Podcasts about In London

In a new season of Brief Histories, True Spies producer Joe Foley is your guide to the shadowy side of the world's Espionage capitals. In London, we'll delve into early-modern counter-terrorism, an influence campaign at the birth of a new nation, elite associations and dirty money. From SPYSCAPE, the home of secrets and skills. A Cup And Nuzzle production. Series producer: Joe Foley. Learn more about your ad choices. Visit megaphone.fm/adchoices

When you visit a new city, one of your first stops might be a museum. It turns out that public art galleries are largely an 18th-century invention. In London in 1789, publisher John Boydell helped shape that new cultural experience with an ambitious project in Pall Mall: a gallery devoted entirely to scenes from Shakespeare. Boydell commissioned leading British artists to paint pivotal moments from the plays, then sold engraved reproductions for museum-goers to take home with them. The gallery quickly became a sensation and was visited by everyone who was anyone, from Jane Austen to the Prince of Wales. It also played a powerful role in transforming William Shakespeare from a popular playwright into a national icon. The venture ultimately failed due to the economic turmoil of the Napoleonic Wars, and the many life-size paintings were cut into smaller canvases and all sold at auction. Yet its influence endured, shaping exhibition culture, influencing a British school of art, and inspiring the visual mythology of The Joining us to explore the rise and fall of the Boydell Shakespeare Gallery are Rosie Dias, Professor of Art History at the University of Warwick, and Michael Dobson, Director of the Shakespeare Institute at the University of Birmingham. From the Shakespeare Unlimited podcast. Published February 23, 2026. © Folger Shakespeare Library. All rights reserved. This episode was produced by Matt Frassica. Garland Scott is the executive producer. It was edited by Gail Kern Paster. We had technical help from Mike Rucinski of Boutique Recording in Great Malvern, and Voice Trax West in Studio City, California. Our web producer is Paola García Acuña. Leonor Fernandez edits our transcripts. Final mixing services were provided by Clean Cuts at Three Seas, Inc.

In London haben sich inzwischen Dutzende Kinder infiziert, jedes fünfte muss im Krankenhaus behandelt werden – alle waren ungeimpft. Die Stadt fürchtet, dass der Ausbruch sich schnell weiter ausbreiten könnte. Christoph König im Gespräch mit Franziska Hoppen, ARD-London

Adam Steiner discusses with Ivan six things which should be better known. Adam Steiner is a swim-teacher, freelance journalist and author. When not saving lives he sits dreaming about all the books he will never write.  He has written several books of music criticism: Into The Never: Nine Inch Nails And The Creation Of The Downward Spiral, Silhouettes And Shadows: The Secret History of David Bowie's Scary Monsters (And Super Creeps) and Darker With The Dawn: Nick Cave's Songs Of Love And Death. He runs the Disappear Here poetry film project – 27 x collaborative poetry-films about Coventry Ringroad – and now curates the Living With Buildings poetry film series, screening experimental films about people, poetry and place. For more information, go to https://adamsteiner.uk/. Being There, Jerzy Kozinski: movie and book – so this is a great example of late/last great art - Peter Sellers was very attached to the story and was determined to make the movie, so he had do more pink panthers for the studio to back him. Lifeguards / Swim Teachers - under-appreciated, under-sexed, underpaid its one of the hardest jobs out there - sitting in a chair dreaming, not doing anything, but people always take it for granted. 40 - So we're always told that 40 is the new 30 etc - but it's a dangerous, difficult age. When Biographies Become Biopics: Will Self said writers reading biographies of other writers is basically lit-porn – so we get caught up in a life narrative that often informs the work but steers us away from the original. Real Dictators podcast - This is my go to 'easy' listening podcast, particularly when really ill I can just leave it on in the background and absorb. Charity shops... the ultimate form of social progression. In London charity shops are a mecca for the undiscerning buyer. This podcast is powered by ZenCast.fm

Die wirtschaftliche und politische Lage auf der Insel. – In London steht Premierminister Keir Starmer unter Druck. Berichten zufolge hat er einen parteiinternen Sturzversuch überstanden. Was steckt dahinter? Wie lange kann er sich noch im Amt halten? Und wie würde sich die politische Ausrichtung ohne ihn verändern? – Vor gut anderthalb Jahren war Starmer nach einem klaren Wahlsieg ins Amt gekommen. Warum bröckelt nun der Rückhalt in der eigenen Partei? Und was sagen die Umfragen über die Stimmung im Land? – Parteiinterne Rivalen bringen sich bereits in Stellung. Könnte es zu einem Linksruck innerhalb von Labour kommen? Und könnte am Ende sogar der Rechtspopulist Nigel Farage die nächsten Wahlen gewinnen? – Neben der politischen Unsicherheit stellt sich die wirtschaftliche Frage: Wie hat sich die britische Wirtschaft in den vergangenen zehn Jahren entwickelt? Welche Rolle spielt dabei der Brexit? Und warum liegen Inflation und Zinsen heute deutlich über dem Niveau der Eurozone? – Die Staatsfinanzen sind auch auf der Insel ein Thema. Wie solide ist der britische Staatshaushalt? Ist trotz der politischen Risiken ein neuer Aufschwung möglich? – Schließlich noch ein Blick nach München: Am Freitag beginnt dort die Sicherheitskonferenz, zu der zahlreiche Staats- und Regierungschefs erwartet werden. Welche Bedeutung hat das Treffen in der aktuellen geopolitischen Lage? Und welche Impulse sind von der diesjährigen Konferenz zu erwarten?

