Podcasts about IBM

CLOSING DAYS OF THE WORLD SERIES OF POKER FOR $10 MILLION FIRST PRIZE IN LAS VEGAS: 4/4: Seven Games: A Human History, by Oliver Roeder. https://www.amazon.com/Seven-Games-History-Oliver-Roeder/dp/1324003774 Checkers, backgammon, chess, and go. Poker, Scrabble, and bridge. These seven games, ancient and modern, fascinate millions of people worldwide. In Seven Games, Oliver Roeder charts their origins and historical importance, the delightful arcana of their rules, and the ways their design makes them pleasing. Roeder introduces thrilling competitors, such as the evangelical minister Marion Tinsley, who across forty years lost only three games of checkers; Shusai, the Master, the last gochampion of imperial Japan, defending tradition against “modern rationalism.” and an IBM engineer who created a backgammon program so capable at self-learning that NASA used it on the space shuttle. He delves into the history and lore of each game: backgammon boards in ancient Egypt, the Indian origins of chess, how certain shells from a particular beach in Japan make the finest white gostones. Beyond the cultural and personal stories, Roeder explores why games, seemingly trivial pastimes, speak so deeply to the human soul. He introduces an early philosopher of games, the aptly named Bernard Suits, and visits an Oxford cosmologist who has perfected a computer that can effectively play bridge, a game as complicated as human language, itself. 1945

CLOSING DAYS OF THE WORLD SERIES OF POKER FOR $10 MILLION FIRST PRIZE IN LAS VEGAS: 1/4: Seven Games: A Human History, by Oliver Roeder. https://www.amazon.com/Seven-Games-History-Oliver-Roeder/dp/1324003774 Checkers, backgammon, chess, and go. Poker, Scrabble, and bridge. These seven games, ancient and modern, fascinate millions of people worldwide. In Seven Games, Oliver Roeder charts their origins and historical importance, the delightful arcana of their rules, and the ways their design makes them pleasing. Roeder introduces thrilling competitors, such as the evangelical minister Marion Tinsley, who across forty years lost only three games of checkers; Shusai, the Master, the last gochampion of imperial Japan, defending tradition against “modern rationalism.” and an IBM engineer who created a backgammon program so capable at self-learning that NASA used it on the space shuttle. He delves into the history and lore of each game: backgammon boards in ancient Egypt, the Indian origins of chess, how certain shells from a particular beach in Japan make the finest white gostones. Beyond the cultural and personal stories, Roeder explores why games, seemingly trivial pastimes, speak so deeply to the human soul. He introduces an early philosopher of games, the aptly named Bernard Suits, and visits an Oxford cosmologist who has perfected a computer that can effectively play bridge, a game as complicated as human language, itself. 1904 KIEL RANCH 

CLOSING DAYS OF THE WORLD SERIES OF POKER FOR $10 MILLION FIRST PRIZE IN LAS VEGAS: 2/4: Seven Games: A Human History, by Oliver Roeder. https://www.amazon.com/Seven-Games-History-Oliver-Roeder/dp/1324003774 Checkers, backgammon, chess, and go. Poker, Scrabble, and bridge. These seven games, ancient and modern, fascinate millions of people worldwide. In Seven Games, Oliver Roeder charts their origins and historical importance, the delightful arcana of their rules, and the ways their design makes them pleasing. Roeder introduces thrilling competitors, such as the evangelical minister Marion Tinsley, who across forty years lost only three games of checkers; Shusai, the Master, the last gochampion of imperial Japan, defending tradition against “modern rationalism.” and an IBM engineer who created a backgammon program so capable at self-learning that NASA used it on the space shuttle. He delves into the history and lore of each game: backgammon boards in ancient Egypt, the Indian origins of chess, how certain shells from a particular beach in Japan make the finest white gostones. Beyond the cultural and personal stories, Roeder explores why games, seemingly trivial pastimes, speak so deeply to the human soul. He introduces an early philosopher of games, the aptly named Bernard Suits, and visits an Oxford cosmologist who has perfected a computer that can effectively play bridge, a game as complicated as human language, itself. 1910 CLARK COUNTY

CLOSING DAYS OF THE WORLD SERIES OF POKER FOR $10 MILLION FIRST PRIZE IN LAS VEGAS: 3/4: Seven Games: A Human History, by Oliver Roeder. https://www.amazon.com/Seven-Games-History-Oliver-Roeder/dp/1324003774 Checkers, backgammon, chess, and go. Poker, Scrabble, and bridge. These seven games, ancient and modern, fascinate millions of people worldwide. In Seven Games, Oliver Roeder charts their origins and historical importance, the delightful arcana of their rules, and the ways their design makes them pleasing. Roeder introduces thrilling competitors, such as the evangelical minister Marion Tinsley, who across forty years lost only three games of checkers; Shusai, the Master, the last gochampion of imperial Japan, defending tradition against “modern rationalism.” and an IBM engineer who created a backgammon program so capable at self-learning that NASA used it on the space shuttle. He delves into the history and lore of each game: backgammon boards in ancient Egypt, the Indian origins of chess, how certain shells from a particular beach in Japan make the finest white gostones. Beyond the cultural and personal stories, Roeder explores why games, seemingly trivial pastimes, speak so deeply to the human soul. He introduces an early philosopher of games, the aptly named Bernard Suits, and visits an Oxford cosmologist who has perfected a computer that can effectively play bridge, a game as complicated as human language, itself. 1940 

AI is racing ahead, but for industries like life sciences, the stakes are higher and the rules more complex. In this episode, recorded just before the July heatwave hit its peak, I spoke with Chris Moore, President of Europe at Veeva Systems, from his impressively climate-controlled garden office. We covered everything from the trajectory of agentic AI to the practicalities of embedding intelligence in highly regulated pharma workflows, and how Veeva is quietly but confidently positioning itself to deliver where others are still making announcements. Chris brings a unique perspective shaped by a career that spans ICI Pharmaceuticals, PwC, IBM, and EY. That journey taught him how often the industry is forced to rebuild the same tech infrastructure again and again until Veeva came along. He shares how Veeva's decision to build a life sciences-specific cloud platform from the ground up has enabled a deeper, more compliant integration of AI. We explored what makes Veeva AI different, from the CRM bot that handles compliant free text to MLR agents that support content review and approval. Chris explains how Veeva's AI agents inherit the context and controls of their applications, making them far more than chat wrappers or automation tools. They are embedded directly into workflows, helping companies stay compliant while reducing friction and saving time. And perhaps more importantly, he makes a strong case for why the EU AI Act isn't a barrier. It's a validation. From auto-summarising regulatory documents to pulling metadata from health authority correspondence, the real-world examples Chris offers show how Veeva AI will reduce repetitive work while ensuring integrity at every step. He also shares how Veeva is preparing for a future where companies may want to bring their LLMs or even run different ones by geography or task. Their flexible, harness-based approach is designed to support exactly that. Looking ahead to the product's first release in December, Chris outlines how Veeva is working hand-in-hand with customers to ensure readiness and reliability from day one. We also touch on the broader mission: using AI not as a shiny add-on, but as a tool to accelerate drug development, reach patients faster, and relieve the pressure on already overstretched specialist teams. Chris closes with a dose of humanity, offering a book and song that both reflect Veeva's mindset, embracing disruption while staying grounded. This one is for anyone curious about how real, applied AI is unfolding inside one of the world's most important sectors, and what it means for the future of medicine.

4/4: The Optimist: Sam Altman, OpenAI, and the Race to Invent the Future  by  Keach Hagey  (Author) 1980 IBM 370/145

AI: WHAT ABOUT IP THEFT? BRANDON WEICKERT, NATIONAL INTEREST. 1965 IBM 360/85 AT THE NSA.

In Part 2 of our conversation with customer service legend Shep Hyken, we dive deeper into what it takes to stay relevant, resilient, and remarkable in a rapidly changing world. From surviving business shakeups like 9/11 and COVID to reinventing his entire speaking career, Shep opens up about how great leaders adapt—not by pivoting away, but by adjusting with purpose. We talk jazz, blues, and business—with riffs on improvisation, empowering frontline employees, and why amazing service is all about consistency. Shep also shares how he launched his own research to stay ahead of customer expectations and built credibility with brands like Disney, Anheuser-Busch, and IBM. Subscribe, leave a review, and join the VIP Community for exclusive content—plus instant access to behind-the-scenes insights from Shep Hyken and other industry legends. Cheers!

On this week's AI/XR Podcast, Charlie Fink and Rony Abovitz welcome Ananya Chadha, founder of Quander.co, a startup building AI-powered marketing agents for businesses of all sizes. Chadha, a Stanford grad with experience at Neuralink and IBM, is betting that distribution—more than product—is the defining challenge for small and large businesses in an age of content overload. Quander's tools scrape social platforms for niche conversations and automate personalized outreach, while also optimizing ad creative based on performance data. The hosts discuss AI's growing role in media and marketing, Meta's $3.5B investment in Luxottica, and the rise of “AI slop” across the internet. They also touch on Nvidia's $4T valuation and XR news from Zoom, Mentra, and Sesame. Thank you to our sponsor, Zappar!Don't forget to like, share, and follow for more! Follow us on all socials @TheAIXRPodcasthttps://linktr.ee/thisweekinxr Hosted on Acast. See acast.com/privacy for more information.

