Podcasts about IBM

What separates an impressive agentic AI demonstration from a deployment that produces measurable business value across an entire company? In this episode, I speak with Frank Theisen, Vice President of IBM Technology across Europe, the Middle East and Africa, about how businesses can move AI agents beyond isolated pilots and into the processes where work actually happens. Frank believes the conversation has changed considerably. Most large companies are deploying some form of AI, yet many still struggle to demonstrate a significant commercial return. The difference comes from connecting AI with end-to-end business processes rather than creating another assistant that sits outside the systems employees use every day. IBM has attempted to prove this internally through its "client zero" approach, using its own technology across human resources, IT, procurement, sales and software development before taking those practices to customers. The company reports that AI, automation and hybrid cloud have contributed to $4.5 billion in productivity gains over three years. Frank explains how IBM's AskHR service handles common employee inquiries and helps managers complete administrative tasks without learning how to operate several separate enterprise applications. IBM reports that AI now resolves 94 percent of common HR requests automatically, while similar work is taking place across IT support and procurement. The discussion then turns to orchestration. As companies acquire agents from multiple software providers, the problem becomes far larger than creating individual assistants. Businesses need to understand how agents communicate, which systems they can access, what identities they use and who remains accountable for their actions. Frank expects the number of applications, agents and non-human identities to grow rapidly. Without orchestration and governance, companies risk recreating the same application sprawl they have spent years attempting to reduce, this time with software capable of making decisions and generating additional code. Data presents another barrier. Publicly trained models rarely contain the proprietary information that gives a company its commercial advantage. That information remains distributed across databases, applications, mainframes and cloud services. Frank argues that enterprises need a governed, federated way to bring AI to their data without repeatedly copying everything into another repository. We also discuss digital sovereignty across Europe and the Middle East. Frank describes sovereignty as a matter of control across data, operations and technology. Companies need to decide which workloads require isolation, which regulations apply and where dependence on one provider could limit their future choices. Wimbledon provides a timely example of these principles in practice. IBM Bob helped modernize the tournament's digital platform by mapping and migrating approximately 15,000 articles, videos, photographs and related metadata. IBM says work that would traditionally require four or five specialists over several months was completed by one engineer within four weeks, with the assets themselves extracted in 47 minutes. Frank closes with three practical priorities. Understand where AI could affect the business, determine how successful use cases can be automated across complete processes, then address security, governance and provider dependence before expanding them. If your company already has dozens of AI pilots, should the next investment create another agent or coordinate the ones you already have? Listen to the episode and share your thoughts with me.

P.M. Edition for July 21. Recent AI models from China claim they're just as powerful as some of the most cutting-edge models from OpenAI and Anthropic. Journal reporter Amrith Ramkumar joins to discuss the latest reactions from Silicon Valley and the White House. Plus, General Motors had a strong second quarter as consumers kept buying pickup trucks and SUVs. And New Jersey says a software error led to almost 400 non-citizens voting in elections in the state since 2023. Alex Ossola hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A life transition like divorce can also be a time to make other changes and shifts. Whether you're considering a career change, launching a business, or turning a lifelong passion into an income stream, today's technology offers opportunities that simply didn't exist a few years ago.In this episode of The D Shift, Mardi Winder sits down with business strategist Dr. Steven Kirch to explore how artificial intelligence can become a valuable thinking partner for anyone rebuilding their professional life after divorce. Rather than replacing human creativity, AI can help organize ideas, explore possibilities, challenge assumptions, and support better decision making. Together they discuss practical ways AI can help evaluate business ideas, create business plans, brainstorm marketing strategies, identify blind spots, and even prepare for conversations with potential investors. They also explain why AI should always be viewed as a tool to support your thinking rather than replace your judgment, and why reviewing and verifying information remains essential. Whether you're dreaming about a side business, returning to the workforce, or exploring an entirely new direction after divorce, this conversation will give you practical ideas for using AI to support your next chapter.In this episode you'll learn:• How AI can become a brainstorming and strategic thinking partner. • Ways to explore new business ideas before investing significant time or money. • How AI can help organize business plans and identify potential gaps. • Why asking better questions produces better AI responses. • What AI hallucinations are and why you should always verify important information. • Privacy considerations when using AI for business planning. Artificial intelligence is changing how entrepreneurs work, but success still depends on thoughtful planning, critical thinking, and informed decision making.About the Guest:Dr. Steven Kirch's path to Profit Minds began with a Ph.D. in Physics from the University of Illinois Urbana-Champaign, followed by more than 25 years in high tech, first at IBM, where he pioneered Focused Ion Beam techniques for failure analysis, before moving to Intel. His roles at Intel were many and varied, among them, running an analytical lab, serving as Chief of Staff to the VP managing Intel's most productive factory, and leading a 40-person international team. And along the way, he became a co-inventor on 10 U.S. patents across 5 technical fields, most of them earned as a manager contributing outside his own domain of expertise. After Intel, he founded Business Culture Advantage and then Profit Minds in 2020, where he has now served 50+ clients ranging from solopreneurs to mid-market firms.Now partnering with his daughter, Suzy, at Profit Minds, they have shifted the focus to help businesses transform through the power of AI. Steve's mission is to take what he learned inside two of the most demanding companies on earth and put it to work for the leaders and teams of small and mid-sized businesses. For Steve's gift: https://aiisnothard.com/To connect:Website: https://profitminds.net/LinkedIn: https://www.linkedin.com/in/stevekirch/About the HostMardi Winder is a Strategic Divorce Consultant and High-Conflict Divorce Coach who helps high-achieving individuals navigate divorce with clarity, confidence, and control. Drawing on more than 30 years of experience in mediation, divorce coaching and conflict resolution, she supports clients in making smart decisions while reducing emotional and financial fallout, particularly in high-conflict, high-asset and complex divorces. Mardi is the founder of Positive Communication Systems, LLC, and the Strategic Divorce Directory, LLC.For Mardi's gift: The Resilience Building Blueprint: A 28-Day Journey To A Stronger You https://www.divorcecoach4women.com/rbbConnect with Mardi on Social Media:Facebook - https://www.facebook.com/Divorcecoach4womenLinkedIn: https://www.linkedin.com/in/mardiwinderadams/Instagram: https://www.instagram.com/divorcecoach4women/YouTube: https://www.youtube.com/@divorcecoach4womenThanks for Listening!Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page.Do you have feedback or questions about this episode? Leave a comment in the section below!Subscribe to the PodcastIf you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts. You can also subscribe in your favorite podcast app.Leave an Apple Podcast ReviewRatings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.

In this episode of Daily Influence, host Gregg-Brooke Koleno welcomes Lyndsay Dowd, founder of Heartbeat for Hire, leadership strategist, speaker, coach, podcast host, and two-time author, for a powerful conversation about human-centered leadership, workplace culture, trust, accountability, and positive influence. After more than 23 years at IBM, where she built and led high-performing sales teams, Lyndsay experienced a major career disruption that forced her to rethink leadership, purpose, and how she could help people most. That moment became the foundation for Heartbeat for Hire, where she now helps leaders build cultures people actually want to be part of. Throughout the conversation, Lyndsay shares why leadership is not just about results, quotas, or titles. It is about how people feel, whether they trust their leaders, and whether they are given the clarity, autonomy, and support needed to grow. She explains how trust becomes a leader's most important currency, why broken trust must be repaired with accountability, and why consistent one-on-one conversations are essential to strong leadership. Lyndsay also shares practical strategies for building a stronger workplace culture, including going on a listening tour, asking better questions, making people feel seen, giving credit freely, and modeling the behavior leaders want their teams to follow. She reminds listeners that culture is not a slogan. It is the experience people have every day under a leader's influence. This episode is ideal for business owners, executives, managers, entrepreneurs, coaches, and community leaders who want to lead with both performance and heart while creating a more positive, responsible influence in the lives of others. Connect with Lyndsay: https://www.linkedin.com/in/lyndsaydowdh4h/ https://heartbeatforhire.com/

21/7 Usa, nuovi attacchi contro Iran. Houti: blocco navale vs Arabia Saudita. Brent in calo su indiscrezioni proposta mediatori tregua dieci giorni. Salgono rendimenti Treasury e dollaro, su anche oro, argento e Bitcoin oltre 65mila dollari. Usa hanno scorte strategiche petrolio per 43 giorni. Attesa per le trimestrali megacap Tech: domani Alphabet, IBM e Tesla. Recupero dei semiconduttori: è un Buy? AI Trade e Cina: Msft pronta a testare Kimi K3, amministrazione Trump valuta divieto. AMD nuovo rock AI Helios in competizione con Nvidia (Microsoft nuovo cliente). Alphabet nuovo chip AI per efficientare Gemini. Focus anche su Lockeed, Iren e AMC (+24%). Paramount - Time Warner un giudice federale blocca operazione da 100mlnd dollari. ****Questo episodio è offerto da ⁠Scalable Capital ⁠ Apri un conto con Scalable Capital e inizia a ricevere il 2,5% di interessi* sui tuoi risparmi: https://it.scalable.capital/broker-online?utm_medium=affiliate&utm_source=qualityclick&utm_campaign=broker&c_id=QC59486e7f67706c777b517d435049607362766c747c5aS7541p&utm_term=983Messaggio pubblicitario. Tasso lordo annuo variabile sulla liquidità depositata nel conto deposito non vincolato, composto da tasso base collegato al Tasso di Deposito BCE e tasso bonus discrezionale. Liquidità allocata presso banche partner e fondi monetari riconosciuti. Foglio informativo e condizioni su scalable.capital. Investire comporta dei rischi***Asia in verde grazie al Tech. Nikkei +3% e Kospi +4%. Bene Sk e Samsung. La Cina interviene sul mercato azionario: circa 8,9 miliardi di dollari. Z.AI nuovo datacenter made in China.Europa prudente, oggi Zew in Germania. Oggi Piano di Burnham contro il caro vita, Haley nuovo cancelliere dello scacchiere. Focus su: banche e Unicredit, Tim e Poste, Stellantis con nuovi vertici per Ram e Jeep. Prysmian, il Ceo Massimo Battaini in esclusiva a Morning Finance: “porta apertissima a M&A, abbiamo potenza di fuoco per acquisizioni come non abbiamo mai avuto”.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Après un pic à plus de 91 dollars le baril dans le sillage des frappes du week-end, le pétrole a finalement perdu du terrain.Le baril de Brent est revenu autour de 88 dollars, sur fond de nouvelles avancées diplomatiques entre Washington et Téhéran.En fin de journée, les rebelles yéménites ont annoncé un blocus maritime contre l'Arabie saoudite, sans pour autant faire bouger les cours de l'or noir.Les investisseurs sont dans l'attente ce jeudi de la réunion de politique monétaire de la Banque centrale européenne.Après une hausse de taux en juin, un statu quo est attendu.Il va y avoir une accélération du rythme des publications dès demain Les investisseurs seront attentifs aujourd'hui aux résultats de Général Motors, Danaher ou bien encore Haliburton.Mercredi, le secteur de la TECH commencera ses publications avec en tête d'affiche Alphabet, Tesla et IBM, qui pour rappel a perdu près d'un quart de sa valeur après un profit warning la semaine dernière.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

If a brand is no longer what a company says it is, but the sum of every experience a customer has, what does that mean for the marketing department's role in the organization?Agility requires more than just adapting to market changes; it demands a fundamental shift from broadcasting a message to engineering an experience. It requires a willingness to unlearn old definitions of brand and embrace a new reality where customer perception is the ultimate truth.Today, we're going to talk about what some are calling a "reformation" in branding. It's a move away from the traditional model of logos, slogans, and campaigns, and toward a new understanding where the brand is the cumulative effect of every single customer interaction. This shift has massive implications for organizational structure, strategy, and how we measure success.To help me discuss this topic, I'd like to welcome, Lou Carbone, Professor of Practice, Michigan State University & Founder/Chief Experience Officer at Experience Engineering. About Lou CarboneLou Carbone, often called the "Godfather of Experience Management," has been a pioneer in experience engineering since the 1980s. He's a globally recognized thought leader, author of Clued In (Fast Company's Reader's Choice Award winner), and co-author of award-winning research like “Sticktion.” He developed the proprietary Experience Engineering® methodology and has advised top organizations including Microsoft, IBM, John Deere, Pizza Hut UK, Allstate, and the UAE government. A frequent keynote speaker and guest lecturer at leading business schools, he's also Professor of Practice at Michigan State University, shaping future leaders in customer experience. His innovations, like the Paperless Rental Agreement at National Car Rental, have become industry standards. He holds a Distinguished Alumni Award from Thiel College, where he also served as Board Chair, and is active on several healthcare and academic boards including Brown College. Lou also serves as a Professor of Practice in the Eli Broad Business College at Michigan State University, teaching within the Masters of Market Research and Analytics program, as well as the startup of the Masters degree in Customer Experience Management.Lou Carbone on LinkedIn---------- Resources ---------- Experience EngineeringThe Agile Brand podcast is brought to you by TEKsystems. We're proud to be a media partner for #MAICON26 - Oct. 13-15! Learn how AI can power your marketing and business and help you grow smarter. Use code AGILE150 to save! Reach your customers with Reddit. Spend $500 in ad spend, get $500 back in ad credit! Chaser is the only Slack-native project management platform that helps teams turn messages into tracked tasks, automate follow-ups, and maintain team-wide visibility, without adopting another tool. Now integrated with Claude and other GenAI tools. Learn more at trychaser.com and use code AGILEBRAND for a 3-month free trial (normal trial is 14 days).The most influential minds in software, AI, and engineering leadership will be at WeAreDevelopers World Congress North America, September 23-25 in San Jose.Start building your own apps with Replit and get $20 off. Enjoyed the show? Tell us more at and give us a rating so others can find the show.Connect with Greg on LinkedInDon't miss a thing: get the latest episodes, sign up for our newsletter and more.Check out The Agile Brand Guide website with articles, insights, and Martechipedia, the wiki for marketing technology.The Agile Brand is produced by Missing Link—a Latina-owned strategy-driven, creatively fueled production co-op. From ideation to creation, they craft human connections through intelligent, engaging and informative content. Hosted on Acast. See acast.com/privacy for more information.

Andrew, Ben, and Tom discuss the escalating Iran war with an Iranian strike killing two US service members and injuring others in Jordan, oil rising to the high $80s and gas moving back above $4 over the weekend, Strait of Hormuz traffic grinding to a standstill, potential renewed diplomatic outreach from Iran's Foreign Ministry, the 10-year holding at 4.56%, Domino's earnings shedding light on a stabilizing consumer with US-owned comps improving to +2.1%, and a preview of the packed earnings week including DHI, GEV, GOOG, TSLA, IBM, and Thursday's ECB decision.Join our live YouTube stream Monday through Friday at 8:30 AM EST:http://www.youtube.com/@TheMorningMarketBriefingPlease see disclosures:https://www.narwhal.com/disclosure

Payments look like pure software until you move countries, get hit with fraud, or watch a “guaranteed” settlement date slip. That's where the real story starts, and it's why I loved talking with Kristin Reischel, Senior Director of Solutions and Partner Marketing at Rapyd, for our Women Leaders in Payments Month series sponsored by Payroc.Kristin shares a refreshingly honest career path: Boulder, Colorado roots, a fine art degree, a pivot into computer science, then early years at IBM where every hour was billable and accountability was immediate. From there, she follows what energizes her most, working closer to customers, shaping stories, and eventually landing in payment product marketing. We talk about what product marketing means in fintech and how it connects product teams, partners, and real business needs, from local payment methods to faster money movement.Our theme is “the future is human,” and Kristin makes it real. Automation, AI, and embedded payments keep expanding, but trust is still built by people who test systems, respond when things break, and make judgment calls when fraud and risk show up. She also unpacks the cultural side of global payments, comparing credit habits in the US with the UK's banking realities, Germany's cash preference, and the mobile payments leadership seen across Africa and parts of Southeast Asia.We close with what she's watching next: stablecoins, crypto adoption on familiar card rails, and the convergence of AI with agentic commerce and microtransactions. If you care about the future of payments, fintech trust, and practical leadership lessons, this conversation delivers. 

Ben Castanon became Unitary Foundation's first CEO in February 2026, after roughly four years with the organization as Chief of Staff and then COO. He came into quantum from an unusual direction — leadership roles at Pioneer Works, the Brooklyn arts-and-science center — and that background shows in how he thinks about scaffolding communities, funding public goods, and borrowing what works from other fields.This conversation matters now because Unitary Foundation sits at an inflection point. It has scaled from a microgrant program (the "Unitary Fund") into a foundation with a global developer community, corporate members including NVIDIA and IBM, an active compiler collection, a benchmarking initiative, and an annual open-source survey that increasingly serves as the field's ground truth. If you care about how quantum computing actually gets built — not just who wins the hardware race — this episode lays out the infrastructure argument clearly.What You'll LearnWhy Ben argues quantum open source falls into a structural funding gap between academia (chasing novel papers) and venture capital (chasing profitable businesses), and what philanthropy has to do about itWhat "public goods" and "digital commons" actually look like in quantum — from benchmarking to compilation to error mitigation toolingHow to interpret the 2025 QOSS Survey finding that ~40% of full-time quantum OSS contributors are unpaid, and why Ben sees it as both an opportunity and a warningHow Unitary Foundation is experimenting with continuous compensation for contributors via bounty programs and pilots with Merit SystemsWhy corporate members like NVIDIA and IBM invest in a vendor-neutral nonprofit — and how governance keeps the "open" in open sourceWhat a healthy pipeline from first-time contributor to sustained open-source maintainer would look like, and why Ben wants an endowment behind itWhy Ben resists top-down definitions of the "open substrate" and prefers to let the community surface bottlenecksThe long-term vision: a "Linux moment" for quantum, and what it would take to install it before proprietary stacks lock inResources & LinksGuest & OrganizationAnnouncing Our New CEO — Unitary Foundation — The February 2026 announcement of Ben as UF's first CEO, with the full arc from Chief of Staff to COO to CEO.Ben Castanon on LinkedIn — Ben's professional history, including his Pioneer Works tenure and current UF work.Unitary Foundation — The organization's homepage and hub for grants, tools, membership, and community.Papers & Reports2025 Quantum Open Source Software Survey Results — The fourth annual QOSS survey, including the finding that ~40% of full-time contributors are unpaid.The Young and the Relentless — The Quantum Insider — Independent coverage of the QOSS survey's demographic findings.Celebrating Over 100 Microgrants — Impact report: 420+ citing papers, 3 startups, 1 nonprofit, and 400+ OSS contributors funded.Tools & ProgramsUnitary Compiler Collection (UCC) — The frontend-agnostic quantum compiler collection Ben references as a candidate for the open substrate.UCC on GitHub — The active repo, supporting Qiskit, Cirq, PyTKET, and OpenQASM 2/3.unitaryHACK 2026 — The sixth annual bug-bounty hackathon, one of UF's core mechanisms for compensating open-source contributors.EcosystemNVIDIA Joins Unitary Foundation as Core Member — The May 2026 announcement referenced in the conversation.Announcing Unitary Foundation (Rebrand) — Context on why "Unitary Fund" became "Unitary Foundation."Key Quotes & InsightsOn the structural gap: There are "third spaces" where projects don't fit the incentives of either a startup or an academic lab — but where the whole ecosystem benefits. Benchmarking is the clearest example.On unpaid contributors: "We've developed the field to a place where we're starting to hit up against the classic open source community issues." The volunteer surge is real — but so is the risk of losing those contributors to better-paying fields if UF can't convert enthusiasm into compensation.On why big companies join: A functional field needs people to hire. Ben's argument to corporate members is partly workforce development — thousands of developers getting on-the-job training on neutral, community-owned tools.On the substrate: Ben resists top-down definitions of what belongs in the open substrate. "It's much better to have all of the practitioners giving voice to what open tools they need."On his long-term ambition: Build a philanthropic endowment that funds the microgrant pipeline in perpetuity — because "I don't see that as ever becoming a resource that is not of use."Related EpisodesQuantum Open Source with Will Zeng and Ziyaad Bhorat — The direct companion to this episode, unpacking the white paper co-authored with Ben on why quantum OSS is structurally underfunded.Quantum Error Mitigation using Mitiq with Misty Wahl — A deeper look at Mitiq, one of UF's flagship open-source tools.Quantum Education and Community Building with Olivia Lanes — A parallel view on developer community and workforce development in quantum.Careers in Quantum with Anastasia Marchenkova — Relevant context on where quantum developers actually end up.Stay in the EcosystemSubscribe to The New Quantum Era on Apple Podcasts, Spotify, YouTube, or Amazon Music.Sign up for the newsletter at newquantumera.com for episode notes, essays, and follow-ups.Follow along on LinkedIn and Bluesky.If you're building open-source quantum tools — or want to support the people who are — start at unitary.foundation....

