Podcasts about I Corps

Last time we spoke about the fall of Wewak. In June 1945, Allied forces, led by General George Stevens, intensified their campaign to capture the strategic town of Wewak in New Guinea. After years of grueling combat, they relentlessly pressed against entrenched Japanese defenses, including the remnants of General Mano's 41st Division. The Australians achieved critical victories by securing vital supply routes and establishing new airfields, facilitating their advance. By May 8, after intense fighting, Australian troops effectively seized Wewak Point, eliminating entrenched Japanese soldiers in bunkers and caves. Despite suffering casualties, the Australians distinguished themselves through bravery and tactical ingenuity. Ultimately, the successful capture of Wewak marked a pivotal moment in the Pacific campaign, showcasing the determination and spirit of the Allies as they pushed towards victory in the Pacific Theater, bringing an end to a crucial chapter of the war. This episode is Operation Downfall Welcome to the Pacific War Podcast Week by Week, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about world war two? Kings and Generals have an assortment of episodes on world war two and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel you can find a few videos all the way from the Opium Wars of the 1800's until the end of the Pacific War in 1945.  After the fall of Okinawa, the Allies were mopping up campaigns across the Asia-Pacific and planning for what was assumed to be the most cataclysmic battle yet, the invasion of the Japanese home islands. First we are going to travel back to Luzon. By mid-June, General Krueger's 6th Army had successfully captured all key objectives in northern Luzon, southern Luzon, and the area east of Manila, which serves as the capital of the Philippines. Although General Yokoyama's poorly equipped 41st Army had been rapidly scattered and forced into hiding, General Yamashita's Shobu Group still retained enough strength to continue its resistance in northern Luzon. The Shobu Group was primarily gathering its units in a desperate last-stand position along the rugged valley of the Asin River, an area known for its difficult terrain. Interestingly, General Krueger underestimated Yamashita's strategic intentions, still expecting him to make his final stand in the Cagayan Valley, located in the northern part of Luzon. With this assumption, Krueger believed that if General Beigthler's 37th Division could maintain its rapid advance towards Aparri, situated at the northern tip of Luzon, they might be able to conclude the Luzon Campaign in a pivotal stroke. However, intelligence indicated that units of the Shobu Group were retreating into the Cordillera Central mountain range, a formidable natural barrier, located between Routes 4 and 11. In response, Krueger ordered the 1st Corps to exert strong pressure on this mountainous region from the north, south, and west. To implement this strategy, General Swift directed the 6th, 25th, and 33rd Divisions to clear the supply route between Baguio and Aritao, ultimately sealing off Yamashita's last-stand position from the south. Meanwhile, Colonel Volckmann's guerrilla forces were instructed to advance east from Cervantes to capture the crucial junction of Routes 4 and 11 at Sabangan. Recognizing the importance of controlling key roadways, the 63rd Regiment was tasked with pushing up Route 4 to seize the strategic location of Kiangan. In the south, the 130th Regiment began probing southeast towards Pigkian, while the 20th Regiment continued to apply pressure on the remnants of the now-battered 2nd Tank Division. Ultimately, General Iwanaka's weakened forces narrowly avoided entrapment along the Bambang-Pingkian road, retreating northward via treacherous mountain trails and river valleys. They reached the Tubliao area just as early July arrived, illustrating the persistent and relentless nature of this campaign. Looking northward from Cervantes, Volckmann's guerrilla fighters launched attacks toward both Mankayan and Sabangan. By the end of June, their efforts had pressured the beleaguered 19th Division to hastily withdraw from Bontoc, a significant town located in central Luzon, and Sabangan. However, General Ozaki's forces maintained a formidable defensive position at the Lepanto Mine, an area known for its mineral wealth and strategic significance. On June 16, the 63rd Regiment began its advance up Route 4, which runs north through the central highlands toward Kiangan, a town that was critical for controlling the region. By the evening of the following day, American forces had successfully breached the defensive line established by the 105th Division at the Rayambugan Farm School, a local educational institution that was repurposed for military use during the conflict. Continuing their push, the 63rd Regiment encountered the main defenses of General Tsuda on June 19 along Route 4. However, over five days of fierce fighting, utilizing only one battalion for the attack, gained little ground for the Americans. Recognizing the need for greater force, they reinforced their assault on June 24. By June 26, the 63rd began to break through towards Hucab, a small settlement, and by June 29, they had overcome the last organized resistance in the area. Meanwhile, the 37th Division also made significant advances. Resuming its drive up Route 5 on June 17, the 148th Regiment successfully pushed forward to Naguilian, a town that marks a key waypoint on this route. Two days later, the front-line troops reached Bangag, yet here they encountered increased resistance. They were now facing elements of Major-General Yuguchi Shuntaro's 80th Brigade, which was attempting to move south along Route 5. In a series of running engagements from June 19 to 23, the 37th Division inflicted heavy casualties, killing over 600 Japanese soldiers and capturing nearly 285 more in the challenging fifteen-mile stretch between Bangag and Balasig. The remnants of the Yuguchi Force were ultimately forced to retreat eastward into the rugged and uncharted wilderness of the Sierra Madre mountain range, illustrating the intense and chaotic nature of the conflict. General Krueger deemed it essential to execute an airborne operation over the northern Cagayan Valley to ensure the success of the 37th Division's advance. It's possible that Krueger's motivation also stemmed from a desire to secure northern Luzon before the 8th Army took control of operations, which was scheduled for July 1. Despite contrary reports from various sources, including the United States Armed Forces in the Philippines Northern Luzon, 1st Corps, the 37th Division, and ALAMO scout teams, Krueger concluded that Japanese forces in the Cagayan Valley were retreating "in wild disorder on Highway 5 towards Aparri." It's worth noting that, in actuality, the general movement of Japanese troops had been southward for weeks, and no Japanese unit intended to take refuge in Aparri, a flatland area surrounded by mountains that made it a poor defensive position. Based on his assessment of the situation, Krueger decided that in order to achieve the complete destruction of the fleeing enemy forces, he would launch a vertical envelopment of airborne troops to close any escape routes and prevent the Japanese from evading capture in Aparri. Consequently, on June 21, Krueger ordered a battalion combat team from the 511th Parachute Infantry of the 11th Airborne Division to parachute near Aparri on June 23. However, on June 21, the Connolly Task Force entered Aparri without facing any opposition. By the evening of June 22, elements of the Task Force had advanced ten miles south along Route 5, managing to secure the Camalaniugan Airstrip, a crucial airfield integral to the logistics of both sides. Despite the successes of the reinforced Connolly Task Force, Krueger did not change his mind about the desirability and necessity for the airdrop. Instead, he concluded that the "seizure of Aparri without opposition by elements of the Connolly Task Force on 21 June 1945, together with the almost unopposed advance of the 37th Division, indicated clearly that the time had come for mounting the airborne troops to block the enemy's retreat in the Cagayan Valley." It is not clear just what retreat Krueger expected to block. On the morning of June 23, the paratroopers dropped into Camalaniugan unchallenged and immediately began their advance southward to make contact with the 37th Division. That same day, the 129th Regiment took over the offensive, heading north towards Tuguegarao, a significant town in the region. Tuguegarao fell without resistance by June 25. By nightfall, forward elements of the 129th had pushed ten miles beyond Tuguegarao, reaching the town of Iguig. The following day, June 26, the forces made contact with the paratroopers at the Paret River, further solidifying their position. By the close of June, Japanese resistance in the Cagayan Valley had subsided, and General Yamashita's Shobu Group, still capable of fighting, found itself encircled in a last-stand area that would become known as the Kiangan Pocket, named by the Filipino-American forces engaged in its reduction. As the campaign progressed, the last elements of the 25th and 33rd Divisions were relieved. General Gill's 32nd Division took over control of the Baguio-Ambuclao sector, while the bulk of General Hurdis' 6th Division assembled at Hucab. This marked a significant transition as it signaled the conclusion of operations for Krueger's 6th Army and Swift's 1st Corps. The command would soon shift to General Eichelberger's 8th Army and General Griswold's 14th Corps, who would carry out further operations throughout Luzon. General Griswold's plans called for relentless pressure to be maintained against the Shobu Group, which was concentrated in an area known as the Kiangan Pocket. In line with this strategy, Volckmann's guerrilla fighters continued their assaults towards key locations such as Mankayan, Sabangan, and Bontoc. The 126th and 127th Regiments advanced north along Route 11 and into the Agno Valley, engaging mixed forces from the 58th Independent Mixed Brigade and the 19th Division. Simultaneously, the 20th and 63rd Regiments were preparing to renew their attack against the 105th Division located at Kiangan, as the advance led by General Hurdis had been halted by torrential rains that had severely damaged roads and bridges. Meanwhile, the 1st Regiment made its own push northward along Route 4 towards Banaue, a town famous for its rice terraces and mountainous landscape. On July 9, Volckmann's 15th Regiment finally secured Sabangan. The following day, the 11th Regiment captured Bontoc while the 66th Regiment began to break through the defenses set up by General Ozaki in the Lepanto Mines-Mankayan area. By July 12, Kiangan fell to the 63rd Regiment; however, they soon faced even heavier rains, which compelled General Hurdis to halt his advance once again. On July 20, the 1st Regiment reached Banaue. The next day, they made contact with elements of the guerrilla 11th Regiment at Polis Pass before turning east along Route 389. Here, they aimed to engage a concentration of around 2,500 Japanese soldiers from the 103rd Division and the 4th Air Division. Back in the west, Mankayan also fell on July 20. Five days later, elements of the 15th and 66th Regiments made contact at the junction where Routes 11 and 393 intersect. The 19th Division was withdrawing into the upper Agno Valley to establish defensive positions, blocking the northern, western, and southern approaches to Toccucan, a small but strategically important area. The 15th and 121st Regiments began their assaults toward Toccucan, but they soon encountered remnants of the 19th Division, who proved to be still capable of effective resistance. At the same time, the 66th Regiment moved south along Route 11 to establish contact with troops from the 32nd Division, pressing the offensive forward. Looking east on July 24, the 20th Regiment took over positions at Kiangan and began an advance towards Kiangkiang and the Asin River. However, the Americans encountered greater resistance than anticipated along this route, making only a meager gain of three miles by August 15. At the same time, other units were dispatched south towards Tubliao to block the retreat of General Iwanaka's remaining forces. On July 29, elements of the 66th and 127th Regiments finally established contact near Gambang. They then shifted east into the Agno Valley, close to Buguias, and initiated a southward drive to link up with the 126th Regiment, which they successfully met on August 8. By August 15, Volckmann's guerrillas found themselves four miles short of Toccucan from the northwest and a mile and a half short from the west. In the eastern front, elements of the 1st and 11th Regiments advanced south from Banaue along Route 390, reaching a point about five miles south of Banaue by August 9. That same day, they also cleared Route 389 to the east, securing additional pathways for movement. Additionally, during this time, the 37th Division conducted vigorous patrols east of the Cagayan River, pushing enemy troops deeper into the Sierra Madre mountains. Unfortunately, this relentless pressure resulted in an estimated 1,000 Japanese casualties by August 15. Throughout a month and a half of grueling fighting in steep, treacherous terrain and under miserable weather conditions, the Filipino-American forces struggled to project any significant strength into the Asin Valley. They suffered approximately 1,650 casualties in total. In contrast, the 8th Army estimated that Japanese casualties during the same period reached around 13,500, with many killed or succumbing to starvation and disease. This marked the effective conclusion of the Luzon Campaign, a campaign that would soon be overshadowed by Japan's surrender. General Yamashita estimated in June that he had sufficient supplies to sustain his forces until mid-September. Given the scale of effort the 8th Army was willing to dedicate to the campaign between July 1 and August 15, it seems likely that Yamashita would have met this deadline. When food supplies were depleted, Yamashita planned for his most effective remaining troops to attempt a breakout from the Asin Valley into the mountains of far northwestern Luzon, where he hoped to find more provisions. Those not involved in the breakout were to conduct banzai attacks along all fronts to cover the retreat of the main forces. Yamashita anticipated that whether or not the breakout succeeded, it would signal the complete disintegration of his forces. He even planned to commit hara-kiri amidst the chaos of battle. As a result, the end of the war arrived about a month before Yamashita was prepared to officially acknowledge his defeat. By any measure, the Shobu Group accomplished the delaying mission that Yamashita had envisioned. Throughout the 6th Army's control of operations on Luzon, the maximum commitment of major ground forces against the Shobu Group included four reinforced U.S. Army infantry divisions, one separate regiment combat team, an armored group, Volckmann's , and the Buena Vista Regiment. When hostilities ceased on August 15, the Shobu Group was still "entertaining" three reinforced divisions: the 6th, 32nd, and 37th. Additionally, it had a significantly strengthened, the Buena Vista Regiment, and various other guerrilla units. After the war concluded, approximately 50,500 Japanese troops emerged from the mountains of northern Luzon, with nearly 40,000 of these coming from the Asin Valley's last-stand area. Ultimately, the war ended with about a third of the Shobu Group's peak strength still alive and capable of conducting organized and determined delaying operations. It is clear that, over the seven and a half months since January 9, the Shobu Group executed a remarkably effective delaying action. Despite the circumstances, the 14th Area Army had achieved its objective of tying down as many Allied forces as possible in Luzon. This diversion was critical, as it allowed the Japanese Empire valuable time to fortify its defenses in the Home Islands.  Reflecting back to January, General Prince Higashikuni Naruhiko's General Defense Command was operating with a modest force for the land and air defense of Honshu, Shikoku, Kyushu, and the Izu Islands. The primary focus had been on building naval and air power for Operation Sho-Go. In Kyushu and southwestern Honshu, the Western District Army, led by Lieutenant-General Yokoyama Isamu, consisted of only the 86th Division and the 12th Air Division. Meanwhile, the Central District Army, commanded by Lieutenant-General Kawabe Masakazu in central Honshu and Shikoku, had the 44th and 73rd Divisions supported by the 11th Air Division. To the northeast, in Honshu and the Izu Islands, General Fujie Keisuke's Eastern District Army maintained the 72nd Division, along with both the 1st and 3rd Imperial Guards Divisions, the 66th and 67th Independent Mixed Brigades, and the 10th Air Division. Additionally, Lieutenant-General Uemura Toshimichi's 36th Army was positioned as a mobile reserve in the Kanto and Shizuoka area, comprised of the 81st and 93rd Divisions, along with the 4th Tank Division. Further north, Lieutenant-General Higuchi Kiichiro's 5th Area Army had deployed the 7th and 77th Divisions, the 1st Air Division, and the 12th Air Fleet stationed in Hokkaido. It also maintained a mixed brigade at Karafuto. Lieutenant-General Terakura Shozo commanded the 27th Army in the Kuril Islands, which included the 42nd and 91st Divisions, along with the 43rd and 69th Independent Mixed Brigades, and the 3rd and 4th Amphibious Brigades, as well as the Chishima 1st Brigade and Naval Base Force. The air situation was equally dire; Japan had only around 550 aircraft available for offensive operations and a total of about 770 aircraft and 1,200 anti-aircraft guns designated for defensive roles. As preparations for Operation Ten-Go unfolded, the air and ground units in Japan underwent significant reorganization in February. This restructuring led to the formation of several military commands, including Admiral Ugaki's 5th Air Fleet based in Kyushu, Vice-Admiral Maeda Minoru's 10th Air Fleet in Kanto, Lieutenant-General Yoshimoto Teiichi's 11th Area Army in northeast Honshu, derived from the now-defunct 27th Army, and additional area armies such as Fujie's 12th in east-central Honshu, Lieutenant-General Okada Tasuku's 13th in west-central Honshu, Kawabe's 15th in western Honshu and Shikoku, and Yokoyama's 16th in Kyushu. The reorganization of high-level military headquarters was not the sole initiative at this time. The Japanese Empire also approved a large-scale mobilization plan that called for the deployment of 42 divisions, 18 independent mixed brigades, and six tank brigades, amounting to approximately 1.5 million personnel. Following the fall of Iwo Jima and Okinawa, and with intelligence indicating that the Soviet Union was redeploying troops from the European theater to the Far East, Japan began preparing for the defense of its homeland. This preparation involved activating the 1st and 2nd General Armies to replace the General Defense Command and implementing Operation Ketsu-Go. The strategy for Operation Ketsu-Go outlined that the Imperial Japanese Army would strive to defeat American forces while their invasion fleet remained at sea. The plan aimed to deliver a decisive blow against the American naval forces by first destroying as many aircraft carriers as possible, utilizing the special attack units from both the Air Force and Navy. As the amphibious forces approached the range of homeland airbases, the entire air combat strength would be deployed for continuous day and night assaults against these ships. The focus of these air operations was to disrupt American landing plans, targeting primarily troop and equipment transports. Should any American forces successfully land, these would be swiftly assaulted by the IJA to secure a decisive victory. The primary objective of the ground operation was to eliminate the American landing force right