Stuart Pollington was born in the United Kingdom and grew up there. After college he began working and along the way he decided he wanted to travel a bit. He worked in Las Vegas for six months and then had the opportunity to work for a year in Australia. He then ended up doing some work in Asia and fell in love with Thailand. For the past 20 years he has lived in Thailand where he helped start several entrepreneurial endeavors and he began two companies which are quite alive and well.   My discussion with Stuart gave us the opportunity to explore his ideas of leadership and entrepreneurial progress including what makes a good entrepreneur. He says, for example, that anyone who wishes to grow and be successful should be willing to ask many questions and always be willing to learn. Stuart's insights are quite valuable and worth your time. I believe you will find most useful Stuart's thoughts and ideas.     About the Guest:   Stuart Pollington is a seasoned entrepreneur and digital strategist who has spent over two decades building businesses across the ASEAN region. Originally from the UK, Stuart relocated to Thailand more than 20 years ago and has since co-founded and led multiple ventures, including Easson Energy and Smart Digital Group. His experience spans digital marketing, AI, and sustainability, but at the heart of it all is his passion for building ideas from the ground up—and helping others do the same.   Throughout his career, Stuart has worn many hats: Sales Director, CTO, Founder, Digital Marketer and growth consultant. He thrives in that messy, unpredictable space where innovation meets real-world execution, often working closely with new businesses to help them launch, grow, and adapt in challenging environments. From Bangkok boardrooms to late-night brainstorms, he's seen firsthand how persistence and curiosity can turn setbacks into springboards.   Stuart's journey hasn't always been smooth—and that's exactly the point. He's a firm believer that failure is an essential part of the learning process. Whether it's a marketing campaign that flopped or a business idea that never got off the ground, each misstep has helped shape his approach and fueled his drive to keep moving forward. Ways to connect with Stuart:   https://www.linkedin.com/in/stuartpollington/ www.smart-digital.co.th www.smart-traffic.com.au www.evodigital.com.au https://easson.energy     About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Well, hello, everyone. Once again, it is time for an episode of unstoppable mindset. And today we have a guest, Stuart pullington, who is in Thailand, so that is a little bit of a distance away, but be due to the magic of science and technology, we get to have a real, live, immediate conversation without any delay or anything like that, just because science is a beautiful thing. So Stuart is an entrepreneur. He's been very much involved in helping other people. He's formed companies, but he likes to help other entrepreneurs grow and do the same things that he has been doing. So I am really glad that he consented to be on unstoppable mindset. And Stuart, I want to welcome you to unstoppable mindset. And thank you for being here,   Stuart Pollington ** 02:14 Ryan, thank you for the invitation, Michael, I'm looking forward to it.   Michael Hingson ** 02:18 And Stuart is originally from the United Kingdom, and now for the past, what 20 years you've been in Thailand? Yes, over   Stuart Pollington ** 02:27 a bit over 20 years now. So I think I worked out the other day. I'm 47 in a couple of weeks, and I've spent more than half of my life now over in Asia.   Michael Hingson ** 02:39 So why do you like Thailand so much as opposed to being in England?   Stuart Pollington ** 02:46 It's a good question. I mean, don't get me wrong, I do, I do like the UK. And I really, I really like where I came, where I'm from. I'm from the south coast, southeast, a place called Brighton. So, you know, pretty good, popular place in the UK because of where we're situated, by the, you know, on the on the sea, we get a lot of, you know, foreign tourists and students that come over, etc. I mean, Asia. Why? Why Asia? I mean, I originally went traveling. I did six months in America, actually, first in Las Vegas, which was a good experience, and then I did a bit of traveling in America, from the West Coast over to the East Coast. I did a year in Australia, like a working holiday. And then on my way back to the UK, I had a two week stop over in Thailand, and I went down to the beaches, really enjoyed kind of the culture and the way of life here, if you like. And ended up staying for a year the first time. And then after that year, went back to the UK for a little bit and decided that actually, no, I kind of liked the I liked the lifestyle, I liked the people, I liked the culture in Thailand, and decided that was where I wanted to kind of be, and made my way back   Michael Hingson ** 04:13 there you are. Well, I can tell you, Las Vegas isn't anything like it was 20 years ago. It is. It is totally different. It's evolved. It's very expensive today compared to the way it used to be. You can't, for example, go into a hotel and get an inexpensive buffet or anything like that anymore. Drinks at the hum on the on the casino floors are not like they used to be, or any of that. It's it's definitely a much higher profit, higher cost. Kind of a place to go. I've never been that needy to go to Las Vegas and spend a lot of time. I've been there for some meetings, but I've never really spent a lot of time in Las Vegas. It's a fascinating town. Um. One of my favorite barbecue places in New York, opened up a branch in Las Vegas, a place called Virgil's best barbecue in the country. And when they opened the restaurant, the Virgil's restaurant in Las Vegas, my understanding is that the people who opened it for Virgil's had to first spend six months in New York to make sure that they did it exactly the same way. And I'll tell you, the food tastes the same. It's just as good as New York. So that that would draw me to Las Vegas just to go to Virgil's. That's kind of fun. Well, tell us a little about the early Stuart kind of growing up and all that, and what led you to do the kinds of things you do, and so on. But tell us about the early Stuart, if you would.   Stuart Pollington ** 05:47 Yeah, no problem. I mean, was quite sporty, very sporty. When I was younger, used to play a lot of what we call football, which would be soccer over, over your way. So, you know, very big, younger into, like the the team sports and things like that, did well at school, absolutely in the lessons, not so great when it came to kind of exams and things like that. So I, you know, I learned a lot from school, but I don't think especially back then, and I think potentially the same in other countries. I don't think that the the education system was set up to cater for everyone, and obviously that's difficult. I do feel that. I do feel that maybe now people are a bit more aware of how individual, different individuals perform under different circumstances and need different kind of ways to motivate, etc. So, yeah, I mean, I that that was kind of me at school. Did a lot of sport that, you know was good in the lessons, but maybe not so good at the PAM studying, if you like, you know the studying that you need to do for exams where you really have to kind of cram and remember all that knowledge. And I also found with school that it was interesting in the lessons, but I never really felt that there was any kind of, well, we're learning this, but, and this is how you kind of utilize it, or this is the practical use of what we're learning for life, if that, if that makes sense. Yeah. So, you know, like when we were learning, and I was always very good at maths, and I love numbers, and you know, when we were learning things in maths and things like that, I just never felt that it was explained clearly what you would actually use that for. So when you're learning different equations, it wasn't really well explained how you would then utilize that later in life, which I think, for me personally, I think that would have made things more interesting, and would have helped to kind of understand which areas you should focus on. And, you know, maybe more time could have been spent understanding what an individual is good at, and then kind of explaining, well, if you're good at this, or passionate with this, then this is what you could do with it. I think I remember sitting down with our I can't they would have been our advisors at the time, where you sit down and talk about what you want to do after school, and the question was always, what do you want to be? Whereas, you know, for me personally, I think it would have been more useful to understand, what are your passion you know? What are you passionate about? What are you good at? What do you enjoy doing? And then saying, Well, you know, you could actually do this. This is something you could do, you know. So you could take that and you could become, this could be the sort of career you could do, if that makes sense. So anyway, that that was kind of like, like school and everything like that. And then after school, you know, I didn't, I worked for a couple of years. I didn't really know what I wanted to do. Funnily enough, there was actually a Toys R Us opening in Brighton in one of the summers she went and got, I got a summer job there at Toys R Us. And I really enjoyed that. Actually, that was my first step into actually doing a bit of sales. I worked on the computers. So we were, you know, selling the computers to people coming in. And when we opened the store, it's a brand new store. You know, it was just when the pay as you go. Mobile phones were kind of just coming out. We had Vodafone analog, but it was the non contract where you could just buy top up cards when they first came out, and I remember we were the first store, because we were a new store. We were the first store to have those phones for sale. And I remember just being really determined to just try and be the first person to just sell the first ever mobile phone within Toys R Us. And I remember I started in the morning, and I think my lunch was at, say, 12, but I missed my lunch, and I think I was up till about one, one or 2pm until finally I managed to find someone who, who was, who me, had that need or wanted the phone, and so I made that first sale for toys r us in the UK with the mobile phone, and that that, in itself, taught me a lot about, you know, not giving up and kind of pushing through and persevering a bit. So yeah, that that was kind of my, my early part. I was always interested in other cultures, though. I was always interested at school, you know, I do projects on Australia, Egypt and things like that. And, you know, in the UK, when you get to about, I think similar, similar to America, but, you know, in the UK, where you either before or after uni, it's quite usual to do, like, a gap year or do a bit of traveling. And I just kind of never got round to it. And I had friends that went and did a gap year or years working holiday in Australia, and I remember when they came back, and I was like, Yeah, you know, that's that's actually what I want to do. So when I was about 22 it was at that point, and I'd worked my way up by them from Toys R Us, I'd already moved around the country, helped them open new stores in different locations in the UK. Was working in their busiest story of in Europe, which was in London. But I decided I wanted to kind of I wanted to go and travel. So I remember talking to my area manager at the time and saying, Look, this is what I want to do. I had a friend who was traveling, and he was meeting up with his sister, and his sister happened to be in Las Vegas, which is how we, we kind of ended up there. And I remember talking to my area manager at the time and saying that I want to leave, I want to go and do this. And I remember him sat down just trying to kind of kind of talk me out of it, because they obviously saw something in me. They wanted me to continue on the path I was doing with them, which was going, you know, towards the management, the leadership kind of roles. And I remember the conversation because I was saying to him, Look, I want, I want to, I want to go and travel. I really want to go. I'm going to go to Las Vegas or to travel America. And his response to me was, well, you know, if you stay here for another x years, you can get to this position, then you can go and have a holiday in America, and you could, you can get a helicopter, you can fly over the Grand Canyon, and kind of really trying to sell me into staying in that path that they wanted me to go on. And I thought about that, and I just said, No, I don't want to just go on a holiday. I really just want to immerse myself, and I just want to go there, and I want to live the experience. And so yeah, I I left that position, went to Las Vegas, ended up staying six months. I did three months. Did a bit in Mexico, came back for another three months. And that's where I met a lot of different people from different countries. And I really kind of got that initial early bug of wanting to go out and seeing a bit more of the world. And it was at that point in my life where I was in between, kind of the end of education, beginning of my business career, I guess, and I had that gap where it was the opportunity to do it. So I did, so yeah, I did that time in America, then back to the UK, then a year in Australia, which was great. And then, yeah, like I said, on the way home, is where I did my stop over. And then just obviously fell in love with Thailand and Asia, and that became my mindset after that year going back to the UK. My mindset was, how do I get back to Thailand? You know, how do I get back to Asia? I also spent a bit of time, about five years in the Philippines as well. So, you know, I like, I like, I like the region, I like the people, I like the kind of way of life, if you like.   Michael Hingson ** 14:23 So when you were working in the Philippines, and then when you got to Thailand, what did you do?   Stuart Pollington ** 14:30 Yeah, so I mean, it all starts with Thailand, really. So I mean, originally, when I first came over, I was, I was teaching and doing, trying to kind of some teaching and voluntary stuff. When I came back, I did a similar thing, and then I got, I get, I wouldn't say lucky, I guess I had an opportunity to work for a company that was, we were, we were basically selling laptop. Laptops in the UK, student laptops, they were refurbished like your IBM or your Dell, and we they would be refurbished and resold normally, to students. And we also, we also used to sell the the laptop batteries. So we would sell like the IBM or Dell laptop batteries, but we sell the OEM, you know, so we would get them direct from, from from China, so like third party batteries, if you like. And back in the day, this is just over 20 years ago, but back then, early days of what we would call digital marketing and online marketing. And you know, our website in the UK, we used to rank, you know, number one for keywords like IBM, refurb, refurbished. IBM, laptop Dell, laptop battery, IBM battery. So we used to rank above the brands, and that was my introduction, if you like, to digital marketing and how it's possible to make money online. And then that kind of just morphed into, well, you know, if we're able to do this for our own business, why can't we do this for other businesses? And that would have been the, you know, the early owners and founders of the of smart digital and smart traffic seeing that opportunity and transitioning from running one business and doing well to helping multiple businesses do well online and that, that was the bit I really enjoy. You know, talking to different business owners in different industries. A lot of what we do is very similar, but then you have slightly different approaches, depending on them, the location and the type of business that people are in.   Michael Hingson ** 16:47 Well, you, you have certainly been been around. You formed your own or you formed countries along the way, like Eastern energy and smart digital group. What were they? Right?   Stuart Pollington ** 16:59 Yeah. So, so yeah, going back to the computer website. Out of that came a company called smart traffic that was put together by the free original founders, guy called Simon, guy called Ben, and a guy called Andy. And so they originally came together and put and had created, if you like, smart traffic. And smart traffic is a digital marketing agency originally started with SEO, the organic, you know, so when someone's searching for something in Google, we help get websites to the top of that page so that people can then click on them, and hopefully they get a lead or a sale, or whatever they're they're trying to do with that, with that traffic. So, yeah, they originally put that together. I being here and on the ground. I then started working within the business. So I was running the student website, if you like, the laptop website, and then got the opportunity from very early on to work within the Digital Marketing Company. I've got a sales background, but I'm also quite technical, and I would say I'm good with numbers, so a little bit analytical as well. So the opportunity came. We had opened an office in the Philippines, and it had been open for about, I think, 18 months or two years, and it was growing quite big, and they wanted someone else to go over there to support Simon, who was one of the founders who opened the office over there. And that's when I got the opportunity. So I was over in Cebu for what, five, five and a half years. At one point, we had an office there with maybe 120 staff, and we did a lot of the technical SEO, and we were delivering campaigns for the UK. So we had a company in the UK. We had one in Australia, and then also locally, within the kind of Thai market. And that was fantastic. I really enjoyed working over in the Philippines again. Culture enjoyed the culture enjoyed the people. Really enjoyed, you know, just getting stuck in and working on different client campaigns. And then eventually that brought me back to Thailand. There was a restructure of the company we, you know, we moved a lot of the a lot of the deliverables around. So I was then brought back to Thailand, which suited me, because I wanted to come back to Thailand at that point. And then I had the opportunity. So the previous owners, they, they created a couple of other businesses in Thailand. They're one that very big one that went really well, called dot property, so they ended up moving back to the UK. Long story short, about maybe 10 years ago, I got the opportunity to take over smart digital in Thailand and smart traffic in Australia, which are both the. Marketing agencies that I'd been helping to run. So I had the opportunity to take those over and assume ownership of those, which was fantastic. And then I've obviously been successfully running those for the last 10 years, both here and and in Australia, we do a lot of SEO. We do a lot of Google ads and social campaigns and web design, and we do a lot of white label. So we we sit in the background for other agencies around the world. So there'll be agencies in, you know, maybe Australia, the UK, America, some in Thailand as well, who are very strong at maybe social or very strong ads, but maybe not as strong on the SEO so we, we just become their SEO team. We'll run and manage the campaigns for them, and then we'll deliver all the reporting with their branding on so that they can then plug that into what they do for their clients and deliver to their clients. So that's all fantastic. I mean, I love, I love digital marketing. I love, I love looking at the data and, you know, working out how things work. And we've been very successful over the years, which then led on to that opportunity that you mentioned and you asked about with Eastern energy. So that was about three and a half years ago, right right around the COVID time, I had a meeting, if you like, in in Bangkok, with a guy called Robert Eason. He was actually on his way to the UK with his family, and kind of got stuck in Bangkok with all the lockdowns, and he was actually on his way to the UK to start Eastern energy there. And Eastern energy is basically, it's an energy monitoring and energy efficiency company. It's basically a UK design solution where we have a hardware technology that we retrofit, which is connects, like to the MDB, and then we have sensors that we place around the location, and for every piece of equipment that we connect to this solution, we can see in real time, second by second, the energy being used. We can then take that data, and we use machine learning and AI to actually work with our clients to identify where their energy wastage is, and then work with them to try and reduce that energy wastage, and that reduces the amount of energy they're using, which reduces their cost, but also, very importantly, reduces the CO two emissions. And so I had this chance encounter with Robert, and I remember, at the time I was we were talking about how this solution worked, and I was like, oh, that's quite interesting. You know, I've I, you know, the the digital marketing is going quite well. Could be time to maybe look at another kind of opportunity, if you like. So I had a look at how it worked. I looked at the kind of ideal clients and what sort of other projects were being delivered by the group around the world. And there were a couple of big name brands over in there. So because it works quite well with qsrs, like quick service restaurant, so like your fast food chains, where you have multiple locations. And it just so happened that one of the in case studies they'd had, I just through my networking, I do a lot of networking with the chambers in Bangkok. Through my networking, I actually happened to know some of the people in the right positions at some of these companies. I'd never had the opportunity to work with them, with the digital marketing because most of them would have their own in house teams, and I just saw it as an opportunity to maybe do something with this here. So I, you know, I said to Robert, give me a week. And then a week later, I said, right, we've got a meeting with this company. It's international fast food brand. They've got 1700 locations in Thailand. So when ended that meeting, very, very positive. And after that meeting, I think Robert and I just I said to Robert, you know, currently you have a plan to go to the UK. Currently you're stuck in Thailand with lockdown, with COVID. We don't know what's going to happen and where everything's going to go. Why don't we do it here? And that's where it originally came from. We decided, let's, you know, let's, let's give that a shot over here. Since then, we've brought in two other partners. There's now four of us, a guy called Gary and a guy called Patrick. And yeah, I mean, it's a bit slower than I thought it would be, but it's in the last. Six months, it's really kind of picked up, which has been fantastic. And for me, it was, for me, it was just two things that made sense. One, I love I love data, and I love the technology. So I love the fact that we're now helping businesses by giving them data that they don't currently have the access to, you know. So when you get, you know, when you when you get your electricity bill, you get it the month after you've used everything, don't you, and it just tells you how much you've got to pay. And there's not really much choice. So what we're doing is giving them the visibility in real time to see where their energy is going and be able to make changes in real time to reduce that energy wastage. And I just thought, Well, look, this is great. It's very techie. It's using, you know, date big data, which I love, using machine learning and AI, which is great. And then I also, you know, I do care about the environment. I got two young kids, so I do care about what's happening around the world. And for me, that was a win, win. You know, I got to, I got to do something with tech that was new and exciting. It's definitely new to this region, even though it's been new to the same sort of technology has been utilized in Europe and America for a number of years. So it felt new, it felt exciting. And it's also good, you know, because we are helping people on the path to net zero. You know, how can we get to net zero? How can we reduce these emissions? So, yeah, I mean that that, for me, is   Stuart Pollington ** 26:40 two different types of, in my opinion, entrepreneurial kind of journeys. One is that the with the digital marketing is, is all it's a story of working my way up to then reach the top, if you like. And whereas Eastern energy is more of a traditional kind of as an entrepreneur, this is, this is an idea. Let's do something with it and get an exciting about it. So two kind of, two different approaches to get to the ownership stage, if you like.   Michael Hingson ** 27:14 I have an interesting story. I appreciate what you're saying. The whole entrepreneurial spirit is so important in what we do, and I wish more people had it. But years ago, one of my first jobs out of college was working for a company in Massachusetts, Kurzweil Computer Products. Ray Kurzweil, who developed, originally a reading machine for the blind, and then later a more commercial version of it. And there's somebody that I had met when I was a student at UC Irvine who ended up being back in Massachusetts working for at that time, a think tank consulting company called Bolt Beranek and Newman. I don't know whether you're familiar with them. They changed their name to, I think it was CLOUD NINE or Planet Nine. But Dick was telling me one day that, and this is when mainframe computers were so large and there was a lot needed to keep them cool and so on. Anyway, he was telling me that one day the gas utility came in because the total heating bill for the six story building was like $10 and they wanted to know how BBN bolt, brannic and Newman was stealing energy and and making it so that they didn't pay very much money. And the the president of the company said, let me show you. They went down to the basement, and there they had two PDP 20s, which are like dual PDP 10s. And they put out a lot of heat, needless to say, to run them. And what BBN did was to take all of that heat and pipe it through the building to keep the building warm in the winter. Rather than paying all the gas bills, they were using something that they already had, the entrepreneurial spirit liveth well. And the bottom line is they, they kept the building well heated. And I don't know what they did in the summer, but during the winter it was, it was pretty cool, and they were able to have $10 gas bills for the six story building, which was kind of fun. No,   Stuart Pollington ** 29:39 that's brilliant, yeah, and that just goes to show me, that is what a large part of this, you know, energy efficiency and things like that, is, it's, it's, it's not about just completely replacing or stopping something. It's about better utilizing it. Isn't it? So they, you know the example you just gave there, with the heat and the wasted energy of being lost in that heat release they've used and utilized, which is brilliant.   Michael Hingson ** 30:12 I a couple of years ago. So my wife passed away in 2022 and we have a furnace and so on here, and we had gas bills that were up in the $200 a month or more up as much as $300 a month in the winter to keep the house at a temperature that we could stand. And two years ago, I thought about, how do we lower that? And I was never a great fan of space heaters, but I decided to try something. We got a couple of space heaters, and we put them out in the living room, and we have ceiling fans. So turned on the space heaters and turned on the ceiling fans, and it did a pretty decent job of keeping the temperature down, such that for most months, I didn't even have to turn the furnace on at all, and our heating bill went down to like $39 a month. Then last year, we got an additional heater that was a little bit larger, and added that to the mix. And again, the bottom line is that if I start all of that early in the morning, our heating bill is like 30 $35 a month. Now I do cheat occasionally, and I'll turn the furnace on for about 45 minutes or 50 minutes in the morning with the ceiling fans to help distribute the warmer air, and I can get the house up to 75 degrees, or almost 30 Celsius, in in a very quick time. And then with the other two space heaters running, I don't have to use furnaces or anything for the rest of the day. So I think this year, the most expensive heating bill we had was like $80 because I did occasionally run the the the heaters or the furnace, and when I was traveling, I would turn the furnace on for the cat a little bit. But the bottom line is, there's so many things that we can do to be creative, if we think about it, to make things run more efficiently and not use as much energy and eliminate a lot of the waste that that we have, and so that that has worked out pretty well, and I have solar on the house. So in the summer, when most people around here are paying four and $500 a month for their electric bills to run the air conditioning. My electric bill year round, is $168 a month, which is   Stuart Pollington ** 32:47 cool. Yeah, no, that's great that you've and you've that is a great example there of kind of how you know our approach to energy efficiency. You know what? What are you currently doing? Is there a more efficient way of doing it? Which is exactly what you found, yeah,   Michael Hingson ** 33:07 yeah, and it works really well. So I can't complain it's warming up now. So in fact, we're not I haven't turned the furnace or anything on at all this week. This is the first week it's really been warm at night. In fact, it was 75 degrees Fahrenheit last night. I actually had to turn the air conditioner on and lower the house to 70 degrees, and then turned it off because I don't need to keep it on, and made it easier to sleep. But it's it's amazing, if we think about it, what the things that we can do to make our energy lives more efficient, lower the carbon footprint, and all those kinds of things. So I hear what you're saying, and it's and it's important, I think that we all think about as many ways as we can of doing that. I   Stuart Pollington ** 33:56 think one of the biggest problems with energy is just invisible. You don't, you know, you don't really see it. No. So just, it's just one of those. You just don't really think about it. And again, you only get, you only get told what you've used once you've used it. Yeah, so it's too late by then. And then you go, Oh, you know, you might get an expensive bill. And go, oh, I need to be careful. And then you're careful for a few days or a week, and then again, you don't see it until you get your next bill. Yeah, it's really hard as with anything. I mean, it's a bit like going to the gym. If you go to the gym or the fitness and you just do it sporadically. You don't really have a routine, or, you know, it's gonna be very hard to achieve anything. But then if you, if you set your mind to it, if you maybe get a trainer, and you get a you go onto a better diet, and you follow your routine, you can you will see the results. And it's very similar to what we do. If you've once you've got the data, and you can actually see what. Happening, you can make proper, informed and educated business decisions, and that's what we're trying to do with that is to help businesses make the right decision on the path to net zero   Michael Hingson ** 35:11 well, and you have to develop the mindset as the consumer to bring in a company like yours, or at least think about yourself. What can I do consistently to have a better energy pattern? And I think that's what most people tend not to do a lot, and the result of that is that they pay more than they need to. The power companies like it, the gas companies like it. But still, there are better ways to do it so. So tell me you have been in business and been an entrepreneur for a long time. What is maybe an example of some major crisis or thing that happened to you that you you regard as a failure or a setback that you have had to deal with and that taught you something crucial about business or life.   Stuart Pollington ** 36:08 Brilliant question. I mean, I would, I would guess, over 20 years, there's been a lot of different, sorry, a lot of different things that have happened. I think probably, probably an impactful one would have been. And this taught me a lot about my team, and, you know, their approach and how everyone can pull together. So it would have been, I think it was about, it was when I was in the Philippines. So it would have been about maybe 1212, years ago, we're in Cebu, and there was a big earthquake, and when it hit Cebu, I think it was quite early in the morning. It was like 6am and I remember the whole bed was kind of shaking and rocking, and we, you know, had to get out of the condo. And we're, at the time, living in a place called it Park. And in the Philippines, there's a lot of cool centers, so it's very much 24/7 with an office environment. So as we're coming out of the condo, in literally pants, as in, when I say pants, I mean underwear, because you literally jump out of bed and run. And they were like 1000s, 1000s of all the local Filipinos all all in their normal clothes, because they've all doing the call center work. And I remember just, you know, sitting out on the ground as the aftershocks and whole grounds moving and and, and that that was a very, you know, personal experience. But then on top of that, I've then got over 100 staff in in Cebu at the time that I then have to think about. And, you know, is everyone okay? And then, because of the time it happened, Luckily no one was in the office because it was early, yeah, but it all but it also meant that everything we needed   Michael Hingson ** 38:08 was in the office. Was in the office. Yeah, yeah. So,   Stuart Pollington ** 38:10 so I remember Matt, you know, I remember getting a group of us there, was myself and maybe three or four others from the office, and I remember getting in my car, drove to the office. We were on, I think it's like the eighth or ninth floor, and they didn't want to let us in because of, obviously, the earthquake, and it was a, it was a couple of hours later, and you've got to be obviously, you know, everything needs checking. You still got all the aftershocks, but we managed to let them allow us to run up the fire exit to the office so we could grab, you know, I think we were grabbing, like, 1520, laptops and screens to put in the car so that we could then, and we had to do that of the fire exit, so running up, running down, and that was all into The car so we could then drive to a location where I could get some of my team together remote and to work in this. I think we ended up in some coffee shop we found that was open, and we had the old free G boost kind of the Wi Fi dongles, dongles. And I just remember having to get, like, 1015, of my team, and we're all sat around there in the coffee shop in the morning. You know, there's still the after shops going on the I remember the office building being a mess, and, you know, the tiles had come in and everything, and it was all a bit crazy, but we had to find a way to keep the business running. So we were in the Philippines, we were the support team. We did all of the delivery of the work, but we also worked with the account managers in the UK and Australia as their technical liaisons, if you like. So we. Helped do the strategy. We did everything. And so with us out of action, the whole of Australia and of the whole of the UK team were kind of in a limbo, so we really had to pull together as a team. It taught me a lot about my staff and my team, but it also kind of it taught me about, no matter what does happen, you know, you can find a way through things, you know. So at the time that it happened, it felt like, you know, that's it, what we're going to do, but we had to turn that around and find the way to keep everything going. And yeah, that, that that just taught me a lot of you know, you can't give up. You've got to find a way to kind of push on through. And yeah, we did a fantastic job. Everyone was safe. Sorry. I probably should have said that. You know, no one, none of my team, were affected directly from the from the earthquake, which was great, and we found a way to keep things going so that the business, if you like, didn't fall apart. We,   Michael Hingson ** 41:09 you know, I guess, in our own way, had a similar thing, of course, with September 11, having our office on the 78th floor of Tower One, the difference is that that my staff was out that day working. They weren't going to be in the office. One person was going to be because he had an appointment at Cantor Fitzgerald up on the 96th floor of Tower One for 10 o'clock in the morning, and came in on one of the trains. But just as it arrived at the station tower two was hit, and everything shook, and the engineer said, don't even leave. We're going back out. And they left. But we lost everything in the office that day, and there was, of course, no way to get that. And I realized the next day, and my wife helped me start to work through it, that we had a whole team that had no office, had nothing to go to, so we did a variety of things to help them deal with it. Most of them had their computers because we had laptops by that time, and I had taken my laptop home the previous night and backed up all of my data onto my computer at home, so I was able to work from home, and other people had their computers with them. The reason I didn't have my laptop after September 11 is that I took it in that day to do some work. But needless to say, when we evacuated, it was heavy enough that going down 1463 stairs, 78 floors, that would have been a challenge with the laptop, so we left it, but it worked out. But I hear what you're saying, and the reality is that you got to keep the team going. And even if you can't necessarily do the work that you normally would do you still have to keep everyone's spirits up, and you have to do what needs to be done to keep everybody motivated and be able to function. So I think I learned the same lessons as you and value, of course, not that it all happened, but what I learned from it, because it's so important to be able to persevere and move forward, which, which is something that we don't see nearly as much as sometimes we really should.   Stuart Pollington ** 43:34 Yeah, no, no, definitely. I mean the other thing, and I think you you just mentioned there actually is it. You know, it was also good to see afterwards how everyone kind of pulls together. And, you know, we had a lot of support, not just in the Philippines, but from the UK and the Australia teams. I mean, we had a, we had a bit of an incident, you know, may have seen on the news two weeks ago, I think now, we had an incident in Bangkok where there was a earthquake in Myanmar, and then the all the buildings are shaking in Bangkok, yeah, 7.9 Yeah, that's it. And just, but just to see everyone come together was, was it's just amazing. You know? It's a shame, sometimes it takes something big to happen for people to come together and support each other.   Michael Hingson ** 44:27 We saw so much of that after September 11. For a while, everyone pulled together, everyone was supporting each other. But then over time, people forgot, and we ended up as a as a country, in some ways, being very fractured. Some political decisions were made that shouldn't have been, and that didn't help, but it was unfortunate that after a while, people started to forget, in fact, I went to work for an organization out in California in 2002 in addition to. To taking on a career of public speaking, and in 2008 the president of the organization said, we're changing and eliminating your job because nobody's interested in September 11 anymore, which was just crazy, but those are the kinds of attitudes that some people have, well, yeah, there was so little interest in September 11 anymore that when my first book, thunderdog was published, it became a number one New York Times bestseller. Yeah, there was no interest. It's   Stuart Pollington ** 45:31 just, I hope you sent him a signed copy and said, There you go.   Michael Hingson ** 45:35 Noah was even more fun than that, because this person had been hired in late 2007 and she did such a great job that after about 18 months, the board told her to go away, because she had so demoralized the organization that some of the departments were investigating forming unions, you know. So I didn't need to do anything. Wow, so, you know, but it, it's crazy, the attitudes that people have. Well, you have it is, it's it's really sad. Well, you have done a couple of things that I think are very interesting. You have moved to other countries, and you've also started businesses in unfamiliar markets. What advice? What advice would you give to someone who you learn about who's doing that today, starting a business in an unfamiliar market, or in a foreign country, or someplace where they've never been?   Stuart Pollington ** 46:34 Yeah, again, good questions. I looking back and then so and seeing what I'm doing now, and looking back to when I first came over, I think chambers, I think if I have one, you know, obviously you need to understand the market you want. You need to understand, like the labor laws, the tax laws and, you know, the business laws and things like that. But I think, I think the best thing you could do in any country is to check out the chambers. You know, I'm heavily involved and active with aus Jam, which is the Australian Chamber of Commerce, because of the connection with smart traffic in Australia, in Sydney, the digital marketing. I'm also involved with bcct, the British chamber as British Chamber of Commerce Thailand as well, that there's a very big AmCham American Chamber over here as well. And I just think that the chambers can help a lot. You know, they're good for the networking. Through the networking, you can meet the different types of people you need to know, connections with visas, with, you know, work permits, how to set up the business, recruiting everything. So everything I need, I can actually find within this ecosphere of the chambers. And the chambers in Thailand and Bangkok, specifically, they're very active, lots of regular networking, which brings, you know, introductions, new leads to the business, new connections. And then on top of that, we've had, we've had a lot of support from the British Embassy over in in Thailand, especially with the Eastern energy, because it is tech based, because it is UK Tech, and because it is obviously something that's good for the environment and what everyone's trying to push towards. So I think the two key areas for me, if you are starting a business in an unfamiliar area, is one. Check out the chambers. So obviously the first one you'd look at is your own nationality. But don't stress too much about that. I mean, the chambers over here will welcome anyone from any nationality. So, you know, utilize the chambers because it's through that that you're going to get to speak to people, expats, already running businesses. You'll hear the horror stories. You'll hear the tips. It will save you some time, it will save you some money, and it will save you from making similar mistakes. And then also talk to your embassy and how they can maybe support you. We've had, again, some great support from the British Embassy. They've witnessed demo use. They've helped us with introductions. On the energy efficiency side,   Michael Hingson ** 49:26 one of the things that clearly happens though, with you is that you also spend time establishing relationships with people, so you talk about the chamber and so on. But it also has to be that you've established and developed trusting relationships, so that you are able to learn the things that you learned, and that people are willing to help teach you. And I suspect that they also realize that you would be willing to help others as well.   Stuart Pollington ** 49:55 Yeah, and I think I mean yes, and I'm talking about. And I mentioned, sorry, networking and the changes. But with networking, you know, you don't, you shouldn't go in there with the mindset of, I'm going into networking. I want to make as many sales as I can. Whatever you go into the networking. Is an opportunity to meet people, to learn from people you then some of those people, or most of those people, may not even be the right fit for you, but it's about making those relationships and then helping each other and making introductions. So you know, a lot of what I do with the chambers, I run a lot of webinars. I do workshops where I do free training on digital marketing, on AI, on SEO, on ads, on social. I use that as my lead gen, if you like. So I spend a lot of time doing this educationally and helping people. And then the offshot of that is that some of those will come and talk to me and ask me to how I can help them, or they will recommend me to someone else. And you know, we all know in business, referrals are some of the best leads you can get.   Michael Hingson ** 51:11 Yeah, by any, by any definition, one of, one of the things that I tell every sales person that I've ever hired is you are a student, at least for your first year, don't hesitate to ask questions, because in reality, in general, people are going to be perfectly willing to help you. They're not going to look down on you if you ask questions and legitimately are looking for guidance and information. Again, it's not about you, it's about what you learn, and it's about how you then are able to use that knowledge to help other people, and the people and the individuals who recognize that do really well.   Stuart Pollington ** 51:50 No, exactly, and I don't know about you, Michael, but I like, I like helping people. Yeah, I like, it makes me feel good. And, yeah, that's, that's a big part of it as well. You know   Michael Hingson ** 52:01 it is and, and that's the way it ought to be. It's, that's the other thing that I tell them. I said, once you have learned a great deal, first of all, don't forget that you're always going to be a student. And second of all, don't hesitate to be a teacher and help other people as well.   Speaker 1 ** 52:16 Man, that's really important. Yeah, brilliant.   Michael Hingson ** 52:20 Now you have worked across a number of sectors and market, marketing, tech, sales, energy and so on. How did how do you do that? You You've clearly not necessarily been an expert in those right at the beginning. So how do you learn and grow and adapt to be able to to work in those various industries.   Stuart Pollington ** 52:41 Yeah, I mean, for the marketing, for the marketing, it helps that I really was interested in it. So there was a good there was a good interest. And if you're interested in something, then you get excited about it, and you have the motivation and the willingness to learn and ask the questions, like you said, and then that is where you can take that kind of passion and interest and turn it into something a bit more constructive. It's a bit like I was saying at the beginning. It's the sort of thing I wish they'd done a bit maybe with me at school, was understand what I was good at and what I liked. But yeah, so with the marketing, I mean, very similar to what you've said, I asked questions. I see it just seems to click in my head on how it worked. And it kind of made sense to me. It was just one of these things that clicked, yeah. And so for the marketing, I just found it personally quite interesting, but interesting, but also found it quite easy. It just made sense to me, you know. And similar, you know, using computers and technology, I think it just makes sense. It doesn't to everyone. And other people have their strengths in other areas, but, you know, for me, it made sense. So, you know that that was the easy part. Same with Eastern energy, it's technology. It makes sense. I love it, but at the end of the day, it's all about it's all about people, really business, and you've got your people and your team, and how you motivate them is going to be similar. It's going to be slightly different depending on culture and where you're based, in the type of industry you're in, but also very similar. You know, people want praise, they want constructive feedback. They want to know where they're gonna be in a year or five years. All of that's very similar. So you people within the business, and then your customers are just people as well, aren't they? Well, customers, partners, clients, you know that they are just people. So it's all, it's all, it's all about people, regardless of what we're doing. And because it's all very similar with tech and that, it just, yeah, I don't know. It just makes sense to me. Michael, I mean, it's different. It's funny, because when I do do network and I talk to people, I say, Well, I've got this digital marketing agency here. Work, and then I've got this energy efficiency business here. And the question is always, wow, they sound really different. How did you how did you get into them? But when, again, when I look at it, it's not it's it's tech, it's tech, it's data, it's people. That's how I look at it,   Michael Hingson ** 55:16 right? And a lot of the same rules apply across the board. Yes, there are specific things about each industry that are different, but the basics are the same.   Stuart Pollington ** 55:28 That's it. I, in fact, I that isn't almost, there's almost word for word. What I use when I'm explaining our approach to SEO, I just say, Look, you know, there's, there's three core areas with SEO, it's the tech, the on site, it's the content, and it's the off site signals, or the link building. I said they're the three core areas for Google. They've been the same for, you know, 20 years. Within those areas, there's lots of individual things you need to look at, and that changes a lot. And there's 1000s of things that go into the algorithm, but the basics are the same. Sort your tech, sort the text, sort the tech of it out, the speed of the site and the usability. Make sure your content is good and relevant and authoritative, and then get other sites to recommend you and reference you, you know So, but, yeah, that's very similar to how I try and explain SEO. Yeah, you know all this stuff going on, but you still got the core basics of the same.   Michael Hingson ** 56:29 It is the same as it has always been, absolutely. So what do you do? Or how do you deal with a situation when plans necessarily don't go like you think they should, and and all that. How do you stay motivated?   Stuart Pollington ** 56:45 I mean, it depends, it depends what's gone wrong. But, I mean, I'm, I'm, I'm a big believer in, you know, learning from your mistakes and then learning also learning from what went wrong. Because sometimes you don't make a mistake and something goes wrong, but something still goes wrong. I think it helps. It helps to have a good team around you and have a good support team that you can talk to. It's good to be able to work through issues. But, I mean, for me, I think the main thing is, you know, every like you were saying earlier, about asking questions and being a student for a year. You know everything that happens in business, good or bad, is a lesson that should help you be better in the future. So you know the first thing, when something goes wrong, understand what's gone wrong first. Why did it go wrong? How did it go wrong? How do we resolve this, if we need to resolve something for the client or us, and then how do we try and limit that happening in the future? And then what do we learn from that? And how do we make sure we can improve and be better? And I think, you know, it's not always easy when things go wrong, but I think I'm long enough in the tooth now that I understand that, you know, the bad days don't last. There's always a good day around the corner, and it's about, you know, working out how you get through   Michael Hingson ** 58:10 it. And that's the issue, is working it out. And you have to have the tenacity and, well, the interest and the desire to work it out, rather than letting it overwhelm you and beat you down, you learn how to move forward.   Stuart Pollington ** 58:25 Yeah, and that's not easy, is it? I mean, let's be honest. I mean, even, even being when we were younger and kids, you know, things happen. It does. We're just human, aren't we? We have emotions. We have certain feelings. But if you can just deal with that and then constructively and critically look at the problem, you can normally find a solution.   Michael Hingson ** 58:46 Yeah, exactly. What's one piece of advice you wished you had learned earlier in your entrepreneurial career?   Stuart Pollington ** 58:56 Um, I Yeah. I mean, for this one. I think, I think what you said earlier, actually, it got me thinking during wise we've been talking because I was kind of, I would say, don't be afraid to ask questions just based on what we've been talking about. It's changed a little bit because I was going to say, well, you know, one of the things I really wish I'd learned or known earlier was, you know, about the value of mentorship and kind of finding the the right people who can almost show you where you need to be, but you could, you know, but when people hear the word mentor, they think of either or, you know, someone really, yeah, high up who I could I'm too afraid to ask them, or someone who's going to cost you 1000s of dollars a month. So actually, I'm going to change that to don't be afraid to ask questions, because that's basically what you'd expect from a mentor, is to be able to ask. Questions, run ideas. And I think, I think, yeah, I think thinking back now, understanding that the more questions you ask, the more information you have, the better your decisions you can make. And obviously, don't be afraid to learn from other people's experience, because they've been through it, and potentially they could have the right way for you to get through it as well.   Michael Hingson ** 1:00:24 And you never know where you're going to find a mentor. Exactly,   Stuart Pollington ** 1:00:28 yeah, no, exactly. I think again, you hear the word mentor, and you think people have this diff, a certain perception of it, but it can be anyone. I mean, you know, if I my mom could be my mentor, for, for, for her great, you know, cooking and things that she would do in her roast dinners. You know that that's kind of a mentor, isn't it making a better roast dinner? So I think, yeah, I think, I   Michael Hingson ** 1:00:54 think, but it all gets back to being willing to ask questions and to listen,   Stuart Pollington ** 1:01:02 and then I would add one more thing. So ask the questions, listen and then take action. And that's where that unstoppable mindset, I think, comes in, because I think people do ask questions, people can listen, but it's the taking action. It's that final step of having the courage to say, I'm going to do this, I'm going to go for   Michael Hingson ** 1:01:23 it. And you may find out that what was advised to you may not be the exact thing that works for you, but if you start working at it, and you start trying it, you will figure out what works   Stuart Pollington ** 1:01:37 exactly. Yeah, no, exactly. That's it, yeah.   Michael Hingson ** 1:01:41 Well, what a great place to actually end this. We've been doing this now over an hour, and I know, can you believe it? And I have a puppy dog who probably says, If you don't feed me dinner soon, you're going to be my dinner. So I should probably go do that. That's   Stuart Pollington ** 1:01:57 all good. So for me, I'm going to go and get my breakfast coffee. Now it's 7am now, five past seven in the morning.   Michael Hingson ** 1:02:03 There you are. Well, this is my day. This has been a lot of fun. I really appreciate you being here, and I want to say to everyone listening and watching, we really appreciate you being here with us as well. Tell others about unstoppable mindset. We really appreciate that. Love to hear your thoughts and get your thoughts, so feel free to email me with any of your ideas and your your conceptions of all of this. Feel free to email me at Michael H, I m, I C, H, A, E, L, H, I at accessibe, A, C, C, E, S, S, I B, e.com, you can also go to our podcast page. There's a contact form there, and my podcast page is www dot Michael hingson.com/podcast, and Michael hingson is spelled M, I, C, H, A, E, L, H, I N, G, s, O N. Love to hear from you. Would really appreciate it if you'll give us a five star rating wherever you're watching or listening to the podcast today, if you know anyone and steward as well for you, if any one of you listening or participating knows anyone else that you think ought to be a guest on unstoppable mindset, we'd love to hear from you. We'd love introductions, always looking for more people to tell their stories. So that's what this is really all about. So I really appreciate you all taking the time to be here, and Stuart, especially you. Thank you for being here. This has been a lot of fun, and we really appreciate you taking your time.   Stuart Pollington ** 1:03:26 Thank you, Michael. Thank you everyone. I really enjoyed that. And you know, in the spirit of everything, you know, if, if anyone does have any questions for me, just feel free to reach out. I'm happy to chat.   Michael Hingson ** 1:03:39 How do they do that? What's the best way, I   Stuart Pollington ** 1:03:41 think probably the LinkedIn so I think on when you post and share this, you will have the link. I think   Michael Hingson ** 1:03:49 we will. But why don't you go ahead and say your LinkedIn info anyway? Okay, yeah.   Stuart Pollington ** 1:03:53 I mean, the easiest thing to do would just be the Google search for my name on LinkedIn. So Stuart pollington, it's S, T, U, a, r, t, and then P, O, L, L, I N, G, T, O, N, and if you go to LinkedIn, that is my I think I got lucky. I've got the actual LinkedIn URL, LinkedIn, forward slash, I N, forward slash. Stuart pollington, so it should be nice and easy.   Michael Hingson ** 1:04:19 Yeah, I think I got that with Michael hingson. I was very fortunate for that as well. Got lucky with   Stuart Pollington ** 1:04:23 that. Yeah, they've got numbers and everything. And I'm like, Yes, yeah.   Michael Hingson ** 1:04:30 Well, thank you again. This has been a lot of fun, hasn't   Stuart Pollington ** 1:04:33 it? He has. I've really enjoyed it. So thank you for the invitation, Michael.   **Michael Hingson ** 1:04:42 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