According to research by IBM, just 16% of AI initiatives have achieved scale. Why? Because few organizations have the structure and data to support long-term AI investments. So, how do you build an AI-ready system? Riley Rogers: Welcome to the Win/Win Podcast. I’m your host, Riley Rogers. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Rich Weymer, Senior Director of Go-To-Market Strategy and Transformation at Yubico. Thank you so much for joining us today, Rich. I’m super excited to have you here to dig into all the expertise that you’re gonna bring to the table. As we’re kicking off, I’d love if you could just tell us a little bit about yourself, your background, and your role. Rich Weymer: Yeah. First off, thanks for having me. A repeat customer with Highspot, so excited to get invited to this, as we’ve worked with your organization for some time now. Like you said, Rich Weymer. I’ve spent time pretty much so in tech for most of my professional career in one form or fashion, from my earlier career days at Microsoft working in consumer goods, where I’ve worked on video games, your Office products, all your devices, through where I’m at today in the security world. RR: Well, amazing, and bravo, tech veteran. Not easy. RW: Yeah. It looks a lot different today than it did when I started, that’s for sure. RR: And I think that is exactly what we’re gonna talk about today. But before we go into where the world of tech has been to where we are today, I’d love if you could give us a little bit of foundational context for folks who might not be familiar with Yubico. Could you give us a little walkthrough of who your company is, what you do, who you serve? RW: Yeah. So Yubico does phishing resistance hardware MFA, which basically means we ship you a little bitty key that helps control access to all your online portals and logins and everything along those lines. RR: As somebody who is password challenged, I certainly see the value of that one. I wish we had a wonderful little bitty key that got me set up for success every single day. One thing that I think you set up early on is that Yubico, and pretty much every other organization in the industry, is moving fast, and it has to. Security in this day and age is harder than ever. And when it comes to working in a fast-moving organization, teams like yours also have to move fast. I’d guess that that pace of change is part of the reason why you have a really forward-looking approach to enablement and to go-to-market strategy. So why do you think it’s important to think critically about how technology can transform traditional workflows, processes that you’re accustomed to, things like that? RW: Again, to your point, things are moving so fast right now. That’s the biggest underlying factor that organizations really need to think through. Decisions that you’re making today are almost obsolete by the time you’re done signing the paperwork on whatever decisions or procurement you’re going through. So you need to be really thoughtful about the foundations that you’re building, the integrations that you’re gonna lean on, and the partners that you’re gonna select that are gonna be around for the long run. Measure twice, cut once, and also understand that there’s different types of decisions that you’re gonna be making. I use the analogy of a hat, a haircut, or a tattoo. What type of decision are you making when you’re thinking about your technologies? If it’s a hat, you can switch it in and out real quick. If it’s a haircut, maybe it takes a little bit of time to unwind. And those tattoos are the ones that you just can’t change. They’re gonna be– They’re– You’re gonna live with them forever. So you really gotta just understand the lens that you’re making the decisions through, as well as having an industry understanding of where things are heading. And as you look at your partners, thinking, “Hey, at the pace at which innovation is happening, is this someone that’s gonna be relevant six months, 12 months, 18 months from now?” RR: I have not heard that decision-making framework before, hat, haircut, tattoo. RW: It’s an easy one, yeah. A lot of organizations think everything’s a tattoo. So you make every decision like it’s the last decision you’re ever gonna make in that space. And it’s right for a lot of things, but framing it goes a long way, especially when you’re trying to move fast. Being able to categorize those decisions pretty quickly goes a long way. RR: Yeah. And it helps you avoid the problem of when everything’s important, nothing is. You mentioned systems, data, processes, having the right tools in place to move quickly. So with that perspective in mind, how are you thinking about layering on AI? RW: I think about it every day and night, in every meeting I’m sitting in, and every conversation I’m having, and every free minute when I’m thinking about work. The big thing is automation and AI for the sake of AI, and automation for the sake of automation, it really doesn’t mean anything unless you have a strong foundation and an understanding of your data. So to me, it all just boils down to a strong foundational data set and understanding what to measure and what moves your business, and then building around that first and foremost before you do anything else. RR: What do you need in that foundation before you can start building AI on top of it in order for those initiatives to be successful? RW: If I were to think through how I structure this, there’s no shortage of ways to measure the business, but landing on one that’s influential and helps you adjust the dials as you go is really important. So the way I operate is through the lens of sales velocity, which is a time-tested mathematical problem to give you a temperature check on how the business is doing. It’ll let you know whether you’re going up, down, left, right, staying center, or whatever it is. But where organizations stop is they stop at the top four measurements, which, if you think of sales velocity, is open opportunities, average deal size, win rate, and then you divide that by your deal cycle length. That gives you a daily throughput, which tells you part of the story because you can help understand your forecasting. When you take your close one business, you can use that to forecast days left in the quarter, what those numbers would look like. But where it gets really powerful, and what I think a lot of organizations haven’t spent the time to do, is go deeper on the leveling of those metrics. So if you think through the process lines, L1 is your executive metric. That’s the all-up number. Your L2s are your leadership numbers, where your managers need to understand those. But your L3, four, five, six, and you can keep going down the rabbit hole, really start impacting how your frontline folks operate. One of the things we’ll talk about today is AI Role Play, and when we think of it, we look at diagnosing issues in our win rates, and we think, “How is our competitive wins doing? What are we, we get very, very granular in how we look at those.” And then we can actually start layering on recommendations and automation. So we do that across probably close to 100 different metrics through the various layers that are our leading indicators. And this really helps us when we think through automation of where we go from here, ’cause once we understand those, we know how are we doing against certain competitors? Are we getting the right amount of MQLs? Are we talking about the right things? Do we get caught up in legal, security? We can understand all those different variables of the business, and then we can take a proactive approach to coaching where we need to coach, and then adjusting the business where we need to adjust the business. And you can’t really do that unless you have that entire foundation laid out and actually understand what all those levers are. So to me, taking the time to do that is really just beyond critical. RR: Yeah. Yeah. You know what you need to do, and you can start driving really aggressively against it, which I– it sounds like you alluded to an example there with AI Role Play, you’re doing the work to do. In that, you’re beginning to layer some of these new technologies, new tools on top of that foundation. What were some of those first use cases that you prioritized, and why did you start where you did? RW: I think the first win you always wanna go for is really a practical application of any new technology and how that can move the needle for the business. So when I think of practical applications, I think of AI Role Play as being a very early one. As an enablement team and a training team, how many times have people walked through certification programs, the one-on-ones with managers, all the Role Plays, all the back and forth and the headaches and the objectivity that goes into those exercises. That’s just a quick win that you can pick up and take care of almost all of that. The time saving alone and the cost of having a manager do these one-on-ones time and time again, it just drains an organization when every organization right now is trying to be lean, mean, focused on sales efficiency. So anything we can do to give back and level the team up, I think is just a no-brainer. So AI Role Play is a huge one for us. We looked at a lot of different places. We tried a lot of different things, and we landed on the Highspot implementation of that because it’s important to be able to do that stuff, but also it has to be within the context of everything you’re doing and all the content and everything that you do have. It can’t be this standalone siloed thing that happens in the background. We need to bring it to the forefront. Yeah, those are the really practical first-step wins that I’ve been excited about. RR: Yeah, and that’s such a good example of mapping it back to those foundational levers. The path there is very clear, I think. RW: Yeah, absolutely. Think of a competitive– your competitive intelligence programs. You do all this work understanding your competitors. Now you can understand when a seller of yours struggles with insert competitor X, Y, or Z. You can identify those trainings, you can recommend the trainings, you can verify they’ve been through them, and then if that’s not working, then you can escalate to coaching and go a little bit deeper from there. So the foundation of the data will help you identify that stuff, and then you start applying the technologies. That’s how you go fix the gap. And then you can monitor it and just keep it going, almost near real time, which is incredible. A lot of the time, organizations are really spending most of their time hearing yesterday’s weather. And when I mean that, I think of, you do a QBR, you go through a quarter, you spend 30 days doing the QBR. At the end of the QBR, you find the problems, you take 30 more days to figure out what the underlying problems are, then you spend 120 days fixing those problems. Then you’re six months removed from what the problem was, and now you got a whole new set of problems that you’re not even keeping up with the business. So being able to identify these things, move quickly, and make recommendations really fast is incredible in the amount of time it buys back an organization to execute, and that you’re focused on the right things at the right time. RR: I’d be curious to hear a little bit about, you mentioned a handful of teams there in some of the early AI Role Play rollout and piloting. How did you start thinking about who you wanted to test this with, the kinds of pilots you wanted to build, and how has that going so far? RW: We tested globally as a global organization. We tried US-based, EMEA, APJ folks. We took a look at various groups from various geographical regions because adoption’s an uptick, and accountability is different at the global scale. The use cases really were tied around what’s our biggest blind spots, and what do we not know, and how do we validate that? As a group that has a BDR team, an SDR team as an example, if you have sellers that don’t wanna work with their BDRs ’cause they’re not confident that their BDRs are competent, then here’s a great way to say, “Hey, actually, we’ve already been them– we’ve taken them through the ringer. We’ve seen that they’re able to demonstrate this stuff, and honestly, we’re building scenarios that are harder for them to get through than you actually deal with, with customers.” So we can stress test the teams, and then sellers don’t respond to customers with ABC answers. They have to be able to be versed in these conversations, so being able to do that was a huge unlock for us, because folks aren’t practicing with their paycheck. Well, the worst place you wanna go figure this stuff out is in front of a customer, so give someone a very safe space to go practice and cut their teeth, and they will just accelerate if they get behind it and really try this stuff out. So yeah, find the high ROI cases, double down on those, share that experience, be vocal about it, and make sure others feel it. Then yeah, that’s how you just get that adoption and the needle moving. RR: Something that I feel like is not as spoken about when it comes to training, Role Plays, et cetera, all of that stuff, is now you have this trust between your counterparts, and you have more of this connective tissue purely because of that, which is really interesting, and I’ve not, I don’t think, heard anyone speak to that element of it before. So curious if you could give me a little bit more of a sense of what that has done for you guys. RW: Yeah. And, as I mentioned, I’ve– I’m five-ish years into the security business, and this is just a business built on trust. So we have to gain the trust of our customers. It’s important in any sales cycle. It’s a hundredfold more important when you’re talking about the security of your organization. So I think intrinsically our– the businesses are highly trust-driven with the folks that they work with, even internally. So, if you think through customer journeys, from trusting they’re landing the right messaging and marketing, to the right message that BDRs are delivering, our sellers deliver it, talking about the right things and delivering the proposals towards the outcomes that the customers are expecting, to how your account team then goes and manages that account or gets ready for renewals. There has to be that thread of trust across those because each one sets one up for failure if not done correctly. And having a verified way of saying, “Hey, I can trust that my coworkers that are working upstream for me are doing the right things and they are competent,” that’s only gonna make you deliver and do better in your particular role, and it’s gonna want you to step your game up, too. RR: Sometimes I feel like folks present a strategy the way it’s working out for them, and I have a thoughtful response to it. But in this case, the only thing I have to say is that’s so cool. It’s really, really cool to see all the different ways that this can show up for an organization beyond what we expect. RW: If you were to turn the clock back two years, AI-based Role Play, that was beyond the bleeding edge. There wasn’t even an edge. It was so far out of the realm. But these things come up quickly, and you wanna be able to jump on ’em and move on ’em. Again, it’s just moving so fast that you have to have that trust and have a team around you that’s willing to build on the successes you’ve had in a past life. So it does take time to get to that point. It doesn’t happen overnight. It gets quicker, that’s the thing, ’cause now, if you think through how you go through a launch in a past life, go back two years: you spin up the marketing machine, they come up with the slides, you host a call, you do a webinar, you send the field out, say, “Go figure it out.” If you’re lucky, you did Role Plays with the managers, you had a competency test, you sat down, maybe you brought some external resources in to actually manage this. And now with technology, you can scope it, build it, deploy it, have everybody through it in a few weeks, and you can actually verify that people can do these things, where in a past life, just none of that existed. You can build trust faster and move quicker today because the technologies enable that stuff. It’s not the, I’ve got a six-month sales cycle, so I don’t know what my sales look like, or I don’t know how well things are going until six months down the line when you’re actually seeing the end-of-line conversions. You just move so much faster right now. It’s, yeah, really exciting. RR: Okay. So we’ve touched on, I think, a lot of some of the granular detail, and I think gotten a picture of what work at Yubico looks like right now. And I think it has been what sounds like a busy few months to get to this point. So since making some of these changes, being really thoughtful about building out your foundation, starting to layer in those early AI use cases, what impact have you seen on things like seller efficiency, time savings, productivity, anything like that? RW: We are cutting so much time out of the administrative burden of our team. It’s hard to put an exact number on it, but we’re looking at reducing sales cycles by upwards of 25% this year. Where if you think through a longer sales cycle on the security side, where things can take six, seven, eight months, if you can carve out a month back on those processes, it unlocks a lot of organizational capacity. So we are heavy on how we are doing that this year, and sales efficiency is one of our big topics for this year. And ideally, in a perfect world, you have the right team that, as you give efficiency time back and give them time to focus on selling, they go out and sell more. You can cut their day down to two hours a day, but what are they gonna do with the rest of the hours of those days to actually go get after it? So we’re cutting time out of their workload, making things easier on them, and then how are we surfacing the latest and greatest new opportunities and more guidance to them, to be a little bit more honed on where to go and focus on the stuff that technology’s not replacing right now, which is the human interaction and the conversations you have to have with your buyers. So that’s our goal today, it’s just every single day, how do we chip away, chip away, chip away? And I think we’re doing a pretty, pretty solid job of that right now. And things that take hours, three, four, five hours to do, you can do in a button click these days. So on a 40-hour week, if that’s all you work, that would be nice. But if you’re doing 40 hours a week and you’re cutting four or five hours out, 10%, 12% of your week is a huge give back on a timing perspective. So we are, yeah, really excited about all that work right now. RR: You mentioned that 25% reduction, which you said, “That’s a solid, that’s solid progress.” I would call that more than solid progress, but that’s just me. Would you say that part of that or some of that could be attributed to that improved ability to practice those conversations and show up better when you’re actually having them live? RW: Absolutely. There’s the process side of house, which is where we can carve a lot of time out, but the competency within that process goes a long way. Just the basics. Can you get somebody to set that follow-up call? Don’t let the customer off the call until you have a next step booked. Even just little things like that, that you get off the call and then it takes you a couple days to schedule that next meeting. You just get rid of coaching that stuff out. Those basics that every seller always knows about, that adds up when you’re thinking enterprise-wide. That goes a long way. So again, foundational data, even just looking at the basics and doing really good at the basics and training people to that, you’re gonna find time back. RR: To my earlier point about a lot of people are excited but don’t quite know what to do, that’s a very specific example of what can you coach to meaningfully? How can you use Role Play to help you train away those bad behaviors that decrease your velocity, decrease your momentum, and in turn cause that chain reaction down the line? So with all this work in mind, what do you think the future of go-to-market, of enablement, looks like at Yubico? What’s next? RW: Ooh, that’s the multi-multi-multi-million dollar question. Someone who’s been around tech for a while, you see patterns in where things are going. I challenge everybody that I talk to about some form of initiative, or obviously a lot of AI discussions today. But if you challenge things from a first-principles perspective, why are you even doing these things? And I think that is a question that organizations need to ask themselves, is why are you doing this, and why are you doing it this way? Does that even make sense in tomorrow’s world of where things are heading? It’s how are you driving decisions? How are you recommending actions? And how are you actually activating on the data and the information that you have? I think that’s where go-to-market goes. It becomes less understanding and reading yesterday’s weather, as I say, and it takes that data and makes it actionable and pushes us forward versus just catches us up, which is also very, very exciting because the things that we thought were out of reach six months ago are in reach now. RR: For people listening who might be, with that last sentence, feeling a little bit inspired but also uncertain, like, oh gosh, how do I keep pace? What would you say to leaders in tech and in other spaces who feel pressured to do AI, perform the thing, layer it into their programs where they can, but aren’t sure where to start? What would you– What advice would you give them, having done it yourself? RW: Start. That’s the key. It sounds silly, but everybody kinda has this not really sure where to start, and that’s okay. I think you just gotta start. First and foremost, you have to just dabble a little bit, get your feet wet, and it all starts to come clear. If you’re thinking through the models that are out there, ask it questions, use it to teach you what you don’t know and where to go. But really it’s your thought partner in how you use these things. You have questions? Ask it questions. You get stuck? Ask it why you’re stuck. Ask it wh– it can do a lot of the things that I think would really surprise people, that will help them head down the right direction. And again, we’re– I say it jokingly, we’re not protein folding. It’s not that crazy, the stuff that we’re doing. You’ll see that there’s a lot of people that have been successful, and you can go a long way just asking the right questions. Don’t be afraid. Do things in a smart way. Make sure your identities are locked down. Shout out, Yubico. Make sure that you’re working with your security teams and doing the right things, and you’ve got access controls in place, of course. But just start. That’s the biggest thing I could tell people, is just start. You’d be amazed how far you can go. RR: Very inspirational to close with. And also, I think a bitter truth sometimes. It’s very much the best way to learn is by doing. RW: Yeah, 100%. I always get the, “Rich, what should I do?” I’m like, “Well, just ask the question.” Just literally just start. Just start. Just get in there and do it, and get going. And really the other thing I would say, on the starting point, is try and build a system where you give people the guardrails to be successful, get the benefits of AI, but also don’t get in the way and stifle innovation. You wanna empower people to go figure things out. Give them the chance to start as well. If you’re a leader in one of these organizations, empower the folks on the front lines to do these things, because this technology is just peeling out those middle layers. The closer you sit to the customers, the more impactful work you’re gonna be able to do. So get your frontline people working on this stuff. RR: I have to say, I think I said it a couple times, but some really interesting, very actionable things, I think, you shared today. So I really appreciate you taking the time to give us some of those recommendations on how to get started with AI, what’s working for you with AI Role Play, all of the goodness on how to not be scared to get started. RW: Thank you again for having me. This has been a lot of fun. RR: Yeah. To our audience, thank you for listening to this episode of the Win/Win Podcast. Be sure to tune in next time for more insights on how you can maximize go-to-market success with Highspot.