on the beach. Operation Ketsu-Go was designed as a comprehensive joint defense effort, mobilizing the full capabilities of the Army, Navy, and Air Force. The Navy's essential role was to protect the coasts by attacking invasion fleets using combined surface, submarine, and air forces. The Air General Army would closely coordinate with the Navy to locate and destroy American transports at sea. If the invasion forces succeeded in landing, the local Area Army would take command of all naval ground forces in its assigned territory and would exercise operational control over air units in support of the ground operations. A key component of the Ketsu-Go operational planning involved reinforcing sectors under attack by units transferred from other regions. Given that U.S. air raids had already severely impacted the transportation network, plans were made for troop movements to be conducted on foot. If the battle at the beach held no promise of a successful outcome, the conflict would inevitably shift to fighting inland. To prepare for this, interior resistance was planned. Guard units and Civilian Defense Corps personnel, along with elements of field forces serving as a nucleus, would be utilized as resistance troops. Their mission would involve attriting American forces through guerrilla warfare, espionage, deception, disruption of supply areas, and blockades as enemy landing forces advanced inland. This operation divided Japanese territory into seven zones, where air and naval special attack forces were directed to eliminate invading forces at sea and to establish an aggressive coastal defense. Field Marshal Sugiyama Hashime's 1st General Army established its headquarters in Tokyo, assuming control over the 11th, 12th, and 13th Area Armies. Meanwhile, Field Marshal Hata Shunroku's 2nd General Army set up its headquarters in Hiroshima, overseeing the 15th and 16th Area Armies. Additionally, to provide a cohesive command structure for all Army air units participating in the campaign, an Air General Army headquarters was formed under Kawabe. On the naval front, Admiral Toyoda took command of the General Navy Command, granting him supreme operational authority over all Navy surface and air forces. In the coming months, the Japanese continued to prepare for the anticipated invasion by mobilizing new units and diverting existing forces from Manchuria and other regions. By August, Yoshimoto's 11th Area Army had been reinforced to include seven infantry divisions and two infantry brigades. The 12th Area Army, now under General Tanaka Shizuichi, was significantly larger, comprising 20 infantry divisions, two tank divisions, eight infantry brigades, three tank brigades, three artillery brigades, and one anti-aircraft brigade. Okada's 13th Area Army was organized with six infantry divisions, three infantry brigades, one tank brigade, one artillery brigade, and one anti-aircraft brigade. The 15th Area Army, under the command of Lieutenant-General Uchiyama Eitaro, was formed with eight infantry divisions, three infantry brigades, one artillery brigade, one anti-aircraft brigade, and two tank regiments. Yokoyama's 16th Area Army included a substantial force of 15 infantry divisions, eight infantry brigades, three tank brigades, three artillery brigades, and one anti-aircraft brigade. Additionally, Higuchi's 5th Area Army consisted of six infantry divisions and two infantry brigades. In tandem with these ground preparations, Lieutenant-General Sugawara Michio's 6th Air Army and Ugaki's 5th Air Fleet were assigned the critical role of launching a powerful air counterattack against the American invasion fleet, targeting carriers, gunnery ships, and transport vessels. In conjunction with elements from the 1st Air Army, 5th Air Army, 3rd Air Fleet, and 10th Air Fleet, the Japanese strategy focused on executing strikes against US carriers. For this task, 330 IJNAF aircraft were specifically assigned. An additional 250 aircraft from both the IJAAF and IJNAF were designated to target gunnery ships, while transports would be subjected to round-the-clock suicide attacks over a span of 10 days. Various aircraft types,including trainers, transports, float planes, bombers, and obsolete fighters, would be used in kamikaze missions. The air assaults on the transports would also incorporate all available aircraft not assigned to other operational duties. Although Japanese fighters had limited effectiveness against B-29 raids, they were expected to inflict damage on the invasion fleet. It was essential, however, that IJAAF and IJNAF fighters first establish air superiority over the targeted areas. Achieving this goal was a questionable assumption, especially given the formidable strength of US air power. By the end of June, nearly 8,000 aircraft, predominantly kamikazes, had been assembled for what was expected to be a decisive battle, with an estimated additional 2,500 planes likely to be produced by the end of September. To enhance their efforts, Kaiten suicide midget submarines and various special attack units were also designated to target any invading fleet, underscoring the significance of suicide attacks in Japanese military strategy. The hope was that these suicide, or tokko, units would inflict a 30 to 50 percent loss on the invading forces. However, as of June 30, only 1,235 surface special-attack boats and 324 underwater types had been produced, significantly hampering Japan's preparations for the impending decisive battle. In preparation for the seizure of Japan's industrial heart through an amphibious invasion, General MacArthur was laying the groundwork for a significant military operation. On April 3, the Joint Chiefs of Staff designated him as the Commander in Chief of the United States Army Forces in the Pacific. This appointment granted him administrative control over all Army resources in the Pacific, with the exceptions of the 20th Air Force, the Alaskan Command, and the Southeast Pacific forces. Additionally, all naval resources in the Pacific, except those in the Southeast Pacific Area, were placed under Admiral Nimitz's control, making them available for major operations against Japan. With the conclusion of the war in Europe, plans were proposed to redeploy 10 infantry divisions, 5 armored divisions, and 72 air groups to the Pacific. Consequently, the total forces in the Pacific were set to increase from approximately 1.4 million Army troops as of June 30 to nearly 2,439,400 by December 31. On June 2, the 20th Air Force was reorganized into the U.S. Army Strategic Air Force under General Carl Spaatz. This command would oversee the newly formed 20th Air Force led by Lieutenant-General Nathan Twinning, which had been reorganized from the 21st Bomber Command, and Lieutenant-General James Doolittle's 8th Air Force, which was restructured from the 20th Bomber Command and slated for deployment in the Ryukyus. Simultaneously, MacArthur was developing plans for Operation Downfall, the ambitious strategy for invading Japan. This operation envisaged a massive offensive against the islands of Kyushu and Honshu, utilizing all available combined resources from the Army, Navy, and Air Forces. The invasion plan consisted of two key operations: Operation Olympic and Operation Coronet. The American plan for the invasion of Kyushu focused on seizing only the southern part of the island, delineated by a line extending from Tsuno on the east coast to Sendai on the west. The 3,000 square miles included within this boundary were considered sufficient to provide the necessary air bases for short-range support in the final operations planned against the industrial centers of Honshu. Within the selected southern region for invasion, known as the "Olympic" plan, there were four lowland areas identified as suitable for the development of major airfields. The first area extended from Kagoshima, located on the western shore of Kagoshima Bay, through a narrow corridor to the Kushikino plain along the East China Sea. The second area ran northward from Shibushi on Ariake Bay, traversing a winding valley to Miyakonojo. The third area began at Kanoya, situated east of Kagoshima Bay, and followed the coastline of Ariake Bay. The fourth and largest area was located north of Miyazaki on the east coast. Four months after American troops first landed on Kyushu, the next decisive amphibious operation against Japan was set to be launched. Code-named Coronet, this invasion targeted the Kanto Plain area of Honshu and was scheduled for March 1, 1945. The operation was tasked to two armies: the First and the Eighth, assigned to conduct a major assault against the heartland of Japan. Their immediate objective was to destroy all opposition and secure the Tokyo-Yokohama area. General MacArthur would personally command the landing forces and oversee ground operations on the mainland. Accompanying him would be the advance echelon of his General Headquarters, which would operate as the Army Group Headquarters in the field. The initial landings would involve 10 reinforced infantry divisions, 3 marine divisions, and 2 armored divisions. These forces, launched from the Philippines and Central Pacific bases, would be continuously protected by the ships and aircraft of the Pacific Fleet, alongside land-based air support. Thirty days after the initial assault, each army was set to be reinforced by a corps of 3 additional divisions. Five days following this reinforcement, an airborne division and an AFPAC Reserve Corps consisting of another 3 divisions would be made available. In total, these 25 divisions were tasked with seizing the Kanto Plain, including the general areas of Tokyo and Yokohama, and carrying out any further operations necessary to overcome Japanese resistance. The strategic reserve for the entire operation would comprise a corps of 3 divisions located in the Philippines, along with sufficient reinforcements from the United States, allowing for the deployment of 4 divisions per month. For Operation Olympic, General Krueger's 6th Army was appointed to lead the effort, employing a total of 14 divisions that were already positioned in the Pacific. Meanwhile, the 1st and 8th Armies were designated to conduct Operation Coronet, comprising a total of 25 divisions primarily sourced from the redeployment of troops and equipment from the European theater. Eichelberger's 8th Army planned to land on Sagami Bay and subsequently fan out to secure the western shores of Tokyo Bay, reaching as far north as Yokohama. Concurrently, General Courtney Hodges' 1st Army was set to land at the Kujukuri beaches, with the objective of pushing west and south to clear the eastern shores of both Tokyo and Sagami Bays. To mitigate the risks associated with landing on the heavily fortified and well-garrisoned islands of Japan, a comprehensive campaign of air-sea blockade and bombardment was advocated.  The 20th Air Force, launching from bases in the Marianas and the Ryukyus, aimed to cripple Japan's industrial capacity by ruthlessly attacking factories and transportation systems. This steady assault from the massive B-29 bombers was expected to severely diminish Japan's ability to sustain its large military organization and effectively distribute its remaining power. Simultaneously, carrier task forces would conduct repeated raids on crucial coastal areas, targeting enemy naval and air forces, disrupting shore and sea communications, and supporting long-range bombers in their strikes against strategic objectives. The Far East Air Force, also based in the Ryukyus, would focus on selected targets intended to dismantle Japan's air capabilities both in the homeland and in nearby regions of North China and Korea. By intercepting shipping and shattering communication lines, the Far East Air Force aimed to complete the isolation of southern Kyushu, preparing it for an amphibious assault. As the target date approached, it was planned that these air raids would intensify, culminating in an all-out effort from X-10 to X-Day. In the final ten days before the landing phase, the combined bombing power of all available planes, both land-based and carrier-based, would be unleashed in a massive assault. The objectives included reducing enemy defenses, destroying remaining air forces, isolating the target area, and facilitating preliminary minesweeping and naval bombardment operations. The fortifications within the designated landing areas would be overwhelmed by tons of explosives, while naval vessels and engineering units worked to eliminate underwater mines and barriers. With such concentrated power backing them, it was anticipated that the amphibious forces would be able to execute their assault landings with minimal losses. This strategy aimed to minimize casualties, further diminish Japan's air capabilities, and cut off reinforcements from Asia. There was even a possibility that such measures could compel Japan to surrender, thus eliminating the need for a significant landing on the Home Islands. In a notable first, Admiral Spruance's 5th Fleet and Admiral Halsey's 3rd Fleet were to operate simultaneously. Admiral Spruance's fleet would focus on the landing operations, while Admiral Halsey's fleet would provide strategic support through raids on Honshu and Hokkaido. On July 28, the 16 fast carriers of Admiral McCain's Task Force 38 and the four British carriers of Admiral Rawlings' Task Force 37 commenced operations to weaken the air, naval, and shipping capabilities of the Home Islands. By mid-August, Vice-Admiral John Towers was assigned command of a reinforced Task Force 38, tasked with executing a series of strikes against Japan east of the 135th meridian, while General Kenney's Ryukyus-based Far Eastern Air Forces targeted objectives to the west. Additionally, Rawlings' Task Force 37, enhanced to nine carriers, launched diversionary strikes against Hong Kong and Canton. Starting on October 18, the 3rd Fleet began aggressive operations against aircraft, airfields, and shipping in Kyushu, Shikoku, and Honshu to isolate the assault area for the upcoming Kyushu invasion. Six days later, the Fast Carrier Task Force was divided into Task Force 38 and Task Force 58. Task Force 38 retained 12 fast carriers specifically for strikes against Japan. The pre-invasion air strikes, surface bombardments, and minesweeping operations in the Kyushu landing zones commenced, steadily increasing in intensity as they approached X-Day on November 1. The ten fast carriers of Vice-Admiral Frederick Sherman's Task Force 58 would provide direct support for the Kyushu landings, which were to be conducted by Admiral Turner's Task Force 40, consisting of 800 warships and 1,500 transports. In this effort, three Fire Support groups, each accompanied by an escort carrier group, would launch preemptive assaults on the designated Olympic landing zones.  Off southeastern Kyushu's Ariake Bay, Rear Admiral Richard Connolly's 3rd Fire Support Group (TG 41.3), comprising 6 old battleships, 6 cruisers, 13 destroyers, and 34 support craft, was tasked with eliminating coastal batteries at Toi Misaka, Hi Saki, and Ariake Bay. Additionally, they would target seaplane bases and suicide boat/submarine pens at Oshima, Odatsu, Biro Jima, and Sakida, followed by softening defenses at the XI Corps landing beaches. Meanwhile, approximately 30 miles north along Kyushu's southeastern coast, Rear Admiral Ingolf Kiland's 7th Fire Support Group (TG 41.7), consisting of 3 old battleships, 8 cruisers, 11 destroyers, and 35 support craft, would bombard coastal batteries, suicide-boat nests, and seaplane bases located at Tozaki Hana, Hososhima, and Miyazaki. This group would also destroy rail junctions at Tsumo Jogasaki and Tsuno to disrupt reinforcements heading south, before finally shelling the I Corps invasion beaches near Miyazaki. Off southwestern Kyushu, Rear Admiral Giraud Wright's 5th Fire Support Group (TG 41.5), with 4 old battleships, 10 cruisers, 14 destroyers, and 74 support craft, was set to hammer fortifications within the Koshiki Retto and at the beaches between Kaminokawa and Kushikino. Their mission included knocking out Noma Misaki and Hashimi Saki coastal batteries, the Akune seaplane base, and Kushikino's airfield, while also cutting the Akune–Kushikino road and rail lines. Ultimately, they would provide heavy fire support for the V Amphibious Corps landing beaches. Meanwhile, General Krueger planned to first secure Kagoshima and Ariake Bays as crucial ports of entry. Following that, the objective was to push inland as far as the Tsuno-Sendai line to block mountain defiles and prevent any enemy reinforcements from the north. As a preliminary operation, on October 28, the reinforced 40th Division, now under Brigadier-General Donald Myers, was assigned to seize positions in the Koshiki Island group opposite Sendai. The objective was to establish emergency naval and seaplane bases on these islands while also clearing the sea routes to the coastal invasion area of Kushikino. The 40th Division was also tasked with making preliminary landings on the four islands of Tanega, Make, Take, and Lo off the southern tip of Kyushu, with the goal of safeguarding the passage of friendly shipping through the strategic Osumi Strait. On November 1, General Krueger's three main corps were set to conduct simultaneous assault landings in the designated objective areas. Major-General Harry Schmidt's 5th Amphibious Corps would land near Kushikino, drive eastward to secure the western shore of Kagoshima Bay, and then turn north to block the movement of enemy reinforcements from upper Kyushu. Meanwhile, General Hall's 11th Corps was to land at Ariake Bay, capture Kanoya, advance to the eastern shore of Kagoshima Bay, and then move northwestward to Miyakonojo. Following this, Swift's 1st Corps would assault Miyazaki on the east coast, subsequently moving southwest to occupy Miyakonojo and clear the northern shore of Kagoshima Bay, thereby protecting the northeast flank. Additionally, Major-General Charles Ryder's 9th Corps, initially held in reserve, was selected to execute a diversionary feint off the island of Shikoku while the other three assault corps advanced on the actual landing beaches. Finally, Krueger kept the 77th Division and the 11th Airborne Division in Area Reserve, prepared to follow up the invasion forces. Should these units prove insufficient to fulfill their assigned tasks, a buildup from units earmarked for Coronet would be initiated at a rate of three divisions per month. On the other side, the Japanese anticipated that Kyushu would be the next target and identified the same beaches selected for Operation Olympic as the most likely landing sites. In response, Generals Hata and Yokoyama concentrated the formidable 57th Army under Lieutenant-General Nishihara Kanji around the areas of Ariake Bay and Miyazaki. Meanwhile, Lieutenant-General Nakazawa Mitsuo commanded the 40th Army, which was positioned in the Ijuin-Kagoshima sector to the west. Hata's mobile reserves were stationed near Mount Kurishima, consisting of at least five divisions and several independent brigades, prepared to swiftly engage enemy forces before they could establish secure beachheads. Although Yokoyama and Hata did not anticipate an invasion in northern and central Kyushu, they had many units distributed throughout the region. The Japanese government prioritized defensive preparations for Kyushu over those for Honshu, hoping that a fierce defense of Kyushu would deter American forces from attempting a similar operation on Honshu. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. General Krueger's forces tackled Japan's Shobu Group in Luzon, while preparing for Operation Downfall, the invasion of Japan itself. Despite tough terrain, American forces made significant gains, encircling the Japanese. Meanwhile, Japan readied for defense, mobilizing troops and launching air counterattacks. As the Allies pressed forward, the impending invasion loomed, with strategies developed to land on Kyushu and Honshu. Ultimately, intense battles shaped the eve of an operation that would determine the war's fate and change history forever.