Global competition is killing Western sellers. This episode's guest shares how to survive tariffs, copycats, and shifting supply chains in this must-hear e-commerce deep dive.   E-commerce enthusiasts and entrepreneurs, you're in for a treat as we sit down with Bernie Thompson, a pioneering eight-figure Amazon seller and former software engineer with industry giants like IBM and Microsoft. Bernie charts a thrilling journey from his tech roots to establishing a successful electronics company in the early days of Amazon's marketplace. Our conversation unveils the seismic shifts in the e-commerce landscape, where timing, innovation, and an adaptable mindset are key to thriving amid intense global competition.   We're not shying away from the hard-hitting challenges Western sellers face, particularly in the electronics sector. Bernie opens up about navigating the choppy waters of tariffs and fierce competition from aggressive Chinese brands. Misleading product claims and the difficulty of enforcing regulations in this digital age add another layer of complexity. Through it all, Bernie underscores the vital role of strategic planning and intellectual property protection as pillars for sustaining growth and innovation.   As we wrap up, we cast an eye on the future, spotlighting the transformative power of AI in product development and global business competitiveness. From scaling operations with AI-driven tools to the need for systemic changes in American manufacturing, our discussion highlights the strategic moves necessary to stay ahead in a rapidly evolving global market. Join us for an episode brimming with insights, whether you're an industry veteran or a curious newcomer eager to understand the forces reshaping e-commerce and manufacturing today. In episode 455 of the AM/PM Podcast, Kevin and Bernie discuss: 00:00 - E-Commerce Innovations With Bernie Thompson 03:06 - Fortunate Timing for Amazon Seller 08:59 - Navigating Tariff Challenges in the Electronics Category 11:35 - Rise of Chinese Brands in Electronics 20:32 - Challenges of Western Electronics Industry 25:31 - Challenges in Opening Chip Plant 26:57 - Strategies for American Manufacturing Competitiveness 31:08 - Navigating Global Electronics Manufacturing 32:04 - Technological Innovations and Global Competition 36:29 - Intellectual Property and Sourcing Strategy 43:56 - Manufacturing Support Discrepancy Between Countries 47:01 - Labor and Automation in China 52:20 - Impact of AI on Product Development 53:20 - Cultural and Mental Shifts in Business 58:00 - The Power of AI in Business 1:02:26 - Strategic Implementation of AI in Business