Der Tech-Sektor startet freundlich in die neue Handelswoche. Trotz der erneuten Eskalation im Nahen Osten halten sich die Reaktionen an den Finanzmärkten bislang in Grenzen. Der Ölpreis war zwischenzeitlich auf über 91 US-Dollar gestiegen, hat einen Großteil der Gewinne inzwischen aber wieder abgegeben. Anleger setzen weiterhin darauf, dass die USA und Iran letztlich eine diplomatische Lösung anstreben und eine deutliche militärische Eskalation vermieden wird. Rückenwind kommt aus China: Staatliche Fonds haben nach den Kursverlusten der vergangenen Woche Aktien gekauft, gleichzeitig prüft Peking weitere Konjunkturmaßnahmen, nachdem das Wirtschaftswachstum im zweiten Quartal hinter den Zielen zurückblieb. Im Fokus bleibt außerdem das KI-Thema. Nach dem starken Kursrückgang vieler Halbleiterwerte sehen zahlreiche Investoren die Schwächephase als Kaufgelegenheit, da die Nachfrage nach Chips und KI-Infrastruktur trotz zunehmender Konkurrenz durch chinesische Open-Source-Modelle robust bleiben dürfte. Taiwan Semiconductor bekräftigt die Erwartung eines mehrjährigen Nachfragezyklus für KI-Chips, während Meta den Ausbau seiner KI-Infrastruktur weiter beschleunigt und Medienberichten zufolge kurz vor einem milliardenschweren Rechenzentrumsvertrag mit Anthropic steht. Bei den Quartalszahlen steht heute Domino's Pizza im Fokus. Das Unternehmen verfehlte zwar die Gewinnerwartungen leicht, sprach jedoch von einer deutlichen Beschleunigung des Bestellwachstums im zweiten Quartal. Im weiteren Wochenverlauf rücken dann die Zahlen von Alphabet, Tesla, IBM, Intel und SAP in den Mittelpunkt. Ein Podcast - featured by Handelsblatt. ► Entdecke den exklusiven NordVPN Deal! Jetzt risikofrei testen mit einer 30-Tage-Geld-zurück-Garantie: https://nordvpn.com/wallstreet * ► Erhalte einen exklusiven 15% Rabatt auf Saily eSIM Datentarife! Lade die Saily-App herunter und benutze den Code wallstreet beim Bezahlen: https://saily.com/wallstreet * ► Direkt an der Börse handeln mit tradegate.direct: https://bit.ly/WallStreet_Juni * +++ Alle Rabattcodes und Infos zu unseren Werbepartnern findet ihr hier: https://linktr.ee/wallstreet_podcast +++ ► Mehr Einblicke: https://bit.ly/360wallstreetpc * Impressum: https://www.360wallstreet.de/impressum *Werbung

Der Tech-Sektor startet freundlich in die neue Handelswoche. Trotz der erneuten Eskalation im Nahen Osten halten sich die Reaktionen an den Finanzmärkten bislang in Grenzen. Der Ölpreis war zwischenzeitlich auf über 91 US-Dollar gestiegen, hat einen Großteil der Gewinne inzwischen aber wieder abgegeben. Anleger setzen weiterhin darauf, dass die USA und Iran letztlich eine diplomatische Lösung anstreben und eine deutliche militärische Eskalation vermieden wird. Rückenwind kommt aus China: Staatliche Fonds haben nach den Kursverlusten der vergangenen Woche Aktien gekauft, gleichzeitig prüft Peking weitere Konjunkturmaßnahmen, nachdem das Wirtschaftswachstum im zweiten Quartal hinter den Zielen zurückblieb. Im Fokus bleibt außerdem das KI-Thema. Nach dem starken Kursrückgang vieler Halbleiterwerte sehen zahlreiche Investoren die Schwächephase als Kaufgelegenheit, da die Nachfrage nach Chips und KI-Infrastruktur trotz zunehmender Konkurrenz durch chinesische Open-Source-Modelle robust bleiben dürfte. Taiwan Semiconductor bekräftigt die Erwartung eines mehrjährigen Nachfragezyklus für KI-Chips, während Meta den Ausbau seiner KI-Infrastruktur weiter beschleunigt und Medienberichten zufolge kurz vor einem milliardenschweren Rechenzentrumsvertrag mit Anthropic steht. Bei den Quartalszahlen steht heute Domino's Pizza im Fokus. Das Unternehmen verfehlte zwar die Gewinnerwartungen leicht, sprach jedoch von einer deutlichen Beschleunigung des Bestellwachstums im zweiten Quartal. Im weiteren Wochenverlauf rücken dann die Zahlen von Alphabet, Tesla, IBM, Intel und SAP in den Mittelpunkt. Abonniere den Podcast, um keine Folge zu verpassen! ____ Folge uns, um auf dem Laufenden zu bleiben: • X: http://fal.cn/SQtwitter • LinkedIn: http://fal.cn/SQlinkedin • Instagram: http://fal.cn/SQInstagram