Join us for a conversation with LTG Matt McFarlane, I Corps commanding general. We talk about FORSCOM's efforts in the Indo-Pacific theater, and what that means to Warfighting and Lethality.

We invite veterans of Marine Corps Force Reconnaissance (Force Recon) to talk about their service in Vietnam. Bill Barber and Bruce “Doc” Norton both have stories about conducting deep reconnaissance, intelligence gathering, and direct action missions behind enemy lines. Unlike conventional infantry units, Force Recon operated in small teams, often just six to eight men, inserted by helicopter, boat, or foot deep into enemy-controlled territory. Their primary mission was to locate and observe North Vietnamese Army (NVA) and Viet Cong movements, determine enemy strength, and call in airstrikes or artillery on enemy positions. They also conducted raids, prisoner snatches, ambushes, and battle damage assessments. The nature of their work meant they frequently engaged in brutal, close-quarters combat, often fighting their way out of overwhelming enemy forces. Force Recon's training and operational methods set them apart from standard Marine infantry. They were trained in airborne operations, scuba diving, long-range patrolling, and survival in enemy territory. Their missions required a high level of stealth, endurance, and mental toughness, as they could be alone in the jungle for days, surviving on limited rations while avoiding detection. In Vietnam's dense terrain, Force Recon teams had to move silently, leaving no trace, and blend into the jungle to observe enemy troop movements. They carried suppressed weapons, radios for calling in fire support, and often had to break contact with superior enemy forces using a combination of speed, deception, and well-planned extraction procedures. Bill Barber served with the First Force Reconnaissance Company, Third Reconnaissance Battalion in I Corps Vietnam in 1965-1966. He stayed in the Marine Corps after returning from Vietnam and went on to serve in Desert Shield/Desert Storm and Panama Invasion. Bruce “Doc” Norton, a Navy Corpsman who served with Marine Force Recon in Vietnam, later became an author and historian, documenting the experiences of these elite Marines. Norton's writings provide firsthand insight into the brutal and relentless nature of Force Recon missions. His accounts describe the grueling conditions of operating in triple-canopy jungle, where visibility was limited, and the ever-present danger of ambushes, booby traps, and enemy patrols made every step a potential death trap. He wrote about the intense firefights that would erupt when a recon team was compromised, often requiring rapid extraction by helicopter under heavy enemy fire. In these situations, the ability to call in airstrikes and artillery with precision was the difference between survival and annihilation. Norton's experiences also highlight the bond among Force Recon Marines and their dedication to each other. As a corpsman, he was responsible for treating wounded Marines under fire, sometimes having to perform life-saving procedures while rounds cracked through the jungle around them. His books detail moments of heroism, loss, and the sheer physical and mental toll that these missions took on the men who conducted them. Unlike the large-scale battles of conventional Marine units, Force Recon's war was often fought in the shadows, a relentless cycle of stealth, violence, and survival. Marine Force Recon's impact on the Vietnam War was significant. Their intelligence-gathering efforts helped shape Marine operations in I Corps, allowing commanders to anticipate enemy movements and strike before the NVA or Viet Cong could. Their direct action missions disrupted enemy logistics, eliminated key targets, and kept pressure on enemy forces in areas where large Marine units could not operate effectively. Despite their small numbers, Force Recon Marines were a force multiplier, striking fear into the enemy and providing invaluable battlefield intelligence. We're grateful to UPMC for Life  for sponsoring this event!

The successful adoption of new technology in the military depends on the organization's culture, the technology's applicability and ease of incorporation into existing systems and processes, and, perhaps most importantly, the leadership guiding the transformation. Dan Gregorio and Andy Knight join host Tom Spahr to discuss the I Corps's adoption of the Maven Smart System to enhance mission command. Gregorio and Knight discuss the practical technical and leadership actions necessary to introduce a major new capability to the headquarters in just six weeks. Maven Smart System provides a unified interface for data sharing and enables commanders to visualize, act, and direct operations in real-time. Overall, the case is a good example of transformation in contact to significantly enhance lethality.

Munster Technological University is inviting experienced professionals to apply for the final places in its elite Cyber Innovate programme. The programme is designed to equip participants with the skills to launch and lead cybersecurity start-ups, strengthening Ireland's position as a cybersecurity innovator. Cyber Innovate is co-funded by the Government of Ireland and the European Union through the ERDF Southern, Eastern & Midland Regional Programme 2021-27. Now in its second year, the programme also aims to address historical diversity imbalances in the cybersecurity sector. In its first year, five out of the 12 successful applicants were women, and the programme organisers are keen to see that trend continue. Ronan Coleman, Director of Cyber Innovate, said: "Most start-up programmes focus on commercialising a pre-existing idea. Cyber Innovate is different. From day one, participants dive into real-world challenges, engaging directly with industry leaders in financial services, technology, telecoms, agriculture, and smart maritime. They work alongside cybersecurity and IT professionals to uncover pressing problems they face, and design practical, high-impact solutions." As part of the programme, successful applicants receive a €38,000 tax-free scholarship, along with fees for a 10-month Postgraduate diploma. Students will be based full-time on site in the Rubicon Centre business incubator at MTU. "The goal of the scholarship is to give students the breathing space to learn and to fully commit to validating the opportunity for a cybersecurity startup," said Sarah O'Donovan, Programme Manager of Cyber Innovate. A key partner for the programme is Georgia Tech VentureLab, which specialises in the lean start-up I-Corps methodology for validating the commercial opportunity for a potential product or service. To date, I-Corps has led to 1,357 start-ups that have since raised a combined $3.16billion in funding. The first year of Cyber Innovate launched in September 2024 and is currently ongoing. Its students, organised into five teams, identified over 450 customer problems or needs, and narrowed that to 38 concepts before shortlisting to one project for each team to focus on. The student teams are currently working on prototypes, business models and business plans with the aim of raising funding for their start-ups this summer. Applications for the 2025/26 programme close on Monday 31 March, and further information is available at https://cyberinnovate.ie/. "The application process is simple: we want to encourage people from a variety of backgrounds to apply, even if they haven't worked in cybersecurity before now," said Ronan Coleman.

In this episode, Jeremy Whittington shares his journey of building a startup without relying on traditional venture capital. Instead, he leveraged alternative funding paths, including government grants and accelerators. We dive deep into the Small Business Innovation Research (SBIR) program, the I-Corps program, and how startups can secure non-dilutive funding to kickstart their business. If you're an entrepreneur looking for funding beyond VC, this episode is for you!Key Takeaways:

fWotD Episode 2840: Ragnar Garrett Welcome to Featured Wiki of the Day, your daily dose of knowledge from Wikipedia’s finest articles.The featured article for Wednesday, 12 February 2025 is Ragnar Garrett.Lieutenant General Sir Alwyn Ragnar Garrett, (12 February 1900 – 4 November 1977) was a senior commander in the Australian Army. He served as Chief of the General Staff (CGS) from 1958 to 1960.Born in Western Australia, Garrett graduated from the Royal Military College, Duntroon, in 1921. He was adjutant and quartermaster in several regiments of the Australian Light Horse before undertaking staff training in England, which he completed just as the Second World War broke out. Garrett joined the Second Australian Imperial Force soon afterwards, and commanded the 2/31st Battalion in England before seeing action with Australian brigades in Greece and Crete in 1941. Promoted to colonel the following year, he held senior positions with I Corps in New Guinea and II Corps on Bougainville in 1944–1945. He was appointed a Commander of the Order of the British Empire for his staff work.After the war, Garrett served two terms as commandant of the Staff College, Queenscliff, in 1946–1947 and 1949–1951. Between these appointments he was posted to Japan with the British Commonwealth Occupation Force. Promoted to major general, he took charge of Western Command in August 1951, and became Deputy Chief of the General Staff in January 1953. He took over Southern Command as a lieutenant general in October 1954, and was appointed a Companion of the Order of the Bath in 1957. As CGS from March 1958, Garrett focused on rearmament and reorganisation, initiating the Army's short-lived restructure into a "pentropic" formation. He was knighted in 1959. After retiring from the military in June 1960, Garrett became honorary colonel of the Royal Australian Regiment, and was principal of the Australian Administrative Staff College until 1964. He died at Mornington, Victoria, in 1977.This recording reflects the Wikipedia text as of 00:48 UTC on Wednesday, 12 February 2025.For the full current version of the article, see Ragnar Garrett on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm standard Ivy.

Jack McLean joins us again to talk about his new book, Found: A Veteran Story which tells how he healed from Vietnam. Last year, Jack recounted the history behind his best-selling memoir of 2009, Loon: A Marine Story. Jack served in Vietnam in 1967-68 tour with Charlie Company of the 1st Battalion, 4th Marine Regiment, 3rd Marine Division. He survived a lot of combat, including a harrowing three-day fight at LZ Loon near the Laotian border in I Corps. Jack's homecoming was both unique and typical of the Vietnam generation of veterans. On the one hand, he went straight to Harvard University, the first Vietnam veteran to attend. On the other hand, he found it difficult to connect with fellow veterans or with anyone who was interested in his service. In 1968, he walked into a VFW hall and received only the chilliest of cold shoulders from the older veterans there. “Nobody offered me a beer,” he writes. “Nobody invited me to join the card game. Nobody waved me over to the pool table. Nobody welcomed me home.” Coupled with survivor guilt and un-processed trauma of combat, such neglect and isolation only fed his sense that something was wrong. Jack found healing as he tracks down fellow Marines and the Gold Star family members who never made it home. We're grateful to UPMC for Life and Tobacco Free Adagio Health for sponsoring this event! #militaryhistory #veteran #interview #veterans #vet #veteransbreakfastclub #vbc #virtualevents #virtual #zoom #zoomevents #liveevent #webinar #military #army #usarmy #navy #usnavy #marinecorps #marines #airforce #pilot #aviators #coastguard #nonprofit #501c3 #history  #militaryveterans #veteransstories #veteranshistory #veteraninterview #veteranshistoryproject #veteransoralhistory #veteranowned #militaryretirees #armyretirees #navyretirees #warstories #vietnam #vietnamwar #vietnamveterans #koreanwar #coldwar #greatestgeneration #wwii #ww2 #worldwarii #worldwar2 #war #americanhistory #oralhistory #podcast  #scuttlebutt #thescuttlebutt #humor #storytelling #headlines #news #roundtable #breakfast #generation911 #happyhour

Joe's interest in the military was tied to his experiences with his Dad in the outdoors and participating in Boy Scouting. It was further fueled by popular movies and documentaries he saw in his childhood. Joe had an indirect route to the Military Academy. Enlisting in 1996 and serving as a soldier in support of West Point prior to being accepted as a New Cadet in 1997. Joe initially suffered from overconfidence in the skills and abilities that got him to West Point and an underappreciation for the amount of work he'd have to invest in himself to build the skills necessary to succeed. Joe would also struggle to learn how to and prepare himself in a way that allowed him to be smooth in the moment of execution. Joe would graduate West Point in 2001 and commission as an Armor Officer. He would serve at Ft. Riley, Kansas and deploy to Iraq in 2003 and 2005. Command a Tank Company in South Korea. Serve as an instructor at the Maneuver Center of Excellence. Deploying to Afghanistan in 2012 to serve as a Brigade S3 for the NATO Training Mission Afghanistan. Served at Fort Carson, Colorado and Joint Base Lewis McChord, Washington as a Field Grade Officer before deploying to Saudi Arabia in 2019 to serve as an Advisor for the Saudi Arabian National Guard. Joe would serve as the Deputy Director for Exercises for I Corps at JBLM, Washington for three years before retiring in 2023. Joe talks about his experiences learning from the past, preparing for the future, and trying to live in the present. This is his story. --- Support this podcast: https://podcasters.spotify.com/pod/show/joe-harrison0/support

ABNER DOUBLEDAY ON JULY 1, 1863 (MAY 25 – 10:00 A.M.)   “General Reynolds was killed early this morning. In my opinion, there seems to be no directing person”.   When Brigadier General John Buford sent this message to Major General Alfred Pleasonton on the afternoon of July 1, 1863, did it plant the seed in Major General George Meade's mind that a new commander was needed for the Union First Corps? Join us as we explore the leadership of Major General Abner Doubleday on July 1, 1863.   MEET AT DOUBLEDAY MONUMENT. ENDS AT LUTHERAN SEMINARY. PARK WHERE LEGAL