Bob Goodson was the first employee at Yelp, founder of social media analytics company Quid, co-inventor of the Like button, and co-author of the new book Like: The Button That Changed the World. On Oct 1, 2025, Bob spent a day with our MBA students at the University of Kansas, and he shared so much great content that I asked him if we could put together some of the highlights as a podcast, which I've now put together in three chapters: First is Careers, second is Building Companies, and third is AI and Social Media. As a reminder, any views and perspectives expressed on the podcast are solely those of the individual, and not those of the organizations they represent. Hope you enjoy the episode. - [Transcript] Nate:  My name is Nate Meikle. You're listening to Meikles and Dimes, where every episode is dedicated to the simple, practical, and under-appreciated. Bob Goodson was the first employee at Yelp, founder of social media analytics company Quid, co-inventor of the like button, and co-author of the new book Like: The Button That Changed the World. On Oct 1, 2025, Bob spent a day with our MBA students at the University of Kansas, and he shared so much great content that I asked him if we could put together some of the highlights as a podcast, which I've now put together in three chapters: First is Careers, second is Building Companies, and third is AI and Social Media. As a reminder, any views and perspectives expressed on the podcast are solely those of the individual and not those of the organizations they represent. Hope you enjoy the episode. Let's jump into Chapter 1 on Careers. For the first question, a student asked Bob who he has become and how his experiences have shaped him as a person and leader.   Bob:  Oh, thanks, Darrell. That's a thoughtful question. It's thoughtful because it's often not asked, and it's generally not discussed. But I will say, and hopefully you'll feel like this about your work if you don't already, that you will over time, which is I'm 45 now, so I have some sort of vantage point to look back over. Like, I mean, I started working when I was about 9 or 10 years old, so I have been working for money for about 35 years. So I'm like a bit further into my career than perhaps I look. I've been starting companies and things since I was about 10. So, in terms of like my professional career, which I guess started, you know, just over 20 years ago, 20 years into that kind of work, the thing I'm most grateful for is what it's allowed me to learn and how it's evolved me as a person. And I'm also most grateful on the business front for how the businesses that I've helped create and the projects and client deployments and whatever have helped evolve the people that have worked on them. Like I genuinely feel that is the most lasting thing that anything in business does is evolve people. It's so gratifying when you have a team member that joins and three years later you see them, just their confidence has developed or their personality has developed in some way. And it's the test of the work that has evolved them as people. I mean, I actually just on Monday night, I caught up for the first time in 10 years with an intern we had 10 years ago called Max Hofer. You can look him up. He was an intern at Quid. He was from Europe, was studying in London, came to do an internship with us in San Francisco for the summer. And, he was probably like 18, 19 years old. And a few weeks ago, he launched his AI company, Parsewise, with funding from Y Combinator. And, he cites his experience at Quid as being fundamental in choosing his career path, in choosing what field he worked in and so on. So that was, yeah, that was, when you see these things happening, right, 10 years on, we caught up at an event we did in London on Monday. And it's just it's really rewarding. So I suppose, yeah, like I suppose it's it's brought me a lot of perspective, brought me a lot of inner peace, actually, you know, the and and when you're when I was in the thick of it at times, I had no sense of that whatsoever. Right. Like in tough years. And there were some - there have been some very tough years in my working career that you don't feel like it's developing you in any way. It just feels brutal. I liken starting a company, sometimes it's like someone's put you in a room with a massive monster and the monster pins you down and just bats you across the face, right, for like a while. And you're like just trying to get away from the monster and you're like, finally you get the monster off your back and then like the monster's just on you again. And it just, it's just like you get a little bit of space and freedom and then the monster's back and it's just like pummeling you. And it's just honestly some years, like for those of you, some of you are running companies now, right? And starting your own companies as well. And I suppose it's not just starting companies. There are just phases in your career and work where it's like you look back and you're like, man, that year was just like, that was brutal. You just get up and fight every day, and you just get knocked down every day. So I think, I don't wish that on anybody, but it does build resilience that then transfers into other aspects of your life.    