Don’t Fade and Die in AI Subscribe to our Newsletter: https://theultimatepartner.com/ebook-subscribe/ Check Out UPX: https://theultimatepartner.com/experience/ Matt Yanchyshyn, VP AWS Marketplace, Rekha Thangelapalita, Elastic GSI Leaders; Allison McFadden, Accenture AWS Leader; and James Kang of Nvidia join Ultimate Partner. In this panel discussion, leaders from Elastic, Accenture, Nvidia, and AWS dissect the urgent shifts in the ecosystem, emphasizing that partners must adapt to AI and agentic co-selling or risk fading away completely. The conversation explores the necessity of deep co-engineering, the power of multi-product solutions in the AWS marketplace, and how automated agents are now replacing traditional human sales pipeline progression. By embracing data readiness and strategic collaboration, organizations can survive the “token maxing” era, effectively scale their enterprise opportunities, and align with NVIDIA’s five-layer strategy to dominate the new cloud landscape. https://youtu.be/zUkL4Wqsa68 Key Takeaways AI agents will automate the majority of AWS partner co-selling attachments and opportunity progressions this year. Partners who fail to embrace agentic workflows and automated governance face the existential risk of fading into obsolescence. Successful multi-product offerings require a “blood to all organs” approach that benefits the client, the ISV, the GSI, and the hyperscaler simultaneously. Nvidia’s “five-layer cake” model emphasizes that successful outcomes at the application layer automatically drive growth for all underlying infrastructure. The “token maxing” phenomenon is forcing enterprises to seek cost-effective, open-model alternatives to scale their generative AI securely. Integrating GSIs and ISVs on the AWS marketplace significantly increases enterprise deal sizes and long-term customer renewal rates. 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 strategic collaboration agreement, data readiness engine, agentic co-sell, semantic layer, token maxing, five layer cake, accelerated computing platform, open models, cloud consumption, multi-product solutions, partner central agents, propensity data, automated opportunity progression, generative AI governance Transcript Matt Y and Panel Audio Podcast [00:00:00] Vince Menzione: You have a choice. You can embrace them and figure it out and get governance and, and make your data available. Um, use the partner, central agent, move to Agen Co-sell, or you can fade and die. [00:00:11] Vince Menzione: You can feel it happening. The ecosystem is shifting beneath us, the way Hyperscalers are partnering, how AI is remaking the channel and what it means to win in 2026. [00:00:22] Vince Menzione: Welcome to the Ultimate Partner Podcast. I’m Vince Menzi. Own your host. And each week I sit down with leaders at the intersection of technology, partnerships and outcomes. The voices shaping how ecosystems actually work. We talk about what’s real, what’s changing, and what it takes to lead in this era where the partner channel isn’t just part of the strategy. [00:00:44] Vince Menzione: It is the strategy because [00:00:46] Vince Menzione: being in the room changes everything. Let’s start. [00:00:51] Vince Menzione: We’ve got some amazing leaders joining us. So I think probably for a little bit of context, maybe just start with Rika. You can introduce yourself, your role and, uh, what, what you’ve been doing at Elastic. Yeah. [00:01:03] Rekha Thangellapalli: Yeah, sounds great. [00:01:04] Rekha Thangellapalli: Hi everyone. I’m Reka and I lead GSI Alliances at Elastic. Um, for the past 14 years, I’ve had the pleasure of building different kinds of partner ecosystems across companies such as SAP. MuleSoft, Salesforce, Coupa, and now Elastic. Um, I wanna thank Ultimate partner and Vince for having us here today. Thank you and the panel of these incredible speakers for joining me on stage. [00:01:31] Rekha Thangellapalli: Um, very excited for the conversation today. [00:01:33] Vince Menzione: We love Elastic, and you’ve had some of your other leaders on stage at other events. As such, the quality of your leadership team is amazing. Thank you. [00:01:42] Rekha Thangellapalli: I wholeheartedly agree. [00:01:45] Allison McFadden: Excellent. Um, hello everyone. Allison McFadden. I lead our North America AWS practice at Accenture. [00:01:52] Allison McFadden: Uh, I’ve been there for five years, and truth be told, it was my first partnership role, my first formal partnership role. Uh, so I can take some tips from all of you in the room here today. Prior to that, I was 21 years with IBM, and I got into partnerships because my last role at IBM was actually trying to build. [00:02:14] Allison McFadden: Linux business on the mainframe, and I had to have partners. I had to have partners to help me with workloads to run there. So I kind of learned, uh, trial by fire. But I’m excited for the conversation today. Excited to be in this room and excited to talk about what we’re doing with, uh, elastic. Thank you. [00:02:34] James Kang: Uh, my name is James Kang. Nice to see and meet everyone here. Vince, thank you for the opportunity. Thank you [00:02:38] Vince Menzione: for being here. [00:02:39] James Kang: Um, I’m with Nvidia, so I help manage the AWS partnership at Nvidia all up. Um, I guess fun fact, I’m former AWS and so I see a lot of very familiar faces here in the front row. Uh, former colleagues and then current friends. [00:02:56] James Kang: And so, uh, looking forward to the conversation. [00:02:59] Vince Menzione: Great. Well, we’ll start with an easy tia. Matt. This is not directed to you, directed to the others. So what does a successful AWS partnership look like from your C? So we’ll start with Eureka. [00:03:09] Rekha Thangellapalli: Sure. So from an ISV perspective, I think we really are looking at three things. [00:03:15] Rekha Thangellapalli: Uh, mutual investment building together. And scaling together. So when we talk about mutual investment, elastic recently signed a five-year SCA or strategic collaboration agreement with AWS. And while that is a significant milestone in our partnership, for us, what matters more is what it represents, and that is really a long-term commitment from both companies. [00:03:39] Rekha Thangellapalli: Towards product engineering, um, and joint go to market initiatives to deliver value to customers over time. And that’s what we see is that the best partnerships really compound and they build upon each other every year. Um, they don’t necessarily kind of reset every year. Um, next we talk about building together. [00:03:59] Rekha Thangellapalli: So, um. When we talk about joint solutions, we want to deliver solutions that are better together and the customers have to see us that way. And so whether it’s search, observability, or security, we’re looking at taking to market solutions that we can’t or necessarily don’t wanna take on our own. And finally we talk about scaling together. [00:04:22] Rekha Thangellapalli: And this is where marketplace, for instance, plays a big role, um, when customers can draw down on their cloud commitments, transact online and go from, you know, pilot to enterprise scale adoption in hours, not days. Um, this is when really everyone wins. Um, and this is also where partners like Accenture play a critical role. [00:04:47] Rekha Thangellapalli: Um, you know, the incredible amount of expertise that they bring, uh, the managed services capabilities and, um, their data assets actually play a huge role in having our customers realize that value faster. And, um, like Vince mentioned, at the end of the day, best partnerships are all all about creating kind of that. [00:05:07] Rekha Thangellapalli: Self-sustaining flywheel. And so it starts with investing together, building something unique, and having the customers realize that success faster because that success is really the only thing that’s gonna keep that flywheel going for everyone involved. I [00:05:26] Vince Menzione: absolutely. [00:05:26] Allison McFadden: Okay, amazing. I’m gonna riff off a few things Ika said, but from a GSI perspective. [00:05:32] Allison McFadden: A relationship with a WSA successful relationship with AWS looks slightly different. Um, so I think the first thing that we think of in the GSI Community common thread is that the client outcome and delivering value for clients is what we, what we’re striving for. Um, and so the partnership with AWS in that case, um, um, it has to, it has to. [00:06:01] Allison McFadden: Look like one team in front of our clients. So we have to show up indistinguishable, and that’s with AWS and with an ISV partner, it has to look like one solution in front of the client, especially moments that matter. So board meetings, um, you know, the time we’re gonna sign a deal, like we have to look like one team, uh, and keep our our client outcome, um, first and foremost in mind. [00:06:24] Allison McFadden: The second thing, and this is I think where the magic of all the people in this room comes into play. We can have as many discussions at a CEO level as we want. And if our client teams on the ground are not working together, it falls apart. Falls apart directly in front of the client. Yes. And that is a really hard thing to do. [00:06:45] Allison McFadden: So I’m passionate about the alliance work because that that work is what makes it happen at the corporate level. [00:06:53] James Kang: Cool. Um. I’ll start here. So in Nvidia is a accelerated computing platform company. Um, if you asked. Anyone on the, on the street about a year ago, what is ai? A lot of times they would say AI is, is open ai, or it’s philanthropic. [00:07:12] James Kang: Um, Jensen and I’ll, I’ll reference Jensen a lot today, um, because he is our leader, um, but he also sets the strategy in the direction for Nvidia. He talks a lot about AI in the metaphor of a five layer cake. And in terms of the five layer cake, you start off with the foundational bottom layer being power and energy, which sustains. [00:07:32] James Kang: All of our data centers, you move up the stack in terms of chips. So things think of Foxconn, think of TSMC. Next you have the infrastructure layer. So obvious choice is AWS, and then you get to the models where you do have the philanthropics and the open ais. But finally in at the precipice, you have the application layer. [00:07:53] James Kang: Ultimately, the reason why I mentioned all different stacks of the layers, the five layer cake, is the fact that the application layer is the most important. And so when you think about. Partners like Elastic or ServiceNow Trend, ai, CrowdStrike. Every time you pull from the application layer and you see a success, it pulls all five different components of that layer up. [00:08:13] James Kang: And so ultimately, as I think about success, it’s it’s being able to develop these co-sell wins at the application layer and really demonstrating that through extreme co-engineering and co-design with all the different application. Infrastructure, power and energy layers in mind. Um, Jensen also likes to think of himself not only as the CEO and founder, but also as the, the chief Marketing Officer. [00:08:35] James Kang: We are a very event driven company, and so at our big events like GTC or at big industry events like CES or Computex, he likes to show up on the biggest stage, biggest stages and showcase the partnerships with not only ISVs and GSIs, but also with end customers. And so that’s what I think about when I think of SA success. [00:08:56] Vince Menzione: That’s a really good point. You talked about, Allison, you talked about having an alliance strategy, or at least you teed it up, so I thought maybe we would go there for a second. Right? Like, what does a great alliance strategy look like and why is it important to the success of the partnership? [00:09:11] Allison McFadden: Man, I, uh, I have so many opinions on this. [00:09:13] Allison McFadden: We could probably be up here all day. That’s [00:09:15] Vince Menzione: okay. [00:09:16] Allison McFadden: Um, no, I think. Uh, there, there are a couple things, and the first one that comes to mind is focus. We cannot be all things to all people. Um, so when it comes to think about some of the, the work we’re doing with Elastic, we have a very, very clear point of view on what client problem we’re solving, what clients we want to talk to. [00:09:38] Allison McFadden: It helps if, um, from an ISV perspective, if there’s a very clear fit in. The Accenture portfolio or whatever, you know, SI consulting partner. You’re working with a very clear fit in the portfolio and we know what we’re not gonna go after, what we’re not gonna spend our time on because we have, we have this tendency, there’s millions of people. [00:10:00] Allison McFadden: The ecosystem chart that, you know, Vince, you showed up there, there’s so many connections. There’s probably more connections there than there are atoms in the universe, right? So, um. Defining what we do together and what we don’t do together is the first thing that pops to my mind. [00:10:19] Vince Menzione: Reka, do you have a perspective on it since we’re gonna, we’re gonna talk next about what you’ve done together, but, and I also wanna get mass perspective as a hyperscaler partner here as well. [00:10:29] Rekha Thangellapalli: Yeah, I mean from my perspective, I, I’m gonna, you know, kinda echo what Allison said is to be just maniacally focused. Yep. Um, because, especially from my perspective, so Elastic has three different solutions, right? We’ve got search, we’ve got observability, we’ve got security that map to completely different business units within Accenture. [00:10:47] Rekha Thangellapalli: And of course Accenture does a lot of things. And so, you know, when we first came together it was like. Okay, what are we gonna focus on? What industries are we gonna go after? Which segments are we gonna go after? Which customers, you know, um, outcomes are we trying to solve? And I think that sort of maniacal focus is the number one contributing factor to, to the fact that I’m like, up here on stage today. [00:11:12] Rekha Thangellapalli: Great. [00:11:14] Vince Menzione: Matt? Perspective? [00:11:16] Matt Yanchyshyn: Yeah, I, I, I guess I was trying to. To add something, uh, additional from an AWS perspective, uh, when it comes to, you know, what does a great alliance look like? Uh, AWS is obsessed with data, you know, in data we trust. And, and so the best, um, and, and this goes sales business problem, and it’s not just the engineering teams. [00:11:34] Matt Yanchyshyn: And so, uh, you know, Accenture does a good job of this elastic, definitely. And if you can come to the table with, um, quantifiable proof of the value of customer outcomes and partnerships. Um, you’ll win all the time and it’ll be a durable relationship with AWS ’cause we really are this data obsessed company and, and even the most senior sales leaders. [00:11:54] Matt Yanchyshyn: Uh, and so what I mean by that specifically is like if you, if you can show like your a RR to land an a RR conversion ratio, like in in numerical format, it’ll light up our sales leaders and, and they’ll be all, and they will co-sell with you all day long. If you can show the, I mentioned this earlier, like the AWS service, uh, whether you’re consulting company or, um, elastic and, and how the shape of customer accounts change positively when we work together. [00:12:15] Matt Yanchyshyn: That type of sort of quantifiable data works particularly well from an alliance perspective. With AWS as a partner, we, we really are like this data in sort of results out company. Um, so I, yeah, that’s just adding to the great points that were already made. I would say specific to AWS that that’s key. [00:12:30] Matt Yanchyshyn: Yeah. And I’m gonna bring up one more thing. I want to dive in on the, the joint value proposition, but you mentioned something that made a lot of sense and resonated to me about the organizations once you get out of partner, the partner world that we all know and love. Mm-hmm. Once you get down into a field organization or account management organization. [00:12:49] Matt Yanchyshyn: Not as much understanding and really organizations do a bad job here, honestly, in terms of enabling the field organizations. Do you agree? [00:12:58] Allison McFadden: I agree because I, I agree. And, um, you know, I think that’s one of the things, and, and I, I, when I joined Accenture, what we had was a lot of wicked smart architects delivering programs to clients in the field. [00:13:15] Allison McFadden: Very smart, very deep in AWS knowledge. Um, and that was awesome for the 10 clients they were staffed on and to get that understanding of how AWS works and I dream about lar, right? Like, this is a good, you know, but that takes real effort and real work. Yeah. And it’s, it’s um, almost like being a language translator. [00:13:37] Allison McFadden: Yes. For me. Yeah. So, you know, I had to deeply learn AWS so that I could. [00:13:42] Rekha Thangellapalli: Sure. [00:13:42] Allison McFadden: Teach my account teams. My account teams are really smart. They know who they’re selling to. They know their customers. They know what their customers need. They do not know what AWS has to offer always because they’ve got 20 partners lining up to try to tell their stories. [00:13:57] Allison McFadden: Um, they don’t know how to ask of the AWS team or the elastic team or the Nvidia team. Yeah. What they need [00:14:02] Vince Menzione: this co-selling piece. Yeah. [00:14:04] Allison McFadden: And so that is where, um. We had to build that muscle even around our AWS practice, which was a huge practice at Accenture, but we didn’t necessarily surround it with that kind of enablement and um, almost deal coaching layer. [00:14:21] Vince Menzione: So Elastic and Accenture came together. I dunno which one of you wants to lead this part of the conversation, but you will, right? Yeah. So tell us about the genesis of this and why. And a lot of people dunno what Elastic does, but you do some really incredible work. Like I, somebody told me one day was like, oh, you know, Uber, like, that’s elastic, powering all that. [00:14:41] Vince Menzione: Like, we don’t think about that. That the engines that you have and the, the backend to the customers, huge customers. [00:14:48] Rekha Thangellapalli: Yeah, absolutely. Um, so when AWS launched this feature last, um, reinvent where basically it allowed, you know, channel partners such as Accenture to be able to bundle up their services, their data assets with an ISV solution and put it on marketplace, um, you know, Accenture and Elastic immediately saw an opportunity. [00:15:09] Rekha Thangellapalli: Um, at the time most customers were doing gen ai. But they were running into the same challenge, which was that their data just was not ready. And by the way, this is a problem we were solving. Outside of marketplace. I think the, the feature that you guys launched just gave us a way to package it up and to be able to create this repeatable solution, which we call data readiness engine for gen ai and put it on marketplace. [00:15:40] Rekha Thangellapalli: And, um, this to me was a success because. Each company had a clear reason to invest. Um, so for Accenture, they were able to, you know, create a very differentiated services led offering. Uh, for Elastic, we were able to expand on our AI story. And for AWS, um, you know, it drives marketplace adoption, increases cloud consumption, all of that great stuff. [00:16:07] Rekha Thangellapalli: And customers, of course get. A solution to a very real problem that, that they were having. Um, and you know, the surprising part for me going through that journey was that, um. The pitching, the idea, getting the budget, getting the executive sponsorship was actually the easy part. The hard part was getting all three companies to come together, uh, to go from idea to launch in a very ambitious timeline of six weeks. [00:16:37] Rekha Thangellapalli: Nice. And so, you know, this was very much like. Doesn’t matter your title. We’re rolling up our sleeves and we are on this outcome together. Um, and so we literally built a RACI matrix, a project plan, and you know, we had daily standup calls for six weeks where literally. At least one person from each three of these companies called in, you know, got rid of any blockers and we made sure we were on target for that timeline. [00:17:07] Rekha Thangellapalli: Um, and you know, at the end we had a successful launch. But I think my favorite part about the story is the impact that we’re having and, um. My favorite story comes from a global pharmaceutical company that, you know, had basically nine petabytes of data spread across six different continents. Wow. And by working with Accenture and Elastic, they were able to build that trusted foundation that their AI and their agents can, you know, kind of safely tap into and be accessible at scale. [00:17:41] Rekha Thangellapalli: Um, so that’s my version. Allison. [00:17:44] Allison McFadden: Yeah. Well, I don’t have a lot to add. I just, I would say this is a good example of a couple of principles, right? One is having a forcing function is never a bad idea. Sign up for a big event, sign up. I’m like, I’m here with my, you know, Nvidia guys saying, sign up for the event. [00:17:58] Allison McFadden: It’ll make you move quick, right? [00:18:00] Audience Member: Yes. [00:18:00] Allison McFadden: Um, so that is one, but two, one of my mentors once told me, when you’re designing any kind of, you know, offering go to market motion, it has to get blood to all organs. If it does not get blood to all organs, it does not go [00:18:14] Vince Menzione: nice. [00:18:14] Allison McFadden: Um, [00:18:14] Vince Menzione: I love that analogy. [00:18:15] Allison McFadden: Oh, I love it. And I can talk all day. [00:18:17] Allison McFadden: That guy was brilliant. I love him. But, um, no, and, and so Elastic did a really nice job of bringing the tech to the table. Um, our team has to trust in that technology and its ability to scale, right? Um, because at Accenture we have to be able to deploy across 700,000 consultants. Um. And yeah, so I think those are the two, two things that really worked well here is we had, uh, trust in the technology solved a customer need. [00:18:50] Allison McFadden: Um, it drives, we don’t even talk about, like, yes, it drives marketplace revenue, but it unlocks work that we do that drives even more revenue to our AWS Friends. Right. So this is a, this is a, um, product that’s getting your data ready for AG agentic. It’s a messy problem that everyone’s dealing with, and it removes blockers for clients and it unlocks more, you know, ag agentic work on top of that. [00:19:15] Allison McFadden: So, blood to all organs. [00:19:17] Vince Menzione: So, was that the proposal going forward to say we need to have, we need to have trust in the solution. We need to drive significant revenue. It needs to be something all of our, you know, seven, 700,000 people. Can be a part of and help drive? Is that how you think about? [00:19:32] Allison McFadden: Yeah, and for us right now, um, it’s an interesting time for Accenture. [00:19:36] Allison McFadden: Our clients are asking a lot of us, and what it does is it having some of these accelerators helps us deliver cheaper, better, faster to our clients, which is what they’re demanding of us right now. Um, so it’s an accelerator to client outcomes. [00:19:55] Vince Menzione: James, what is NVIDIA’s role and how do, how do you enter the equation here? [00:20:00] James Kang: Yeah, it’s, um, it’s a good question. Um, I, I would say that Nvidia is probably one of the most misunderstood organizations in the world. Um, despite the, uh, the market capitalization in the valuation of the company, we have a very tiny organization. Um, what I mean by that is, um, if you think about. [00:20:20] James Kang: Salesforces and field sales organizations. Um, we’ll take Salesforce as the account or the customer. As an example, we have one account manager at NVIDIA that no, not only covers and is responsible for the relationship with Salesforce, um, but also manages. Automation Anywhere as well as DocuSign. Whereas at AWS, in contrast, like there are full armies and teams Yeah. [00:20:45] James Kang: That are supporting the Salesforce relationship. And so as you think about partnering and working with Nvidia, the focus has to be on really. Extreme co-design, but also being very prescriptive in terms of what are the very specific customer outcomes that we are solving for. And the guidance that I would give is bring in Nvidia into that equation and that conversation as early as possible because that [00:21:10] James Kang: co-engineering and co-design needs to be part of the foundational building blocks in order for you to come out with a end solution that checks all those different requirements. [00:21:20] James Kang: And so I think. Again, like going back to Nvidia, um, we like to talk about two different types of brains. A brain one and a brain two. Uh, brain One you think about the next quarter and making sure that you’re hitting the revenue targets for the next quarter. Brain two, you think about a long-term goals and potentials looking around corners and being very strategic. [00:21:41] James Kang: The saying internally is without Brain one, there is no oxygen, but without brain two, there is no future. And everyone at NVIDIA is trained to think in that brain two mentality. [00:21:52] Vince Menzione: Wow, Matt. [00:21:54] Matt Yanchyshyn: Yeah, I, I was just thinking I love the blood doll organs. Uh, and so just on, on that note, um, and, and, you know, the multi-product solutions that, that you, you built together, uh, that is a really good example of blood do organs because like we all know, that’s how customers buy. [00:22:07] Matt Yanchyshyn: They, they buy solutions and increasingly they’re looking for combinations of ISV, sometimes multiple products from multiple ISVs with services. Uh, often they’re buying it through a resell motion. You know, and they, and, and so that from a customer perspective, they want a single place to go. And so that’s the multi-product solution. [00:22:24] Matt Yanchyshyn: They wanna find everything they need, they need Accenture, they need Elastic to solve a specific solution. And I think where that’s headed is even more specific listings, like with AI powered listing experience, like, you know, elastic Plus Accenture for, I’ll make something up like a manufacturing workload. [00:22:37] Matt Yanchyshyn: And so this solution based. Uh, sort of buying is, is very customer centric. It’s what customers want. We all know that. But that’s, that’s the customer sort of organ, I guess. Um, but then, you know, you all have SCAs and those SCAs have marketplace commits. It helps if that gets transacted through marketplace helps the AWS relationship, you know that that’s an organ. [00:22:55] Matt Yanchyshyn: It’s the relationship. It’s, it’s the commercial construct and that you have, uh, that that’s another organ. You’re marketing people. They, that’s another organ. They don’t wanna land, uh, leads on a static marketing page. They wanna land a lead on a, a storefront with a multi-product solution that can actually convert and that you can actually buy it through that. [00:23:12] Matt Yanchyshyn: So the marketing person’s happy because they, they have less churn. Uh, and then, you know, our reps are happy ’cause guess how they get paid? They retire quota when they sell Marketplace. And they, we also, Jay McMain will tell you, that’s another organ called Jay or on, on you now. Um, [00:23:27] Matt Yanchyshyn: he’ll like that. I’ll call him up and tell him that. [00:23:29] Matt Yanchyshyn: Yeah, [00:23:30] Matt Yanchyshyn: but he, he’ll tell you, you know, don’t believe me. Obviously, never believe Matt, believe, believe the, the data and, and his data shows that. Those deals will close faster and larger if you use marketplace. So that’s, that’s a lot of organs. That’s the whole body. Um, but you know, when you have your customer happy ’cause that’s how they wanna buy your field happy. [00:23:45] Matt Yanchyshyn: Um, and, you know, the relationship happy and you know, your marketing team happy. Uh, and, and Jay happy. Um, and, and you know, I think that multi-product construct and, and the way you kind of use it to model a partnership and the way buyers ultimately wanna buy is, is really powerful. And so I, I think it’s, you know, it’s really a manifestation of how. [00:24:04] Matt Yanchyshyn: We kind of intend and to go to market anyway. Uh, so I think, you know, and thanks for leading the way, by the way. You’re, you’re amongst the very first, so that’s great to see. [00:24:11] Matt Yanchyshyn: So these storefronts are really helping this drive, drive this. Well, [00:24:13] Matt Yanchyshyn: that’s the next evolution. Like we’re talking about the multiproduct solution. [00:24:16] Allison McFadden: I’m JJ Accenture storefront. [00:24:17] Vince Menzione: Yeah. Oh, there you go. I mean, j and j Accenture storefront. [00:24:20] Allison McFadden: We’re gonna talk about that. [00:24:20] Matt Yanchyshyn: Yeah. I mean, [00:24:21] Matt Yanchyshyn: Accenture also leading the way yet again with storefronts. And so I think the combination of. You know, again, I was talking a lot about conversion. Yeah. And you know, buyers know sometimes they know what they wanna buy and, but if you really wanna convert that lead, you wanna land them again, something that combines, you know, elastic Accenture’s services plus software, but in a storefront that is, you know, surrounding with just the solutions they want so they don’t need to kind of go searching. [00:24:42] Matt Yanchyshyn: So, you know, ultimately reducing that time to close, I guess, really ’cause meeting the customer where they are with what they need. [00:24:51] Matt Yanchyshyn: So we talk about co-selling a little bit. We, Jay and I talk about this all the time. We gotta keep looping Jay in here, even though he is not even in town this week, but Reko, um, what does co-sell look like inside Elastic? [00:25:02] Matt Yanchyshyn: You’ve got, we talked about an incredible leadership team. I’ve gotten meet some of your leaders. Seems like you drive, you do a good job internally driving that. Let’s talk a little bit about it. [00:25:11] Rekha Thangellapalli: Yeah, and this is something I’m, I’m personally very passionate about. Um, co-sell is. Very much a journey, not a destination. [00:25:20] Rekha Thangellapalli: And I think step one for us is recognizing the different partner types that we have. Because at Elastic we work with, you know, OEMs, MSPs, resale distributors, GSIs, um, and they all bring something very unique. To the customer lifecycle and they all contribute very differently within, you know, our own sales cycle and sales process. [00:25:45] Rekha Thangellapalli: And so, you know, figuring out what is the unique benefit they bring, how do we enable them? So training and enablement is a huge piece of it, and so is making sure we’ve got the right metrics to measure success. Um, I know a lot of companies look at partner sourced as the north star, and that’s great, right? [00:26:06] Rekha Thangellapalli: Because that is undeniable. You can say, Hey, that would not exist if it wasn’t for my partner team. Um, but we’ve also noticed that when we bring in GSIs, it actually increases renewal rates. It significantly increases. Um, a RR over time. Um, it expands deal sizes and so these are very real metrics that we can point to, um, beyond just the co-sell and the partner sourced number. [00:26:32] Rekha Thangellapalli: Um, so for us it’s looking at it from a very holistic perspective, but also catering it towards that unique partner and making sure we’re doing everything we can to set them up for success and setting up the partnership for success. [00:26:47] Vince Menzione: So clo close win ratios, deal size and renewal rates? [00:26:52] Rekha Thangellapalli: Yes. For specifically for geos size. [00:26:54] Rekha Thangellapalli: Yeah. [00:26:55] Vince Menzione: Very interesting. Allison, uh, what had to change internally to produce these co-selling? We talked a little bit about the field organization and enabling a, a group of, and, you know, account sellers that are very customer focused and enabling them on the co-sell side. What had to change internally to drive that? [00:27:13] Vince Menzione: Yeah. [00:27:14] Allison McFadden: I, I might have already alluded to this a little bit in a previous answer, but, um, creating the capacity to develop, build, and sell these solutions, um, inside of a large GSI, where billable hours is kind of the number one metric on the table. Um. Is part of the investment that we had to make within Accenture to get this done? [00:27:36] Audience Member: Yeah, [00:27:36] Allison McFadden: so expert technology time. So we have technologists that understand the elastic technology. We do similar with Nvidia, by the way, we. We released some of their time to go co-develop the solution because it has to hold technical water, right? It can’t just be a marketing pitch. It can’t just be, it has to be a real, um, what’s the there, there. [00:27:59] Allison McFadden: So in order to actually do proper co-sell, we had to release some of that time. Um, to invest in those partnerships. Um, we’ve also done similar with some industry aligned business development leaders recently, so we have freed their time up to go. Uh. Open new conversations, educate client, account teams, go to clients, have conversations. [00:28:26] Allison McFadden: Um, so that, that’s a new motion that we, uh, have just kind of recently made, um, to allow them, I love this brain one, brain two also, right? So to allow them to focus on brain two, because a lot of our time. Typically spent delivery issues, you know, getting my hours, where am I charging my time? And so just freeing up a little of that capacity to do this work, um, helps get us in this brain two mode where we’re not just living to survive. [00:28:56] Vince Menzione: I. So, Matt, you’ve removed a lot. I mean, one of the things I admire, I admire AWS for being first to market and removing the most friction in marketplace of any of the vendors. Really, truly that. You talked about some of the announcements. How does some of, how does some of this tie PC central agents propensity sales plays, MCP, how does some of this tie to how, how you’re thinking about the future? [00:29:18] Vince Menzione: And how to enable more motions like this. [00:29:20] Matt Yanchyshyn: Yeah. Well, I, I think if you know my boss, UBA Borno, uh, you’ll know that she has a maniacal focus on automation. Yeah. Um, and, uh, co-sell is increasingly automated. You know, you were asking earlier about propensity data. You can get that propensity data in addition to sales plays and, uh, opportunity scores through the partner central agents. [00:29:38] Matt Yanchyshyn: So things that used to require multiple calls to A PDM, if you’re lucky to have one. Yeah. Or a p sm. Uh, you, you can now get through, through these agents, you know, uh, tech Systems, TGS, they, they manage what, over 5,500 customer opportunities with agents that they built on top of our partner Central APIs. [00:29:55] Matt Yanchyshyn: Um, and work Span has built a whole product and business that’s right on leveraging, uh, our APIs, our capabilities to sort of tie into your CRM. So, majority of all opportunities will be progressed and managed by agents. This year at AWS, we already have a majority of all customer opportunities, all app have a partner attached and I, I took a personal goal for a majority of those partner attachments, not to happen from a human. [00:30:22] Matt Yanchyshyn: But from our solution matching engine. And how do you get recommended by that solution? Matching engine, having a healthy ACE pipeline, thanks to partner central agents and the integrations you’re doing. And in addition to being the specializations and doing things like multi-product solutions and ultimately closing opportunities, you dream of LAR and so LAR will help that. [00:30:40] Allison McFadden: It’s more like a nightmare. [00:30:41] Vince Menzione: And so, you know, [00:30:42] Allison McFadden: it’s more like a nightmare, but [00:30:44] Vince Menzione: nightmare. Well, it’s, it’s, yeah. Nightmare of Laura and, and. Nice dreams of PRM, but the, um, but that’s the loop, right? I, I think, uh, increasingly co-sell for us, and in my mind, is largely a hundred percent automated. Yeah. Except for what matters most, those most largest, most strategic, most complex deals. [00:31:01] Vince Menzione: Where our highly paid and very skilled salespeople are most effectively used. [00:31:05] Vince Menzione: Yeah. [00:31:05] Vince Menzione: You know, the days of, you know, this person with 20 years experience selling, clicking, progressing opportunities through a pipeline, uh, should be over. Uh, and, and we need those people out, out selling and, and co-selling. And so that for me. [00:31:19] Vince Menzione: Yeah. That, you know, we talk a lot about co-sell, but I, I’m obsessed with automating as much of the co-sell as possible. [00:31:24] Vince Menzione: I remember going back to the ex Excel spreadsheets and, and that, that seems to be be Viva became spreadsheet jockeys. [00:31:31] Vince Menzione: Yeah. [00:31:32] Vince Menzione: And, and they stopped selling. They forgot how to sell. [00:31:34] Vince Menzione: Yeah. And people spend all this time doing lunch and learns and things like that. [00:31:36] Vince Menzione: And then, you know. Then the salespeople rotate out after 18 months and, and it, that’s, that’s the old days. Uh, you know, the new days are, are AI powered matching algorithms, uh, ag agentic co-sell, using the partner essential agents to get your data and, and putting that data to use automatically and, and what sounded like magic. [00:31:51] Vince Menzione: 12 months ago is being done, you know, by partners at massive scale across thousands of opportunities. You can do it today. And you know, I, there’s a guy named another Mike, right? Mike another Mike who they have, there’s like a guy who’s doing all this and I’m picking on Mike ’cause I, I know their system really well and I know the guy Mike grew easily built it for them. [00:32:08] Vince Menzione: Um, but, you know, I think, yeah, again, in the days of having 10 people sort of doing lunch and learn could be replaced by one or two people, building agents, uh, managing a massive pipeline. And, and that’s the future. [00:32:18] Vince Menzione: Exactly. James, your perspective on what breaks with co-selling? [00:32:22] James Kang: Oh, what breaks co-sell? Um, I would say. [00:32:25] James Kang: It, it starts and finishes with just misalignment and a loss of trust with the customer, especially when you have multiple partners or stakeholders involved. If you’re trying to do a three-way deal with a end customer and you’re not on the same page, you’re not gonna get to a successful outcome on, on the backend. [00:32:44] James Kang: Uh, the fix is a much more complicated story. I would say that to take a step back, um. We’ve talked about the five layer cake. We’ve talked about where NVIDIA kind of fits within the equation. We are invested in the ecosystem and so as different players and application organizations win and see these outcomes for end customers, we celebrate that success. [00:33:07] James Kang: Um, and as part of that kind of ethos of where NVIDIA fits within the ecosystem, we wanna make sure that not only. Our customers, but our partners like ISVs and GSIs are set up for success. Um, we do not as Nvidia sell hardware or GPUs directly to customers We use. Hyperscalers like AWS as kind of our force multiplier. [00:33:31] James Kang: And similarly we think of ISVs and GSIs as the force multipliers in terms of our extensions of how we, we kind of leverage the relationships and build the trust with our end customers. And so going back to kind of the question, Vince, I would say that it all comes back to trust and being able to build that mutual trust. [00:33:48] James Kang: Um, a lot of what we do when we co-sell with AWS is really on the software layer. Um, we actually have more software engineers at NVIDIA than we have hardware engineers, which is a weird thing to say, um, because everyone knows us for our GPUs. But because of that fact, we are heavily invested in Cuda and making sure that Cuda becomes the foundational layer for how not only our ISVs and GSIs, but also our end customers are building. [00:34:12] Vince Menzione: Very cool. So Reiki, you and James together on this production. Versus pilot with the Gentech ai. Tell us a little bit more about that. Where, where are you in the process? [00:34:24] Rekha Thangellapalli: Yeah. So I mean, in general, what we’re seeing out in the market in, in relation to sort of AI and, and customer’s journeys is that, um, at least from an elastic perspective, um, we’re seeing people very much in production when it comes to, you know, kind of AI assistant co-pilot use cases. [00:34:42] Rekha Thangellapalli: So, you know, things like, um, software development, customer support is a big one. Um, any sort of employee productivity use cases where there’s. Still a human in the loop somewhere. Um, and there’s a very like, clear path to value. And so we see the customers being in production excelling there. Um, no problem. [00:35:01] Rekha Thangellapalli: Where we’re seeing people still kind of in the pilot phase is those fully autonomous workflows where there is no human involved. The agent is reasoning on its own. Um, accessing multiple systems and taking an action on the user’s behalf. And what we’re seeing is that it’s not the intelligence of the agent that’s holding it back. [00:35:26] Rekha Thangellapalli: It’s more about giving the right context to the agent and having the right. Security kind of governance controls in place for the company to feel comfortable in putting these fully autonomous workflows into production. And that’s really the conversation we’re having is all right, what are the controls you need in place? [00:35:47] Rekha Thangellapalli: For you to release this to your business unit. Um, and what is the context that the agent is needed before we can comfortably let the agent make the decision on the user’s behalf? Um, James, I’d be interested to hear what you’re, what you’re seeing in the market [00:36:03] James Kang: plus one on all things context. I, I would even go so far as to say, um. [00:36:09] James Kang: H how many folks in the audience have heard of token maxing? Like this new term? [00:36:13] Rekha Thangellapalli: Yeah. Yeah. [00:36:14] James Kang: Um, I’ll, I’ll give a very specific example of, of Uber that went public. With the example of Claude, like they allowed all of their employees to use as many tokens as possible, and within the span of four months, they exhausted their full budget for the year, and so they had to pull back, and now there’s a cap on every employee. [00:36:33] James Kang: I think the number that’s circulating is $1,500 per month per employee, and so I think that is at least. In this multi-phase evolution of where we’re going to be and where we’re today, cost has become kind of the prohibitive force in terms of agentic AI at scale. Um, I think we are working on some very creative solutions in-house and Nvidia. [00:36:55] James Kang: Um. And we saw some really dynamic announcements this week when it comes to all things agent core, um, where we want to focus on very nimble ways for customers to be able to execute and go to market. And one extreme example of that is our investment within our open model strategy. So Nvidia, not only, again, providing GPUs, we actually offer our own op open models, which we call our Nitron models. [00:37:21] James Kang: And through our Nitron models, we are allowing customers to really develop and fine tune their own proprietary models in a cost effective manner. So right alongside the frontier models like OpenAI and Anthropic. It’s not a if then, it’s not an either or statement. It’s a, it’s a permutation, it’s an and So we’re giving you a cost effective alternative to not only bring your AgTech applications at scale by training on Nibo tron, which is open source, but then once you’ve kind of finished and fine tuned that specific training job to be able to. [00:37:53] James Kang: Go ahead and utilize your frontier models, whether it be OpenAI or Claude. And I know there’s other partners here that are providing those kind of different model capabilities. And so I think for us it’s, it’s a matter of choice. We know that this market is dynamic. It’s gonna be evolving over the next coming months as well as the next coming years. [00:38:10] James Kang: Uh, but we believe that we are positioned for a really unique dynamic expansion of AgTech use cases over the, at least the next three to six months. [00:38:20] Vince Menzione: Allison, for the partners in the room who are glazed over right now going, what do I, what do I do over the next 12 months? [00:38:26] Allison McFadden: Should I wake everybody up by saying, yeah, please. [00:38:27] Allison McFadden: Say go hurricanes. [00:38:28] Vince Menzione: Yes. [00:38:29] Allison McFadden: Is there anyone, anybody? Everyone’s like, boo. I get to leave the parade today to go home to parade. I live in Raleigh, so we’ve got our parade on Saturday. Nice. [00:38:39] Vince Menzione: Nice. [00:38:40] Allison McFadden: All right. Wake up. Um, all right. So for the $50 million partners in the room, um. $50 million is not small. You have something that works. [00:38:50] Allison McFadden: Right. This is great. What I would be thinking about is, you know, we’ve talked about focus before, but really doubling down on, you know, what is, what is your industry, what is your client like, ideal client that you serve. And build, um, almost that kind of community. You know, the, the clients we have move from firm to firm to firm. [00:39:17] Allison McFadden: And if you’ve done good work at one, you’re gonna follow ’em to the next. Um, so build that client demand in a specific place or specific client profile that is just like really knocking it out out of the park for you. Um. Scale with marketplace, right? So if you, I, I love some of the data that you were sharing in your talk earlier, um, because it’s like no overhead scaling mechanism. [00:39:45] Allison McFadden: I mean, it’s, it’s fantastic. Um, Accenture, other GSIs like us, we are investing in marketplace. So we’re investing in resources, um, to help us. Use marketplace more with our clients and we’re gonna capture, right, those storefronts. And if you’re present on marketplace, you’re gonna be able to catch, uh, yourself in that wheel. [00:40:09] Allison McFadden: So I think those are the, the kind of couple of things I would say is focus, focus, focus to drive that client demand and use scaling mechanisms like marketplace to really kind of, uh, accelerate. [00:40:24] Vince Menzione: Matt, anything to add there on the. [00:40:26] Vince Menzione: Well just, you know, Ja, James, you, I love the token maxing reference in Uber and it reminds me, you remember when cloud came out and everyone was like, oh, all these people are, are gonna use the cloud and costs are outta control and. [00:40:39] Vince Menzione: Um, a lot of people pulled back from the cloud and, and a lot of those companies no longer exist. And it’s similar with, with, uh, token maxing, like, oh, these agents are outta control. You have a choice. You can embrace them and figure it out and get governance and, and make your data available. Um, use the partner, central agent, move to agent to co-sell, or you can fade and die. [00:40:58] Vince Menzione: And, and that’s, that’s where we’re at. Uh, is, is the, the companies sitting here today embraced the cloud years ago and won. Uh, and and there’s a set of companies here today who are gonna embrace agents in the, for both buyers and sellers, and will win. And there are those who won’t and they won’t win. And so for me, it’s like we’re, we’re at a, we’re at a crossroads. [00:41:18] Vince Menzione: And, and if you’re gonna win, you gotta leap into that, you know? I love it. And, uh, and, and, and it’s, it means the cost of experimentation is so much lower now. Development and, and even business development or software development is, is agent enabled. And so you can take risks, you can experiment and, and you have to, it’s, it’s an existential moment. [00:41:37] Vince Menzione: Agreed. We’ve got a couple minutes left over for any questions. What do you think? Sure. Are there any here. I think there are a couple. Yeah, we’ve got, we’ve got a co-sell question I’m sure coming up here. [00:41:51] Audience Member: Um, I’m Cassandra, I’m the CEO of Partner Tap. And one of the questions I had was, I think, you know, the co-selling between the sellers is where things get. Really, really hard when you’re multi-partner. And so when I was listening, um, with, you know, the Accenture and Elastic together, you talked about how you had, you, you had to get these BD business development people. [00:42:22] Audience Member: Um, is this a new team that is over the client team? And how do these teams interact like with the elastic sellers? Are you doing a lot of coaching to the field and then with if AWS sellers are, are involved, like what is that whole picture? What does look like, [00:42:43] Allison McFadden: like [00:42:44] Audience Member: on the ground? I mean, that is the hardest part, I think, and that’s what we hear. [00:42:48] Allison McFadden: It’s so, it’s so, it’s so tough. Um, and I will, I’ll just say, so our business development leaders that we now have kind of. Expanded their capacity. They have always been, they have always been there. Um, but they have not been well resourced. They haven’t, they haven’t had very clear kind of job description. [00:43:12] Allison McFadden: I’m gonna say I, in the past they have been kind of focused on partner relationship. And so like more like an alliance manager and maybe working on some of the data. Right? So when I say I have nightmares about Lars, because we’re always trying to increase the LAR for Accenture and, and they were focused like in those detailed weeds of like trying to pass ACE and trying to call the PDM and all this stuff. [00:43:39] Allison McFadden: What we are doing is really pivoting them to be proper sales, business development focused on client outcomes and focused on. Technical skills to be able to describe what this solution is to the field. So, um, and because we need, I have many, many questions about, I gotta get agents to work with Eurogen co-sell so that that part somehow goes away. [00:44:05] Allison McFadden: So that’s a, that’s the thing we gotta solve still, but, um, so we’re pivoting them to be kind of driving. More of that co-sell enablement with the field, um, and taking that message to the field rather than being there, waiting for questions to come in from the field, waiting for like our field teams to discover, oh, I saw something that we’re doing with Elastic, like on a press release on LinkedIn. [00:44:30] Allison McFadden: Right. So we’re kind of trying to pivot them to be more proactive. [00:44:33] Vince Menzione: Very cool. [00:44:34] Rekha Thangellapalli: Yeah. And uh, Cassandra, that’s an excellent question because I think. Multi-party, you know, sort of tri-party offerings. The hardest part is operationalizing it at scale, right? Yeah. And so for this particular offering, we are basically having three routes to market. [00:44:51] Rekha Thangellapalli: So one is seeing how this offering fits into our existing elastic go to market. And so I am constantly enabling our field sellers to say, okay, within our three field sales place, here’s exactly where this fits in. Here are, you know, uh. Keywords that you hear in customer conversations where you bring up this offering and here’s a process of how it works. [00:45:14] Rekha Thangellapalli: Um, exactly At what sales stage do I bring in Accenture, how, you know, what are the roles and expectations? Right? So that’s on the elastic side. We’re doing the same thing on the Accenture side. So we’re doing a ton of training enablement and lunch and learns, and we’re also looking at how do we fit into. [00:45:31] Rekha Thangellapalli: Uh, Accenture’s AI transformation projects, we are the semantic layer, right, of their enterprise brain. And so it’s a whole different sales motion, um, and, you know, having the right assets, having the right process again to make sure that that goes smoothly. And then finally, we’re going directly to the customer. [00:45:49] Rekha Thangellapalli: So we are launching multiple external campaigns where, you know, if the customer raises their hand. We will, we will line up immediately. Right. Um, and so, [00:46:01] Allison McFadden: I mean, I can’t, I can’t, I can’t say how important that third leg of the stool is. ’cause the second part, she talked about getting into our catalog is the first thing. [00:46:09] Allison McFadden: ’cause my BU business development leaders have the catalog. Right. And that’s what they’re selling. So what Elastic has done has gotten into one of those offerings and then. If we have a customer that asks for it, that is the fastest way to alignment. That is like the number one thing that we respond to [00:46:26] Vince Menzione: customer at the center. [00:46:27] Vince Menzione: This is great. Well, I think we’re up to time. This was a great session. I want to thank you. This is what a great, what a great group. [00:46:34] Vince Menzione: Thanks for listening to the Ultimate Partner Podcast. If today’s conversation resonated, share it with a partner leader in your network. Subscribe where [00:46:43] Vince Menzione: you listen, and head over to the ultimate partner.com. [00:46:47] Vince Menzione: For show notes related content and the resources for this episode. And if you haven’t already, now’s the time to register for the Ultimate Partner Live Event in Reston, Virginia, October 26th through October 28th. Until next time, keep showing up in the rooms that matter because being in the room changes everything [00:47:09] I.