According to a Gartner study, about 40% of businesses have implemented a formal coaching culture for their reps. So how can a unified platform help drive a coaching culture within your organization?To watch the video of this episode, visit our YouTube channel here.Shawnna Sumaoang: Hi, and welcome to the Win Win Podcast. I am your host, Shawnna Sumaoang. Join us as we dive into changing trends in the workplace and how to navigate them successfully. Here to discuss this topic is Bernie Borges, the vice president of global content marketing, Blake Graves, director of sales enablement, and Chris O’Connell, the director of global sales operations from iQor.Thank you for joining us, Bernie, Blake, and Chris. I would love for each of you to tell me a little bit about yourself, your background, and your role. Bernie, let’s start with you.Bernie Borges: Sure. Thank you, Shawnna, thanks for having us. I’m Bernie Borges, vice president of global content marketing at iQor and I’ve been in content marketing for the better part of the last 20-plus years in B2B. I had my own agency for a while, and joined iQor about three years ago, really focused on driving the brand awareness for iQor in the marketplace. It’s a very competitive marketplace and producing content that can really help to amplify the brand as well as provide content that the sales team can leverage in their day-to-day selling efforts. Everything from starting conversations through the whole buyer’s journey all the way down through closing. So that’s my role and a little bit about my background. Blake Graves: Yep. Thanks again for having us too. So yes, Blake Graves, director of sales enablement at iQor, been with iQor for almost eight years now. So I’ve got to see a lot of transformation at the company.Really cool stuff that we’re doing with sales and marketing. My area covers sales readiness, that training aspect, and what new things are we doing from a technology perspective. Just bringing that to the sales team and this is how we should pitch it and This is the information you need to empower you or better inform your selling practices.And of course, along with that comes the tech stack like Highspot or anything else that we’re using to enable sales from a prospect’s perspective. Highspot is an exciting new tool for us and we’re ready to start closing some deals quickly. SS: Wonderful. And Chris, last but not least, tell us a little bit about yourself. Chris O’Connell: I am Chris O’Connell. I’m the director of global sales operations. So I’m responsible for our CRM instance and working with our sales team to help them. And I’m really excited about the Highspot opportunity. This helps us get better information about how our content is being consumed, how it’s being deployed, which things are resonating and perhaps how they’re helping us win more business. SS: Wonderful. Well, thank you three for joining us. Now to start, tell us about some of the challenges that your teams are facing prior to Highspot. What was the impetus for deciding to invest in a unified enablement platform? Bernie, if I could start with you, that’d be great.  BB: Sure. So, the content marketing role at iQor is only about three years old at the time that we’re recording this. And so over the past three years, we’ve been able to produce a fair amount of content that we put out into the marketplace.And along the way, we’ve made a strong attempt to have the sales team embrace the content, use the content, and then of course, enable them to help them get into more deals, more conversations, and close more deals. What’s been missing though, is a couple of things that I think the three of us will speak to in this conversation.  One is an intelligent platform that allows us to organize the content intelligently and make it easily accessible to them, and then also be able to track how the content is being used, who’s using it, and how it’s being used. What’s the contribution to pipeline and what’s the contribution to deals won as well as deals lost, that’ll help us not only measure the impact of the content, but also feed us information that we can use to drive our strategy going forward.So we know what content to produce more of. As well as what content we should either stop or scale back producing based on the data and how it’s used.BG: I’m going to add to that if that’s okay. The biggest challenge for me was, and this is no offense to Microsoft at all, but we have been a very SharePoint-focused type of company for, organizing content and building, what you guys call Smart Pages. So we’re we’re attempting to do that kind of effort within something that’s a little bit more static environment. And that was very challenging because one, there’s a heavy lift on my team from the design to thoughtfully trying to lay out pages. It’s like building websites, basically is how I would compare that to. And over time, content’s going to get stale. We’re not, it might not be being refreshed enough. It’s not easy to find. That’s another big piece of that is, it’s not easy or intuitive. And that was a big challenge for us.And Highspot is changing that entire landscape for us, because it’s a little bit more intuitive and the intelligence built in. SS: And Chris, let’s hear from you on this front. CO: Yeah. So, I think for me I really like the notion of providing content to the salespeople – the right kind of content – at the right time where they’re not having to hunt around and find it. And, with the integration with the CRM, Like Salesforce, depending on which stage the deal is in we’re able to surface content that would be helpful for them to deploy, and know when it’s being used and, again, what kind of results we’re getting from that. But I like the way that your product allows us to pre-package a play or a type of content delivery that we’re going to share with a prospective leader, or client.And so we’re really excited for, as we roll this out, how we’re going to see these wins and be able to track them and tie them back to the actual opportunities they’re working on. SS: Thank you for giving us a little bit of that grounding context. Now, as leaders in your organization, we’d love to hear your perspective on the value of an enablement platform for your areas of expertise. Bernie, if we could start with you. What does the impact of a unified enablement platform have on your role as a marketing leader?BB: Shawnna, I really look at it holistically. I don’t look at it just from the lens of my focus in content marketing. I look at it holistically, and what I mean by that is now I view our tech stack to be comprised three pillars, right? A three-legged stool: you’ve got CRM. Of course, you have to have CRM. We’ve got marketing automation, and now we have a sales enablement platform or revenue enabling platform, depending on what vernacular you prefer. But I think that rounds out our tech stack. Because now we have the ability, as we’ve been discussing here, to organize the content in an intelligent way using intelligence built into the platform, as well as – we haven’t gotten to yet, and I’m sure Blake will get to this – the ability to empower salespeople to utilize that content in ways that I’ll let Blake comment on that because that’s a very exciting element. But the point I’m driving at is that we’ve rounded out our tech stack, right? CRM, marketing automation, and now a sales enablement platform. Now we’ve got everything we need to deploy and measure the impact of content. BG: Exactly. And it’s obviously my cue to piggyback off of that because it’s a really good point. I think that the Digital Sales Room is also going to be a big piece of this for the sales team. And I mean that because it gives the sales team an opportunity to tailor and personalize the experience for their end user, the prospect. That is something that we’ve been missing for a while, too. We personalize our messaging and emails and LinkedIn outreach is whatever that sequence looks like. But, when it comes to building an environment where I can take my prospect and say, these are the things I feel are relevant to you, whether it’s your industry, your role the challenges that you’re having, and it looks like your environment, this is your logo.And I think that’s a really sweet touch. But, the sales team also, the three of us continue to talk about this when we’re meeting internally. And I say this out of a lot of respect, the sales team everywhere in every industry, any company are very special people. They’re wired very differently than the rest of us and we like that, we embrace that, because that’s what makes them, so successful and in selling, and we have to cater to that. We have to curate our tech stack and how we roll these things out very carefully because once the salesperson says this doesn’t work for me, you’ve almost lost them, and it’s hard to get them to come back. And with Highspot, because of that intelligence that’s built-in, and because the three of us are thoughtfully curating the internal experience, this is going to be so much more of an easier lift for the sales team to adopt. And from a sales enablement perspective that’s a huge deal.SS:  Blake, how about you as an enablement leader? How do you envision leveraging Highspot’s unified enablement platform to help bring your enablement strategy to life at iQor? BG: I gave a preview of that answer a minute ago, because this going back to the Digital Sales Room, video is certainly a high-value piece of content and our sales team historically, that’s not really been something we leverage as far as like recording themselves to present something and sending it off to a prospect. But, we’re excited to say that’s something that we’re going to be introducing to the sales team, because we know that it’s going to add that extra layer of personalization, something special. And I think that’s been a gap in the strategy all along is just that hyper-personalization of content to your prospect.And just that digital sales from experience. Again, you have this nice curated environment thats, “I made this thoughtfully for you because I know what your challenges are.” And I know that these are the pieces that I need for you to read and inform yourself about iQor. So I think that’s a big piece.Another, part of that strategy is I will always go back to sales, readiness, and that training piece. This will make it a lot easier to build that library of having our SMEs internally, having their videos and what they’re recording on all the updates they’re doing to our tech stacks, to the processes, whatever would make the selling journey a lot easier. I think that’s going to be a really powerful piece too.SS: Thank you, Blake. And Chris, again, last but not least, as a sales operation leader, how will a unified enablement platform help you drive sales productivity? CO: I look at it from a couple of different ways. The first is whenever we hire a new sales rep, they don’t often have some of that tribal knowledge of what’s possible or where things are located.So organizing it in an easy-to-find place and making it easy to deploy helps us get our new reps up to speed faster. One of the other things that really struck me is I always like to learn about sales by how we’re being sold to, and one of my favorite stories about sourcing this product for us was a story with Bernie.Bernie had looked at this product before, they had shared a digital sales room with him, he had a renewed interest and went back in to look, and this tripwire sort of functionality that your product has alerted the sales rep to contact Bernie and say, “Hey, what’s up?” And so that’s one of the cool things I was looking for is, boy, I want to trip wire like that for our team.When somebody renews interest to get back in front of them to know when it’s that time, it’s having that secret weapon out there of how. This thing lets us know when it’s time to re-engage, right? Or somebody is doing research again. I think that’s really a fantastic opportunity for us.SS: Thank you for sharing each of your unique perspectives. I’d love to understand how you all partnered together to build a business case for the investment in an enablement solution. And do you have any best practices for gaining buy-in?  BB: Sure. So, there are a few things that came into play in the internal buy-in and decision process. One is the fact that we have been producing a lot of content over the last three years, as I said, but with little ability to really measure the impact on sales. We’ve also, and Blake can elaborate on this, but we’ve also made a bigger investment in sales enablement. And again, Blake can elaborate on that.And then from the CRM side and sales operations side, I think that investment has been in place for a while. So getting back to these three pillars that I’ve alluded to a few times. It was really just the right timing, and as Chris said we revisited this after looking at it maybe a year prior and it was the right timing, there’s investments that are being made in the sales organization in general, as well as marketing. So, it was just the right time, and we really drove it through the head of marketing, senior vice president of marketing really bought off on the concept. He works very closely with his counterpart, executive vice president of sales.They’re really, tied at the hip, so to speak. And senior vice president of marketing said, yes, let’s go do the evaluation, and let’s select someone to partner with. And we went through the evaluation process. And elected to partner with Highspot and the EVP of sales at that point, but just signed off on it because he just needed an executive summary and he was in, so it was an elaborate process.Your team did a great job, but it was that internal buy-in where things really came together from a timing standpoint that really got us there. BG: Yes. And I’ll add to that. Of course, the very beginning, it all starts with what our personal challenges are, which I listed out for Bernie and Chris, too. And because we are making, we’re expanding that investment in sales enablement some of the biggest feedback is data. We need more data, like what’s working? What’s not working? That’s a broad use, but specifically, as it relates to Highspot, what content is working? What seems to be grabbing people’s attention? What seems to be the most popular thing that the sales team is using? Stuff like that, and attributing that to an open opportunity in Salesforce, which is huge.So there was that need to be checked off. And the second thing, of course, is just how can we make this so much easier for the sales team to consume and use what we’re making available to them content-wise. And so these were no-brainers and that’s when the evaluation started and, of course, again as Bernie said, you guys nailed it in that demo period. It always helps when you can select a few people on the sales team, reliable ones who embrace new platforms, who are hungry to test something new. And get their buy-in as well by getting their hands dirty. And that was helpful for us too.SS: That is some fantastic advice. And I know one of the key reasons you decided to invest in Highspot was to deliver coaching with meeting intelligence capabilities. In your opinion, what is the value of coaching in today’s sales landscape? Blake, I’d love to hear from you.BG: I think we can all agree, and Bernie had shared a Gartner, crazy little mind map of what the buyer’s journey looks like today specifically in B2B. And B2B has always been a little bit more complex, in my opinion, than B2C. I’ve been in B2B for, at least twelve years now. It’s getting harder to understand when the right time is to strike when a prospect is researching you, or researching the topic that’s related to your industry and your intent signals. And that’s relevant to your question because when we think about coaching, we have a wonderful team that’s senior. They’ve been selling for many years, so there’s a lot of experience here. But that changing landscape, we have generations coming in now that have decisions in this buying process that see things a whole lot differently, especially when technology is at play and just listening to how they’re selling us, listening to what’s not being said, even I think that’s a key piece right there, is what are they not talking about all these calls? That might be that linchpin that turning point in that sales journey. And I think that’s going to be a really interesting piece of the puzzle that I’m excited about, trying to solve. SS: Thank you, Blake. Chris, what are maybe some of the key results or business metrics you’re aiming to achieve with a dedicated coaching program? And how do you plan to leverage Highspot to help deliver these results?  CO: Following up on what Blake said, is it’s very difficult for us post COVID now. If you look at the three of us, we’re all working from our home offices today. And so our sellers are now challenged because they don’t typically go in and present to a boardroom full of people anymore. And so, what we’re really looking to gain and some of the things we’re looking to measure is the engagement of the buyers and which ones play their different decision-making roles, but getting them engaged with the content that we’re sharing and seeing if they are showing up and are consuming the content. How long are they watching the videos? How long have they dug into the presentation slides? Are they engaged? Are there any hidden buyer influences that may have shown up in a conference room, but now they’re in the back scenes. Maybe they didn’t attend the Zoom call, but they did consume some of the content, right? So identifying who those other buying influences are I think it’s going to be something I’m really keen to look for and see how those results are going to start showing us more about the selling environment that we’re in today.SS: In your opinion, what is the value of having one unified solution to equip, train, and coach your teams rather than multiple separate siloed tools, Chris? CO: The most important part is just ease of use and single point of consumption. If we have to jump to a learning management system and we have to jump back to the CRM system by using your tool integrated with Salesforce, then they don’t have to jump from those three different places. And so I think there’s a big advantage to try to simplify their selling tool set to accomplish what they need to accomplish and save manual steps, right?They’re not finding a presentation, putting it into an email, and then sharing it, and then we don’t know if it gets delivered. We don’t know if it gets viewed. And so just bringing that information full circle where the salespeople can utilize and understand it better, right? SS: Couldn’t agree more. What advice do you have for other teams considering implementing a unified enablement platform like Highspot? Blake, I’d love to hear from you.BG: It’s a good question. There’s a lot of good advice, but I think if I could think about one thing that I know we did right, and I mentioned this earlier, actually, it’s important that your biggest customer internally, which is going to be for us, our sales team is going to have some buy-in here.Otherwise, this is not going to work exactly how you would imagine and mapped out. So for us, to understand how they consume content, and taking that user experience approach, user experience has a whole lot of, there’s a lot of schools of thought there and how they navigate a website, how they navigate or select things on a page.Things like that, and I think that was very helpful in our evaluation phase with Highspot. We selected, like I said, a few people to join us in the demo environment, takes a week, I think maybe even two weeks to interact with the content that you see there, and share it out. We gave them a very basic overview, and the rest of it really was left up to them to figure out, and it’s not how we rolled it out, of course, it’s just, that’s more of, let me see how you engage with this first, because I want to see how intuitive this is from your perspective because that will inform how we train you on it, and how we need to build out the different Spots.So, that is the biggest advice is to think about your end user. I know we say this all the time in marketing and every company, everybody’s going to say that, but you really need to do it. Don’t just say it, do it, take a few people, take not just the ones who are quick to adopt technology, but take The ones who are also a little slow to adopt as well, because there’s a lot of value there and what they’re going to say because you want everybody to adopt this. So that’s the biggest piece right there. SS: Now, as you look to the future, what are the key business initiatives you’re aiming to drive at I Corps this year? And how do you plan to leverage Highspot to help? I’d love to hear from each of you.BB: Sure. So, again, from my perspective since I’m focused on producing content, I’m really looking forward to enjoying the benefit of having content that can find our salespeople. So in the past, we were dependent on an environment where the content library was very static, as Blake said, so it was challenging for them to find the content.So now, in the Highspot environment, because of the built-in intelligence, the content’s going to be able to find them. That’s going to inform us how the content is being used. It’s also going to surface for them content that they have not previously used because it was difficult to find. They didn’t even, in some cases, didn’t know what they didn’t know.They didn’t know what to look for. But now with built-in intelligence, it’s going to be able to surface the content to them in a very structured, organized, practical way, a pragmatic way. So I’m really looking forward to getting more value from all the content that we’ve been investing in and will continue to invest in for both marketing value and sales value.BG: Agree. And I’m gonna go ahead and piggyback off of him again. I haven’t mentioned this yet, that obviously, the biggest piece for me would also be the data aspect. There’s a need for us to understand just a variety of different perspectives.One, what’s specifically working and what’s not working from our content strategy. And really who on the team is really spending a lot of time and these platforms because I want to know the ones who are not. And I want to be able to understand what’s going on. Is there a block? Is there something we don’t understand? Is it something that’s uncomfortable? That’s a very important piece. And that’s part of an ongoing strategy for me. And then I think, step one is just, as Bernie was saying, we had a very static environment where all this stuff lived.Now we’re bringing this into an intelligent, intuitive environment and what I look forward to seeing is how we can now thoughtfully build out content that’s meant for different stages of the funnel. And I think that’s going to be key with Highspot is helping us understand, okay we might need to spend a little bit more time expanding our middle-of-the-funnel type of content. This seems to be a sweet spot. So that'll be very interesting.CO: That’s something that we really thought about when we selected this product. And as I said earlier, with the selling environment we’re not able to get all of the decision makers together. And so measuring how engaged they are and what we’re able to accomplish by sharing content, sharing the right content at the right time, I think is going to be something that’s really going to be key as we take that data and what that data is telling us and servicing, the right things at the right time for the salesperson is one of the things that we’re really hoping to accomplish this year to increase sales win rates and to increase the sell-through or the success rate. And by doing that and even cross-selling, a lot of times we’ll be presenting to somebody specifically at an organization about a certain solution. And we offer a lot of other things as an organization. And so having some cross-selling opportunity with a Digital Sales Room, or making sure that we can surface some other content that they’re interested in, or knowing what to share and when to share it, I think will be a real game changer for our current sales reps.SS: Bernie, Blake, Chris, thank you all so much for joining us today. I really appreciate your time and your insights. CO: Thank you BG: Thank you. SS: 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 enablement success with Highspot.

Nous ne sommes pas tous faits pareils. Ce qui nous motive, ce qui nous passionne, nos valeurs, nos priorités dans la vie, tous ces traits font de nous qui nous sommes, avec notre style particulier, avec nos besoins particuliers, avec nos tocs particuliers. Cette semaine sur Au-delà de la thèse avec Papa PhD, je t'apporte un autre trésor de la voûte – ma conversation avec Mrim Boutla, où l'on trace des liens entre la neuroplasticité, les différentes approches à l'expérience du doctorat, et les stratégies gagnantes d'exploration de carrière et de recherche d'emploi après le doctorat. Mrim Boutla est une docteure en neuroplasticité devenu coach de carrière. À l'Université de Brown et à la Kelley School of Business (Université de l'Indiana), Mrim a encadré avec succès des centaines de diplômés en arts, des MPA, des MBA et des docteurs pour qu'ils obtiennent des emplois leur permettant de maximiser leur impact et leurs revenus. En tant qu'entrepreneure social, Mrim a reçu le prix AshokaU/Cordes 2013 pour avoir lancé More Than Money Careers en partenariat avec le Dr Mark Albion (professeur fondateur de Net Impact). Le logiciel MTMCareers a permis à plus de 5 000 diplômés de se familiariser, de réseauter et d'être embauchés pour des stages et des emplois qui allient compensations financières et impact social et gestion de l'environnement. Mrim fait office de mentor pour les startups par le biais de I-Corps, HeraHub, NETVA et AccelerateDC. Mi-Suisse et mi-Marocaine, Mrim a été la première de sa famille à suivre des études au-delà de la 9e année. Elle a commencé son parcours aux États-Unis en tant qu'étudiante F-1 et est devenue citoyenne américaine en 2015. Mrim a obtenu une licence/maîtrise en psychologie à l'Université Catholique de Louvain, en Belgique, une maîtrise et un doctorat en sciences cérébrales et cognitives à l'Université de Rochester, et a effectué son stage postdoctoral en neuroplasticité à l'université de Brown. Au-delà du travail, Mrim aime les voyages à l'international et regarder les matchs de la NBA avec sa fille. Ce que tu apprendras dans cet épisode : L'intérêt de bâtir ta mosaïque de passions durant ton doctorat ou au moment où tu commences à explorer tes choix de carrières possiblesChoisir un domaine d'activité professionnelle, c'est shoisir une tribu qui reflète tes valeurs et tes passionsLe chemin vers ton emploi de rêve n'est pas une ligne droite, mais un ensemble de moments souvent inattendus tissés ensemble par tes choix à chacun d'entre euxLes quatre piliers du transfert de compétences développées au doctoratLes perles de sagesse de Mrim:« Je trouve que vraiment qu'on est des êtres très, très sociaux et, donc, trouver ta tribu de personnes comme Papa PhD ou autre, ça te donne un tramplin vers l'espoir, ça te donne un tramplin vers le chapitre prochain. Et c'est ça, en fait qui me donne ma motivation à moi quand je vois dans les yeux ou dans la posture des gens que d'un coup, d'un seul, ils trouvent "Ah, oui! C'est ça dont j'ai besoin pour bouger le Schmilblick un petit peu plus." Et c'est très individuel, mais dans les articles LinkedIn que je partage, je donne beaucoup de ces ressources pour qu'ils puissent un petit peu regarder qu'est-ce qu'il y a d'autre et qu'est qu'il y a ailleurs. »« J'ai découvert autour de moi qu'il y a des gens qui sont fascinés d'accumuler données pour découvrir et comprendre. Et ça, c'est vraiment les académiques. Mais moi, j'étais fascinée de découvrir pour comprendre, mais ma compréhension devait donner place à de l'action, à du changement, à traduire cette découverte dans quelque chose de tangible qui va aider les gens à se comprendre, à comprendre les autres, et puis à bâtir ces ponts de compréhension mutuelle et de résolution de conflits. Et je sais que si je reste dans le domaine académique je peux faire du beau boulot, mais je serai 80 % de mon temps devant MATLAB à analyser des images d'IRM. Et je déteste ça.