Nate:  Next, a student made a reference to the first podcast episode I recorded with Bob and asked him if he felt like he was still working on the most important problem in his field.    Bob:  Yeah, thank you. Thanks for listening to the podcast, as this gives us… thanks for the chance to plug the podcast. So the way I met Nate is that he interviewed me for his podcast. And for those of you who haven't listened to it, it's a 30 minute interview. And he asked this question about what advice would you share with others? And we honed in on this question of like, what is the most important problem in your field? And are you working on it? Which I love as a guide to like choosing what to work on. And so we had a great conversation. I enjoyed it so much and really enjoyed meeting Nate. So we sort of said, hey, let's do more fun stuff together in the future. So that's what brought us to this conversation. And thanks to Nate for, you know, bringing us all together today. I'm always working on what I think is the most important problem in front of me. And I always will be. I can't help it. I don't have to think about it. I just can't think about anything else. So yes, I do feel like right now I'm working on the most important problem in my field. And I feel like I've been doing that for about 20 years. And it's not for everybody, I suppose. But I just think, like, let's talk about that idea a little bit. And then I'll say what I think is the most important problem in my field that I'm working on. Like, just to translate it for each of you. Systems are always evolving. The systems we live in are evolving. We all know that. People talk about the pace of change and like life's changing, technology's changing and so on. Well, it is, right? Like humans developed agriculture 5,000 years ago. That wasn't very long ago. Agriculture, right? Just the idea that you could grow crops in one area and live in that area without walking around, without moving around settlements and different living in different places. And that concept is only 5,000 years old, right? I mean, people debate exactly how old, like 7, 8,000. But anyway, it's not that long ago, considering Homo sapiens have been walking around for in one form or another for several hundred thousand years and humans in general for a couple million years. So 5,000 years is not long. Look at what's happened in 5,000 years, right? Like houses, the first settlements where you would actually just live at sleep in the same place every night is only 5,000 years old. And now we've got on a - you can access all the world's knowledge - on your phone for free through ChatGPT and ask it sophisticated questions and all right answers. Or you can get on a plane and fly all over the world. You have, you know, sophisticated digital currency systems. We have sophisticated laws. And like, we've got to be aware, I think, that we are living in a time of great change. And that has been true for 5,000 years, right? That's not new. So I think about this concept of the forefront. I imagine, human development is, you can just simply imagine it like a sphere or balloon that someone's like blowing up, right? And so every time they breathe into it, like something shifts and it just gets bigger. And so there's stuff happening on the forefront where it's occupying more space, different space, right? There's stuff in the middle that's like a bit more stable and a bit more, less prone to rapid change, right? The education system, some parts of the healthcare system, like certain professions, certain things that are like a bit more stable, but there's stuff happening all the time on the periphery, right? Like on the boundary. And that stuff is affecting every field in one way or another. And I just think if you get a chance to work on that stuff, that's a really interesting place to live and a really interesting place to work. And I feel like you can make a contribution to that, right, if you put yourself on the edge. And it's true for every field. So whatever field you're in, we had people here today, you know, in everything from, yeah, like the military to fitness to, you know, your product, product design and management and, you know, lots of different, you know, people, different backgrounds. But if you ask yourself, what is the most important thing happening in my area of work today, and then try to find some way to work on it, then I think that sort of is a nice sort of North Star and keeps things interesting. Because the sort of breakthroughs and discoveries and important contributions are actually not complicated once you put yourself in that position. They're obvious once you put yourself in that position, right? It's just that there aren't many people there hanging out in that place. If you're one of them, if you put yourself there, not everyone's there, suddenly you're kind of in a room where like lots of cool stuff can happen, but there aren't many people around to compete with you. So you're more likely to find those breakthroughs, whether it's for your company or for, you know, the people you work with or, you know, maybe it's inventions and, but it just, anyway, so I really like doing that. And in my space right now, I call it the concept of being the bridge. And this could apply to all of you too. It's a simple idea that the world's value, right, is locked up in companies, essentially. Companies