Het heeft flinke indruk gemaakt: de krater bij het aandeel van IBM. Ooit was dat hét techbedrijf op Wall Street, maar nu hebben beleggers alle hoop verloren. Volgens de topman stellen klanten hun bestellingen bij IBM uit, omdat ze eerst andere AI-gerelateerde aankopen moeten doen waar ze bakken met geld aan kwijt zijn. En dat brengt zorgen met zich mee. Komt van uitstel afstel, vragen beleggers zich af. IBM is echter niet de enige die met dit probleem zou kunnen zitten, daar wijst Errol Keyner van de VEB op. Deze week moeten andere softwarebedrijven gaan bewijzen dat zij hier niet - of op z'n minst minder - door worden geraakt. Of dat gaat lukken, hoor je in deze aflevering. In Beurs in Zicht stomen we je klaar voor de beursweek die je tegemoet gaat. Want soms zie je door de beursbomen het beursbos niet meer. Dat is verleden tijd! Iedere week vertelt een vriend van de show waar jouw focus moet liggen. e gast: Errol Keyner van de Vereniging van Effectenbezitters BNR Beurs is een journalistiek onafhankelijke productie, mede mogelijk gemaakt door Saxo. Over de makers: Jelle Maasbach is presentator van BNR Beurs en freelance financieel journalist. Zijn favoriete aandeel om over te praten is Disney, maar daar lijkt hij de enige in te zijn. Sinds de eerste uitzending van BNR Beurs is 'ie er bij. Maxim van Mil is presentator van BNR Beurs en journalist bij BNR, waar hij zich focust op de financiële markten en ontwikkelingen in de tech-wereld. Je krijgt hem het meest enthousiast als hij kan praten over ASML, of oer-Hollandse bedrijven zoals Ahold of ABN Amro. Jorik Simonides is presentator van BNR Beurs, economieredacteur en verslaggever bij BNR. Hij wordt er vooral blij van als het een keer níet over AI gaat. Je hoort hem ook in de BNR-podcast Moerdijk: dorp van de rekening. Milou Brand is presentator van BNR Beurs, freelance podcastmaker en columnist bij het Financieele Dagblad. Jochem Visser is presentator van BNR Beurs, maakt Beursnerd XL en is redacteur bij de podcast Onder Curatoren. Vraag hem naar obscure zaken op financiële markten en hij vertelt je waarom het eigenlijk nóg leuker is dan je al dacht. Over de podcast: Met BNR Beurs ga je altijd voorbereid de nieuwe beursdag in. We praten je in een kleine 25 minuten bij over alle laatste ontwikkelingen op de handelsvloer. We blijven niet alleen bij de AEX of Wall Street, maar vertellen je ook waar nog meer kansen liggen. En we houden het niet bij de cijfers, maar zoeken ook iedere dag voor je naar duiding van scherpe gasten en experts. Of je nu een ervaren belegger bent of net begint met je eerste stappen op de beurs, de podcast biedt waardevolle inzichten voor je beleggingsstrategie. Door de focus op zowel de korte termijn als de lange termijn, helpt BNR Beurs luisteraars om de ruis van de markt te scheiden van de essentie.See omnystudio.com/listener for privacy information.