The 41st Chief of Staff of the Army, General Randy A. George makes his first appearance on the podcast for a great discussion about leadership, his vision, and the lessons he's learned over the course of his four-decade career. General George and Joe cover a lot of ground in this episode, discussing topics including:Encouraging professional discourseWhy leaders need to ask questionsThe training management program that's in the Chief's crosshairsWhy great leaders are great editorsWhat transforming in contact looks likeHow General George recharges his batteries after a long dayThe importance of professional boundariesWhat topics General George wants leaders to write about....and more!General Randy A. George assumed duties as the 41st Chief of Staff of the Army on September 21, 2023.George commissioned from the U.S. Military Academy in 1988 as an infantry officer. He served as a lieutenant in the 101st Airborne Division and deployed in support of Desert Shield/Desert Storm. George received his Master of Science in Economics in 1999 from Colorado School of Mines and then served at the National Simulation Center in Fort Leavenworth before attending the Command and General Staff College.In 2001 George went to Italy and served as the executive officer of 2nd Battalion, 503rd Infantry Regiment, 173rd Airborne Brigade. He was later executive officer and then deputy commander of the brigade, during which time he deployed in support of Operation Iraqi Freedom. Returning to the 101st Airborne Division in 2004, George commanded 1st Battalion, 187th Infantry Regiment and deployed a second time to Iraq. He then went to United States Naval War College as an instructor and then student. He deployed again as part of the initiatives group for the commanding general, Multi-National Corps-Iraq in 2007.In 2008 George returned to the 4th Infantry Division, where he commanded 4th Brigade Combat Team and deployed to Afghanistan in support of Operation Enduring Freedom. Following command, he was a fellow on the Council of Foreign Relations, chief of the strategic policy division for the Pakistan-Afghanistan coordination cell on the Joint Staff, executive officer to the 33rd Vice Chief of Staff of the Army. He later returned to Fort Carson as the deputy commanding general (maneuver) of 4th Infantry Division.George took command of the 4th Infantry Division in June 2017. In this role he deployed again to Afghanistan. His most recent command was of I Corps at Joint Base Lewis McChord, after which he served as the senior military assistant to the Secretary of Defense.He is married to his West Point classmate, Patty. They have two children, Grant and Andrea.Special thanks to this week's sponsors!Veteran-founded Adyton. Connect Leadership With Action Across Distributed Formations With Mustr by Adyton. Mustr is your digital knife-hand for daily and rapid personnel accountability, real time response data visibility, and automated reporting. Learn more about what Mustr can do for your formation here! My favorite coffee is veteran-owned Alpha Coffee and I've been drinking it every morning since 2020! They make 100% premium arabica coffee. Alpha has donated over 22k bags of coffee to deployed units and they offer a 10% discount for military veterans, first responders, nurses, and teachers! Try their coffee today. Once you taste the Alpha difference, you won't want to drink anything else!  Learn more here.   

LTC Brian Hancock interviews CW5 Michael Gudmundson on electronic warfare (EW) and how it shapes current and future conflicts. Gudmundson spent four years at I Corps and then transferred to the U.S. Army in Europe and Africa to plan and advise on EW. FeedSpot ranked One CA Podcast as one of their top 20 foreign policy podcasts. Check it out at: https://podcasts.feedspot.com/foreign_policy_podcasts/ One CA is a product of the civil affairs association  and brings in people who are current or former military, diplomats, development officers, and field agents to discuss their experiences on the ground with a partner nation's people and leadership. We aim to inspire anyone interested in working in the "last three feet" of U.S. foreign relations.  To contact the show, email us at CApodcasting@gmail dot com or look us up on the Civil Affairs Association website at www civilaffairsassoc.org Special thanks to Zlatno Doba for arranging "Amazing Theramin Music Compilation." Retrieved from https://www.youtube.com/watch?v=hDYvQ8FsZB4&t=502s  

Welcome to the daily304 – your window into Wonderful, Almost Heaven, West Virginia.   Today is Wednesday, Dec. 13  Calling all entrepreneurs! Enter IgniteWV's business pitch contest for a chance to win cash and coaching.  WV State Parks offers a special promotion with gift card purchases through Dec. 18. And big changes are coming to a business park in Fairmont--#YesWV…on today's daily304. #1 – From MORGANTOWN MAGAZINE – Eager support for The Next Great West Virginia Business is here—it's just waiting for The Next Great Entrepreneur to step up. That support comes in the form of IgniteWV—the latest incarnation of the business plan competition that started at West Virginia University two decades ago and gradually grew to involve mentors and investors and to encompass colleges across the state, then high schools, then the public.  Rather than each winner receiving the same predetermined cash allotment, IgniteWV contenders will make their best cases for the start-up funding their businesses need—then the judges will decide how many of the proposed businesses to support and how to allocate a total pot that may be as large as $200,000 by the time of the competition. The 10 finalists will be enrolled in the rigorous four-week National Science Foundation Innovation Corps entrepreneurial training program. “This will be our first year partnering with I-Corps,” said Tara St. Clair, program director of the Encova Center for Innovation and Entrepreneurship at WVU. “And that opens them to SBIR/STTR funding”—those are large pots of federal early-stage, high-risk funding for start-ups. The deadline to enter is Jan. 18. Learn more at www.ignitewv.com. Read more: https://morgantownmag.com/got-a-great-business-idea/    #2 – From WV STATE PARKS – Looking for the perfect gift for the outdoor lover in your life? Purchase a West Virginia State Parks gift card and get a little something extra with it. But hurry! The special promotion ends at 1:59 p.m. EST Dec. 18, 2023.  Buy a $25 gift card, receive an extra $5 added to the card. Buy a $100 gift card, receive an extra $10 added to the card. The add-ons continue all the way up to a $400 gift card purchase, in which you receive an extra $100 added to the card.  The deal is valid only on gift cards purchased online at WVstateparks.com and rewards shoppers who buy gift cards in select amounts by adding an extra amount to the card balance.  Special custom packaging is available for an additional $10 for anyone purchasing a gift card as a present for loved ones. West Virginia State Parks gift cards are redeemable at any state park or forest at any time of the year and can be used on lodge rooms, cabin and cottage rentals, campsite reservations, golf season passes, gift shop purchases and meals at park restaurants. Placing an order as early as possible is recommended for Dec. 25 delivery.  Read more: https://wvstateparks.com/press-release/limited-time-for-wv-state-parks-gift-card-deal/   #3 – From WV NEWS – As 2023 draws to a close, the West Virginia High Technology Foundation has a number of projects in the works, many of which involve the National Oceanic and Atmospheric Administration. West Virginia High Tech Foundation President and CEO Jim Estep said that NOAA's “significant expansion” is one of the primary focuses of the foundation right now, with the federal agency looking to invest between $200 million and $300 million in infrastructure at the I-79 Technology Park over the next several years. “A big (infrastructure project) that's already begun is the expansion of the supercomputing center, which is called the NOAA Environmental Security Computing Center,” Estep said. “They are investing $30 million in the center's infrastructure, basically more than doubling its capacity for high-performance computing assets. That is going to really bump us up nationally in terms of truly being one of the most significant locations in the United States for supercomputing.” The foundation also is finishing up construction on a new antenna system in the I-79 Park for NOAA's space weather program, which is also in partnership with NASA. An additional new antenna system is also under construction, this one for NOAA's Advanced Weather Interactive Processing System. The foundation is also working with NOAA in the development of an “entrepreneurial and innovation ecosystem” for the commercial climate and weather sector, a sector that Estep has been wanting to court to the area for the last few years.   Read more: https://www.wvnews.com/statejournal/news/west-virginia-high-tech-foundation-details-further-noaa-investment-into-i-79-high-tech-park/article_db9b6a12-8f82-11ee-b1d1-9767c1115107.html?es_id=ccfb9a9702 Find these stories and more at wv.gov/daily304. The daily304 curated news and information is brought to you by the West Virginia Department of Commerce: Sharing the wealth, beauty and opportunity in West Virginia with the world. Follow the daily304 on Facebook, Twitter and Instagram @daily304. Or find us online at wv.gov and just click the daily304 logo.  That's all for now. Take care. Be safe. Get outside and enjoy all the opportunity West Virginia has to offer.  

Bill is joined by Stu Velasco and Zach Popp of The Boardwalk Podcast (also hosted by Kyle Reynolds who couldn't make it, shoutout Kyle Reynolds) to discuss the trials and tribulations of their time in service to the U.S. during the long war.About the guestsStu, Zach, and Kyle met in 2016 while working in the Kandahar Intelligence Fusion Cell (KIFC) at TAAC-S. Stu was the Uruzgan Provincial Analyst, Zach the Kandahar Provincial Analyst, and Kyle the Political-Military (Green and White) Analyst. They created The Boardwalk Podcast in May 2021. Support their show here — and check out their recent episode with Bill here.Stu Velasco Stu joined the Army as an All Source Intelligence Analyst in 2011 and upon completion of Airborne school was assigned to 1st BN, 3rd SFG at Fort Bragg (now Fort Liberty), North Carolina. Stu deployed to Afghanistan 3 times, supporting SOTF-E, SOTF-NE, and SOTF-A operations in Afghanistan. After leaving the Army in 2016, returned to Afghanistan as a contractor, providing intelligence support to conventional operations at Kandahar Airfield and FOB Lightning in Paktiya. He switched contracts in late 2017 to a Forward Supporting Engineer role providing training and upkeep with intelligence systems (mainly Palantir) with Special Forces, Rangers, and conventional forces throughout Afghanistan until March 2020.Zach PoppZach joined the Army as an All Source Intelligence Analyst in 2008 and was assigned to XVIII Airborne Corps at Fort Bragg, North Carolina. Zach deployed to Camp Victory, Baghdad, Iraq with XVIII Airborne Corps in 2010 in support of Operation New Dawn. Upon redeployment, he was assigned to I Corps at Joint Base Lewis-McChord, Washington. Zach left the Army in 2015 and went to Afghanistan in 2016 as a contractor, providing intelligence support to Train, Advise, Assist Command-South and TF Warhawk at Kandahar Airfield. 

In this Episode we wrap up the interview with Hank Fuller, John Heffernan, and Bob Skeels. All three were Marine Infantry Officers before they were assigned to Alpha Company 3rd Tanks. These officers one and all led Grunt Platoons on Mutters Ridge, one of the most dangeous places in all of I Corps, South Vietnam. All the music is licensed under cotract with ASCAP, BMI, Universal Music, SEASAC, and/or the author and performer. --- Send in a voice message: https://podcasters.spotify.com/pod/show/francis-remkiewicz/message

Recorded October 4, 2023 Signed on Oct. 1, 1953, in the wake of the armistice, the U.S.-South Korea alliance has matured into a dynamic partnership, deterring conflict and fostering cooperation with respect to trade, technology and people-to-people ties. This expert panel reflected on the legacy and future of the alliance. This program was jointly hosted by The Korea Society, the Korea Defense Veterans Association and the Korea-Pacific Program at the UC San Diego School of Global Policy and Strategy. About the Speakers: Thomas J. Byrne joined The Korea Society as its President in August of 2015 following a distinguished career that included Senior Vice President of Moody's Investor Services and Senior Economist of the Asia Department at the Institute of International Finance. Byrne has an M.A. degree in International Relations with an emphasis on economics from The Johns Hopkins School of Advanced International Studies (SAIS). Before doing graduate work at SAIS, he served in South Korea for three years as a U.S. Peace Corps volunteer. His commentary on Korean affairs has appeared in the Wall Street Journal, The New York Times, The Washington Post and The Financial Times among others. Stephen Haggard is the Lawrence and Sallye Krause Distinguished Professor and director of the Korea-Pacific Program at the UC San Diego School of Global Policy and Strategy. He teaches courses on the international relations of the Asia-Pacific at GPS covering political economy as well as security issues. He has done extensive research on North Korea in particular. In addition, he has a long-standing interest in transitions to and from democratic rule and the current phenomenon of democratic backsliding. His recent research on South Korea addresses the issue of political polarization, including with respect to foreign policy. Allison Hooker is a foreign policy and national security specialist with 20 years of experience in the U.S. Government working on Asia. She served as Deputy Assistant to the President and Senior Director for Asia, where she led the coordination and implementation of U.S. policy toward the Indo-Pacific region. Prior to that, Hooker served as Special Assistant to the President and Senior Director for the Korean Peninsula, where she staffed the U.S.-DPRK Summits in Singapore, Hanoi, and the DMZ. Prior to her service at the White House, Hooker was a senior analyst for North Korea in the Department of State and staffed the Six-Party Talks on North Korea's nuclear program. She received a Masters' of Arts Degree in International Affairs from the George Washington University, and has been a research fellow at Osaka University and Keio University, where she focused on Japan-Korea relations, and Japan-China relations, respectively. Youngwan Kim is a career diplomat who joined the Foreign Ministry of the Republic of Korea in 1993. He worked at various Ministries of the Korean Government, including Foreign Ministry, Unification Ministry, and Office for Government Policy Coordination, Prime Minister's Office. Prior to his current post as Consul General in LA, he served as Director-General for National Security and Foreign Policy at the Prime Minister's office. He also worked as Director-General for Planning and Management of the Foreign Ministry. His most recent foreign post was a Member of the Panel of Experts, UN Security Council Sanctions Committee at the United Nations headquarter. His foreign posts also include Washington D.C., New York, Beijing and Baghdad. Munseob Lee is an economist who concentrates his research efforts on macroeconomics, growth and development, firm dynamics, and Korea. He has investigated the factors that determine the growth of firms, with a particular focus on how government purchases can promote long-term growth of small businesses. Additionally, he examined the disproportionate effect of inflation, revealing that low-income households and black families are the most affected by rising prices in the United States. Lee, who is an Associate Director in GPS's Korea-Pacific Program, teaches courses including Fiscal and Monetary Policy, Macroeconomics of Development and The Korean Economy. In 2019, General Curtis “Mike” Scaparrotti completed a distinguished 41-year career in the U.S. Army as the Commander, U.S. European Command and Supreme Allied Commander Europe, NATO. Prior to that he served as the Commander of U.S. Forces Korea / United Nations Command / Combined Forces Command in Seoul from 2013 to 2016. Other prominent postings in his highly-decorated career include Director of the Joint Staff, Commander of the International Security Assistance Force, the Deputy Commander of U.S. Forces – Afghanistan, the Commanding General of I Corps and Joint Base Lewis-McChord, and the Commanding General of the 82nd Airborne Division. Additionally, over the years, General Scaparrotti served in key leadership positions at the tactical, operational, and strategic level. He has commanded forces during Operations Iraqi Freedom, Enduring Freedom (Afghanistan), Support Hope (Zaire/Rwanda), Joint Endeavor (Bosnia-Herzegovina), and Assured Response (Liberia). General Scaparrotti holds a Master's degree in Administrative Education from the University of South Carolina. In addition to his work with The Cohen Group, General Scaparrotti sits on the boards iof the Atlantic Council and Patriot Foundation, and is a Senior Fellow at the National Defense University. Yoo Myung-hee served at the Ministries of Trade, Industry and Energy and Foreign Affairs and Trade of the Republic of Korea for nearly three decades before becoming Korea's first female trade minister (2019-2021). In a variety of roles she designed and implemented Korea's trade policy and negotiation strategies and led numerous bilateral and multilateral trade negotiations as Korea's chief negotiator, including the Regional Comprehensive Economic Partnership Agreement (RCEP) and Korea's free trade agreements with the United States and ASEAN. As trade minister, she contributed to international initiatives to ensure supply chain resilience and to address digital trade policy. She received her BA and MPA from Seoul National University and JD from Vanderbilt University Law School and currently teaches at the Graduate School of International Studies of Seoul National University. For more information, please visit the link below: https://www.koreasociety.org/policy-and-corporate-programs/item/1745-the-u-s-republic-of-korea-alliance-at-70-legacy-and-future

Angel Scale Biotech: Learn More   Growing new cartilage in your knees is a dream about to become reality. Listen to Ben Holmes, PhD, co-founder of Nanochon, to learn about his promising technology. Shoutout to Richard Meiklejohn of M2D2 for the introduction.    Sponsored by Purdue University entrepreneurship and Peter Fasse, patent attorney at Fish and Richardson.   Highlights: Sal Daher Introduces Ben Holmes What Problem Nanochon is Solving "... That's really what we're looking to do, is offer a solution that can be a much easier, much more cost-effective solution for providers, but also something that can really provide much better short and long-term outcomes for patients, and, ultimately, make the knee replacement obsolete..." The Solution: What it is, and How it Works "... We're seeing much better repair, and we're doing it with something that's an easy-to-use, off-the-shelf product..." What is I-Corps? Future Funding Plans Names and Numbers Ben's Entrepreneurial Journey Advice to the Audience   Topics: biotech, discovering entrepreneurship, founding story

CSM Shawn Carns, the I Corps senior enlisted leader joins the NCO Journal Podcast to discuss the essential traits and abilities to be an effective and respected leader in his new article, "Be Yourself."