In today's Cloud Wars Minute, I look at the ongoing relevance and success of so-called "legacy" organizations in the Cloud Wars Top 10.Highlights00:16 — Now interesting to see across the 10 companies in the Cloud Wars Top 10, we've got four that would fall under the sort of goofy legacy title. They've been around about half a century or more. And then we've got six companies that we referred to as cloud native. Interesting to see that right now the Cloud and AI revolution is fully underway.00:49 — Because if you take the valuations of those four companies, Microsoft plus Oracle plus SAP plus IBM, it comes to a little over $5 trillion, which is almost exactly the same as the combined valuations of the six cloud native companies. My point is not just to play some goofy arithmetic game, but rather to say that there is a lesson here about the power of incumbency, right? 01:20 — If you've been in a market for a certain amount of time, something new comes along. You can try to ignore the new thing and say "No, no, we'll just power through this on our own." Or you can say, "Let me take the capabilities I currently have as an incumbent ... and then blend that in with his cool new stuff here." 02:11 — I mentioned the four legacy, so-called legacy tech vendors, Microsoft is say 52, no 50 years old this year, $3.71 trillion market cap. Oracle is about 47-years-old this year, $667 billion, SAP is 53-years-old, $370 billion, and IBM 114-years-young, and combined those four add up to $5.02 trillion. 03:14 — I'm not taking away anything from either side, but this is a remarkable example of how it's not just the bright shiny objects that are going to determine who's going to win or lose or start up with the cool new stuff. 04:10 — It also shows us that the mindset of companies is so important these days. We can't say, "Well, I can't make it. I am caught in the old world." But instead, "How do I take the new things that are happening, weave that into what I h Visit Cloud Wars for more.

In the premiere episode of this new Pulse Check series, Ctrl + Create: AI for Creatives, host Dave Hunt sits down with Matt Owens, Co-founder and Chief Design and Innovation Officer at Athletics. With decades of experience in design, branding, and demystifying new tools, Matt shares how his team is using AI to push creative boundaries, streamline workflows, and preserve the magic of craft. This episode explores how creative studios—and higher ed marketers—can embrace AI with curiosity and confidence, not fear.Guest Name: Matt Owens, Chief Design and Innovation Officer & Founding Partner, Athletics - http://athleticsnyc.comGuest Socials: https://www.linkedin.com/in/volumeone/https://www.instagram.com/mattvolumeoneGuest Bio: Matt Owens is a New York-based designer, creative director, founder, and entrepreneur, and the author of the book A Visible Distance: Craft, Creativity, and the Business of Design, published by Set Margins. With 25 years of experience across all facets of creative practice, Matt works with ambitious leaders, strategists, designers, creative technologists, and marketers to bring rich multi-faceted creative ideas and experiences to life.A Texas native, Matt studied graphic design at the University of Texas at Austin and received a Master's Degree in graphic design from Cranbrook Academy of Art. He is a founding partner of Athletics, a brand innovation studio based in New York City, and serves as Chief Design and Innovation Officer. Founded in 2004, Athletics has grown through a commitment to design innovation and an ability to work with clients such as Major League Soccer, IBM, Citrix, Google, Amazon, and Square to meet the challenges of contemporary brand-building.Matt has helped teams leverage new tools and processes across disciplines and led projects for clients including Abbott, NYU, XQ, Guild, The Pulitzer Prizes, and Culligan. He has spoken internationally, and his work has been recognized by the Art Directors Club, The American Center for Design, and the AIGA. His thought leadership has been published in Print Magazine, Fast Company, Ad Week, and AdAge. His early experimental design work at volumeone.com was selected to be in SFMoMA's permanent collection. In his spare time, Matt can be found writing about design and entrepreneurship on Substack and Medium, experimenting in Cinema 4D, and developing new ventures like Kingston Standard and the creative and strategic foresight collective Preseason. - - - -Connect With Our Host:Mallory Willsea https://www.linkedin.com/in/mallorywillsea/https://twitter.com/mallorywillseaAbout The Enrollify Podcast Network:The Higher Ed Pulse is a part of the Enrollify Podcast Network. If you like this podcast, chances are you'll like other Enrollify shows too!Enrollify is made possible by Element451 — the next-generation AI student engagement platform helping institutions create meaningful and personalized interactions with students. Learn more at element451.com.Attend the 2025 Engage Summit! The Engage Summit is the premier conference for forward-thinking leaders and practitioners dedicated to exploring the transformative power of AI in education. Explore the strategies and tools to step into the next generation of student engagement, supercharged by AI. You'll leave ready to deliver the most personalized digital engagement experience every step of the way.Register now to secure your spot in Charlotte, NC, on June 24-25, 2025! Early bird registration ends February 1st -- https://engage.element451.com/register