Charles Payne is joined by Danielle Shay, Vice President of Options at Simpler Trading, to discuss why current market conditions present unique technical opportunities, from a retail rotation into names like Costco and Walmart to strategically trading the pre-earnings rally in Nvidia, while also looking at potential shorting opportunities in downward-trending stocks like Netflix, IBM, and ServiceNow. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This week on Henssler Money Talks, we're cutting through the noise to focus on the financial issues that could have the biggest impact on your decisions.We begin with a look at the latest market headlines—from CPI data and the start of earnings season to Federal Reserve testimony on inflation and uncertain progress in the U.S.–Iran ceasefire.Then we answer a listener's question many homeowners are asking: If you've locked in a 3% mortgage, should you stay put or move anyway? Sometimes the best financial decision isn't the right decision for your lifestyle. We'll also revisit some of the financial advice that has become accepted as fact and discuss how changing markets, interest rates, and modern lifestyles have challenged some of the guidance investors have heard for decades.Finally, we'll examine why Ponzi schemes continue to fool investors, the warning signs to watch for, and practical steps you can take to help avoid becoming a victim.Join hosts Nick Antonucci, CVA, CEPA, Director of Research, and Managing Associates K.C. Smith, CFP®, CEPA, and D.J. Barker, CWS®, and Kelly-Lynne Scalice, a seasoned communicator and host, on Henssler Money Talks as they explore key financial strategies to help investors navigate market uncertainty. Henssler Money Talks July 18, 2026  |  Season 40, Episode 29Timestamps and Chapters4:43: What's Moving the Markets?14:29: Is Now the Wrong Time to Move?25:06: Does Yesterday's Financial Advice Still Work Today?39:42: When an Investment Is Too Good to Be TrueFollow Henssler:  Facebook: https://www.facebook.com/HensslerFinancial/ YouTube:  https://www.youtube.com/c/HensslerFinancial LinkedIn: https://www.linkedin.com/company/henssler-financial/ Instagram: https://www.instagram.com/hensslerfinancial/ TikTok: https://www.tiktok.com/@hensslerfinancial?lang=en X: https://www.x.com/hensslergroup “Henssler Money Talks” is brought to you by Henssler Financial. Sign up for the Money Talks Newsletter: https://www.henssler.com/newsletters/ Certified Financial Planner Board of Standards Center for Financial Planning, Inc. owns and licenses the certification marks CFP®, CERTIFIED FINANCIAL PLANNER®, and CFP® (with plaque design) in the United States to Certified Financial Planner Board of Standards, Inc., which authorizes individuals who successfully complete the organization's initial and ongoing certification requirements to use the certification marks.See important disclosures at Henssler.com

We review some top Income ideas, the Quantum Computing space, and the recent pullback in Semiconductors.  We also review the new Trump Accounts for minors and tell you how they work and how to get started.

Kara and Scott unpack the military's new testosterone screening program, Trump's election fraud obsession, and the growing food contamination outbreak. Then, they discuss OpenAI's first AI device, IBM's stock plunge, and New York's new restrictions on data centers. Watch this episode on the ⁠⁠Pivot YouTube channel⁠⁠.Follow us on Instagram and Threads at ⁠⁠@pivotpodcastofficial⁠⁠.Follow us on Bluesky at ⁠⁠@pivotpod.bsky.social⁠⁠Follow us on TikTok at ⁠⁠@pivotpodcast⁠⁠.Send us your questions by calling us at 855-51-PIVOT, or email pivot@voxmedia.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

Tech stocks have dropped this week as earnings have given investors reason for concern. IBM left a lot to be desired and Netflix dragged on the market as well. We make sense of it all and give you the stocks on our radar.Travis Hoium, Lou Whiteman, and Emily Flippen discuss:- Tech Crashing- What We're Watching- Netflix Earnings- History of Tech- Gemini Delayed- Radar StocksCompanies discussed: TransDigm (TDG), Uber (UBER), Alphabet (GOOG, GOOGL), Micron (MU), Netflix (NFLX).Host: Travis HoiumGuests: Lou Whiteman, Emily FlippenEngineer: Dan Boyd Disclosure: Advertisements are sponsored content and provided for informational purposes only. The Motley Fool and its affiliates (collectively, “TMF”) do not endorse, recommend, or verify the accuracy or completeness of the statements made within advertisements. TMF is not involved in the offer, sale, or solicitation of any securities advertised herein and makes no representations regarding the suitability, or risks associated with any investment opportunity presented. Investors should conduct their own due diligence and consult with legal, tax, and financial advisors before making any investment decisions. TMF assumes no responsibility for any losses or damages arising from this advertisement. We're committed to transparency: All personal opinions in advertisements from Fools are their own. The product advertised in this episode was loaned to TMF and was returned after a test period or the product advertised in this episode was purchased by TMF. Advertiser has paid for the sponsorship of this episode. Learn more about your ad choices. Visit megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

IBM stock plunged nearly 20% after disappointing earnings revealed weakness in its software and infrastructure businesses. Investors are now questioning the future of IBM's growth strategy and its position in the competitive AI and technology market.

Story of the Week (DR):‘We faltered': IBM stock collapses after a grave warning about AI Customers are Prioritizing AI Hardware: While IBM mostly sells software nowadays, businesses are currently cutting back on their software budgets. Instead, they are rushing to spend their money on physical computer parts (like chips and servers) needed to build new Artificial Intelligence systems.Board skills/tenureFormer Intel CEO says the chipmaker went off the rails ‘when it started to be run by business people'The inside story of IBM's shocking profit warningXbox CEO Joins Fed AI Jobs Task Force Days After Announcing 3,200 LayoffsXbox CEO Asha Sharma, who previously worked in Microsoft's Core AI group before taking over Xbox, joins Marc Andreessen, co-founder and general partner at Andreessen Horowitz, and Charles I. Jones, a Stanford University economics professor currently on leave at Anthropic.Productivity and Jobs task force, which will study the economic impact of new general-purpose technologies, including AI, as part of the central bank's approach to monetary policy.Marc Andreessen Says AI Is 'Already a Better Doctor Than 99.99% of Human Doctors'Jamie Dimon says he understands why people have grown 'anti-rich'Gallup CEO says colonizing Mars may be closer than fixing today's ‘broken' workplace—where disengagement levels are as high as 2020Elon Musk Says His Goal Is for SpaceX to Be Worth More than the Entire EarthThe U.S. Added 441,000 Millionaires Last Year, While the Typical American Got 20% PoorerJames Murdoch may have reaped as much as $7.5 billion from his pre-IPO investment in Elon Musk's SpaceXPalantir CEO Alex Karp Warns AI Could Become America's Biggest Driver of Wealth Inequality"You now have a revolution where, you know, I could become 20 times wealthier than I am now," he added. Karp said AI is creating a "complete decoupling" between ordinary economic gains and a small group of people accumulating "unimaginable wealth."The AI Backlash Has Tech Executives Fearing for Their Lives MMPeter Thiel and other tech billionaires are publicly shielding their children from the products that made them richAnthropic's New AI Ad Is So Disturbing, OpenAI CEO Sam Altman Thought It Was SatireMeta Oversight Board study: AI chatbots may be the most perfect propaganda machine ever inventedA Majority of Americans Now Support Seizing Wealth From AI IndustryGoodliest of the Week (MM/DR):DR: New York bans data center construction for a year, rattling AI industry AND New York becomes first U.S. state to impose AI data center banMM: FREE FLOAT! MMMicrosoft's emissions rose 25% last year. Experts say they'll surge even more dramatically in the years aheadWe said FIVE YEARS AGO that MSFT board was one of the worst at managing carbon despite setting a net negative target at the timeWe were correctAssholiest of the Week (MM):It's not us, it's youxAI sued a Grok user for allegedly generating deepfakes of child sexual abuseIn the ultimate in tech bro manbaby id, Musk is blaming the USERS for his failure to stop child sex abuseLike a gun company suing a gun owner for using the gun used in murder - gun terms of service!Dimon urges calm over fear about AI's impact on jobs: 'Stop being breathless over it'AI isn't the problem, your breathless fear isRobotaxis Are Turning Passengers Into Horrible and Entitled Menaces to SocietyIt's not the service, it's the user… Meta CTO Says He'd Like to Sue Leakers, Then Audio From That Same Meeting LeaksIt's not what I said that's the problem, it's that you told someonePeter Thiel and other tech billionaires are publicly shielding their children from the products that made them richBut YOUR children should use them, obviouslyIt's the USER's fault now… unless, of course, it's a school - in which case the SCHOOL is to blame:84% of students use AI for homework. Only 3 in 10 schools have rules for itAccessWhite House teleprompter operator investigated over alleged trades on Trump speechesTrump Media to Sell Faster Access to President's Social PostsOpenAI Strikes Bold Deal With Kalshi to Mix Together the Most Hated Technologies in Existence: AI and Prediction MarketsDOJ Defends Musk's Unpermitted Gas Turbines, Saying Shutting Down Grok Threatens National SecurityElon Musk's $1 million offers to voters in Wisconsin election were probably illegal bribes, bipartisan panel rulesParamount Shareholder Sues Ellisons, Board For Alleged Side Deal, Promises To Donald TrumpMichael Dell has nailed his relationship with Donald Trump, and it's paying offMeritocracyPete Hegseth Announces Military Will Test Service Members' Testosterone Levels and Offer Hormone TherapyEveryone is a trans man!Is AI Rejecting Your CV Because of Your Age or Race? Landmark Lawsuit Could Reshape RecruitmentFor Black women hit by anti-DEI backlash, this election is personalAustralia's highest paid CEO makes 500 times the average salaryThe American E.V. Has Been Crushed. Will It Take the U.S. Auto Industry With It?WE WANT THE CARS. Just give us the Chinese ones nowJim Cramer on Meta: “Zuckerberg's Not a Bozo, You Can Quote Me on That”Paul Fucking Atkins and The War on John Cheveddan DR“Regardless of the fate of Rule 14a-8 next season and beyond, I implore all who have a role in the shareholder proposal process to not let it be weaponized by those who represent fringe interests. Annual meetings are not vehicles for political or social debates that have little or no bearing on investors' financial returns.”“This past season, one—yes, one—individual was the sole or lead proponent for approximately 41 percent of the shareholder proposals that were voted upon.[20] Of this individual's proposals, only eight percent received majority support.[21] Simply put, when a single shareholder can seize annual meetings to present scores of proposals on issues that are not generally supported by other shareholders, the system is woefully ineffective and in desperate need of reformation.”That individual is John CheveddanAtkins neglected to mention the rise of anti-ESG filers as a group, and their average of

Andrew, Ben, and Tom discuss a rough day for US tech with Google delaying Gemini 3.5 Pro after it underperformed on coding benchmarks, China's Moonshot releasing Kimi K3 with claims of rivaling OpenAI and Anthropic's top models, Netflix dropping 10% on decelerating US growth and softening engagement, SpaceX scrubbing its Starship launch after four engines failed to fire, today's options expiration, and a look ahead to next week's earnings calendar featuring Google, Tesla, IBM, ServiceNow, and the ECB decision.Join our live YouTube stream Monday through Friday at 8:30 AM EST:http://www.youtube.com/@TheMorningMarketBriefingPlease see disclosures:https://www.narwhal.com/disclosure

MRKT Matrix - Friday, July 17th S&P 500 falls 1%, heads for losing week, led by chipmakers; Netflix plunges (CNBC) S&P 500 Earnings Season Update: July 17, 2026 (FactSet) Russia roils global market for diesel (Axios) Economic outlook is worsening and Trump is getting blamed, CNBC survey finds (CNBC) The Inside Story of IBM's Shocking Profit Warning (WSJ) IBM's Warning Is a ‘Hammer' Slamming Down on Tech's AI Outsiders (Bloomberg) China's Moonshot Unveils AI Model That Narrows Gap With US Firms (Bloomberg) Lettuce Grower Taylor Farms to Pull Parasite-Linked Products (Bloomberg) --- Subscribe to our newsletter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://riskreversal.substack.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ MRKT Matrix by RiskReversal Media is a daily AI powered podcast bringing you the top stories moving financial markets Story curation by RiskReversal, scripts by Perplexity Pro, voice by ElevenLabs

On today's show Ben and Andrew begin with a raft of OpenAI news, including reactions to the first reports of what OpenAI's first hardware product will be, the logic of OpenAI's hardware business generally, the Codex push in the mac app, and a request for a Codex computer. From there: The Apple-OpenAI trade secrets lawsuit, including Apple history, a reckless OpenAI employee, and the funniest part of the complaint. At the end: IBM's stock and the specific way AI may have affected mainframe spending, how AI will manifest in real-world software, an email about Meta's messaging as a recruiting pitch, notification management, monetizing expertise, and a word about daylight savings time.

The core structural shift identified is budget reallocation within technology spending, as funds are redirected from legacy software, hardware refreshes, and higher-cost labor toward AI infrastructure, automation, and junior-level hiring. This resource substitution is not additive but redistributive, with spending on AI solutions and related tools coming directly from reductions in traditional IT line items. IBM's $70 billion market valuation loss and delays in large deals signal that even established vendors are affected by this reallocation, with money leaving areas they once dominated. The primary evidence is IBM's issuance of its first profit warning since the early 2000s, attributed to missed large contracts and delayed deals, which triggered a 25% drop in share value, equating to $70 billion in market cap loss. According to Dave Sobel citing Semafor, this reduction was not due to an overall decrease in technology budgets but resulted from enterprise customers reallocating funds toward hardware and AI-related infrastructure. Omnia reported a 3.6% decline in global PC shipments during the second quarter, which was also attributed to rising hardware component costs driven by AI buildouts, causing delays and cancellations in endpoint refresh cycles. Supporting developments include Ramp and Revelio Labs research showing that organizations intensively adopting AI increased headcount by 10% and entry-level hiring by 12% over two years, while CompTIA found IT unemployment fell below 3% even as tech firms cut staff. Futurism cited further labor market reshuffling, with older workers in AI-exposed roles exiting the workforce and younger, cheaper hires being amplified by automation. ConnectWise's rollout of an AI-native platform and KPMG's survey highlighting the importance of leadership accountability in AI projects reinforce that resource allocation is shifting to tools and personnel accountable for AI operation and outcomes. Operationally, this reallocation puts pricing pressure on providers focused on legacy revenue lines such as per-seat licenses, break-fix, and hardware refresh, as these budget categories are shrinking. Evidence from Service Leadership's profitability report shows providers who adopted service desk automation earlier are now earning more per wage dollar, compounding their advantage. The practical implication for MSPs and IT service providers is to identify which client budget categories are “filling” and adjust offerings toward data readiness, AI deployment, and managed accountability, rather than defending legacy categories now facing structural decline. Failure to adapt exposes firms to revenue erosion and intensifies competitive risk from providers aligned with relocated client spend.   00:00 Watch the Money Move  04:37 AI Spend Is Funded by Substitution  07:19 Your Revenue Mix Is the Bet 10:24 Why Do We Care?  Supported by:  Guardz ScalePad 

CIOs are accountable for AI results but often not in control of how AI is actually used across the business. Andy Baldwin, Senior Vice President of Consulting Offerings and Growth at IBM Consulting, explains how CIOs regain visibility and control as AI moves from small pilots to industrial scale. He describes the real cost of scaling AI, right-sizing models to cut token cost, governance and observability, cyber and post-quantum risk at the board level, workforce reskilling, and modernizing legacy systems without breaking them.======This episode brought to you by Gartner IT Symposium/Xpo™: https://cxo.news/KGg8XY======YOU'LL DISCOVER ✅ Why two-thirds of CIOs are accountable for AI but not in full control of how it is used ✅ How IBM runs its own AI program (Client 0) and tracks 60 different models on a single observability layer ✅ Why right-sizing models beats defaulting to an expensive frontier model, the Ferrari-to-the-corner-shop problem that drives token cost ✅ How one AI deployment ran to a $25 million compute cost in six months, then was re-architected down to roughly $2 million ✅ Why AI adoption is a contact sport, not a technology you throw over the fence and hope gets used ✅ Why cyber threats and the post-quantum encryption risk have moved up to the board level ✅ How IBM is reskilling 15,000 to 20,000 people whose skills face declining demand ✅ How to modernize legacy by preserving the system of record while reimagining the engagement layer⏱️ TIMESTAMPS 0:00 The CIO accountability gap 3:31 Why AI adoption is a contact sport 9:18 Democratization forces a governance rethink 10:31 The real cost of scaling AI 17:01 Writing controls versus enforcing them 19:32 When AI becomes the business model 29:49 From efficiency to reinventing the business 36:07 Quantum and cyber reach the boardroom 41:33 Soft landing or jobs apocalypse 46:59 Proving control and successful pilots 49:54 Modernizing legacy without breaking it 53:06 Accountability and the CIO's next moveSubscribe for weekly conversations with the business and technology leaders shaping the enterprise. Get the CXOTalk newsletter: https://newsletter.cxotalk.com Show notes, transcript, and summary: https://www.cxotalk.com/episode/ibm-consulting-cios-new-agenda-for-aiEpisode 924#CXOTalk #EnterpriseAI #CIO #AIGovernance #AgenticAI #IBM #DigitalTransformation #AIStrategy #AILeadership

******Support the channel******Patreon: https://www.patreon.com/thedissenterPayPal: paypal.me/thedissenterPayPal Subscription 1 Dollar: https://tinyurl.com/yb3acuuyPayPal Subscription 3 Dollars: https://tinyurl.com/ybn6bg9lPayPal Subscription 5 Dollars: https://tinyurl.com/ycmr9gpzPayPal Subscription 10 Dollars: https://tinyurl.com/y9r3fc9mPayPal Subscription 20 Dollars: https://tinyurl.com/y95uvkao ******Follow me on******Website: https://www.thedissenter.net/The Dissenter Goodreads list: https://shorturl.at/7BMoBFacebook: https://www.facebook.com/thedissenteryt/Twitter: https://x.com/TheDissenterYT This show is sponsored by Enlites, Learning & Development done differently. Check the website here: http://enlites.com/ Dr. Francesca Rossi is an IBM fellow and the IBM AI Ethics Global Leader. She works at the T.J. Watson IBM Research Lab, New York. Her research interests focus on artificial intelligence, specifically they include constraint reasoning, preferences, multi-agent systems, computational social choice, collective decision making, and AI value alignment. She is also interested in ethical issues in the development and behavior of AI systems. In this episode, we talk about AI ethics. We discuss the benefits and risks of AI, and how we can mitigate the risks. We talk about how the principles that should undergird AI are developed. Finally, we discuss what a Good AI Society would be like, and the future of AI.--A HUGE THANK YOU TO MY PATRONS/SUPPORTERS: PER HELGE LARSEN, BERNARDO SEIXAS, ADAM KESSEL, MATTHEW WHITINGBIRD, ARNAUD WOLFF, TIM HOLLOSY, HENRIK AHLENIUS, ROBERT WINDHAGER, RUI INACIO, ZOOP, MARCO NEVES, COLIN HOLBROOK, PHIL KAVANAGH, SAMUEL ANDREEFF, FRANCIS FORDE, TIAGO NUNES, FERGAL CUSSEN, HAL HERZOG, NUNO MACHADO, JONATHAN LEIBRANT, JOÃO LINHARES, STANTON T, SAMUEL CORREA, ERIK HAINES, MARK SMITH, JOÃO EIRA, TOM HUMMEL, SARDUS FRANCE, DAVID SLOAN WILSON, YACILA DEZA-ARAUJO, ROMAIN ROCH, YANICK PUNTER, CHARLOTTE BLEASE, NICOLE BARBARO, PAWEL OSTASZEWSKI, NELLEKE BAK, GUY MADISON, GARY G HELLMANN, SAIMA AFZAL, ADRIAN JAEGGI, JOÃO BARBOSA, JULIAN PRICE, HEDIN BRØNNER, FRANCA BORTOLOTTI, GABRIEL PONS CORTÈS, URSULA LITZCKE, SCOTT, ZACHARY FISH, TIM DUFFY, SUNNY SMITH, JON WISMAN, WILLIAM BUCKNER, LUKE GLOWACKI, GEORGIOS THEOPHANOUS, CHRIS WILLIAMSON, PETER WOLOSZYN, DAVID WILLIAMS, DIOGO COSTA, ALEX CHAU, CORALIE CHEVALLIER, BANGALORE ATHEISTS, LARRY D. LEE JR., OLD HERRINGBONE, DAN SPERBER, ROBERT GRESSIS, JEFF MCMAHAN, JAKE ZUEHL, MARK CAMPBELL, TOMAS DAUBNER, LUKE NISSEN, KIMBERLY JOHNSON, JESSICA NOWICKI, LINDA BRANDIN, VALENTIN STEINMANN, ALEXANDER HUBBARD, BR, JONAS HERTNER, URSULA GOODENOUGH, DAVID PINSOF, SEAN NELSON, MIKE LAVIGNE, JOS KNECHT, LUCY, MANVIR SINGH, PETRA WEIMANN, CAROLA FEEST, MAURO JÚNIOR, TONY BARRETT, NIKOLAI VISHNEVSKY, STEVEN GANGESTAD, TED FARRIS, HUGO B., JORDAN MANSFIELD, CHARLOTTE ALLEN, PETER STOYKO, DAVID TONNER, LEE BECK, PATRICK DALTON-HOLMES, NICK KRASNEY, RACHEL ZAK, DENNIS XAVIER, CHINMAYA BHAT, RHYS, ALEX MACLEOD, HAIDAR, JULIEN PORCHER, ROBERT SUNDSTRÖM, JON STEWART, AND JENNIFER MARTIN!A SPECIAL THANKS TO MY PRODUCERS, YZAR WEHBE, JIM FRANK, ŁUKASZ STAFINIAK, TOM VANEGDOM, BERNARD HUGUENEY, CURTIS DIXON, THOMAS TRUMBLE, KATHRINE AND PATRICK TOBIN, JONCARLO MONTENEGRO, NICK GOLDEN, CHRISTINE GLASS, IGOR NIKIFOROVSKI, PER KRAULIS, ADAM HUNT, ANTHONY DI LORENZO, AND JOÃO BARBOSA!AND TO MY EXECUTIVE PRODUCERS, MATTHEW LAVENDER,SERGIU CODREANU, AND GREGORY HASTINGS!