As the European Union as well as member states create swiftly changing policies affecting clean energy initiatives, their energy decisions show significant variability. Recent events emphasize both the need for and the challenges to establishing a unified approach to securing supply for EU states and for improving energy independence within the EU. As emerging technology revolutionizes energy markets, it has never been more important for European countries to synchronize their standards on protecting critical energy infrastructure, including electric grids, Smart Grids, gas pipeline sensors and wind and solar technologies. This symposium will showcase cutting-edge research on where the European Union is headed on energy security and what the U.S. and the EU can learn from each other. -- Lieutenant Colonel Frank J. Kuzminski is a U.S. Army officer and strategist and Ph.D. Candidate, Jackson School of International Studies. He was commissioned as an infantry officer in 2004 and served in multiple operational assignments around the world. In 2014, Frank was assigned to the Army Staff at the Pentagon, and later as a strategic plans officer with I Corps at Joint Base Lewis-McChord, WA. He is currently a doctoral candidate in international studies at the University of Washington. He holds a Master's in Public Administration from Harvard University and Bachelor of Science from the United States Military Academy. He is married with two children and speaks Polish and French.

AMSC's Mr. David Howey meets with Command Sgt. Maj. Shawn Carns, I Corps command sergeant major at Joint Base Lewis-McChord, WA, to discuss his motivation to join the Army, his career progression, and other topics to include building and cultivating relationships, delegation, the role of Army Civilians, and more. Learn more about I Corps at: https://www.army.mil/icorps For questions, suggestions, or feedback, write us at usarmy.leavenworth.tradoc.mbx.armyu-amsc-podcast@army.mil To learn more about the Army Management Staff College, visit our website at https://armyuniversity.edu/amsc No DoD or U.S. ARMY ENDORSEMENT IMPLIED. Any references to commercially available products or works are used for research and educational purposes only. Mention of any specific commercial products, process, or service by trade name, trademark, manufacturer, or otherwise does not necessarily constitute or imply its endorsement, recommendation, or favoring by the US Army, Department of Defense, or the United States Government. The views and opinions of the authors expressed herein do not state or reflect those of the United States Government and shall not be used for advertising or product endorsement purposes. The mention of companies by name is solely for the purpose of representing educational framework and should not be implied as endorsement.

Today I talked to Robin Bartlett about his new book Vietnam Combat: Firefights and Writing History (Casemate, 2023). The year 1968 was arguably the most significant year of the war. It was the height of the American involvement, and because officer casualties had been so great after the Tet Offensive of January 1968, all prior officer assignments were canceled. 1st Lieutenant Robin Bartlett, originally on orders to the 101st Airborne Division, suddenly found himself at the "repo-depo" in Bien Hoa reassigned to the 1st Cavalry Division (Airmobile). The unit had more helicopter support than any other unit in Vietnam. The soldiers carried lighter packs, more ammo and water because of the availability of rapid helicopter resupply. Immediate support from artillery, helicopter gunships and ARA (aerial rocket artillery) was only minutes away to support a firefight. Wounded troops could be medevaced even in dense jungle using "jungle penetrators." It also meant that Bartlett's platoon could deploy through helicopter combat assaults into hot LZs (landing zones) at a moment's notice if an enemy force had been spotted. And they did. It was with extreme anxiety that Bartlett made his way to join his battalion and company - it was the worst of times to be a platoon leader in Vietnam, let alone a grunt serving in a combat unit. Bartlett also had to cope with personal issues of commitment to a war that was rapidly losing support not only back home but among the soldiers he was leading through the jungles of I Corps on "search and destroy" missions. Fifty years later, Bartlett's vivid combat experiences are brought to light in a fast-moving, well-written, first-person narrative expressing the horror, fear, anguish, and sometimes illogical humor of that war. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Today I talked to Robin Bartlett about his new book Vietnam Combat: Firefights and Writing History (Casemate, 2023). The year 1968 was arguably the most significant year of the war. It was the height of the American involvement, and because officer casualties had been so great after the Tet Offensive of January 1968, all prior officer assignments were canceled. 1st Lieutenant Robin Bartlett, originally on orders to the 101st Airborne Division, suddenly found himself at the "repo-depo" in Bien Hoa reassigned to the 1st Cavalry Division (Airmobile). The unit had more helicopter support than any other unit in Vietnam. The soldiers carried lighter packs, more ammo and water because of the availability of rapid helicopter resupply. Immediate support from artillery, helicopter gunships and ARA (aerial rocket artillery) was only minutes away to support a firefight. Wounded troops could be medevaced even in dense jungle using "jungle penetrators." It also meant that Bartlett's platoon could deploy through helicopter combat assaults into hot LZs (landing zones) at a moment's notice if an enemy force had been spotted. And they did. It was with extreme anxiety that Bartlett made his way to join his battalion and company - it was the worst of times to be a platoon leader in Vietnam, let alone a grunt serving in a combat unit. Bartlett also had to cope with personal issues of commitment to a war that was rapidly losing support not only back home but among the soldiers he was leading through the jungles of I Corps on "search and destroy" missions. Fifty years later, Bartlett's vivid combat experiences are brought to light in a fast-moving, well-written, first-person narrative expressing the horror, fear, anguish, and sometimes illogical humor of that war. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/history

Today I talked to Robin Bartlett about his new book Vietnam Combat: Firefights and Writing History (Casemate, 2023). The year 1968 was arguably the most significant year of the war. It was the height of the American involvement, and because officer casualties had been so great after the Tet Offensive of January 1968, all prior officer assignments were canceled. 1st Lieutenant Robin Bartlett, originally on orders to the 101st Airborne Division, suddenly found himself at the "repo-depo" in Bien Hoa reassigned to the 1st Cavalry Division (Airmobile). The unit had more helicopter support than any other unit in Vietnam. The soldiers carried lighter packs, more ammo and water because of the availability of rapid helicopter resupply. Immediate support from artillery, helicopter gunships and ARA (aerial rocket artillery) was only minutes away to support a firefight. Wounded troops could be medevaced even in dense jungle using "jungle penetrators." It also meant that Bartlett's platoon could deploy through helicopter combat assaults into hot LZs (landing zones) at a moment's notice if an enemy force had been spotted. And they did. It was with extreme anxiety that Bartlett made his way to join his battalion and company - it was the worst of times to be a platoon leader in Vietnam, let alone a grunt serving in a combat unit. Bartlett also had to cope with personal issues of commitment to a war that was rapidly losing support not only back home but among the soldiers he was leading through the jungles of I Corps on "search and destroy" missions. Fifty years later, Bartlett's vivid combat experiences are brought to light in a fast-moving, well-written, first-person narrative expressing the horror, fear, anguish, and sometimes illogical humor of that war. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/military-history

Today I talked to Robin Bartlett about his new book Vietnam Combat: Firefights and Writing History (Casemate, 2023). The year 1968 was arguably the most significant year of the war. It was the height of the American involvement, and because officer casualties had been so great after the Tet Offensive of January 1968, all prior officer assignments were canceled. 1st Lieutenant Robin Bartlett, originally on orders to the 101st Airborne Division, suddenly found himself at the "repo-depo" in Bien Hoa reassigned to the 1st Cavalry Division (Airmobile). The unit had more helicopter support than any other unit in Vietnam. The soldiers carried lighter packs, more ammo and water because of the availability of rapid helicopter resupply. Immediate support from artillery, helicopter gunships and ARA (aerial rocket artillery) was only minutes away to support a firefight. Wounded troops could be medevaced even in dense jungle using "jungle penetrators." It also meant that Bartlett's platoon could deploy through helicopter combat assaults into hot LZs (landing zones) at a moment's notice if an enemy force had been spotted. And they did. It was with extreme anxiety that Bartlett made his way to join his battalion and company - it was the worst of times to be a platoon leader in Vietnam, let alone a grunt serving in a combat unit. Bartlett also had to cope with personal issues of commitment to a war that was rapidly losing support not only back home but among the soldiers he was leading through the jungles of I Corps on "search and destroy" missions. Fifty years later, Bartlett's vivid combat experiences are brought to light in a fast-moving, well-written, first-person narrative expressing the horror, fear, anguish, and sometimes illogical humor of that war. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/american-studies

US Army I Corps gets certified as a Joint Task Force in exercise Talisman Saber. Available in high definition.

General Robert Brown (USA-Ret.) is an experienced commander who has led at every level, from platoon through Army Service Component Command. Serving as Commanding General of U.S. Army Pacific, General Brown led the Army’s largest service component command responsible for 106,000 Soldiers across the Indo-Pacific Region before his September 2019 retirement. General Brown is a 1981 graduate of the U.S. Military Academy at West Point, New York, where he was commissioned as an Infantry Second Lieutenant. His assignments took him across the globe including deployments in support of Operation Uphold Democracy in Haiti, Operation Joint Forge in Bosnia-Herzegovina, and two combat deployments in support of Operation Iraqi Freedom. Before U.S. Army Pacific, he commanded the U.S. Army Combined Arms Center at Fort Leavenworth, Kansas; I Corps and Joint Base Lewis-McChord, Washington; and the U.S. Army Maneuver Center of Excellence and Fort Benning, Georgia. He also served as Chief of Staff for U.S. Army Europe; Deputy Commanding General for the 25th Infantry Division; Commander, 1st Brigade (Stryker) 25th Infantry Division; Commander, 2nd Battalion 5th Cavalry, 1st Cavalry Division; the Joint Staff, J-8; Army Staff, Strategy and War Plans Division G3/5/7 in the Pentagon; Aide-de-Camp, Vice Chief of Staff, U.S. Army; Executive Officer to Commander, U.S. Indo-Pacific Command; Assistant Professor and Deputy Director, Center for Enhanced Performance, West Point; and Infantry Assignment Officer, Human Resources Command. General Brown holds a Bachelor of Science from the United States Military Academy, a Master of Education from the University of Virginia, and a Master of Science in National Security and Strategic Studies (Distinguished Graduate) from the National Defense University. General Brown retired after more than 38 years of service. He was a Distinguished Senior Fellow at the Association of the United States Army (AUSA) before becoming President and CEO in October 2021. In today’s podcast, General Brown discusses how the Army can reach the next generation of Americans, the creation of Multi-Domain Task Forces, challenges in the Pacific AOR, and the importance of the Human Dimension. The following bullet points highlight key insights from our discussion: AUSA, like many other thought-leading organizations, has found itself needing to adjust to changing demographicsand has focused its outreach on connecting the Army with the community. Army bases have become heavily fortified in the post-9/11 environment, making it more difficult to reach that next generation of potential recruits. With “community connectors” and “community partners,” AUSA has the opportunity to tell the Army story and make those critical links. The Chinese Communist Party (CCP) is more aggressive nowthan in the last several decades. Relying on his experience as the Commanding General of U.S. Army Pacific (USARPAC), GEN Brown believes the combination of an aggressive and over-confident CCP could be dangerous and potentially lead to accidental conflict. In the Indo-Pacific, it will be a Joint fight andevery domain matters. China’s Anti-Access/Area Denial (A2/AD) is powerful and can repel U.S. Forces at significant distance. To combat thi

we're honestly taken aback by this one… truly in awe… Nakia Melecio is truly a leader, uniquely juxtaposing his skills to help researchers commercialize in the sciences. Melecio received his B.A in Cognitive Science & a Master's in education/teaching, learning & educational technology from Ashford University before receiving his Ph.D. from The University of Arizona Global Campus. Melecio is currently a senior research faculty member at Georgia Institute of Technology, an adjunct faculty professor at Morehouse School of Medicine, energy I-Corps instructor, & more. he volunteers as an inclusive tech entrepreneurship program (ITEP) mentor at Georgia Tech, ad-hoc proposal reviewer at the National Science Foundation, & mentor defense innovation accelerator at National Security Innovation Network. he has swathes of experience that we are so lucky to be able to delve into during this episode!!!

Of the 58,281 names on the wall, two-thirds of them died in 1967, ‘68, and ‘69. Robin Bartlett landed in I Corps right smack in the middle of that period. His training sergeant at Camp Evans said to him, “your life expectancy is less than 90 days.” In this episode, Robin talks about the realities behind that prediction, how he defied it, and the book he wrote about his Vietnam War experience. 

Be sure to visit the Irregular Warfare Initiative's new website, www.irregularwarfare.org, to see all of the new articles, podcast episodes, and other content the IWI team is producing! As the character of warfare changes, emerging technologies are influencing the direction—and the magnitude—of that change. But what can past technological revolutions teach us as we prepare for the new challenges combat leaders will face on the modern battlefield? In what specific ways will new technologies, from artificial intelligence to advanced cyber capabilities, affect militaries’ ability to mass combat power? And at the strategic and policy levels, what must leaders do to prepare forces for future, large-scale combat operations? Ben Jebb and Adam Darnley-Stuart are joined on this episode by two guests who help explore these important questions. Lieutenant General Xavier T. Brunson is the commanding general of the US Army’s I Corps who has led US soldiers in multiple theaters around the globe. And Mick Ryan is a retired Australian Army major general who commanded soldiers at the platoon, regiment, task force, and brigade levels and is the author of the book War Transformed: The Future of Twenty-First Century Great Power Competition and Conflict. Intro music: "Unsilenced" by Ketsa Outro music: "Launch" by Ketsa CC BY-NC-ND 4.0

LTG Xavier T. Brunson and CSM Shawn F. Carns, command team for U.S. Army's I Corps, connects with SMA Tilley for a conversation that will inspire from start to finish. In this episode, the command team covers initiatives, their leadership philosophy, mission focus and an effort to make Joint Base Lewis-McChord an assignment of choice for Servicemembers and their Families. The energy, synergy and commitment to their installation leaves no doubt of the priorities for America's First Corps. --- Send in a voice message: https://anchor.fm/yournextmission/message

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, US Army LTC Brian Burbank discusses the Ghost Team's immersive information operations training capability at the National Training Center at Fort Irwin, California. The Ghost Team challenges brigade-sized units with multi-domain dynamics so that we can win the first battle of the next war. Research Question: Brian Burbank observes that everyone is talking about Artificial Intelligence and how it's going to change modern warfare.  The real question is how, and how do we make it useful to help a Commander win? Lots of value to automate the science of Leadership, so Commanders can apply the Art to enhance our information dominance (Our OODA loop is faster than our adversaries).  But if it doesn't help Commanders win, then it won't be of value. Resources: Cognitive Crucible Podcast Episodes Mentioned #129 Eliot Jardines on Open Source Intelligence Army FM 3-0 OPERATIONS Sooner Than We Think: Command Post Survivability and Future Threats with COL John Antal (USA, Ret.) Stratagem: Deception and Surprise in War by Barton Whaley Alchemy: The Dark Art and Curious Science of Creating Magic in Brands, Business, and Life by Rory Sutherland Link to full show notes and resources https://information-professionals.org/episode/cognitive-crucible-episode-131 Guest Bio: LTC Brian Burbank is a lifelong Maniac (born and raised in Maine) and enlisted in the United States Army Reserves in September 1998.  He served in the 94th Military Police Company until 2003 and deployed to Bosnia in 2000-2001.  He also briefly served in the Maine Army National Guard prior to commissioning.  LTC Burbank commissioned from the University of Maine Army ROTC program in 2003 and was branched Aviation and became a qualified UH-60 pilot.  He mostly flew a desk, despite a deployment to Afghanistan (2006-2007) and to Iraq (2008-2009), which led him to transfer into Information Operations (Functional Area 30) in 2013. As an Information Operations Officer, LTC Burbank served on the I Corps staff, participating in exercises in Thailand, Japan, and Australia, and numerous CONUS locations.  In 2016, LTC Burbank was assigned to 1st Information Operations Battalion, 1st Information Operations Command at Fort Belvoir, VA where he served as a Field Support Team Leader during a deployment in support of a JTF in Afghanistan (2017), Battalion Executive Officer, Force Management Officer, and Social Media Detachment Chief.  He then was assigned to III Corps and immediately deployed to Combined Joint Task Force – Operation Inherent Resolve in Kuwait (2020-2021).   LTC Burbank is currently assigned as the Ghost Team Chief within the Operations group at the National Training Center at Fort Irwin, California.  Ghost Team is comprised of key enablers to support Information Advantage, specifically Civil Affairs, Cyber Electromagnetic Activities, Public Affairs, Psychological Operations, and Space Operations.  Ghost Team is responsible for simultaneously coaching rotational training units and adjusting the scenario to provide a controlled, realistic, and contested training operational environment for the Army.  Ghost Team derives its heritage from the World War Two famed unit, the 23rd Headquarters, Special Troops, better known as “Patton's Ghost Army”. LTC Brian Burbank has been married to the lovely Olivia Burbank for almost 20 years and they share two children, Abby (16) and Evan (12).  They collectively enjoy shenanigans wherever they go.  Brian enjoys working on his 1969 Volkswagen Beetle (Herbie), brewing beer, gardening, terrorizing children and the neighborhood in his inflatable T-Rex costume, and most recently, dabbling with his wood pellet smoker. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

In 1962, while on a year-long break from college, Barry Broman was first shot at in South Vietnam while working as a photographer for the Associated Press. Seven years later, he arrived in I Corps, the northernmost part of South Vietnam, as a Marine infantry officer in Company H, 2nd Battalion, 5th Marine Regiment (H/2/5), which was operating in an area known as the Arizona Territory. Not far from the Ho Chi Minh Trail, the Arizona Territory was a vast expanse of villages patently hostile to the Marines of H/2/5 and the South Vietnamese government.