My fellow pro-growth/progress/abundance Up Wingers,The 1990s and the dawn of the internet were a pivotal time for America and the wider world. The history of human progress is a series of such pivotal moments. As Peter Leyden points out, it seems we're facing another defining era as society wrestles with three new key technologies: artificial intelligence, clean energy, and bioengineering.Today on Faster, Please! — The Podcast, I chat with Leyden about American leadership in emerging technology and the mindset shifts we must undergo to bring about the future we dream of.Leyden is a futurist and technology expert. He is a speaker, author, and founder of Reinvent Futures. Thirty years ago, he worked with the founders of WIRED magazine, and now authors his latest book project via Substack: The Great Progression: 2025 to 2050.In This Episode* Eras of transformation (1:38)* American risk tolerance (11:15)* Facing AI pessimism (15:38)* The bioengineering breakthrough (24:24)* Demographic pressure (28:52)Below is a lightly edited transcript of our conversation. Eras of transformation (1:38)I think we Americans tend to reset the clock in which we get in these dead ends, we get in these old patterns, these old systems, and the things are all falling apart, it's not working. And then there is a kind of a can-do reinvention phase . . .Pethokoukis: Since World War II, as I see it, we have twice been on the verge of a transformational leap forward, economically and technologically. I would say that was right around 1970 and then right around 2000, and the periods of time after that, I think, certainly relative to the expectations then, was disappointing.It is my hope, and I know it's your hope as well, that we are at another such moment of transformation. One, do you accept my general premise, and two, why are we going to get it right this time?If I'm hearing you right, you're kind of making two junctures there. I do believe we're in the beginning of what would be much more thought of as a transformation. I would say the most direct parallel is closer to what happened coming off of World War II. I also think, if you really go back in American history, it's what came off of Civil War and even came off of the Founding Era. I think there's a lot of parallels there I can go into, I've written about in my Substack and it's part of the next book I'm writing, so there's a bigger way that I think about it. I think both those times that you're referring to, it seems to me we were coming off a boom, or what seemed to be an updraft or your “Up Wing” kind of periods that you think of — and then we didn't.I guess I think of it this way: the '50s, '60s, and '90s were exciting times that made it feel like the best was yet to come — but then that momentum stalled. I'm hopeful we're entering another such moment now, with so much happening, so much in motion, and I just hope it all comes together.The way I think about it in a bigger lens, I would just push back a little bit, which is, it's true coming off the '90s — I was at WIRED magazine in the '90s. I was watching the early '90s internet and the Digital Revolution and I sketched out at that time, in my first book but also cover stories in WIRED, trying to rough out what would happen by the year 2020. And it is true that coming off the '90s there was a Dot Com crash, but temporarily, honestly, that with the Web 2.0 and others, a lot of those trends we were talking about in the '90s actually just kept picking up.So depending how big the lens is, I would argue that, coming off the '90s, the full digital revolution and the full globalization that we were starting to see in the early to mid-'90s in some respects did come to fruition. It didn't play out the way we all wanted it to happen — spreading wealth all through the society and blah, blah, blah, and many of the things that people complain about and react to now — but I would argue that a lot of what we were saying in those '90s, and had begun in the '90s with the '90s boom, continued after a temporary pause, for sure.The Dot Com boom was just frothy investment. It crashed, but the companies that come out of that crash are literally trillion-dollar companies dominating the global economy now here on the west coast. That was some of the things we could see happening from the mid-'90s. The world did get connected through the internet, and globalization did, from a lens that's beyond America, we took 800 million peasants living on two bucks a day in China and brought them into the global economy. There's all kinds of positive things of what happened in the last 25 years, depending on how big your lens is.I would say that we've been through a largely successful — clearly some issues, “Oh my gosh, we didn't anticipate social media and that stuff,” but in general, the world that we were actually starting to envision in the '90s came about, at some level — with some flaws, and some issues, and we could have done better, but I'm saying now I think AI is bigger than the internet. I think the idea that humans are now working side-by-side with intelligent machines and being augmented by intelligent machines is a world historical event that is going to go beyond just connecting everybody on the planet through the internet, which is kind of what the '90s was, and the early Digital Revolution.This is a bigger deal, and I do think this transformation has the potential to be way bigger too. If we manage it right — including how we did it positively or negatively in the last 25, 30 years off the '90s — if we do this right, we could really pull off what I think is a reinvention of America and a much better world going beyond this. That's not a prediction that we're going to do that, but I think we certainly have the potential there.While I was preparing for our chat, I recalled a podcast I did with Marc Andreessen where we discussed AI — not just its potential to solve big problems and drive progress, but also about the obstacles, especially regulatory ones. He pointed out that those barriers are why we don't have things like widespread nuclear power, let alone fusion reactors.When I asked why he thought we could overcome those barriers this time around, he said we probably won't — that failure should be the baseline because these obstacles are deeply rooted in a risk-averse American society. Now, why isn't that your baseline?My baseline is that America — again, I'm taking a bigger lens here, which is we periodically come to these junctures in history in which you could say, from left and right, there's kind of an ossification of the old system. What happens is the old ways of doing things, the old systems, essentially get kind of stuck, and ossified, and just defunct, and long in the tooth, and all different ways you can describe it. But what happens at these junctures — and it happened coming off World War II, it happened after the Civil War, I happened after in the Founding Era too, coming off the colonial world — there is an incredible period of explosion of progress, essentially, and they usually are about 25 years, which is why I'm thinking about the next 25 years.I think we Americans tend to reset the clock in which we get in these dead ends, we get in these old patterns, these old systems, and the things are all falling apart, it's not working. And then there is a kind of a can-do reinvention phase that, frankly, is beyond Europe now. The great hope of the West is still going to be America here. But I think we're actually entering it and I think this is what's happening, and . . . I've read your book, The Conservative Futurist, I would call myself more of a “Progressive Futurist,” but I would say both left and right in this country have gone too extreme. The right is critiquing “government can't do anything right,” and the left is critiquing “the market, corporations can't do anything right.”The actual American framework is the Hamiltonian government, coming off Lincoln's government, the FDR government. There is a role for government, a vigorous kind of government presence that can drive change, but there's also a great role for the market too.There's this center left and center right that has now got to recalibrate for this next era of America. I think because the old system — and from the right, the old system might be big bureaucratic government that was born out of World War II, the great welfare state bureaucracies, also the Pax Americana. Trump is kind of banging against, dismantling that old thing that's been going for 80 years and, frankly, is kind of run out of steam. It's not really working. But the left is also coming out, carbon energy, and drilling for oil, and industrial pollution, and all that other stuff that was coming off of that scaling of the 20th century economy is also not working for the 21st century. We've also got to dismantle those systems. But together, looking forward, you could imagine a complete reinvention around these new technologies. AI is a huge one. Without question, the first among equals it's going to be the game changer around every field, every industry.Also clean energy technologies, I would argue, are just hitting the point of tipping points of scale that we could imagine a shift in the energy foundation. We could see abundant clean energy, including nuclear. I think there's a new re-appreciation of nuclear coming even from left-of-center, but also potential fusion on the horizon.I also think bioengineering is something that we haven't really got our heads into, but in terms of the long-term health of the planet, and all kinds of synthetic biology, and all kinds of things that are happening, we are now past the tipping point, and we know how to do this.I think there's three world historic technologies that America could get reinvented around in the next 25 years. I think the old system, left and right, is now done with this old thing that isn't working, but that opens up the potential for the future. So yes, what Andreessen's talking about is the late stage of the last gummed-up system that wasn't working. For that matter, the same thing from the left is complaining about the inequality, and the old system isn't working now the way it was, circulating wealth through society. But I think there's a way to reinvent that and I actually think we're on the verge of doing it, and that's what I'm trying to do for my project, my book, my Substack stuff.American risk tolerance (11:15)I think there is an elite on the right-of-center tech and the left-of-center tech that sees the same commonalities about the potential of the technology, but also the potential for transformation going forward, that would be healthy. Do you feel that there's enough ferment happening that, institutionally, there will be enough space for these technologies to flourish as you hope? That the first time that there's a problem with an AI model where people die because some system failed, we're not going to be like, “We need to pause AI.” That the next time with one of these restarted nuclear reactors, if there's some minor problem, we're not going to suddenly panic and say, “That's it, nuclear is gone again.” Do you think we have that kind of societal resilience to deal? I think we've had too little of that, but do you think there's enough now, for the reasons you're talking about, that we will continue to push forward?I think there's absolutely the chance that can happen. Now, like Andreessen said, it's not a prediction like, “Oh, this will be fine, it's all going to work out.” We could also go the way of Europe, which is we could get over-regulated, over-ossified, go back to the old days, be this nice tourist spot that, whatever, we look at our old buildings and stuff and we figure out a way to earn a living, but it's just getting more and more and more in the past. That's also a possibility, and I suppose if you had to bet, maybe that's the greater possibility, in default.But I don't think that's going to happen because I do believe more in America. I'm also living in Northern California here. I'm surrounded for the last 30 years, people are just jam packed with new ideas. There's all kinds of s**t happening here. It's just an explosive moment right now. We are attracting the best and the brightest from all over the country, all over the world. There is no other place in the world, bar none, around AI than San Francisco right now, and you cannot be here and not just get thrilled at the possibility of what's happening. Now, does that mean that we're going to be able to pull this off through the whole country, through the whole world? I don't know, there is a lot of ambiguity there and this is why you can't predict the future with certainty.But I do believe we have the potential here to rebuild fundamentally. I think there is an elite on the right-of-center tech and the left-of-center tech that sees the same commonalities about the potential of the technology, but also the potential for transformation going forward, that would be healthy. For example, I know Andreessen, you talk about Andreessen . . . I was also rooted in the whole Obama thing, there was a ton of tech people in the Obama thing, and now there's a ton of tech people who are kind of tech-right, but it's all kind of washes together. It's because we all see the potential of these technologies just emerging in front of us. The question is . . . how do you get the systems to adapt?Now, to be fair, California, yes, it's been gummed up with regulations and overthink, but on the other hand, it's opened itself up. It just went through historic shifts in rolling back environmental reviews and trying to drive more housing by refusing to let the NIMBY shut it down. There's a bunch of things that even the left-of-center side is trying to deal with this gummed-up system, and the right-of-center side is doing their version of it in DC right now.Anyhow, the point is, we see the limits on both left-of-center and right-of-center of what's currently happening and what has happened. The question is, can we get aligned on a relatively common way forward, which is what America did coming off the war for 25 years, which is what happened after the Civil War. There were issues around the Reconstruction, but there was a kind of explosive expansion around American progress in the 25 years there. And we did it off the Revolution too. There are these moments where left-of-center and right-of-center align and we kind of build off of a more American set of values: pluralism, meritocracy, economic growth, freedom, personal freedom, things that we all can agree on, it's just they get gummed up in these old systems and these old ideologies periodically and we've just got to blow through them and try something different. I think the period we're in right now.Facing AI pessimism (15:38)The world of AI is so foreign to them, it's so bizarre to them, it's so obscure to them, that they're reacting off it just like any sensible human being. You're scared of a thing you don't get.I feel like you are very optimistic.Yes, that is true.I like to think that I am very optimistic. I think we're both optimistic about what these technologies can do to make this country and this world a richer world, a more sustainable world, a healthier world, create more opportunity. I think we're on the same page. So it's sad to me that I feel like I've been this pessimistic so far throughout our conversation and this next question, unfortunately, will be in that vein.Okay, fair enough.I have a very clear memory of the '90s tech boom, and the excitement, and this is the most excited I've been since then, but I know some people aren't excited, and they're not excited about AI. They think AI means job loss, it means a dehumanization of society where we only interact with screens, and they think all the gains from any added economic growth will only go to the super rich, and they're not excited about it.My concern is that the obvious upsides will take long enough to manifest that the people who are negative, and the downsides — because there will be downsides with any technology or amazing new tool, no matter how amazing it is — that our society will begin to focus on the downsides, on, “Oh, this company let go of these 50 people in their marketing department,” and that's what will be the focus, and we will end up overregulating it. There will be pressure on companies, just like there's pressure on film companies not to use AI in their special effects or in their advertising, that there will be this anti-AI, anti-technology backlash — like we've seen with trade — because what I think are the obvious upsides will take too long to manifest. That is one of my concerns.I agree with that. That is a concern. In fact, right now if you look at the polling globally, about a third of Americans are very negative and down on AI, about a third are into AI, and about a third, don't what the hell what to make of it. But if you go to China, and Japan, and a lot of Asian countries, it's like 60 percent, 70 percent positive about AI. You go to Europe and it's similar to the US, if not worse, meaning there is a pessimism.To be fair, from a human planet point of view, the West has had a way privileged position in the last 250 years in terms of the wealth creation, in terms of the spoils of globalization, and the whole thing. So you could say — which is not a popular thing to say in America right now — that with globalization in the last 25 years, we actually started to rectify, from a global point of view, a lot of these inequities in ways that, from the long view, is not a bad thing to happen, that everybody in the planet gets lifted up and we can move forward as eight billion people on the planet.I would say so there is a negativity in the West because they're coming off a kind of an era that they were always relatively privileged. There is this kind of baked-in “things are getting worse” feeling for a lot of people. That's kind of adding to this pessimism, I think. That's a bad thing.My next book, which is coming out with Harper Collins and we just cracked the contract on that, I got a big advance —Hey, congratulations.But the whole idea of this book is kind of trying to create a new grand narrative of what's possible now, in the next 25 years, based on these new technologies and how we could reorganize the economy and society in ways that would work better for everybody. The reason I'm kind of trying to wrap this up, and the early pieces of this are in my Substack series of these essays I'm writing, is because I think what's missing right now is people can't see the new way forward. That's the win-win way forward. They actually are only operating on this opaque thing. The world of AI is so foreign to them, it's so bizarre to them, it's so obscure to them, that they're reacting off it just like any sensible human being. You're scared of a thing you don't get.What's interesting about this, and again what's useful, is I went through this exact same thing in the '90s. It's a little bit different, and I'll tell you the differentiation in a minute, but basically back in the '90s when I was working at the early stage with the founders of WIRED magazine, it was the early days of WIRED, basically meaning the world didn't know what email was, what the web was, people were saying there's no way people would put their credit cards on the internet, no one's going to buy anything on there, you had to start with square one. What was interesting about it is they didn't understand what's possible. A lot of the work I was doing back then at WIRED, but also with my first book then, went into multiple languages, all kinds of stuff, was trying to explain from the mid-'90s, what the internet and the Digital Revolution tied with globalization might look like in a positive way to the year 2020, which is a 25-year lookout.That was one of the popularities of the book, and the articles I was doing on that, and the talks I was doing — a decade speaking on this thing — because people just needed to see it: “Oh! This is what it means when you connect up everybody! Oh! I could see myself in my field living in a world where that works. Oh, actually, the trade of with China might work for my company, blah, blah, blah.” People could kind of start to see it in a way that they couldn't in the early to mid-'90s. They were just like, “I don't even know, what's an Amazon? Who cares if they're selling books on it? I don't get it.” But you could rough it out from a technological point of view and do that.I think it's the same thing now. I think we need do this now. We have to say, “Hey dudes, you working with AI is going to make you twice as productive. You're going to make twice as much money.” The growth rate of the economy — and you're good with this with your Up Wing stuff. I'm kind of with you on that. It could be like we're all actually making more money, more wealth pulsing through society. Frankly, we're hurting right now in terms of, we don't have enough bodies doing stuff and maybe we need some robots. There's a bunch of ways that you could reframe this in a bigger way that people could say, “Oh, maybe I could do that better,” and in a way that I think I saw the parallels back there.Now the one difference now, and I'll tell you the one difference between the '90s, and I mentioned this earlier, in the '90s, everybody thought these goofy tech companies and stuff were just knucklehead things. They didn't understand what they were. In fact, if anything, the problem was the opposite. You get their attention to say, “Hey, this Amazon thing is a big deal,” or “This thing called Google is going to be a big thing.” You couldn't even get them focused on that. It took until about the 20-teens, 2012, -13, -14 till these companies got big enough.So now everybody's freaked out about the tech because they're these giant gargantuan things, these trillion-dollar companies with global reach in ways that, in the '90s, they weren't. So there is a kind of fear-factor baked into tech. The last thing I'll say about that, though, is I know I've learned one thing about tech is over the years, and I still believe it's true today, that the actual cutting-edge of technology is not done in the legacy companies, even these big legacy tech companies, although they'll still be big players, is that the actual innovation is going to happen on the edges through startups and all that other thing, unless I'm completely wrong, which I doubt. That's been the true thing of all these tech phases. I think there's plenty of room for innovation, plenty of room for a lot of people to be tapped into this next wave of innovation, and also wealth creation, and I think there is a way forward that I think is going to be less scary than people right now think. It's like they think that current tech setup is going to be forever and they're just going to get richer, and richer, and richer. Well, if they were in the '90s, those companies, Facebook didn't exist, Google didn't exist, Amazon didn't exist. Just like we all thought, “Oh, IBM is going to run everything,” it's like, no. These things happen at these junctures, and I think we're in another one of the junctures, so we've got to get people over this hump. We've got to get them to see, “Hey, there's a win-win way forward that America can be revitalized, and prosperous, and wealth spread.”The bioengineering breakthrough (24:24)Just like we had industrial production in the Industrial Revolution that scaled great wealth and created all these products off of that we could have a bio-economy, a biological revolution . . .I think that's extraordinarily important, giving people an idea of what can be, and it's not all negative. You've talked a little bit about AI, people know that's out there and they know that some people think it's going to be big. Same thing with clean energy.To me, of your three transformer technologies, the one we I think sometimes hear less about right now is bioengineering. I wonder if you could just give me a little flavor of what excites you about that.It is on a delay. Clean energy has been going for a while here and is starting to scale on levels that you can see the impact of solar, the impact of electric cars and all kinds stuff, particularly from a global perspective. Same thing with AI, there's a lot of focus on that, but what's interesting about bioengineering is there were some world historic breakthroughs basically in the last 25 years.One is just cracking the human genome and driving the cost down to, it's like a hundred bucks now to get anybody's genome processed. That's just crazy drop in price from $3 million on the first one 20 years ago to like a hundred bucks now. That kind of dramatic change. Then the CRISPR breakthrough, which is essentially we can know how to cheaply and easily edit these genomes. That's a huge thing. But it's not just about the genomics. It's essentially we are understanding biology to the point where we can now engineer living things.Just think about that: Human beings, we've been in the Industrial Revolution, everything. We've learned how to engineer inert things, dig up metals, and blah, blah, blah, blah, and engineer a thing. We didn't even know how living things worked, or we didn't even know what DNA was until the 1950s, right? The living things has been this opaque world that we have no idea. We've crossed that threshold. We now understand how to engineer living things, and it's not just the genetic engineering. We can actually create proteins. Oh, we can grow cultured meat instead of waiting for the cow to chew the grass to make the meat, we can actually make it into that and boom, we know how it works.This breakthrough of engineering living things is only now starting to kind of dawn on everyone . . . when you talk about synthetic biology, it's essentially man-made biology, and that breakthrough is huge. It's going to have a lot of economic implications because, across this century, it depends how long it takes to get past the regulation, and get the fear factor of people, which is higher than even AI, probably, around genetic engineering and cloning and all this stuff. Stem cells, there's all kinds of stuff happening in this world now that we could essentially create a bio-economy. Just like we had industrial production in the Industrial Revolution that scaled great wealth and created all these products off of that we could have a bio-economy, a biological revolution that would allow, instead of creating plastic bottles, you could design biological synthetic bottles that dissolve after two weeks in the ocean from saltwater or exposure to sunlight and things like that. Nature knows how to both create things that work and also biodegrade them back to nothing.There's a bunch of insights that we now can learn from Mother Nature about the biology of the world around us that we can actually design products and services, things that actually could do it and be much more sustainable in terms of the long-term health of the planet, but also could be better for us and has all kinds of health implications, of course. That's where people normally go is think, “Oh my god, we can live longer” and all kinds of stuff. That's true, but also our built world could actually be redesigned using super-hard woods or all kinds of stuff that you could genetically design differently.That's a bigger leap. There's people who are religious who can't think of touching God's work, or a lot of eco-environmentalists like, “Oh, we can't mess with Mother Nature.” There's going to be some issues around that, but through the course of the century, it's going to absolutely happen and I think it could happen in the next 25 years, and that one could actually be a huge thing about recreating essentially a different kind of economy around those kinds of insights.So we've got three world-historic technologies: AI, clean energy, and now bioengineering, and if America can't invent the next system, who the hell is going to do that? You don't want China doing it.Demographic pressure (28:52)We are going to welcome the robots. We are going to welcome the AI, these advanced societies, to create the kind of wealth, and support the older people, and have these long lives.No, I do not. I do not. Two things I find myself writing a lot about are falling birth rates globally, and I also find myself writing about the future of the space economy. Which of those topics, demographic change or space, do you find intellectually more interesting?I think the demographic thing is more interesting. I mean, I grew up in a period where everyone was freaked out about overpopulation. We didn't think the planet would hold enough people. It's only been in the last 10 years that, conventionally, people have kind of started to shift, “Oh my God, we might not have enough people.” Although I must say, in the futurist business, I've been watching this for 30 years and we've been talking about this for a long time, about when it's going to peak humans and then it's going to go down. Here's why I think that's fantastic: We are going to welcome the robots. We are going to welcome the AI, these advanced societies, to create the kind of wealth, and support the older people, and have these long lives. I mean long lives way beyond 80, it could be 120 years at some level. Our kids might live to that.The point is, we're going to need artificial intelligence, and robotics, and all these other things, and also we're going to need, frankly, to move the shrinking number of human beings around the planet, i.e. immigration and cross-migration. We're going to need these things to solve these problems. So I think about this: Americans are practical people. At its core, we're practical people. We're not super ideological. Currently, we kind of think we're ideological, but we're basically common-sense, practical people. So these pressures, the demographic pressures, are going to be one of the reasons I think we are going to migrate to this stuff faster than people think, because we're going to realize, “Holy s**t, we've got to do this.” When social security starts going broke and the boomers are like 80 and 90 and it is like, okay, let alone the young people thinking, “How the hell am I going to get supported?” we're going to start having to create a different kind of economy where we leverage the productivity of the humans through these advanced technologies, AI and robotics, to actually create the kind of world we want to live in. It could be a better world than the world we've got now, than the old 20th-century thing that did a good shot. They lifted the bar from the 19th century to the 20th. Now we've got to lift it in the 21st. It's our role, it's what we do. America, [let's] get our s**t together and start doing it. That's the way I would say it.On sale everywhere The Conservative Futurist: How To Create the Sci-Fi World We Were PromisedFaster, Please! is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit fasterplease.substack.com/subscribe

Send us a textIn this flavorful and focused episode of Joey Pinz Discipline Conversations, Tanya Alfonso — chef-trained tech executive and cybersecurity leader at Vicarious — joins us from Pax8 Beyond 2025 to talk about precision, process, and performance in the kitchen and in business.From her IBM days to knife skills in culinary school, Tanya shares how her love for cooking fuels her leadership style. Organization, attention to detail, and routine aren't just part of her home kitchen — they're baked into her approach to cybersecurity, MSP partnership, and life.At Vicarious, Tanya helps Managed Service Providers streamline vulnerability remediation, not just detection. She explains how Vicarious goes beyond patching to include patchless protection and scripting — essential in a landscape where 50% of threats won't have a patch available.We also dive into Tanya's take on discipline, mental focus, and personal joy. From 5:30 a.m. workouts to weekly fridge cleans, she shares how consistency fuels both her work-life balance and professional growth. 

