYou can support the pod by chipping in to our patreon here (thank you!)Join the other TITTT scholars on the TITTT discord server hereHey, why not listen to Al's meditation/comedy podcast ShusherAlasdair Tremblay-Birchall: @alasdairtb and instaAnd you can find us on the Facebook right here(Oh, and we love you) Hosted on Acast. See acast.com/privacy for more information.

Wes and Scott talk about why mobile web apps often feel “janky” compared to native—and how to fix it. They cover input zooming, accidental horizontal scroll, pointer/user-select quirks, frame rate consistency, full-page refreshes, and more. Show Notes 00:00 Welcome to Syntax! 01:11 Brought to you by Sentry.io 02:57 Zooming inputs 06:11 Horizontal scrolling 08:49 Proper use of pointer-events: none, and user-select: none 11:27 Allowing zoom on everything 16:37 Cleaning up the “jank” 19:48 Full page refresh 24:05 Slow loading times 29:50 Cumulative layout shift 32:47 Address bars and viewport units Dynamic Viewport Units 35:34 Full-width scroll traps Hit us up on Socials! Syntax: X Instagram Tiktok LinkedIn Threads Wes: X Instagram Tiktok LinkedIn Threads Scott: X Instagram Tiktok LinkedIn Threads Randy: X Instagram YouTube Threads