Join us for a conversation with Lt. Gen. Xavier Brunson, I Corps Commanding General, and Command Sgt. Maj. Shawn Carns, I Corps Command Sergeant Major. We chat with them about the I Corps mission, the Indo-Pacific region, and the importance of engaged leadership and trust.

Episode 2325 of the Vietnam Veteran News Podcast will feature a chapter from your podcaster's book Vietnam Veteran Memoirs about combat flying in I Corp with the 101st. To this day, I consider it a privilege to have been able … Continue reading → The post Episode 2325 – Combat flying in I Corps with the 101st appeared first on .

The world of funding can be a bit intimidating. Where do you start? How do you increase your chances of receiving an award? The truth is, the process is highly specific. But if you take the time to really understand your proposal and what you're hoping to prove, you've already got a leg up. Christine E.B. Howard has spent her entire career in the funding space - and when she says you need to do A, B, or C, you can bet you're getting the right advice at the right time. On this week's show, Christine helps dispel some of the myths around writing and submitting proposals while also providing strategic insights on how small startups can increase their chances with securing funds. Funding is definitely a hurdle every company will have to clear. But this episode is sure to give you the training you need to sail over that bar and increase your chances at winning an award and moving your startup into the next phase toward success. Here are the show highlights: Small Business Innovation Research (SBIR) grants and innovation (3:20) Why writing for clarity is key when submitting funding proposals (5:13) This is why you need a rock solid R&D methodology (15:09) You're going to want to work out your customer discovery and value prop (16:09) Is funding customer discovery a “chicken or the egg” phenomenon? (18:02) What grant writers should (and should not) do (21:07) Guest Bio Christine E.B. Howard is the Founder and CEO of E.B. Howard Consulting, specializing in non-dilutive SBIR (Small Business Innovation Research) funding that helps develop, fund, and implement innovative STEM-based solutions. Christine is a mentor at the National Science Foundation's I-Corps and has served as president and on the board of directors for the National Association of Women's Business Owners. If you'd like to reach out to Christine, or want more information about E.B. Howard Consulting's platforms or their grant writing services, you can find her and additional information on EBHoward.com.

Join us for a conversation about Holistic Health and Fitness - a first-of-its-kind Army enterprise human performance system designed to change the culture of Health and fitness across the Army. COL Marcus Hurd, I Corps Deputy Surgeon, joins us to talk about I Corps' implementation of H2F and how the program aims to improve Soldier and unit readiness. More about H2F Watch the video of this interview on our YouTube Channel: FORSCOM Frontline on YouTube

Dr. BJ Johnson is CEO and co-founder of ClearFlame Engine Technologies, a growing startup dedicated to developing clean engine technology for heavy-duty truck, off-highway, and industrial applications. Together with co-founder Dr. Julie Blumreiter, BJ founded ClearFlame to develop solutions that increase the performance of and reduce emissions from internal combustion engines using decarbonized fuel, such as ethanol. BJ was the lead inventor on a patent filed by Stanford University for this work, which now forms the center of ClearFlame's intellectual property. BJ's passion and leadership for this work have helped him to secure investors and strategic partners, including the support of multiple industry manufacturers, agencies like the Department of Energy, the Department of Agriculture, the National Science Foundation, and world-class accelerators like StartX, I-Corps, Ameren Accelerator, and WERCBench Labs. In 2021, BJ was named one of the Grist 50—an annual list of emerging leaders from across the US working on fresh, real-world solutions to our world's biggest challenges—and competed in TechCrunch Startup Battlefield and SXSW Pitch. BJ earned his BS, MS, and Ph.D. in mechanical engineering from Stanford University. https://www.clearflameengines.com/ https://nexuspmg.com/

Remote Collaboration, Tech Efficiency, and Career Journeys.In this episode of The Outspoken Podcast, host Shana Cosgrove talks to Lauren Lockwood, Founder & Principal, Bloom Works LLC, and Emily Wright-Moore, Principal at Bloom Works LLC. Lauren and Emily give their insight on the very real effects of outdated vital government services and what can be done to mitigate those effects. They also discuss their very different paths that led them to starting Bloom and why following their passion has been so powerful. Lauren and Emily also reveal their favorite projects with Bloom and how those projects reflect Bloom's mission. Finally, we hear what they wanted to be when they grew up, combating ageism and sexism within tech, and their advice to their younger selves! QUOTES “One of my favorite moments in a meeting was early on, working with the state. Me, Emily, and this other woman show up for our first meeting with their team to redesign some of their systems. The people from this agency walk in and the Commissioner is a woman, her deputy is a woman... they sit down with us, and they were so relieved that we weren't just a team of dudes walking into the room.” - Lauren Lockwood [50:10] “I feel like we default to this specialist mindset. And I think being a generalist is pretty, pretty great. I like knowing a lot of things and I like pulling in a lot of past jobs and past skills. So I feel like I would just stop worrying about that. Like, it's fine” - Emily Wright-Moore [52:33] “Switching careers is not a failure, I don't think. I think it is like you learned a lot and it was good for that time, but not necessarily forever. Think of this time as an exploratory time, rather than a first step on a journey.” - Lauren Lockwood [53:14]   TIMESTAMPS  [00:04] Intro [01:43] Meet Lauren Lockwood and Emily Wright-Moore [02:11] How Lauren and Emily met [03:04] What is Digital Transformation? [04:57] The Cost of Inefficiencies in Vital Services [05:26] Updating Outdated Technology [08:28] What is Bloom Works? [10:04] Bloom's Tech Stack [11:30] Bloom's Ideal Sample Size of Users [12:51] User Groups [15:45] Lauren's Favorite Bloom Projects [18:30] Emily's Favorite Bloom Projects [19:57] Sharing Bloom's Work with the World [21:00] Starting Bloom Works [21:58] Lauren's Experience after Harvard [26:14] Lauren's Unique Career Path [29:09] Lauren's Work with the Mayor of Boston [30:53] Redesigning Boston.gov [31:30] What Lauren Wanted to be as a Kid [33:31] What Emily Wanted to be as a Kid [36:39] Emily's Experience at Parsons School of Design [39:46] Correcting Misperceptions in the Industry [41:35] What is United States Digital Service [43:56] Emily's Journey after her Tour [44:27] Lauren's Work Background [46:31] Combating Ageism within Tech [50:04] Sexism in Tech [52:17] Advice to their Younger Selves [54:01] Lauren's Book Club [54:37] Final Thoughts [57:44] Outro   RESOURCES https://www.va.gov/ (US Department of Veterans Affairs) https://www.cnbc.com/2020/07/09/coronavirus-unemployment-benefits-claims-are-the-worst-in-history.html (Issues with Unemployment during COVID) https://www.microsoft.com/en-us/microsoft-365/outlook/email-and-calendar-software-microsoft-outlook (Microsoft Outlook) https://maps.google.com/ (Google Maps) https://reactjs.org/ (React) https://dotnet.microsoft.com/ (Microsoft .net) https://www.microfocus.com/en-us/what-is/cobol (COBOL) https://www.figma.com/ (Figma) https://www.nsf.gov/news/special_reports/i-corps/ (I-Corps) https://usds.gov/ (United States Digital Service) https://www.thinkof-us.org/ (Think Of Us) https://www.thinkof-us.org/about/who-we-are/ceo (Sixto Cancel) https://www.hbs.edu/ (Harvard Business School) https://www.morganstanley.com/ (Morgan Stanley) https://www.boston.gov/departments/mayors-office/martin-j-walsh (Marty Walsh) https://www.python.org/ (Python) https://www.defense.gov/ (US Department of Defense)...

Come listen to Bhavana Mohranaj tell us about the early stages of life science company formation out of universities. Bhavana did her PhD at the University of Pennsylvania and had experiences as a co-founder and at a medical device start-up before her current role as an Associate Director at the Penn Center for Innovation Ventures. Bhavana helps Penn students, faculty and staff develop a commercial strategy and launch their ventures regardless of their previous levels of entrepreneurship experience. Learn more about the resources to support entrepreneurs and new ventures here at Penn: PCI Ventures: https://pci.upenn.edu/entrepreneurs/pci-ventures/ I Corps program: https://pci.upenn.edu/entrepreneurs/i-corps/ Penn entrepreneurial ecosystem resources: https://pci.upenn.edu/entrepreneurs/resources-and-funding/ Science to Suits is produced by the Penn Biotech Group at the University of Pennsylvania, a graduate student organization supporting students in exploring the life science industry (https://pennbiotechgroup.org/) . We would love to hear from you about the podcast - connect with us at pennsciencetosuits@gmail.com.

In this episode, we talk with FORSCOM's NCO and Soldier of the year as they get ready to head to the Army's Best Warrior Competition. Sgt. Hunter Wilson (representing III Corps) and Spc. James Maynes (representing I Corps) talk to us about preparing for the Army-level competition; how their units are helping them get ready; and what it means to represent FORSCOM.

The University of Akron's I-Corps program has helped launch a number of successful tech startups, turning big ideas into big profits through mentoring, focused market research, and award-winning business development support. Find out how, with University of Akron Foundation Director, Elyse Ball.

The University of Akron's I-Corps program has helped launch a number of successful tech startups, turning big ideas into big profits through mentoring, focused market research, and award-winning business development support. Find out how, with University of Akron Foundation Director, Elyse Ball.

Gen. Homma has decided to hit the Allied line in two sections. Which means, in Gen. Parker's I Corps, on the eastern side of the Bataan Peninsula, Gen. Clifford Bluemel's Sector C will get all of Gen. Nara's attention. And Bluemel discovers a massive hole in his line just before the attack. The battle of Trail 2 gets underway. Learn more about your ad choices. Visit podcastchoices.com/adchoices

3PL Systems is excited to share a fascinating story of two cousins from Kenya that came to the U.S. to found Cloudsyte, a supply chain collaboration tool. Kennedy Muteti and Dickson Wambua. The idea to start a collaboration tool started after Kennedy worked in manufacturing, where data for builds is held in email silos. The two interviewed 120 customers using the I-Corps program from The National Science Foundation. In that discovery phase, the two built a SaaS platform to more efficiently manufacture products by improving the entire lifecycle of building a new product. 3PL Systems Team

This week Sarah & Nicole interview Sarah's mentor Mai Lee Eskelund. As a Lieutenant Colonel in the Army she shares her career advancement and the benefits & challenges she's experienced in her many years of service. Topics also discussed are: Benefits of ROTC program Experiences with mentorship and defining mentorship for yourself Challenges as a young leaders Being your authentic self See-something-say-something Developing yourself as a young leaderDisagreeing with a leader vs. toxic leadershipHow do you define success? Finding a balance in work & life Aspects of a mentorship relationship Organic vs. formal based mentorship About Mai Lee Eskelund: Lieutenant Colonel Mai Lee Eskelund is the Deputy Director of Task Force Strategic Officer Recruiting Detachment (SORD) and the Chief of the Houston location. She graduated from the University of Illinois of Chicago (UIC) with a BA in Psychology and commissioned through ROTC in 2003 as a branch detailed Signal Officer. After completing the Signal Transition Course, LTC Eskelund was assigned to I CORPS at Joint Base Lewis McChord (JBLM), Washington. She was responsible for the only Signal Platoon in I CORPS, G6. In 2006, Mai Lee was assigned as the S6 and deployed with 22nd MP Battalion, which was quickly followed by 2008 deployment serving as the AS3 and Bravo Company Commander of 51st Signal Battalion. After graduating the Command and General Staff College, LTC Eskelund deployed to Bagram, Afghanistan as a Signal Executive Officer of the 25th Signal Battalion. In 2015, Mai Lee served as the Regimental S6 with 3d Cavalry Regiment in TB Gamberi and Fort Hood, TX. In 2017, LTC Eskelund served as the Assistant Professor of Military Science and the Executive Officer for Stephen F. Austin State University Military Science Program. She helped commission over 25 new second lieutenants for the Total Army.An ROTC alumnus, LTC Eskelund fully understands the USACC mission and is well equipped to support recruiting and outreach efforts required to engage the Houston community. LTC Eskelund’s award are affiliated with her accomplishments. She is a world traveler, who claims Texas as her home. Mai Lee is pursuing a second Master’s Degree in Counseling for her career after of the Army. You can reach us at:Website: https://earfulofleadership.buzzsprout.com/IG: https://www.instagram.com/earful.of.leadership/Email: earful.of.leadership@gmail.com This podcast was inspired by: Military Mentors, Militarymentors.orgSpecial thank you to your first sponsor: Mai Lee Eskelund Disclaimer: Earful of Leadership is an independent project and is not endorsed by the Department of Defense or any Military component. The views expressed are those of the host and the content of this podcast is not meant to provide any legal or medical advice.

In this episode of OneHaas alumni podcast, we chat with Rhonda Shrader. She is the Executive Director of the Berkeley-Haas Entrepreneurship Program and the National Science Foundation’s I-Corps program for the Bay Area Node. Her previous experiences include founding and being an early stage member of startups in biotech, behavioral health, retail, non-profit, and AI. Rhonda shared her story from Harvard to startups and then eventually to MBA. She also narrated her consulting career in healthcare. Next, we talked about Lean Transfer, the class she teaches at Haas, her role as the Executive Director of the Berkeley-Haas Entrepreneurship Program and the I-Corps program, and how these programs can help startups. Finally, she shared her advice on how to build and work with school or business partners. Episode Quotes: --------------- *On the importance of spending time with the school community* - "It's important. It's not scalable, but people need to know that you care, and that's the way to build a community." "As an entrepreneur, you need skills. You need someone to hold your feet to the fire. You need someone to hold you accountable so that you do not fall victim to confirmation bias. As entrepreneurs, the worst sin we can commit is believing what we want to believe and hearing what we hear." "Don't feel like you have to start a company as a student. This is not the only chance you have for the rest your life. So, learn what you need to learn. And when the problem comes for you to solve it, you'll be ready." "You want to have someone who is obsessed about the problem as you are but has a completely different skillset. Not completely different, but someone who makes up for the skills that you don't have. Those are the best kind of partnerships." Show Links: ----------- * LinkedIn ( https://www.linkedin.com/in/rhondashrader/ ) * Berkeley-Haas Entrepreneurship ( https://entrepreneurship.berkeley.edu/ ) * National Science Foundation’s I-Corps program ( https://www.nsf.gov/news/special_reports/i-corps/ ) Support this podcast at — https://redcircle.com/onehaas/donations

SHOW NOTES KENNY MITTLEIDER FROM KNIGHTS OF THE GUILD, ALIEN NATION: THE NEWCOMERS PODCAST & THE GEEK ROUNDTABLE PODCAST AND SIMON MEDDINGS FROM WAFFLE ON PODCAST DISCUSS ONE OF THE MOST SUCCESSFUL AND LONGEST RUNNING TELEVISION SERIES IN HISTORY.. M*A*S*H TODAY WE COVER SEASON 10 EPISODES 22 "That Darn Kid" 240th Episode Overall Directed by David Ogden Stiers Written by Karen Hall Originally Aired on April 12, 1982 Production Code is 1-G19 SET DURING THE KOREAN WAR IN THE 1950’S PLOT SUMMARY: A peddler wheels his cart into camp. Klinger buys from him a goat to get rich selling milk. B.J. shows interest in a blue vase, but Charles outbids him greatly. Meanwhile, much to his chagrin, Hawkeye is paymaster again. But just as he gets the pay rolling, wounded arrive. Hawkeye tells Klinger to keep an eye on the money while he's in surgery. Unfortunately, Klinger left the money in his office alone with the goat...Hawk and Klinger return to find the money gone. It had been eaten. No way would I-CORPS believe that. Worse yet, he still had a ton of angry, unpaid staff members. Meanwhile, Charles, who hasn't yet been paid, can't afford the vase he wants, however Rizzo agrees to loan him the money, with a small 100% interest attached. HOPE YOU ENJOY IT, KENNY & MEDS FIND US ON THE WEB: MAIN WEBSITE - HTTP://MASH4077PODCAST.COM LISTEN ON STITCHER RADIO - HERE SPOTIFY - HERE TWITTER - @MASH4077PODCAS FACEBOOK FAN PAGE - HTTP://WWW.FACEBOOK.COM/MASH4077PODCAST EMAIL US - MASH4077PODCAST@GMAIL.COM PATREON (DONATION) SUPPORTER - HTTPS://WWW.PATREON.COM/GEEKYFANBOY PODCAST PROMO’S PLAYED DURING THE SHOW THIS WEEK: WAFFLE ON THE GEEK ROUNDTABLE PODCAST © Geekyfanboy Productions