The Pentagon placed an immediate freeze on forthcoming cybersecurity requirements after government research suggested the policy would drive many businesses out of the defense industrial base at a time when the U.S. military urgently needs their innovations. Defense Department Chief Information Officer Kirsten Davies and Under Secretary of Defense for Acquisition and Sustainment Michael Duffey unveiled plans earlier this week to suspend the much-anticipated Cybersecurity Maturity Model Certification (CMMC) Phase 2 requirements that were set to take effect Nov. 10. A new CMMC Reform Task Force is expected to conduct a review of the entire program and submit a report of its findings and recommendations within the next 60 days. This major pause comes as contractors have been hustling to obtain third-party assessments of their CMMC compliance in preparation for that near-term enforcement date. The Pentagon released a new request for information to garner stakeholders' feedback on the move and associated compliance challenges. The CMMC Reform Task Force will analyze the responses as part of its upcoming review of the program. Scale AI is joining the Department of Energy's Genesis Mission consortium, serving as the collaborative hub for working groups and structured partnerships, the vendor shared with FedScoop prior to its announcement Thursday. The technology provider is the latest private-sector partner to join DOE's Genesis Mission Consortium as the agency continues building up its roster. Emerald AI and SambaNova Systems have also jumped on board in recent weeks. For Scale AI, the partnership represents a further expansion of its role in the Genesis Mission and comes after it signed a memorandum of understanding earlier this year. “Scale's contribution to the Genesis Mission builds on the work we've been doing for years: creating high-quality evaluation benchmarks, preparing data for advanced AI systems, developing AI agents for complex workflows, and supporting computer vision and robotics applications,” a Scale AI spokesperson told FedScoop. DOE launched the consortium in February as a way to deepen public-private partnerships that it believes will fuel the larger initiative. Scale AI joins the likes of Accenture, Amazon Web Services, Databricks and IBM. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

Marley Kayden breaks down a volatile week on Wall Street as AI-linked semiconductor stocks faced major losses amid concerns that AI spending expectations may have gone too far. She covers sharps declines in chip stocks, IBM Corp.'s (IBM) massive drop following investor concerns, and PayPal's (PYPL) surge after takeover interest sparked renewed market attention.======== Schwab Network ========Empowering every investor and trader, every market day.Subscribe to the Market Minute newsletter - https://schwabnetwork.com/subscribeDownload the iOS app - https://apps.apple.com/us/app/schwab-network/id1460719185Download the Amazon Fire Tv App - https://www.amazon.com/TD-Ameritrade-Network/dp/B07KRD76C7Watch on Sling - https://watch.sling.com/1/asset/191928615bd8d47686f94682aefaa007/watchWatch on Vizio - https://www.vizio.com/en/watchfreeplus-exploreWatch on DistroTV - https://www.distro.tv/live/schwab-network/Follow us on X – https://twitter.com/schwabnetworkFollow us on Facebook – https://www.facebook.com/schwabnetworkFollow us on LinkedIn - https://www.linkedin.com/company/schwab-network/About Schwab Network - https://schwabnetwork.com/about

It's been a crazy summer for AI. AI enthusiasm remains high, but the market is starting to ask far harder questions. Semiconductor stocks are in a bear market. IBM's shares fell sharply. Data-center projects are facing political and community resistance. Enterprises are adopting AI, but many are struggling to turn experimentation into measurable returns.In this Freestyle Friday episode, I look at why these signals do not necessarily mean an AI winter. Instead, they suggest that AI is moving from a "possibility market" into an "accountability market", where capability, economics, infrastructure, and organizational reality finally have to reconcile. Put another way, things are going to get real.-----------------------Sponsor: FivetranWith the rise of AI and agents, having centralized, trustworthy data is the absolute foundation for building tools and training models. Fivetran automates your data pipelines, removing the need to build fragile connectors so your data arrives clean and reliable. By handling the messy infrastructure behind the scenes, Fivetran allows your team to focus on building the future. Visit ⁠fivetran.com⁠ to learn more.-----------------------Sponsor: Revefi Save serious money on your cloud costs with Revefi's new autonomous AI DBA, a tool built to handle the gritty reality of cloud data management so you can stop babysitting your infrastructure. Start saving money today at ⁠⁠revefi.com/ai-dba

Most people still think of Steve Jobs' time at NeXT as a lost decade — an expensive detour between the original Apple story and the triumphant return. In this episode of DisrupTV, hosts R Ray Wang and Esteban Kolsky sit down with two guests who know that chapter better than almost anyone to make a very different argument: the NeXT years were the crucible that forged the Steve Jobs who came back and saved Apple, and the source of technology that still runs the devices in your pocket today. Geoffrey Cain, whose previous books include Samsung Rising and Perfect Police State, digs into newly uncovered archives to tell the real story of the NeXT years: the emotional devastation of being fired from the company he built, the audacious 3M computer vision, the perfectionism that made the NeXT Cube a commercial disaster, the partnerships with IBM and others that nearly changed the course of tech history, and the software — NeXTSTEP and WebObjects — that quietly became the foundation of everything Apple builds today. Dan'l Lewin was there. He joined NeXT as a co-founder after running major parts of Apple's business, watched the partnerships collapse in real time, and eventually resigned because he didn't believe Jobs was ready to change. He draws a sharp distinction between a boss — who controls everything and demands compliance — and a leader — who works in the open and empowers others — and describes the precise moment after Jobs' return to Apple when he knew the transformation had finally happened. He also makes the case for NeXT's edge-computing philosophy as one of the most prescient and enduring ideas in the history of Silicon Valley. Together, they trace the arc from angry founder to humbled visionary, from hardware failure to software breakthrough, and from a company that nearly went bankrupt to the acquisition that produced the greatest business turnaround in tech history.

#890: IBM shares crashed after its CEO warned of a performance shortfall, reigniting fears of a SaaSpocalypse. China is cracking down on romantic feelings for chatbots to encourage citizens to have more babies as its economy stumbles. There's whispers of OpenAI's first consumer product being a screenless speaker that can travel…room to room. Neal's Numbers is back with daylight savings passing the House, Wingstop can't stop, and the 30 minute World Cup final. Finally, a new AI dating app is unveiled. Get 10% off using MORNINGBREW10 at https://altrarunning.com/morningbrew Get tickets for our trivia tournament! https://caveat.nyc/events/the-morning-brew-trivia-tournament-2026-07-30  Grab tickets to our Performance Revue show! https://www.morningbrew.com/events/brew-performance-revue-2026?utm_campaign=performance_revue_2026&utm_source=mbd Subscribe to Morning Brew Daily for more of the news you need to start your day. Share the show with a friend, and leave us a review on your favorite podcast app. Listen to Morning Brew Daily Here:⁠ ⁠⁠https://www.swap.fm/l/mbd-note⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

What if the worst professional moment of your life turned out to be the best thing that ever happened to you? Lyndsay Dowd spent nearly 30 years in leadership — 23 of them at IBM — before leaving on her own terms for a new opportunity. Six months in, she was fired. No warning, no explanation. The shame and embarrassment took her out… until she asked herself three questions that changed everything: What am I really good at? What do I love to do? How can I help people the most? The answers became Heartbeat for Hire, a company that helps brands ditch toxic, top-down leadership and build cultures people actually want to work in. In this episode, Wendy and Lyndsay — a speaker, founder, 2X bestselling author (Top Down Culture and Voices of Women), Harvard guest lecturer, and globally ranked podcast host — talk about reinvention at 50+, betting on yourself, the “power skills” every leader needs, why trust is your currency, and the permission slip every woman at a crossroads deserves to hear. Fierce, funny, and full of heart.

In this episode of The Canadian Investor Podcast, we start with a quick look at the Bank of Canada’s latest rate decision and why the central bank is keeping policy steady while balancing economic weakness with inflation risks. We then dive into the reported buyout offer for PayPal from Stripe and Advent International, why the market appears skeptical the deal will go through, and whether the offer undervalues PayPal given its free cash flow. We also look at Lucid’s financial struggles, its cash burn, and why EV startups remain such difficult businesses to scale. From there, we break down another strong quarter from Aritzia, including impressive growth in the U.S., strong comparable sales, expanding gross margins, and why the company continues to stand out in retail. We also discuss MTY Food Group’s difficult quarter, its strategic review, and what slowing consumer traffic means for restaurant franchises. Finally, we cover Pepsi’s struggles with pricing and private-label competition, IBM’s surprise preliminary results and why the stock sold off sharply, and ASML’s strong quarter as AI-related demand drives spending on memory, lithography systems, and semiconductor capacity. Tickers discussed: PYPL, SQ, LCID, ATZ.TO, MTY.TO, PEP, KO, IBM, ASML, MU, TSM, NVDA Subscribe to Our New Youtube Channel! Check out our portfolio by going to Jointci.com Our Website Canadian Investor Podcast Network Twitter: @cdn_investing Simon’s twitter: @Fiat_Iceberg Braden’s twitter: @BradoCapital Dan’s Twitter: @stocktrades_ca Want to learn more about Real Estate Investing? Check out the Canadian Real Estate Investor Podcast! Apple Podcast - The Canadian Real Estate Investor Spotify - The Canadian Real Estate Investor Web player - The Canadian Real Estate Investor Asset Allocation ETFs | BMO Global Asset Management Sign up for Fiscal.ai for free to get easy access to global stock coverage and powerful AI investing tools. Register for EQ Bank, the seamless digital banking experience with better rates and no nonsense.See omnystudio.com/listener for privacy information.

Unix Pipes under Load, Powering up a IBM Calculator from 1948, FreeBSD AI assisted Vulnerability Discovery Project, and more... NOTES This episode of BSDNow is brought to you by Tarsnap and the BSDNow Patreon Headlines Unix Pipes Under Load: Streaming, Barriers, Backpressure, and Bottlenecks Powering up a module from the IBM 604: an electronic calculator from 1948 News Roundup FreeBSD AI-assisted Vulnerability Discovery Project launch Sometimes it actually is the network: a war story FreeBSD Tribal Knowledge: Boot Enviroment Management Beastie Bits OpenSSH 10.4/10.4p1 released! OpenBSD/amd64 kernel virtual address space is now 512GB OpenBSD's pledge(2) and unveil(2) are developer-friendly, study finds Tarsnap This weeks episode of BSDNow was sponsored by our friends at Tarsnap, the only secure online backup you can trust your data to. Even paranoids need backups. Feedback/Questions Send questions, comments, show ideas/topics, or stories you want mentioned on the show to feedback@bsdnow.tv Join us and other BSD Fans in our BSD Now Telegram channel

Though the latest inflation reports show price growth cooled a bit in June, U.S. inflation remains higher than its peer nations, which include the U.K., Canada, France, and Japan. President Trump's tariffs are partially to blame. But so is hefty capital expenditure by AI giants. Can anything counterbalance all that spending? After that: Kai explains the utility of Beige Book “soft” data, IBM posts mediocre earnings, farmers fret over fertilizer prices, and student borrowers weather five years of policy whiplash.Every story has an economic angle. Want some in your inbox? Subscribe to our daily or weekly newsletter.Marketplace is more than a radio show. Check out our original reporting and financial literacy content at marketplace.org — and consider making an investment in our future.Read the stories in today's episode:Why is inflation in the U.S. worse than other developed countries?IBM and other old-school tech companies feel the AI pinchFertilizer costs worry farmers as Iran conflict continuesStudent loan policy changes give borrowers whiplashFor these entrepreneurs, it's all in the details

Though the latest inflation reports show price growth cooled a bit in June, U.S. inflation remains higher than its peer nations, which include the U.K., Canada, France, and Japan. President Trump's tariffs are partially to blame. But so is hefty capital expenditure by AI giants. Can anything counterbalance all that spending? After that: Kai explains the utility of Beige Book “soft” data, IBM posts mediocre earnings, farmers fret over fertilizer prices, and student borrowers weather five years of policy whiplash.Every story has an economic angle. Want some in your inbox? Subscribe to our daily or weekly newsletter.Marketplace is more than a radio show. Check out our original reporting and financial literacy content at marketplace.org — and consider making an investment in our future.Read the stories in today's episode:Why is inflation in the U.S. worse than other developed countries?IBM and other old-school tech companies feel the AI pinchFertilizer costs worry farmers as Iran conflict continuesStudent loan policy changes give borrowers whiplashFor these entrepreneurs, it's all in the details

BM's (IBM) worst day in 58 years—is it a buying opportunity? Plus, Fed Chair Warsh's testimony… The odds of a rate hike dropped significantly… Two AI buys… The perfect backdrop for big banks… And Wrap's (WRAP) growing TAM. In this episode: The Rule Symposium was great—with one catch [2:40] Key takeaways from Day 1 of Fed Chair Warsh's testimony [8:34] Why the odds of a rate hike dropped significantly [16:08] IBM just had its worst day in 58 years. Is it a buying opportunity? [20:39] These two power plays are buys on the AI pullback [26:27] The greatest environment ever for big banks [29:34] Wrap's total addressable market just grew by 3x [41:13] Everything included in our new all-in-one investing hub, Curzio Alpha [51:31] Today's episode is brought to you by Savvy, the smarter way to book a vacation rental. Travelers save an average of $400 versus Airbnb and VRBO. Your unforgettable family vacation is waiting—and thanks to Savvy, you'll get the rental you want, at the prices you deserve! Savvy.com: Stay smarter. https://www.savvy.com/wsu Did you like this episode? Get more Wall Street Unplugged FREE each week in your inbox. Sign up here: https://curzio.me/syn_wsu Find Wall Street Unplugged podcast… --Curzio Research App: https://curzio.me/syn_app --iTunes: https://curzio.me/syn_wsu_i --Stitcher: https://curzio.me/syn_wsu_s --Website: https://curzio.me/syn_wsu_cat Follow Frank… X: https://curzio.me/syn_twt Facebook: https://curzio.me/syn_fb LinkedIn: https://curzio.me/syn_li

In this episode, Scott Becker shares insights into IBM’s sharp stock decline following a software profit warning.

In this podcast episode, Dr. Jonathan H. Westover talks with Kathi Enderes about The Josh Bersin Company roadmap for the embracing of agentic AI into HR by 2030.Kathi Enderes is Senior Vice President of Research and a global industry analyst at the human capital advisory firm The Josh Bersin Company, the world's largest community for HR. She has over 20 years global experience in human capital, talent and performance management, and change management from consulting with IBM, PwC and EY and industry, working with companies of various sizes, from Fortune 50 companies to start ups, in multiple industries including technology and healthcare, and leading research on all topics of HR, talent and technology. She is passionate about making work better and more meaningful. See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Dan Nathan and Guy Adami host Ben Emons of FedWatch Advisors to discuss shifting Fed communication under Kevin Warsh, including a push away from strong forward guidance like recent comments from Waller. Emons distinguishes disinflation from deflation, noting a negative month-to-month CPI driven by energy declines but warning energy has already rebounded, making expectations volatile. He highlights “funflation” in categories like recreation and food away from home alongside broad underlying price pressures. The group debates whether AI is inflationary, with Emons pointing to supply-constrained memory prices and AI-related investment as drivers, and discusses IBM's sharp drop after clients shifted CapEx toward servers, storage, and memory. They also cover Middle East Strait closures adding an oil war premium, positioning risks across crude, rates, and equities, yen weakness and potential BOJ action, and heightened volatility and leverage in a “Parabolic Seven” chip/memory cohort that could trigger broader market rotation and tightening financial conditions. —FOLLOW USYouTube: @RiskReversalMediaInstagram: @riskreversalmediaTwitter: @RiskReversalLinkedIn: RiskReversal Media The financial opinions expressed in Risk Reversal content are for information purposes only. The opinions expressed by the hosts and participants are not an attempt to influence specific trading behavior, investments, or strategies. Past performance does not necessarily predict future outcomes. No specific results or profits are assured when relying on Risk Reversal. Before making any investment or trade, evaluate its suitability for your circumstances and consider consulting your own financial or investment advisor. The financial products discussed in Risk Reversal carry a high level of risk and may not be appropriate for many investors. If you have uncertainties, it's advisable to seek professional advice. Remember that trading involves a risk to your capital, so only invest money that you can afford to lose. Derivatives are not suitable for all investors and involve the risk of losing more than the amount originally deposited and any profit you might have made. This communication is not a recommendation or offer to buy, sell or retain any specific investment or service.