Send us a textThe enterprise tech space is buzzing with momentum as AI-driven innovation, strategic acquisitions, and infrastructure investments redefine the competitive landscape. From Qbiq's $16M raise to automate architectural design to Vasco's funding to optimize startup revenue trajectories with AI, it's clear that intelligent automation is no longer a luxury—it's a necessity. Meanwhile, power-hungry data centers brace for demand to double in the next five years, prompting infrastructure giants like Lenovo and IBM to expand their capabilities through high-stakes acquisitions. CDP consolidation gains pace with Rokt's mParticle deal, while ServiceNow and Vercel are sharpening their edge in AI and open source, respectively. Even the cloud world isn't sitting still, with Render securing $80M to simplify deployment. And amidst it all, industry drama unfolds as Salesforce's Marc Benioff openly critiques Microsoft Copilot, reminding us that even in AI, not all copilots fly smoothly.In today's episode, we invited a panel of industry analysts for a live discussion on LinkedIn to analyze current enterprise software stories. We covered many grounds including the direction and roadmaps of each enterprise software vendors. Finally, we analyzed future trends and how they might shape the enterprise software industry.Background Soundtrack: Away From You – Mauro SommFor more information on growth strategies for SMBs using ERP and digital transformation, visit our community at wbs. rocks or elevatiq.com. To ensure that you never miss an episode of the WBS podcast, subscribe on your favorite podcasting platform. 

Some CEOs are already replacing engineers and junior staff with large language models. But what if the real risk isn't that AI replaces your team — it's that it doesn't, and you're left without a talent pipeline? In this episode, Sophia Matveeva breaks down: Why cutting junior hiring today could sabotage your company in 3–5 years What IBM's CEO gets right that others get very wrong How the hype around “AI-first” companies is creating poor decision-making What the S-curve of innovation tells us about the real pace of AI progress And why thinking long-term — not just cutting costs this quarter — is a strategic advantage Whether you're a government leader, innovation executive, or non-technical founder, this episode will help you make smarter, more resilient decisions in the age of AI.  Fortune: IBM's CEO says ‘the first thing you can automate is a repetitive, white-collar job,' but he's not cutting workers: ‘I'll get more' Chapters 00:00 — The Real Risk Isn't AI — It's What Happens When It Doesn't Work 02:45 — What CEOs Are Saying: Duolingo, Klarna… and IBM's Contrarian View 06:30 — The Junior Job Crunch: Accountancy's Mistake Repeats in Tech 09:15 — The S-Curve Explained: Why AI Progress Is Slowing 14:10 — Your Strategic Takeaways: What Smart Leaders Are Doing Now   Growth Through Innovation If your organisation wants to drive revenue through innovation, book a call with us here. Our workshops and innovation strategies have helped Constellation Brands, the Royal Bank of Canada and Oxford University.   For the full transcript, go here: https://www.techfornontechies.co/blog/AI-wont-kill-jobs-but-short-term-thinking-will

How much performance can you squeeze out of quantum computing by improving the stack? A lot happens in code before classical bits touch qubits. One company's hardware-specific algorithms, delivered via a cloud platform, supercharge real-world applications like protein folding and AI-enhanced machine learning. From outperforming classical tools like Gurobi on IBM's 156-qubit processor to slashing circuit depths by up to 1,000x, Kipu Quantum is accelerating the timeline to advantage. Join host Konstantinos Karagiannis for a wide-ranging chat with Daniel Volz from Kipu Quantum, and also find out how they're scaling with IBM and IonQ's recently announced bold qubit roadmaps.  For more information on Kipu Quantum, visit https://kipu-quantum.com/.  Visit Protiviti at www.protiviti.com/US-en/technology-consulting/quantum-computing-services  to learn more about how Protiviti is helping organizations get post-quantum ready.  Follow host Konstantinos Karagiannis on all socials: @KonstantHackerQuestions and comments are welcome!  Theme song by David Schwartz, copyright 2021.  The views expressed by the participants of this program are their own and do not represent the views of, nor are they endorsed by, Protiviti Inc., The Post-Quantum World, or their respective officers, directors, employees, agents, representatives, shareholders, or subsidiaries.  None of the content should be considered investment advice, as an offer or solicitation of an offer to buy or sell, or as an endorsement of any company, security, fund, or other securities or non-securities offering. Thanks for listening to this podcast. Protiviti Inc. is an equal opportunity employer, including minorities, females, people with disabilities, and veterans.

Send us a textWe're back with Part 2 of our must-listen conversation with Dave Garrison, leadership strategist and veteran CEO, on what it really takes to unlock performance through engagement.In this episode, we go deeper into the psychological drivers of motivation — autonomy, mastery, and purpose — and explore how to stop employee churn, combat burnout, and lead with clarity (not just charisma). Plus: how to rethink your approach to hiring and the controversial take on using AI in leadership decisions.Stick around for a surprise recap guest who brings it all home.

Send us a textWe're back with Part 2 of our must-listen conversation with Dave Garrison, leadership strategist and veteran CEO, on what it really takes to unlock performance through engagement.In this episode, we go deeper into the psychological drivers of motivation — autonomy, mastery, and purpose — and explore how to stop employee churn, combat burnout, and lead with clarity (not just charisma). Plus: how to rethink your approach to hiring and the controversial take on using AI in leadership decisions.Stick around for a surprise recap guest who brings it all home.

In der heutigen Folge sprechen die Finanzjournalisten Daniel Eckert und Holger Zschäpitz über den 8-Milliarden-Dollar-Goldschatz eines Stablecoin-Anbieters, den Showdown bei der Commerzbank und ein Rekord beim Kupfer. Außerdem geht es um Unicredit, Intel, Porsche Vz., Volkswagen, Allianz, BASF, Bayer, BMW, Deutsche Bank, E.on, Henkel, Siemens, SAP, Xetra-Gold (WKN: A0S9GB), IBM, Microsoft, Amundi Dax ETF thesaurierend (WKN: A0REJQ), Xtrackers Dax ETF thesaurierend (WKN: DBX1DA) Vanguard Germany All Cap ETF ausschüttend (WKN: A2JF6S) und Pop Mart International Group (WKN: A2QKKF). Wir freuen uns über Feedback an aaa@welt.de. Noch mehr "Alles auf Aktien" findet Ihr bei WELTplus und Apple Podcasts – inklusive aller Artikel der Hosts und AAA-Newsletter.[ Hier bei WELT.](https://www.welt.de/podcasts/alles-auf-aktien/plus247399208/Boersen-Podcast-AAA-Bonus-Folgen-Jede-Woche-noch-mehr-Antworten-auf-Eure-Boersen-Fragen.html.) [Hier] (https://open.spotify.com/playlist/6zxjyJpTMunyYCY6F7vHK1?si=8f6cTnkEQnmSrlMU8Vo6uQ) findest Du die Samstagsfolgen Klassiker-Playlist auf Spotify! Disclaimer: Die im Podcast besprochenen Aktien und Fonds stellen keine spezifischen Kauf- oder Anlage-Empfehlungen dar. Die Moderatoren und der Verlag haften nicht für etwaige Verluste, die aufgrund der Umsetzung der Gedanken oder Ideen entstehen. Hörtipps: Für alle, die noch mehr wissen wollen: Holger Zschäpitz können Sie jede Woche im Finanz- und Wirtschaftspodcast "Deffner&Zschäpitz" hören. +++ Werbung +++ Du möchtest mehr über unsere Werbepartner erfahren? [**Hier findest du alle Infos & Rabatte!**](https://linktr.ee/alles_auf_aktien) Impressum: https://www.welt.de/services/article7893735/Impressum.html Datenschutz: https://www.welt.de/services/article157550705/Datenschutzerklaerung-WELT-DIGITAL.html

Miramos hoy a Exxon Mobil, Apple, Meta, IBM, Honeywell y Boeing con Rafael Ojeda, analista independiente.

Segment 1 with Dave Whorton starts at 0:00. The “Get Big Fast” startup era is crumbling. Sky-high valuations, zero profits, and a fixation on rapid scaling have left businesses fragile and the economy unstable. It's time for entrepreneurs to skip the funding rounds and rethink how they approach growth.In his new book "Another Way - Building Companies That Last…and Last…and Last",  former Kleiner Perkins Venture Capitalist Dave Whorton lays out a path forward. After seeing firsthand the risks of speculative growth, he rejected the Silicon Valley unicorn obsession he helped fuel, and now helps entrepreneurs thrive better in our volatile times.Segment 2 with Marcelo Barros starts at 20:28.Phishing attacks are forever changing and getting more creative. What do we need to know as small business owners and how should be educate our team?Marcelo Barros is the Global Director of Hacker Rangers. He is an IT professional with over 30 years of experience and a strong interest in cybersecurity. As the Global Markets Leader at Hacker Rangers, a gamification company, he spearheads the company's expansion into markets outside of Brazil. Before this position, Marcelo dedicated 17 years to IBM, where he worked in cybersecurity, sales, and management, delivering solutions and achieving outcomesBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-small-business-radio-show--3306444/support.

Today's guest is Ari Kaplan, Head of Evangelism at Databricks. Founded in 2013, Databricks democratizes insights to everyone in an organization. Their Data Intelligence Platform provides a unified foundation for all data and governance, combined with AI models tuned to an organization's unique characteristics. Now, anyone in an organization can benefit from automation and natural language to discover and use data like experts, and technical teams can easily build and deploy secure data and AI apps and products.Ari is a leading AI and data influencer and was named one of DataIQ's Top 20 AI Influencers in America in 2024. He created and led the Chicago Cubs' analytics team, inspired Moneyball and held leadership roles at Databricks, IBM and Nielsen. A Caltech Alumni of the Decade, he's authored five best-selling books and consulted for Fortune 500s. Ari also led the Raoul Wallenberg investigation and has been profiled by CNN, Time and the History Channel for his pioneering work in analytics and AI.In this episode, Ari talks about:0:00 His journey from sports fan to analytics pioneer transforming the industry5:54 How the Moneyball legacy fuels his ever-evolving tech innovation journey9:00 Being the Databricks evangelist to inspire global AI innovation11:45 How Databricks uses AI internally, inspires careful customer innovation15:38 Driving unstoppable global growth momentum through their passionate community19:10 His passion for using data science to free wrongly imprisoned, missing people22:01 His optimistic vision for AI's rapidly transformative future25:31 How AI shifted from skepticism to an essential productivity tool rapidlyTo find out more about all the great work happening at Databricks, check out the website www.databricks.com 

¿Qué pasaría si pudiéramos imitar la energía del Sol aquí en la Tierra? Eso es justo lo que intentan hacer un grupo de científicos en Madrid, dentro del reactor TJ-II, una máquina que, a más de 10 millones de grados, recrea lo que ocurre en el corazón de las estrellas. El objetivo: conseguir una energía limpia, segura y prácticamente ilimitada, sin residuos ni riesgo de accidentes como los de Chernóbil o Fukushima. Pero controlar algo tan extremo no es fácil. Por eso, el CIEMAT (Centro de Investigaciones Energéticas) ha unido fuerzas con IBM para crear watsonx, una inteligencia artificial que actúa como un superasistente para los investigadores. Les permite hacer preguntas, analizar experimentos, predecir resultados y encontrar patrones entre montañas de datos acumulados en casi 20 años. Como si fuera un ChatGPT especializado en fusión nuclear. Gracias a esta IA, el sueño de obtener una fuente de energía limpia como la del Sol está un paso más ...

In this episode of The Broadband Bunch, recorded live from Fiber Connect 2025, host Brad Hine sits down with Stephen Rose, CEO of Render Networks, for a conversation about the evolving broadband landscape and the role of intelligent infrastructure. Stephen shares his journey from global telecom operations to leading innovation at Render, drawing on past leadership roles at IBM, Nokia, and the Nobel Prize-winning Nokia Bell Labs. The discussion covers a wide range of topics—from Render's latest industry partnerships with EXFO and VETRO FiberMap, to the impact of AI and automation in fiber network deployment. Stephen emphasizes the need for data transparency, cross-industry collaboration, and scalable software ecosystems to address challenges like labor shortages, cost overruns, and operational inefficiencies. Listeners will also get insights into Render's growing influence beyond telecommunications, including electric and utility sectors, and how Render's platform continues to drive digital transformation even after network builds are complete.

Nearly a year into his CFO role at Reltio, James Redfern still feels like he's catching up. “I've made some progress, but I'm definitely not where I… need to get,” he tells us. That steep learning curve was exactly what drew him to the company.Redfern didn't find the Reltio opportunity through recruiters. Instead, it surfaced during a casual conversation with a mentor. “I was actually looking at something else,” he recalls. “And he said, ‘Oh, if you're looking… I'm on the board of a company that's looking for a CFO.'” That kind of personal connection—what Redfern calls “psychic safety”—has guided his last two career moves. It's less about who you know casually, he tells us, and more about “people you actually have worked with.”At Reltio, Redfern stepped out of his comfort zone. After years in application-layer software companies like Workday and PayScale, he shifted into deep IT infrastructure. Reltio's platform ensures enterprise data is clean and consistent across systems—a need made more urgent by the rise of AI. “You need a reliable, unified view of your data,” he explains. “One customer equals one customer—not three different customers in three different systems.”With 190 customers and $160 million in annual recurring revenue, Reltio works with some of the world's largest enterprises. The company's mission, Redfern tells us, is to replace legacy systems like Informatica and IBM with cloud-native data unification at scale.For Redfern, the attraction wasn't the title. It was the challenge. “This is the kind of journey I committed myself to,” he says.