This episode of the Nano Entrepreneurship Network podcast features a conversation between NNCO Director Lisa Friedersdorf and Jessica Winter, co-founder and Chief Scientific Officer of Core Quantum Technologies, and Professor of Chemical and Biomolecular Engineering and Biomedical Engineering at the Ohio State University. Jessica discusses her experiences with NSF’s I-Corps program, the challenges she faced launching her company, and her advice to new entrepreneurs. Contact nen@nnco.nano.gov if you would like to join the conversation! If you would like to learn more about nanotechnology, go to nano.gov or email us at info@nnco.nano.gov. Closed captioning is provided on our YouTube channel. For this episode, go to: https://youtu.be/dE_fw_g-Uno CREDITS Special thanks to:  Jessica WinterOhio State University Music:  Teamwork by Scott Holmes  https://freemusicarchive.org/music/Scott_Holmes/Corporate__Motivational_Music_2/Teamwork_1189https://creativecommons.org/licenses/by-nc/4.0/legalcode Produced by:  Mallory Hinks, Ph.D.  AAAS S&T Policy Fellow at NNCO Any opinions, findings, conclusions, or recommendations expressed in this podcast are those of the guest and do not necessarily reflect the views of the National Nanotechnology Coordination Office or United States Government. Additionally, mention of trade names or commercial products does not constitute endorsement or recommendation by any of the aforementioned parties. Any mention of commercial products, processes, or services cannot be construed as an endorsement o

What do you know about equity, diversity, and inclusion and Tech Transfer? Listen to Lisa and her guest, Marc Sedam, as they discuss this, the future of Tech Transfer, and the role public sector research plays in trying to find a vaccine for COVID-19. This plus much more on this episode of Tech Transfer IP. Marc is the Associate Vice Provost for Innovation and New Ventures and Managing Director of UNH Innovation at the University of New Hampshire. Marc joined UNH in 2010 and has an extensive background in Intellectual Asset Management, licensing, and start-up formation. Besides his position with UNH, Marc founded the Peter T Paul Entrepreneurship Center and served as the Executive Director of the New Hampshire Innovation Research Center. Marc is the principal investigator of UNH’s National Science Foundation I-Corps Site. Listen as Marc shares his journey through the Tech Transfer world and how he got the position at UNH. He speaks about UNH Innovation, what they do, and why UNH is in the top five percent of research institutions in the world. Marc also chats about the way his office is structured, how it differs from other Tech Transfer offices, and what I-Corps is and does. Marc discusses the many new invention disclosures, patents, and licenses UNH gets each year. He describes the unique way UNH bundles their licenses and why they are one of the most prolific licensing organizations in the world. Marc also talks about the role UNH’s corporate partners play, what FLC is, and why AUTM applied for a federal grant. He gives us his insight into equity, diversity, and inclusion and the formal committee that AUTM formed around this issue. Listen as Marc speaks about how much AUTM has evolved over the years and where he sees the future of UNH Innovations.  He also believes that now, during this pause, is the time for university faculty to pull the trigger on new start-ups. Marc is fascinating to listen too, and his experience makes this a conversation you don’t want to miss. In This Episode: [02:30] Marc, welcome to the show! [02:45] Marc shares a little of his Tech Transfer journey and why he took the position at UNH. [05:41] When he got into Tech Transfer, he didn’t even know what it was. [06:27] Marc speaks about UNH Innovation and what it is about. [11:02] March shares that UNH was flexible and allowed him to try new things. [12:08] UNH is in the top five percent of research institutions in the U.S. [13:35] Can you tell us how your office is structured? [16:22] Marc discusses I-Corps and what it does. [20:18] How many new invention disclosures does UNH get each year? Patents?  [22:18] Marc speaks about being the prolific licensing organization in the world. [25:47] They talk about the unique approach of the licensing bundle that UNH has. [28:10] What role do corporate partners play at UNH? [34:04] Marc describes what the FLC is and why AUTM applied for a federal grant. [39:37] How is the FLC working from a logistics perspective? [41:08] Marc speaks about the formal committee that AUTM created around equity, diversity, and inclusion.  [48:39] How has Tech Transfer evolved, and where do you think it is going? [52:18] Marc gives an example of where he thinks UNH is heading. [56:45] Marc shares why he believes now is a splendid time for university faculty to pull the trigger on start-ups. [1:00:50] Marc speaks about being able to collaborate with people all over the world and what he has seen and learned. [1:04:09] The role of public sector research of Universities is to respond to the needs of the community. [1:07:42] Marc shares the evolution and growth of AUTM over time and what it has meant to him. [1:12:29] Thank you so much, Marc, for being on the show! Find Marc: Mark Sedam Email LinkedIn | Twitter

UC Berkeley Center for Entrepreneurship and Technology Venture Lab Manager와 CITRIS Foundry의 Partnership leads 이후, 현재는 The Bay Area NSF I-Corps의 프로그램 디렉터를 맡고 있는 Eugene Noh를 모셨습니다. 제가 UNIST에서 창업교육센터를 할때 네트워킹에 많은 도움을 주기도 했고, 큰 변화를 가져온 배기홍 대표님을 소개 시켜 주신 분이기도 합니다. 아주 흥미로운 패스를 가지고 현재의 자리에 다다르게 된 Eugene 의 이야기를 들어보시죠. 2부에서는 UC Berkeley의 SCET, CITRIS foundry, and I-Corps 프로그램에 대한 이야기를 나누어 봤습니다. 저희 방송에서 두번째로 진행한 영어인터뷰입니다. 앞으로 점점 늘려나가 볼께요.

As an entrepreneur, adviser and angel investor, Dave McCarthy has no shortage of insights. Serving as the Associate Director of Accelerate D.C, he is working to bring the benefits of the I-Corps program to non-university affiliated companies. Most recently, he has launched Potential Energy, D.C a company that serves as an incubator and networking center for clean energy startups in the DC metro region. In this episode, our host and Dave McCarthy dive into topics from entrepreneurship to investing. Dave shares his experience navigating corporate America, starting his own businesses and how he ultimately built the career he now uses to help other businesses. Listen in to learn more about collaborating, branching out and maximizing your effectiveness in your own business. What is Accelerate D.C? How scientist can become entrepreneurs How your company can qualify for angel investing with Potential Energy Investment, business and funding advice from an investor

Today's guest is Shreya Dave, co-founder and CEO of Via Separations.Via Separations has pioneered a new membrane based on graphene oxide for fine liquid filtration in harsh environments, with applications in food and beverage, pharmaceuticals and bulk and specialty chemicals.  They are scaling up and commercializing the material platform for use in industrial separation processes such as food ingredient production and chemical manufacturing. Shreya graduated from MIT with a PhD in Mechanical Engineering. Her PhD research focused on the design and manufacture of graphene oxide membranes for water desalination, including fundamental characterization methods of graphene oxide, membrane synthesis, and economic analysis of the role of membranes in cost constraints of desalination plants. She also holds bachelor’s and master’s degrees from MIT in mechanical engineering and technology & policy.In today’s episode, we cover:Overview and origin story of Via SeparationsDiscussion about industrial processes and their emissions footprintWhy and when sustainability became important to ShreyaHow she came to be doing the PhD research that led to the company formationThe importance of doing customer discovery, and how the I-Corps program helped themComparison between I-Corps and Cyclotron Road / ActivateSimilarities between customer discovery and fundraisingThe key phases of company building so farBusiness modelDiscussion about project finance, and how accessible it is to early stage hard tech companiesDiscussion about project insuranceDiscussion about when and how to engage strategicsDiscussion about where, as a new founder, Shreya turns for help navigating the different phases of growthWhat some of the more impactful things are that could change to accelerate progressRole model companiesAdvice for other PhDs in the lab thinking of following a similar pathLinks to topics discussed in this episode:Shreya Dave: https://www.linkedin.com/in/shdave/Via Separations: https://www.viaseparations.com/Professor Jeffrey Grossman: https://dmse.mit.edu/people/jeffrey-c-grossmanI-Corps: https://www.nsf.gov/news/special_reports/i-corps/Brent Keller: https://www.linkedin.com/in/brent-keller-88430811a/Cyclotron Road: https://www.cyclotronroad.org/The Engine: https://www.engine.xyz/Reid Hoffman: https://en.wikipedia.org/wiki/Reid_HoffmanBlitzscaling book: https://www.blitzscaling.com/Chobani: https://www.chobani.com/You can find me on twitter @jjacobs22 or @mcjpod and email at info@myclimatejourney.co, where I encourage you to share your feedback on episodes and suggestions for future topics or guests.Enjoy the show!

Research and technology create immense value for the world through the results of their hard work. Important innovation and discovery are done in labs around the world, but there is another equally important landscape for businesses and startups who are working in innovative technologies, and that is the connection between people.  Dr. Christie Canaria is a Program Director in the Small Business Innovation Research (or SBIR) Development Center at the National Cancer Institute. She provides programmatic support to small businesses applying to the SBIR and STTR programs and has areas of expertise in biological imaging, biosensors, and nanotechnology.  Dr. Canaria was an AAAS Science and Technology Policy Fellow, and she began science policy work in Washington DC in 2013. Previously, Christie managed an optical microscopy facility at DOE Lawrence Berkeley National Laboratory, as an imaging expert and neurobiologist. She was also a coordinator and imaging expert at the Caltech biological imaging center.  Dr. Canaria earned her Ph.D. in Chemistry from the California Institute of Technology. Prior to that, Dr. Carnaria earned a Bachelor of Science in Chemistry from the University of California, San Diego. What You’ll Hear On This Episode of When Science Speaks [00:41] Mark introduces his guest, Dr. Christie Canaria [03:05] How Dr. Christie came to be Program Director [06:12] Communicating scientific ideas to the public [08:11] The SBIR programs are the engine for innovation [11:12] Dr. Canaria’s programs provide funding in the form of grants and federal contracts to small businesses that have innovative projects with high commercial potential [13:33] How Dr. Canaria and her program choose the companies they work with [17:04] There is a lot of value in the program [19:09] What the future holds for the program [21:32] Dr. Canaria could not have predicted her career path Connect with Dr. Christie Canaria I-Corps at NIH FAQ for I-Corps at NIH LinkedIn for Dr. Christie Canaria AAAS Science & Technology Policy Fellowships (STPF) The engine of innovation Innovation is a major factor in the development of small businesses. That innovation involves risk, however, and not all entrepreneurs and business owners are ready to take put their hard-earned company on the line. Being a startup company is always difficult, and having a business that is trying to innovate with cutting edge technologies is no different.  The SBIR Programs that Dr. Christie Canaria are a part of are what they like to call America’s Seed Fund. They provide early-stage funding for biotech companies, many of whom are startups. Companies like this can be started in a lab and are looking for traction and money to get off the ground. The National Cancer Institute, which is a part of the NIH, funds many of these small businesses that are working on the next generation of technologies in the field of cancer research. The value in connections Part of the process for going through the SBIR program is interviewing 100 people. That can seem like a lot of work, but there is incredible value for companies to gain in going through that process. That process inherently leads to a sharing of ideas that can lead to “aha” moments. Perhaps one the entrepreneurs will end up applying their technology to a different disease than they were initially studying, leading to a breakthrough that would not have otherwise happened. It is a networking process that can be fruitful for the businesses as well as their research. In one example that Dr. Canaria gives in this episode, she worked a team that had interviewed over 160 people during the eight-week program. Their network was naturally expanded through those efforts, and about a year after the program it paid off. Because of the connections made during I-Corps, they were able to connect with another party that became a multi-million dollar strategic partner and investor. Learn more about Dr. Christie Canaria on this week’s episode of When Science Speaks. Connect With Mark and When Science Speaks http://WhenScienceSpeaks.com https://bayerstrategic.com/ On Twitter: https://twitter.com/BayerStrategic On Facebook: https://www.facebook.com/Bayer-Strategic-Consulting-206102993131329 On YouTube: http://bit.ly/BSConTV On LinkedIn: https://www.linkedin.com/in/markdanielbayer/ On Instagram: https://www.instagram.com/bayerstrategic/ On Medium: https://medium.com/@markbayer17 Subscribe to When Science Speaks on Apple Podcasts or Stitcher

Stanley Maloy is a life scientist and the Associate Vice President for Research and Innovation at San Diego State University. He has a passion for entrepreneurship. We often think some people have a gift for being an entrepreneur - coming up with new ideas and bringing them to market. And unfortunately, a lot of would-be entrepreneurs fail. But entrepreneurship can be learned like any other skill. In this epsiode, we discussed the I-Corps program of the NSF and how that is making an impact. Stanley describes: Who is eligible What makes a good candidate What learning entrepreneurship looks like Why it's important to include under-represented groups Opportunities for entrepreneurs other than a startup Mentioned in this episode: The Mom Test  Business Model Canvas   Lean Startup If you want to learn more: https://www.csuperb.org/csuicorps/ I-Corps CSU I-Corps BIO https://www.nsf.gov/news/special_reports/i-ccorps/ Learn more about the podcast and advertising opportunities at sdbn.org/buzz  Subscribe on Apple Podcasts  Subscribe on Stitcher

In this Pacific Newsbreak, Yama Sakura 73 kicks off in Camp Sendai, Japan, and 230 aircraft from the U.S. and Republic of Korea forces gather on the Korean Peninsula for Exercise Vigilant Ace.

Service members keep their humanitarian and disaster relief skills sharp, and soldiers in Nepal practice mass casualty evacuations.

On the last day Congress was in session in 2016, Democrats and Republicans agreed on a bill that increased innovation and research for the country. For me, seeing Congress pass this bill, the American Innovation and Competitiveness Act, was personally satisfying. It made the program I helped start, the National Science Foundation Innovation Corps (I-Corps) a permanent part of the nation’s science ecosystem. I-Corps uses Lean Startup methods to teach scientists how to turn their discoveries into entrepreneurial, job-producing businesses. I-Corps bridges the gap between public support of basic science and private capital funding of new commercial ventures. It’s a model for a government program that’s gotten the balance between public/private partnerships just right. Over 1,000 teams of our nation’s best scientists have been through the program.

I’ve known Edmund Pendleton from the University of Maryland as the Director of the D.C. National Science Foundation (NSF) I-Corps Node (a collaboration among the University of Maryland, Virginia Tech, George Washington, and Johns Hopkins). But it wasn’t until seeing him lead the first I-Corps class at the National Institutes of Health that I realized Edmund could teach my class better than I can.

℠2014 - Training and readiness are the driving forces behind I Corps. Gail McCabe speaks with I Corps Commander LTG Stephen Lanza.

2013- I Corps is focused on becoming the Force of Choice for PACOM. Gail McCabe interviews LTG Robert Brown, I Corps commanding General.

Show Notes Kenny Mittleider from Knights of the Guild, Alien Nation: The Newcomers Podcast & Confessions of a Fanboy Podcast, Simon Meddings from Waffle On Podcast, & Al Kessel from Tales from the Mouse House, Fast Forward & Just Because Podcast discuss one of the most successful and longest running television series in history.. M*A*S*H Today we cover Season 2, Episode #7 - L.I.P 31st Episode Overall Directed by  William Wiard Written by Carl Kleinschmitt, Larry Gelbart, Laurence Marks Production code K406 Original air date October 27, 1973 Set during the Korean War in the 1950’s Plot Summary: Hawkeye is at the movies with his date, Regina, a nurse, but after the movie she brings the date to a swift end with a handshake. Back at the Swamp, he is called to take a look at the sick baby of a US soldier, who reveals he is being shipped home soon and that he and the baby's Korean mother are not officially married, and asks Hawkeye for help in clearing through Army red tape so they can be married. Meanwhile, Hawkeye and Regina embark on another date, finally sharing a kiss. However, a third date is postponed when an officer from I-Corps arrives to interview Hawkeye as a character witness for the soldier's marriage application. Hawkeye and Trapper decide to blackmail the I-Corps officer to ensure a favourable outcome. When Hawkeye is finally free to see Regina and explains the events of the evening, she voices her opposition to interracial marriage, at which point Hawkeye ends their date and leaves. At the end of the episode, the baby's parents are married in a ceremony officiated by Father Mulcahy. Hope you enjoy it, Kenny, Meds & Al Find Us on the Web: Main website - http://MASH4077Podcast.com Twitter - @MASH4077Podcast Facebook Fan Page - http://www.facebook.com/MASH4077Podcast MASH 4077 Podcast Blog - http://www.MASH4077Podcast.blogspot.com MASH 4077 Podcast Merchandise - http://www.zazzle.com/mash4077podcast Email Us - MASH4077Podcast@Gmail.com Podcast promo’s played during the show this week: Alien Nation: The Newcomers Podcast Waffle on Just Because © Geekyfanboy Productions

The Pacific Northwest has many military facilities.  Washington State, specifically, has: Naval Base Kitsap: Holds nuclear submarines, a carrier battle group, and a navy region command centerNaval Station Everett: Holds a carrier battle groupMcChord Air Force Base: Holds a Western Air Defense Sector command centerFairchild Air Force Base: Holds nuclear transport aircraftFort Lewis: Holds the I Corps command center and stryker brigadesHanford Site: Held plutonium production facilities and is now the site of the largest cleanup project in the country For more information, visit: www.globalsecurity.org/military/facility https://www.nbk.navy.mil/index.asp http://www.lewis.army.mil/ http://public.mcchord.amc.af.mil/ http://public.fairchild.amc.af.mil/ http://www.hanford.gov/ Military History Podcast is sponsored by Armchair General Magazine