Apple shares surging after striking a deal with Alibaba to use its Qwen AI model in Apple services in China. The traders break down where the tech giants are heading after the historic deal, and China's broader outlook after its GDP slows. Then, semis taking big swings. Co-founder of PEAK6 Investments Matt Hulsizer gives his take on AI shortages, market volatility and Fed policies. Plus, United Airlines XXX after its second quarter earnings report after the bell, IBM falling further, what to expect from Netflix earnings. Fast Money Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

SpaceX  – Price almost $135 – full retracement. Earnings season in on –  here we go! Inflation – choppy. War back on! Straits Open? Or? New Diet? CYCLOSPORIASIS PLUS we are now on Spotify and Amazon Music/Podcasts! Click HERE for Show Notes and Links DHUnplugged is now streaming live - with listener chat. Click on link on the right sidebar. Love the Show? Then how about a Donation? PayPal.Donation.Button({ env:'production', hosted_button_id:'JJJHP2GDEJC7J', image: { src:'https://www.paypalobjects.com/en_US/i/btn/btn_donateCC_LG.gif', alt:'Donate with PayPal button', title:'PayPal - The safer, easier way to pay online!', } }).render('#donate-button'); Follow John C. Dvorak on Twitter Follow Andrew Horowitz on Twitter Warm-Up - CTP for SpaceX  - Price almost hit $135 yesterday - Earnings season 0 here we go! - Inflation - choppy - War back on! Straits Open? Or? New Diet? CYCLOSPORIASIS Markets - Inflation - Some Relief - IBM's Pre-Annnouncment - What does this say? - Bank earnings and an earnings cheat sheet - Some interesting chart data Health Update: Meniscus Repair next Thursday.... Today IBM stood for 'I Be Melting' as Big Blue turned into Big Blew Up... IBM: It's Been Murdered IBM: I Bought Misery IBM: Investment Board Malfunction Big Blue looked more like Deep Red today The only cloud around IBM today was hanging over the stock chart IBM investors got a free software update: Version 2.0 of disappointment. IBM'S AI FACE-PLANT - IBM shares plunged as much as 25%, putting the stock on pace for its worst session on record. - Preliminary revenue was $17.2 billion versus expectations near $17.9 billion. - Adjusted earnings were projected at $2.93 per share versus roughly $3.01 expected. - Management said customers redirected spending toward AI servers, memory and hardware while delaying software purchases. - The drop removed roughly 375 points from the price-weighted DJIA. - JCD and AH were both right and wrong for the weekly stock picks TRUTH? - President Trump says U.S. blockade will apply only to ships from Iranian ports; says Strait of Hormuz is open to all traffic except for Iran; says "Based on highly productive conversations with Middle East leadership, I have decided to replace the 20% United States reimbursement fee with trade and investment deals that the various Gulf States will be making into the United States" - Can never be proven - no real numbers here.... Clearly needed to walk back the 20% item - Hormuz still hobbled - best estimates are that the ships passing are 20% of pre-war levels INFLATION RELIEF - FOR NOW - June CPI rose 3.5% year over year, down from 4.2% in May and below the 3.8% consensus. - Core CPI held at 2.6%. - Falling gasoline and energy prices drove much of the improvement. - Traders sharply reduced expectations for a July Fed rate increase. - Treasury yields fell and the Nasdaq advanced. WALL STREET BANKS PRINT MONEY - JPMorgan posted $21.2 billion in net income, helped by special items. - Markets revenue rose 35% to $12.1 billion, including an 86% jump in equities revenue. - Bank of America earned $9.1 billion as equities trading revenue increased 70%. - Goldman Sachs reported earnings of $20.98 per share and a 23.5% annualized return on common equity. - Jamie Dimon described conditions as close to "as good as it gets." THE $26.5 BILLION AI-MEMORY IPO - $ GRAB - SK Hynix raised $26.5 billion through a Nasdaq ADR listing. - The offering priced at $149 and finished approximately 13% higher the day of the offering, but sunk the next. - Demand reportedly exceeded the available shares by more than seven times. - SK Hynix supplies high-bandwidth memory used in Nvidia-powered AI systems. - The listing gives U.S. investors direct access to one of the largest beneficiaries of AI infrastructure spending. - - Samsung is on tap to do the same thing... Some Interesting Charts Best Quarters Plus One Equal vs Cap-Weight OIL'S CEASEFIRE WHIPLASH - Brent crude jumped 5.2% to $78.02 a barrel after the U.S.-Iran ceasefire broke down. - WTI rose 4.4% to $73.52. - Markets repriced the risk of interrupted tanker traffic through the Strait of Hormuz. - Energy stocks gained while airlines and the broader market weakened. - Rising oil prices could quickly reverse the energy-related improvement seen in the June inflation report. APPLE SUES OPENAI - AI PARTNERS TURN RIVALS - Apple sued OpenAI and two former Apple employees on July 10, alleging coordinated theft of hardware trade secrets. - The defendants include OpenAI hardware chief Tang Tan and technical employee Chang Liu, both former Apple employees. - Apple claims confidential product designs and manufacturing information were taken to accelerate OpenAI's consumer-device program. - More than 400 former Apple employees reportedly now work at OpenAI, highlighting the scale of the talent migration between the companies. IPO AND MEGADEAL FEVER RETURNS - Global deals valued above $10 billion reached record levels during the first half of 2026. - Mega-deals represented approximately 43% of newly announced M&A volume. - Investment-banking revenue surged across JPMorgan, Bank of America and Goldman Sachs. - Large offerings from SpaceX and SK Hynix added momentum to underwriting activity. - The boom depends on high equity valuations, strong AI demand and large transactions continuing. BANKS BANKS BANKS JPMORGAN CHASE - RECORD PROFIT - Profit reached a record $16.9 billion, or $6.14 per share, versus $5.59 expected. - Managed revenue totaled $58 billion, with every major business reporting record revenue. - Markets revenue rose 35%, led by an 86% surge in equities trading. - Investment-banking revenue increased 30% to its highest level since 2021. - Jamie Dimon warned that geopolitical tensions, sticky inflation, fiscal deficits and elevated asset prices remain major risks. BANK OF AMERICA - TRADING RECORD - Net income rose 27% to $9.1 billion, or $1.21 per share, versus $1.13 expected. - Revenue increased 15% to $31.6 billion. - Sales and trading revenue jumped 33% to a record $7.1 billion; equities revenue rose 70%. - Investment-banking fees increased 50% to $2.1 billion. - Full-year net-interest-income growth is now expected near the upper end of the previous 6% to 8% range. GOLDMAN SACHS - DEAL BOOM - Profit reached $6.63 billion, or $20.98 per share, versus $14.48 expected. - Revenue totaled $20.3 billion. - Equities revenue surged 72% to a record $7.42 billion. - Fixed-income, currency and commodities revenue increased 32% to $4.59 billion. - Investment-banking fees jumped 55%, helping send Goldman shares to a record high. CITIGROUP - DECADE-HIGH REVENUE - Net income jumped 45% to $5.8 billion, or $3.15 per share, versus roughly $2.74 expected. - Revenue rose 14% to $24.8 billion, the bank's highest quarterly revenue in a decade. - Investment-banking revenue increased 44% to $1.55 billion. - Equities trading revenue rose 45%, while fixed-income trading increased 7%. - Return on tangible common equity reached 13%, matching the upper end of management's target range. WELLS FARGO - BACK ON OFFENSE - Net income rose 22% to $6.4 billion, or $2.00 per share. - Revenue reached $22.6 billion and topped expectations. - Investment-banking revenue increased 20%. - Markets revenue rose 24% as volatility boosted client activity. - Management said the removal of regulatory growth restrictions is allowing the bank to deploy capital and expand its balance sheet. Bank Returns Post Earnings (July 14, 2026) Bank Stocks Earnings Cheat Sheet - JULY 15 - ASML: Expected EPS around $7.92 on $10.25 billion revenue; bookings, EUV demand and updated AI-chip equipment guidance will matter most. - JULY 15 - JOHNSON & JOHNSON: Expected EPS around $2.86 on $25.02 billion revenue; watch pharmaceutical growth, medical-device demand and full-year guidance. - JULY 15 - MORGAN STANLEY: Expected EPS around $2.89 on $19.38 billion revenue; trading, investment banking and wealth-management inflows are the key numbers. - JULY 15 - BLACKROCK: Expected EPS around $12.59 on $6.80 billion revenue; assets under management, ETF flows and private-market fundraising will be in focus. - JULY 16 - TSMC: Expected EPS around $3.76-$3.77 on roughly $40 billion revenue; AI demand, gross margin and any increase to capital-spending guidance are critical. - JULY 16 - UNITEDHEALTH: Expected EPS around $4.84 on $110.8 billion revenue; medical-cost trends and the durability of full-year guidance are the main issues. - JULY 16 - GE AEROSPACE: Expected EPS around $1.85 on $11.8 billion revenue; engine deliveries, service revenue and supply-chain constraints will drive the reaction. - JULY 16 - NETFLIX: Expected EPS around $0.79 on $12.58 billion revenue; advertising growth, engagement and operating-margin guidance will matter more than subscribers. - JULY 17 - TRAVELERS: Expected EPS around $5.33 on roughly $11 billion revenue; catastrophe losses, insurance pricing and reserve development are the key swing factors. - JULY 17 - FIFTH THIRD: Expected EPS around $0.98 on $3.25 billion revenue; net-interest income, deposit costs and credit quality will be closely watched. WAYFAIR GOES PHYSICAL - Wayfair opened its second large-format store in Atlanta on March 31, following the 2024 debut of its 150,000-square-foot Wilmette, Illinois flagship. - The company is building a national store network, with Denver expected later in 2026 and Yonkers, Cincinnati and Princeton locations planned for 2027. - The stores combine furniture, decor, appliances and home-improvement products, giving customers a chance to test large purchases before ordering. - The strategy is a major reversal for an online-first retailer and is designed to increase brand awareness, reduce dependence on digital advertising and capture shoppers returning to physical stores. AI SOVEREIGN WEALTH FUND - PUBLIC OWNERSHIP DEBATE - Bernie Sanders introduced legislation requiring the largest AI companies to transfer 50% of their equity into a U.S. sovereign wealth fund. - The fund is projected by supporters to hold roughly $7 trillion and could finance annual public dividends and government services. - OpenAI has separately floated a much smaller proposal in which major AI companies would voluntarily contribute about 5% of their equity. - Supporters call it a way to share AI-created wealth; critics warn government ownership could discourage investment, distort regulation and reduce innovation. PSA  - That's what we do....CYCLOSPORIASIS OUTBREAK - CASES SURGE - Cyclosporiasis cases are rising across more than 30 states, with Michigan, Ohio and New York reporting particularly large increases. - The CDC reported at least 843 confirmed cases and 86 hospitalizations by July 9, but state totals and reporting delays suggest the real count is substantially higher. - Lettuce, salad greens and other fresh produce are being investigated, although officials have not identified a specific product, supplier or national recall. - The parasite causes prolonged or recurring watery diarrhea; washing produce may reduce risk, and persistent symptoms should prompt medical testing and treatment. HOW TO REDUCE CYCLOSPORIASIS RISK (FWIW) - Wash hands with soap before preparing food and after using the bathroom. - Rinse fresh fruits, vegetables and herbs thoroughly under running water; scrubbing helps but cannot guarantee removal. - Keep raw produce separate from unwashed items, dirty utensils and preparation surfaces. - When traveling in tropical or subtropical areas, use safe water and avoid raw produce you cannot peel yourself; routine chemical sanitizers may not kill Cyclospora. Love the Show? Then how about a Donation? PayPal.Donation.Button({ env: 'production', hosted_button_id: 'JJJHP2GDEJC7J', image: { src: 'https://www.paypalobjects.com/en_US/i/btn/btn_donateCC_LG.gif', alt: 'Donate with PayPal button', title: 'PayPal - The safer, easier way to pay online!' } }).render('#donate-button-2'); THE CLOSEST TO THE PIN for SpaceX (SPCX) Winners will be getting great stuff like the new "OFFICIAL" DHUnplugged Shirt!     FED AND CRYPTO LIMERICKS   See this week's stock picks HERE Follow John C. Dvorak on Twitter Follow Andrew Horowitz on Twitter

Carl Quintanilla, Jim Cramer and David Faber led off the show with a "Faber Report": Sources tell David that Stripe and Advent International have jointly offered $60.50 per share to acquire PayPal, whose shares surged on that news. The anchors reacted to what Berkshire Hathaway Chairman Warren Buffett told CNBC's Becky Quick exclusively about investing in Alphabet. Speaking of exclusives, BlackRock CEO Larry Fink joined the program for a wide-ranging interview -- discussing earnings, the investment climate and the AI boom. Also in focus: An unexpected decline in June producer prices, Morgan Stanley and Johnson & Johnson earnings, IBM shares coming off their worst day ever, SpaceX shares trading near their IPO price.   Squawk on the Street Disclaimer Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

BM gave its investors a heads up about the upcoming quarter, and the market didn't like what management had to say. The company's pre-released earnings were lower than analyst expectations, and its raising questions about the spending priorities for IBM's clients. Plus, the big banks all had blowout earnings reports, and it isn't just from cashing in on the SpaceX IPO.Have a question? Email us; podcasts@fool.com Want to take the next step in your investing journey? Explore Motley Fool's Epic for our portfolio-centered investing experience, premium research, tools, and guidance: fool.com/epic Tyler Crowe, Matt Frankel, and Lou Whiteman discuss:- IBM's no good, horrible, no good, very bad day.- Shifting spending habits from enterprise clients.- America's biggest banks reaping huge windfalls- Mailbag: How to buy Treasuries?- Mailbag: What to make of ToastCompanies discussed: IBM, MU, GS, BAC, JPM, WFC, C, TOSTHost: Tyler CroweGuests: Matt Frankel, Lou WhitemanEngineer: Bart Shannon Disclosure: Advertisements are sponsored content and provided for informational purposes only. The Motley Fool and its affiliates (collectively, “TMF”) do not endorse, recommend, or verify the accuracy or completeness of the statements made within advertisements. TMF is not involved in the offer, sale, or solicitation of any securities advertised herein and makes no representations regarding the suitability, or risks associated with any investment opportunity presented. Investors should conduct their own due diligence and consult with legal, tax, and financial advisors before making any investment decisions. TMF assumes no responsibility for any losses or damages arising from this advertisement. We're committed to transparency: All personal opinions in advertisements from Fools are their own. The product advertised in this episode was loaned to TMF and was returned after a test period or the product advertised in this episode was purchased by TMF. Advertiser has paid for the sponsorship of this episode. Learn more about your ad choices. Visit megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

On this episode of What Are Your Thoughts, ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Downtown Josh Brown⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Michael Batnick⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ discuss: why Apple vs. OpenAI could reshape Big Tech, IBM's surprising warning and what it says about the AI trade, whether we're living through an "anti-bubble," and the debut of a new high-yield ETF. They also break down the biggest takeaways from bank earnings, including JPMorgan's blockbuster quarter, Jamie Dimon's succession plans, and what AI is actually doing inside the banking industry. Plus, they discuss the launch of the Texas Stock Exchange, why competition is finally coming for QQQ, Josh makes the case for ServiceTitan, Michael brings another mystery chart, and much more. This episode is sponsored by Janus Henderson, Investing in a Brighter Future Together. Visit ⁠https://www.janushenderson.com/⁠ for more information. Sign up for ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Compound Newsletter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ and never miss out! Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://instagram.com/thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://twitter.com/thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.linkedin.com/company/the-compound-media/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ TikTok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@thecompoundnews⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Investing involves the risk of loss. This podcast is for informational purposes only and should not be or regarded as personalized investment advice or relied upon for investment decisions. Michael Batnick and Josh Brown are employees of Ritholtz Wealth Management and may maintain positions in the securities discussed in this video. All opinions expressed by them are solely their own opinion and do not reflect the opinion of Ritholtz Wealth Management. The Compound Media, Incorporated, an affiliate of ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Ritholtz Wealth Management⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, receives payment from various entities for advertisements in affiliated podcasts, blogs and emails. Inclusion of such advertisements does not constitute or imply endorsement, sponsorship or recommendation thereof, or any affiliation therewith, by the Content Creator or by Ritholtz Wealth Management or any of its employees. For additional advertisement disclaimers see here ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/advertising-disclaimers⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Investments in securities involve the risk of loss. Any mention of a particular security and related performance data is not a recommendation to buy or sell that security. The information provided on this website (including any information that may be accessed through this website) is not directed at any investor or category of investors and is provided solely as general information. Obviously nothing on this channel should be considered as personalized financial advice or a solicitation to buy or sell any securities. See our disclosures here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://ritholtzwealth.com/podcast-youtube-disclosures/⁠⁠⁠ Learn more about your ad choices. Visit megaphone.fm/adchoices

Demis Hassabis proposed a US-based frontier AI standards body modeled on FINRA. IBM's stock cratered 20% on a Q2 miss from chip-spending shifts, Spotify launched a voice-control feature, Kalshi debuted an AI compute forward curve, and Anthropic studied Claude's values. Demis Hassabis proposes a US-based Standards Body for "Frontier-class" AI, modeled after FINRA; labs would share models for review up to 30 days before release (X) Demis Hassabis proposes a US-based Standards Body for "Frontier-class" AI, modeled after FINRA; labs would share models for review up to 30 days before release (The Verge) IBM reports preliminary Q2 revenue up 1% YoY to $17.2B, below $17.9B est., as CEO Arvind Krishna says customers are shifting spending to chips; IBM falls 20%+ (Bloomberg) Spotify launches a Talk to Spotify feature that lets users create playlists and more, rolling out in beta to Premium users 18+ in the US, Ireland, and Sweden (Engadget) Kalshi launches a forward curve tool for AI compute, using event contracts to track the future rental costs of GPUs, storage, and memory (Bloomberg) Simulating everything, sort of: The promise and limits of world models (Ars Technica) Subscribe to the ad-free feed. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Scott Becker shares key business stories, including cooling inflation, IBM’s sharp decline, strong bank earnings, changes in Warren Buffett and Bill Gates’ relationship, and more.

Lauren Wang is the CEO and founder of period-product brand The Flex Company. Before even graduating college, Wang held several positions. At just age 15, she freelanced as an HTML website builder. Then during college, she took classes at night while working for IBM and Coca-Cola on their respective marketing teams. A couple years after graduating college, she moved to San Francisco to work in tech at companies such as Autodesk and Upwork. In 2013, after many years of struggling to find period products that worked for her, Wang came up with her initial idea for a better period product. She spent the next year researching the menstrual-hygiene industry, and in 2015, she quit her corporate job to found Flex. In October of 2016, the company began shipping its first product: the Flex Disc. As the company continued to grow, it released its Flex Cup product line and expanded into new categories, and Wang was named an Ernst & Young Entrepreneur of the Year for the Los Angeles region in 2023.