Actions speak louder than words: a look at Apple's extremely quiet Mac OS licensing program. Original text by Charles Piller. Macworld Boston 1994, Tim Bajarin: Apple has to either start licensing, or lower their prices. A DTK PowerPC 601 box running Windows NT/PowerPC at PC Expo 1994. TNPC and Mitac showing off PowerPC systems at COMDEX 1994. Heads of Mac OS licensing: Don Strickland's website. In memoriam. Larry Lightman's other business: Waffle-Crete. Do you suppose any Waffle Houses have been constructed with Waffle-Crete? Jon Rubinstein talks about disbanding NeXT and founding FirePower Systems, only to have IBM pull the rug out from underneath the whole PowerPC personal systems scene. (transcript, pages 53-58) Phil Schiller used to work for Macromedia? The Pioneer MPC-GX1 Macintosh clone lands in Mac84tv's workshop. Windows NT/PowerPC on Macintosh PowerBook G3/G4 and iMac hardware: source code, video demos. Gary Davidian, developer of the 68K emulator that underpinned the Power Mac's success, talks about CHRP and his time at Power Computing. (transcript, pages 33-41)

Will AI agents run all businesses? In episode 62 of Mixture of Experts, host Tim Hwang is joined by Gabe Goodhart, Kush Varshney and Marina Danilevsky to debrief Anthropic's Project Vend. Next, do we still need massive data centers? We analyze DiLoCoX and discuss the possibility of distributed model training. Then, the New York Times released an article discussing how computer science education has changed in the era of AI; should people still study computer science? Finally, is the paper review process broken? And is it AI's fault? All that and more on today's episode of Mixture of Experts. 00:00 – Intro 01:07 -- Anthropic's Project Vend 13:38 -- DiLoCoX 25:56 -- Computer science education 40:57 -- AI prompts in papers The opinions expressed in this podcast are solely those of the participants and do not necessarily reflect the views of IBM or any other organization or entity.

This week I'm joined by WILCO's MIKAEL JORGENSON to discuss a film he knows backward and forwards: HEAVY METAL PARKING LOT! But that's not all… I also got to blow his mind with surprise guest JEFF KRULIK--The Co-Creator of HEAVY METAL PARKING LOT!!!We discuss Mikael's endless creativity and how he decides where to put his energy on any given day, the many hours he spent as a teenager making music on his IBM floppy drive computer, doing David Letterman-style comedy audio cassette recordings, how unusual it was to see Mikael with a computer on stage during his first Wilco tour (and how common it is now), how intense it was for him to join an established band like Wilco, tribalism in music scenes, how the documentary is both terrifying and comforting, how shirtless people outnumber people wearing shirts in this film, Mikael's religious upbringing and its impact on his fear of heavy metal, KISS being in children's TV shows, the genesis of Heavy Metal Parking Lot and how the film found an audience due to VHS tape trading culture, a reenactment of Zebraman's anti punk rock tirade, the undying loyalty of metal fans, Neil Diamond Parking Lot & Heavy Metal Picnic, Judas Priest's reaction to the film, Jeff trying to eat Judas Priest's food backstage, Sofia Coppola wanting to use the film in her work, reconnecting with the stars of Heavy Metal Parking Lot decades later and so much more.So let's smoke a joint so big it stretches across America on this week's episode of Revolutions Per Movie!HEAVY METAL PARKING LOT: https://www.heavymetalparkinglot.com/MIKAEL JORGENSON: https://mikaeljorgensen.com/JEFF KRULIK: https://jeffkrulik.com/WILCO: https://wilcoworld.net/REVOLUTIONS PER MOVIE:Host Chris Slusarenko (Eyelids, Guided By Voices, owner of Clinton Street Video rental store) is joined by actors, musicians, comedians, writers & directors who each week pick out their favorite music documentary, musical, music-themed fiction film or music videos to discuss. Fun, weird, and insightful, Revolutions Per Movie is your deep dive into our life-long obsessions where music and film collide.The show is also a completely independent affair, so the best way to support it is through our Patreon at patreon.com/revolutionspermovie. By joining, you can get weekly bonus episodes, physical goods such as Flexidiscs, and other exclusive goods.Revolutions Per Movies releases new episodes every Thursday on any podcast app, and additional, exclusive bonus episodes every Sunday on our Patreon. If you like the show, please consider subscribing, rating, and reviewing it on your favorite podcast app. Thanks!SOCIALS:@revolutionspermovieBlueSky: @revpermovieTHEME by Eyelids 'My Caved In Mind'www.musicofeyelids.bandcamp.com ARTWORK by Jeff T. Owenshttps://linktr.ee/mymetalhand Hosted on Acast. See acast.com/privacy for more information.

What does it really take to build a trustworthy business in today's AI-driven, data-centric world? In this powerful episode of the FIT4Privacy Podcast, host Punit Bhatia sits down with Neil Twa to unpack why trust isn't just a buzzword—it's a business imperative. From his hands-on experience in e-commerce and Amazon-based business models, Neil shares a practical framework for building companies that thrive by prioritizing privacy, innovation, and customer-first values. You'll also hear insights on how Amazon leverages AI to shape customer behavior—and what other businesses can learn from it. As organizations rely more heavily on data and automation, the big question becomes: How can they build digital trust while staying sustainable and profitable? Tune in to find out. KEY CONVERSION POINT 00:02:18 How do you define digital trust? 00:05:24 The 4 Steps Approach in building successful, trustworthy, sustainable, profitable business  00:15:53 Selling data or Feeding data on AI engine 00:20:15 Amazon and E-Commerce Strategies with AI 00:23:10 Skills and how to source it in setting up a business 00:29:45 How to Reach Neil Twa  ABOUT GUEST Neil Twa is the CEO / Co-Founder of Voltage Holdings, a company specializing in launching, consulting, selling and acquiring brands with a focus on the e-commerce channels such as Amazon FBA and multichannel. He has more than fifteen years of experience selling private label products on Amazon and his company.  For over 17 years, Mr. Twa has been constructing businesses both online and offline after departing his senior IBM role. Since 2012, he's launched 5+ personal brands, generated 10's of millions in revenues as 8 figures sellers, and assisted in the growth of 1000+ others through consulting, coaching, and mentoring alongside partner Reed and their Voltage team.  Neil together with Reed Larsen, published a new book titled "Almost Automated Income with FBA: Build a Profitable Lifestyle-Driven Amazon Business. Exit for Millions. Even Without Any E-commerce Experience". The book is a groundbreaking guide that has swiftly claimed the #1 spot among newly released books. This manual is the key to building a lucrative lifestyle-driven Amazon business that expertly guided by Twa and Larsen through the intricacies of Amazon FBA, offering invaluable insights and strategies to pave the way for a profitable venture.  ABOUT HOST Punit Bhatia is one of the leading privacy experts who works independently and has worked with professionals in over 30 countries. Punit works with business and privacy leaders to create an organization culture with high privacy awareness and compliance as a business priority. Selectively, Punit is open to mentor and coach professionals.  Punit is the author of books “Be Ready for GDPR' which was rated as the best GDPR Book, “AI & Privacy – How to Find Balance”, “Intro To GDPR”, and “Be an Effective DPO”. Punit is a global speaker who has spoken at over 30 global events. Punit is the creator and host of the FIT4PRIVACY Podcast. This podcast has been featured amongst top GDPR and privacy podcasts.  As a person, Punit is an avid thinker and believes in thinking, believing, and acting in line with one's value to have joy in life. He has developed the philosophy named ‘ABC for joy of life' which passionately shares. Punit is based out of Belgium, the heart of Europe.  RESOURCES Websites www.fit4privacy.com,www.punitbhatia.com,https://www.linkedin.com/in/neiltwa/,https://www.linkedin.com/company/voltage-holdings-llc/, https://www.voltagedm.com/  Podcast https://www.fit4privacy.com/podcast Blog https://www.fit4privacy.com/blog YouTube http://youtube.com/fit4privacy   

President Donald Trump submitted a nomination Tuesday for Ryan Cote to serve as assistant secretary of information and technology and CIO of the Department of Veterans Affairs. If confirmed by Senate vote, it would be Cote's second run as a CIO under Trump. He served in the IT chief role at the Department of Transportation during the first Trump administration. Cote started his career as a U.S. Marine but went on to hold jobs in technology at firms like HP, Northrop Grumman, Gartner and IBM, before he entered federal service in 2019 at Transportation. Since leaving government at the end of Trump's first term, Cote has served as a board adviser for a company called Nubeva and as a so-called “private” global CIO, according to his LinkedIn profile. The VA has been without a Senate-confirmed CIO since the Trump administration took office. Kurt DelBene held the role during the previous administration. Eddie Pool, the agency's deputy CIO for connectivity and collaboration services, has been serving as the acting CIO. The Department of Defense is standing up a joint interagency task force to tackle drone threats, according to a senior officer. “We recently did a session with the secretary of defense and we are going to stand up a joint interagency task force” focused on thwarting drones, Gen. James Mingus, vice chief of staff of the Army, said during an event Wednesday co-hosted by AUSA and the Center for Strategic and International Studies. Counter-unmanned aerial systems (C-UAS), as it is known in DOD parlance, is a key challenge for the military. Commercial technology has evolved in recent years such that drones on the civilian market are extremely cheap to buy and simple to operate. It has also become less challenging to 3D print parts and devices that can fly. This has made it significantly easier for nation-states and terrorist groups to procure these types of systems and strap bombs to them, allowing adversaries to level the playing field against higher-tech combatants such as the U.S. military. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

Susan Santiago is a dynamic force with a life as colorful and varied as her career. From navigating the high-stakes world of corporate troubleshooting at IBM in San Francisco to managing historic high-rises like the iconic Shell Building, Susan thrives on challenge and change. Her career spans the gamut, administering justice in the U.S. Attorney's Office, advocating for families in the Child Support Division, and even diving into the fast-paced arena of political campaigns. For 15 years, she lent her voice to the airwaves as a passionate radio programmer at KWMR, connecting communities from Marin to the world. Today, she channels her deep commitment to fairness as a mediator, resolving conflicts in Sonoma County's civil courts. Born with a knack for adaptation, thanks to an RCA-engineer dad who kept her childhood on the move, Susan carries that same fearless spirit into her love of competitive swimming and her relentless pursuit of justice. Whether in the pool (one of her passions), the courtroom, or the studio, she's all about making waves—with purpose, passion, and a whole lot of heart.

This episode is available in audio format on our Let's Talk Loyalty podcast and in video format on www.Loyalty.TV.In this episode of the Wiser Loyalty podcast series, Aaron Dauphinee, the CMO of Wise Marketer Group, talks with the VP of Marketing at Cadillac Fairview, Craig Flannagan. Craig is one a senior marketing executive that has successfully stitched his customer and community marketing savvy across IBM and Microsoft into curating customer experiences at Canada's premier commercial real estate agent that operates some of the countries highest-performing shopping centres. He shares his perspective on loyalty being immersive of the human element, which begins from creating experiences that draw people into their spaces and then sees them return. A very progressive conversation on what loyalty looks like in a non-traditional sector (mall loyalty) that is intertwined with one more core (retail loyalty).This episode is sponsored by Comarch. Show Notes:1) Craig Flannagan. 2)Cadillac Fairview3)Aaron Dauphinee4) The Power of Moments * (Book)*In this episode, the guest mistakenly refers to the book by an incorrect title. The correct title is The Power of Moments We appreciate your understanding and hope you enjoy the conversation.

By Christina Lovelock What do we mean by 'digital skills'? With technology playing a role in most aspects of our lives, and needed for a wide variety of jobs, what does the term 'digital skills' actually relate to? There are many different interpretations and expectations of 'digital skills', even within the tech sector. The digital skills gap Tech leaders often specifically exclude 'ability to write code' from the term digital skills but do typically expect some level of data skills to fall within the scope of the term. They also include broader, non-technical skills which are needed to work successfully in a digital team, such as collaboration and problem-solving. If you speak to HR and recruitment professionals, they do not typically include these wider areas in their understanding of digital skills. They often cite specific areas of technology like cybersecurity or cloud computing, or name programming languages such as Python and JavaScript to clarify the specific skills they are referring to. This mismatch of understanding can be a problem for organisations. Leaders need to create a more nuanced conversation about the skills we have within the workforce and the skills we need to develop. AI skills for jobs of the future One thing is clear - skills and knowledge in relation to AI is now a key aspect of the digital skills agenda and increasing the AI skills of the workforce is high on the list of government priorities. According to IBM, 87% of executives expect AI to augment jobs rather than replace them, but a larger pool of talent is essential to be implement and scale AI across organisations. The UK Prime minister has announced a £187 million investment in a new TechFirst programme to help address the UK digital skills gap. Digital skills gap This shortfall in skills is costing the UK around £63bn annually. The demand for tech talent, especially in areas like AI, data science, and cybersecurity has far outpaced the supply of qualified candidates. We need more people to consider careers in tech, data, and digital, and more professionals should be encouraged to increase their digital and AI skills. Currently, 7.5 million people, or 18% of UK adults, lack even basic digital workplace skills, and 60% of the workforce is missing at least some of the 20 core digital tasks employers expect. Closing the gap isn't just about training in new technologies, it's about rethinking how we define, recruit, and grow talent Investing in tech skills How can we prepare our workforce for the future, when the pace of change in tech is increasing all the time? Low code and no code platforms and advancing capabilities of AI means that the nature of software development jobs is already changing significantly. Effective collaboration and communication are already the skills that set apart high-performing teams and individuals, this is going to be crucial for every role. An understanding of ethics and governance and a commitment to continuous professional development will be needed for many more tech roles. Creativity, critical thinking and innovation will be even more desirable than they are now. We need to ensure we treat these areas as skills that can be developed, not natural 'traits' that some people have, and others don't. The bigger opportunity Beyond plugging shortages, investing in digital skills is about opening doors. It's a chance to diversify the tech sector by equipping people from all regions and backgrounds to participate. It's how we build companies that not only scale but also sustain. There will always be new advances, new tools and new threats. The truth is, if there's one skill that truly defines the future for tech professionals, it's the ability to keep learning. About the author Christina Lovelock is a digital leader, coach and the author of Careers in Tech, Data and Digital, which aims to shine a spotlight on the wide range of roles in tech, not just coding. She is active in the professional community, regularly speakin...

SaaStr 809: Why Enterprise AI Adoption Is Moving 5-10X Faster Than Cloud with Box's CEO and Co-Founder, IBM's VP for AI and SaaStr's CEO and Founder This conversation between Aaron Levie, CEO & Co-Founder of Box, Raj Datta, Global Vice President for Software and A.I. Partnerships at IBM and Jason Lemkin, CEO and Founder of SaaStr, covers the evolution from chat interfaces to digital labor models, the integration of AI to automate complex tasks, and the emergence of new paradigms for businesses deploying AI agents. Key topics include the distinction between AI agents and assistants, the development of proprietary data models, and the rapid pace of AI adoption. With real-world examples from companies like IBM and Box, this session offers insights into how AI is reshaping software ecosystems, enhancing enterprise capabilities, and potentially redefining market moats. ------------------ This episode of the SaaStr podcast is sponsored by: Attention.com   Tired of listening to hours of sales calls? Recording is yesterday's game. Attention.com unleashes an army of AI sales agents that auto-update your CRM, build custom sales decks, spot cross-sell signals, and score calls before your coffee's cold. Teams like BambooHR and Scale AI already automate their Sales and RevOps using customer conversations. Step into the future at attention.com/saastr   ------------------   Hey everyone, we just hosted 10,000 of you at the SaaStr Annual in the SF Bay Area, and now get ready, because SaaStr AI is heading to London! On December 2nd and 3rd, we're bringing SaaStr AI to the heart of Europe. This is your chance to connect with 2,500+ SaaS and AI executives, founders, and investors, all sharing the secrets to scaling in the age of AI.   Whether you're a founder, a revenue leader, or an investor, SaaStr AI in London is where the future of SaaS meets the power of AI. And we just announced tickets and sponsorships, so don't wait! Head to SaaStrLondon.com to grab yours and join us this December in London. SaaStr AI in London —where SaaS meets AI, and the next wave of innovation begins. See you there!

Laura Lakhwara leads GTM teams and customers in transformative strategies that empower businesses to streamline operations and scale efficiently with AI, automation, robotics, and data-driven insights. She has an incredible background from working at IBM, a first-ever partnership with IBM and Apple, and other companies like UI Path and Softbank Robotics.  We had a great conversation - her expertise spans market entry strategies, enterprise sales, customer success, and fostering customer-centric cultures that drive revenue growth and long-term partnerships. Follow Laura:  https://www.linkedin.com/in/lauralakhwara/   More about Women Sales Pros - we have a website, we are on LinkedIn, Facebook, and Instagram.  Subscribe to our 2x a month news, and share the podcast with others! We'd love a 5 star rating and comments on iTunes if you are so moved! It really makes a difference.  subscribe: https://bit.ly/thewspnews Contribute: https://forms.gle/v9rRiPDUtgGqKaXA6 Past News Issues: bit.ly/past_news_issues https://womensalespros.com/podcast/ 

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Ajay Patel is the General Manager of Apptio and IBM IT automation. He and Kieron Allen sat down to talk about how enterprises are transitioning from AI experimentation to real business impact. They explored key challenges like cost transparency, governance, and data readiness, as well as the rise of agentic AI to automate workflows at scale. Ajay also introduced Apptio's new AI TCO and Usage tool, designed to help CIOs and CFOs measure and optimize AI investments.Smart Spending on AI The Big Themes:Enterprises Are Moving Beyond AI Experiments to Strategic Deployment: The era of AI experimentation is over. Enterprises are now actively deploying AI, particularly in sales, service operations, and software development. However, those achieving meaningful impact are taking a strategic approach, rather than letting teams experiment in silos. The C-suite increasingly sees AI as critical, but that value perception isn't always shared by the wider workforce.AI and IT Budgets: AI now consumes more than 20% of IT budgets, yet overall tech spending is only increasing 4–5%. This creates a 10–15% gap, leading companies to “forward fund” AI initiatives by reallocating from other areas. A key challenge: there's no standardized pricing for AI. To address this, IBM's Apptio launched the AI TCO and Usage solution. It helps CIOs and CFOs baseline current AI investments, measure unit economics, and identify areas to optimize or expand.Agentic AI, the Next Frontier: Agentic AI is key to scaling beyond isolated use cases. It enables automation at scale and connects AI investment to tangible business outcomes. From cost savings in infrastructure to better visibility in FinOps to boosting customer experience, the ROI is clear when deployed correctly. But none of this happens without data readiness, governance, and strategic clarity.The Big Quote: "AI TCO solution fundamentally starts by giving CIOs [and] CFOs in the business a complete view of where the tech spending and AI spending is, and what stage is that? Is it in a pilot phase? Is it for training models?"Learn more:Connect with Ajay Patel on LinkedIn and learn more about Apptio. Visit Cloud Wars for more.

Today we're examining Palantir's "Forward Deployed Software Engineers" - and separating fact from the hype!Everything old is new again! Move over companies that have been doing this for decades such as SAP, IBM, and countless consulting firms!https://blog.palantir.com/a-day-in-the-life-of-a-palantir-forward-deployed-software-engineer-45ef2de257b1Listen as we break down Palantir's 2020 blog post about their Forward Deployed Software Engineers (FDSEs) and discover what these engineers actually do versus what the marketing claims...Key topics covered:What FDSEs actually do, day-to-dayHow this compares to traditional consulting rolesThe difference between software configuration and software engineeringWhy embedded customer roles aren't newCareer advice for aspiring technical professionalsIf you're interested in understanding the reality behind tech industry buzzwords, this is your episode!#ProductManagement #SoftwareEngineering #TechCareers #Consulting #Leadership #AgileCoachingLINKS= = = = = = = = = = = =YouTube: https://youtu.be/SGvJK-aruJ8Spotify: https://open.spotify.com/show/362QvYORmtZRKAeTAE57v3Apple: https://podcasts.apple.com/us/podcast/agile-podcast/id1568557596Website: http://arguingagile.com= = = = = = = = = = = =Toronto Is My Beat (Music Sample)By Whitewolf (Source: https://ccmixter.org/files/whitewolf225/60181)CC BY 4.0 DEED (https://creativecommons.org/licenses/by/4.0/deed.en)

Welcome to Chatter with BNC, Business North Carolina's weekly podcast, serving up interviews with some of the Tar Heel State's most interesting people. Today's episode features an Interview with Cecilia Holden, the President and CEO for myFutureNC, a statewide initiative focused on the state's educational attainment goal. Among other public service, she served as the Chief of Staff for the North Carolina Department of Commerce and Director of Government and Community Affairs for the State Board of Education. Her private sector experience includes a career with IBM, as well as a Registered Investment Advisory firm. Holden holds a Master's in Business Administration from Duke University, a certificate in Public Administration from the University of North Carolina School of Government and a Bachelor of Science degree in Computer Science and Business from the University of North Carolina at Wilmington.

What does it take to move people analytics from the margins to the core of business strategy? In this episode of the Digital HR Leaders podcast, host David Green is joined by Anshul Sheopuri, Executive Vice President of People Operations & Insights at Mastercard, to explore how people analytics is transforming from a support function into a business-critical capability. More than three years since his last appearance on the show, Anshul returns with a new role, a broader remit, and fresh insights into what it takes to embed analytics into enterprise-wide decision-making at scale. What you'll discover in this episode: How the role of the people analytics leader is evolving into a portfolio leadership model The key catalysts behind the shift from traditional HR metrics to integrated, business-first insights How Mastercard is leveraging AI to drive employee success and business transformation A comparative look at building analytics and AI capabilities at IBM vs. Mastercard The importance of governance, ethics, and responsible AI in people analytics Practical steps to scale analytics and embed it into enterprise decision-making The future of people analytics—and what leaders need to prepare for next If you're looking to understand how people analytics can become a true strategic partner across your organisation, this conversation offers a practical and inspiring roadmap. This episode is sponsored by Mercer. To thrive in an AI-augmented world, organisations must rethink how work gets done. Mercer's Work Design solution uses AI to deconstruct jobs, redeploy tasks, and redesign work for greater agility, productivity, and impact. Unlock your team's full potential. Learn more at mercer.com/wfdemo. Hosted on Acast. See acast.com/privacy for more information.

Bob Young co-founded Red Hat, the first company to build a successful business around open source software, and helped shape the modern internet in the process. In this episode, Bob shares the story of how Red Hat went from a CD in a Ziploc bag to a billion-dollar business that inspired GitHub, Coinbase, and much of the cloud infrastructure we use today.But this conversation is about more than just software. Bob opens up about betting his family's finances on Red Hat, the moment he realized he wasn't meant to be a public company CEO, and why he believes capitalism, when done right, can be a powerful force for good.He also shares what he's building now (including a needlepoint company), how he thinks about failure, and the one principle he thinks every founder should live by.Where to find Bob:Lulu.comNeedlepoint.comTimestamps:(00:00) The challenge of fragmented attention and overbooked schedules(05:09) Red Hat's founding story and the philosophy behind open source(08:56) Why the internet is the world's largest open source project(13:34) From newsletter publishing to reinventing Linux(19:49) Why customers chose Red Hat: control, not cost(22:12) The business model insight that changed everything(24:44) How IBM's services model inspired Red Hat's structure(27:36) Scaling Linux for enterprise and dealing with constant updates(36:24) Proprietary software as a modern feudal system(43:33) Racking up $50K in credit card debt to keep Red Hat alive(49:01) Trust, marriage, and startup risk(55:05) Leaving Red Hat and why Bob stepped down as CEO(59:23) What sleep taught Bob about optimism and recovery(01:06:10) Red Hat's culture of ownership and accountability(01:14:24) Why Bob still builds: making the world a better place through business(01:15:02) The importance of discipline and organization(01:17:08) Founders' advice: serve customer needs, not just wantsIn this episode, you'll learn:How Red Hat became the first successful open source companyWhy control—not price—is the real value of open source softwareWhat makes transparency a business strategy, not just a virtueHow capitalism and idealism can actually alignWhy understanding customer needs matters more than their wantsThe difference between proprietary and democratic tech systemsHow to build culture that owns mistakes and learns out loudWhat it really means to commit to your co-founder and spouseHow to navigate failure, burnout, and your own limitations as a leaderWhat keeps Bob starting new companies in his third and fourth actsConnect with Alisa! Follow Alisa Cohn on Instagram: @alisacohn Twitter: @alisacohn Facebook: facebook.com/alisa.cohn LinkedIn: https://www.linkedin.com/in/alisacohn/ Website: http://www.alisacohn.com Download her 5 scripts for delicate conversations (and 1 to make your life better) Grab a copy of From Start-Up to Grown-Up by Alisa Cohn from Amazon

Happy 4th of July! It is our pleasure to welcome Sam Gallucci to The Hamilton Review Podcast! In this special holiday episode, Sam and Dr. Bob discuss the meaning of 4th of July and the beauty of America. Enjoy! Sam's career began in 1981 when he was hired after college by IBM. Sam rose to Executive Vice President and General Manager of PeopleSoft, one of the first and largest makers of Customer Relationship Management (CRM) software. Sam would soon realize that material wealth left him unfulfilled, so he decided to retire and follow his passion for helping others. Through his passion, Sam saw how homelessness ruined lives and government programs could actually make the problem worse. Sam is Founder and CEO of The Kingdom Center which provides emergency shelter and transitional living assistance for at-risk women. In 16 years, The Kingdom Centers has provided emergency shelter and transitional living centers for over 3000 women and their children. Sam saw suffering in other marginalized communities so in 2014 he founded Treasured Harvest, whose mission remains to provide food and other much-needed resources for migrant farm workers and their families. And Sam has helped provide immigration assistance to these workers. Sam then saw the need to help parents provide a better education for their children in the K-12 public-school system. He founded Revive Academies in 2023 which provides a high-quality, low-cost alternative to public education to Ventura County families. Sam is the senior pastor of Embrace! Church in Oxnard. He is a featured speaker in the areas of business, travel and faith. Sam wrote ‘More than Animals' in 2022 which addresses how to solve the homeless crisis in California and ‘A Love That Nobody Wants' which chronicles his service to those experiencing homelessness. Sam loves California and is a lifelong resident. He lived in Thousand Oaks for 20 years raising his family, and for the past 17 years lives in Oxnard where he is serving the community. He has 3 children and 9 grandchildren and lives in Oxnard with his wife Toni. ​Share this episode with a friend and we wish you a wonderful Independence Day!   How to contact Sam Gallucci:   Sam Gallucci Official Website     How to contact Dr. Bob: Dr. Bob on YouTube: https://www.youtube.com/channel/UChztMVtPCLJkiXvv7H5tpDQ Dr. Bob on Instagram: https://www.instagram.com/drroberthamilton/ Dr. Bob on Facebook: https://www.facebook.com/bob.hamilton.1656 Dr. Bob's Seven Secrets Of The Newborn website: https://7secretsofthenewborn.com/ Dr. Bob's website: https://roberthamiltonmd.com/ Pacific Ocean Pediatrics: http://www.pacificoceanpediatrics.com/    

In today's Cloud Wars Minute, I break down the latest growth rankings among the top 10 cloud providers, highlight Google Cloud's continued lead, and show how legacy giants like Oracle and SAP are rapidly transforming into cloud powerhouses.Highlights00:15 — I wanted to share with you the latest numbers for the Cloud Wars Growth Chart, where we take a look at the growth rates of the Cloud Wars Top 10 companies. Google Cloud holds on to the number one spot. But SAP and Oracle are breathing down Google Cloud's neck. Google Cloud grew in its most recent quarter by 28%, with revenue of $12.3 billion.00:51 — Tied for second place are these two so-called legacy companies. Both grew in their most recent quarters by 27%. SAP's cloud revenue is now $5.3 billion, Oracle's $6.7 billion. Next quarter, it is likely that Oracle could well be number one on this list. But that's all the future, and we will see how that goes.01:42 — In fourth place is Microsoft, 20% growth rate on $42.4 billion in revenue. ServiceNow grew 19% as it cracked $3 billion for the first time in a quarter. AWS, 17% — $29.3 billion. Similar to what we said about Microsoft: 17% growth rate on almost $30 billion in revenue is very impressive.03:00 — Workday, up almost 14%, to $2.1 billion. Salesforce at 8%, $9.8 billion. Snowflake, up 26% to $997 million. I'm not placing Snowflake within the regular run until its quarterly revenue exceeds $1 billion. It's extremely likely that next quarter, we'll see Snowflake take its place in the regular run of companies. IBM does not report its cloud revenue anymore. I hope IBM will change that policy.04:22 — It's fascinating to see a purely built-for-the-cloud company, Google Cloud, in the number one spot. And who's behind it? Two venerable companies — mostly still in the software business completely for SAP — but Oracle now, in addition to its fast-growing cloud software business, also has a hypergrowth cloud infrastructure business. Visit Cloud Wars for more.

Daragh Murphy is giving brands their own credit-card platform—no legacy bank required.On this week's Grit, the Imprint co-founder and CEO traces the leap from being a junior lawyer to closing nine-figure card deals.He breaks down the hidden economics of credit-card loyalty, the discipline of treating capital “like the last dollar,” and how AI will slash risk-and-support costs.Guest: Daragh Murphy, CEO & Co-Founder of ImprintChapters:00:00 Trailer00:48 Introduction01:30 Actualizing the dream08:37 Imprint11:37 Partnerships are massive16:48 Understand the market18:42 “Get more, spend more” tradeoffs23:57 Fishing in the wrong ponds31:32 Can't skip work32:43 Exciting and scary34:56 Pride and ownership46:50 The way you spend your day50:20 New technologies54:51 Who Imprint is hiring54:59 What “grit” means to Daragh55:34 OutroMentioned in this episode: Figma, Rippling, H-E-B Grocery Company, LP, Barclays US, IBM, Coinbase, Charlie Munger, Instagram, Hamptons, Google, Nick Huber, Ribbit, Ireland, WeWork, Adam Kim, Amazon, Shopify, Tobias Lütke, Duolingo, Parker ConradLinks:Connect with DaraghLinkedInConnect with JoubinXLinkedInEmail: grit@kleinerperkins.comLearn more about Kleiner Perkins

This week on Sustainability Now!, your host, Justin Mog, goes growth-busting with Dave Gardner, co-host of the GrowthBusters podcast, which is all about coming to terms with limits to growth (https://growthbusters.org) and producer of the documentary, GrowthBusters: Hooked on Growth (http://www.growthbustersmovie.org/). Humankind has outgrown the planet, so we're exploring ways to recover from growth addition. We're here to help you come to terms with limits to growth. Whether it's lifestyle, science or politics, we dig into the more fascinating and hard-hitting aspects of sustainable living. It's all about ending our culture's love affair with “more,” which is not making us happier and is killing our planet. No half-hearted greenwashing here; we share the often brutal and sometimes joyful truth! Dave Gardner directed the documentary GrowthBusters: Hooked on Growth, which Stanford Biologist Paul Ehrlich declared “could be the most important film ever made.” His co-host and daughter, Stephanie Gardner, earned her masters in environmental law and policy, and describes herself as a “sustainable energy nerd.” After 35 years as a professional filmmaker producing a PBS series and films for Fortune 500 companies like Coca-Cola USA and IBM, Dave Gardner decided to lend his media expertise to preserving and defending Mother Earth. He started researching sustainability to produce the 2011 documentary, GrowthBusters: Hooked on Growth. The tagline for that film was, “One man takes on City Hall, Wall Street, presidents and prime ministers, as he questions society's most fundamental beliefs about prosperity.” The film was honored by over a dozen film festivals around the world and was chosen Best Film in the Population Institute's 2013 Global Media Awards. His short film, Spaceship Earth Passenger Safety Briefing, was selected for inclusion in the 2015 Wild & Scenic Film Festival. Today, Dave co-hosts the GrowthBusters podcast after co-hosting The Overpopulation Podcast from 2015 to 2021. He also produced the 2015-2017 syndicated radio series and podcast, Conversation Earth. As if that's not enough, he also ran for U.S. President in 2024 with a “Dave the Planet” platform. As Dave puts it, “we face an ecological overshoot emergency that demands we stop making dead-planet decisions and start down a bright-future pathway." 
As always, our feature is followed by your community action calendar for the week, so get your calendars out and get ready to take action for sustainability NOW! Sustainability Now! is hosted by Dr. Justin Mog and airs on Forward Radio, 106.5fm, WFMP-LP Louisville, every Monday at 6pm and repeats Tuesdays at 12am and 10am. Find us at https://forwardradio.org The music in this podcast is courtesy of the local band Appalatin and is used by permission. Explore their delightful music at https://appalatin.com

In this episode of the Mainframe Connect podcast's I Am a Mainframer series, host Steven Dickens welcomes Natalie Carrillo from IBM to share her fascinating journey into the mainframe ecosystem. From choosing marketing over systems engineering to becoming a key player in nurturing IBM Z's global Independent Software Vendor (ISV) community, Natalie discusses her role in fostering innovation, collaboration, and skill development. She dives into the excitement around the z17, the impact of AI in onboarding new talent, and the vibrant, welcoming mainframe community. Natalie also shares her advice for aspiring mainframers and her vision for the platform's future, including advanced AI agents and quantum-safe cryptography. Tune in for an inspiring conversation about community, technology, and resilience!

Send us a textJerome Pesenti is the founder of Sizzle AI, an AI-for-learning company whose mission is to make learning amazing for everyone. Jerome has worked in AI for the past 25 years, including as VP of AI at Meta, co-CEO of BenevolentAI, VP at IBM Watson, and co-founder of Vivisimo (sold to IBM).