create value. We can debate all the other vehicles that do it, but basically most of the world's value is tied up in companies and their processes. And that's been true for a long time. There's a new ball of power in the world, which is been created by large language models. And I think of that just like a new ball of power. So you've got a ball of value and a ball of power. And the funny thing about this new ball of power is this actually has no value. That's a funny thing to say, right? The large language models have no value. They don't. They don't have any value and they don't create value. Think about it. It's just a massive bag of words. That has no value, right? I can send you a poem now in the chat. Does that have any value? You might like it, you might not, but it's just a set of words, right? So you've got this massive bag of words that with like a trillion connections, no value whatsoever. That is different from previous tech trends like e-commerce, for example, which had inherent value because it was a new way to reach consumers. So some tech trends do have inherent value because they're new processes, but large language models don't. They're just a new technology. They're very powerful. So I call it a ball of power. but they don't have any value. So why is there a multi-trillion dollar opportunity in front of all of us right now in terms of value creation? It's being the bridge. It's how to make use of this ball of power to improve businesses. And businesses only have two ways you improve them. You save money or you grow revenue. That's it. So being the bridge, like taking this new ball of power and finding ways to save money, be more efficient, taking this new ball of power and finding ways to access new consumers, create new offerings and so on, right? Solve new problems. That is where all the value is. So while you may think that the new value, this multi-trillion dollar opportunity with AI is really for the people that work on the AI companies, sure, there's a lot of, you know, there's some money to be made there. And if you can go work for OpenAI, you probably should. Everyone should be knocking the door down. Everyone should be applying for positions because it's the most important company, you know, in our generation. But if you're not in OpenAI or Meta or Microsoft or whoever, you know, three or four companies in the US that are doing this, for everybody else, it's about being the bridge, finding ways that in your organizations, you can unlock the power of AI by bringing it into the organizations and finding ways to either save money or grow the business. And that's fascinating to me because anybody can be the bridge. You don't have to be good with large language models. You have to understand business processes and you have to be creative and willing to even think like this. And suddenly you can be on the forefront of like creating massive value at your companies because you were the, you know, you're the one that brings brings in the new tools. And I think that skill set, there are certain skills involved in being the bridge, but that skill set of being the bridge is going to be so valuable in the next 5 to 10 years. So I encourage people, and that's what I'm doing. Like, I see my role - I serve clients at Quid. I love working with clients. You know, I'm not someone that really like thrives for management and like day-to-day operations and administration of a business. I learned that about myself. And so I just spend my time serving clients. I have done for several years now. And I love just meeting clients and figuring out how they can use Quid's AI, Quid's data, and any other form of AI that we want to bring to the table to improve their businesses. And that's just what I do with my time full-time. And I'll probably be doing that for at least the next 5 or 10 years. I think the outlook for that area of work is really huge.    Nate:  Building on the podcast episode where Bob talked about working on the most important problem in his field, I asked if he could give us some more details on how he took that advice and ended up at Yelp.    Bob:  So I was in grad school in the UK studying, well, I was actually on a program for medieval literature and philosophy, but looking into like language theory. So it was not the most commercial course that one could be doing. But I was a hobbyist programmer, played around with the web when it first came up and was making, you know, various new types of websites for students. while in my free time. I didn't think of that as commercial at all. I didn't see any commercial potential in that. But I did meet the founders of PayPal that way, who would come to give a talk. And I guess they saw the potential in me as a product manager. You know, there's lots of new apps they wanted to build. This is in 2003. And so they invited me to the US to work for them. And I joined the incubator when there were just five people in it. Max Levchin was one of them, the PayPal co-founder. Yelp, Jeremy Stoppelman and Russel Simmons were in those first five people. They turned out to be the Yelp co-founders. And Yelp came out of the incubator. So we were actually prototyping 4 companies each in a different industry. There was a chat application that we called Chatango that was five years before Twitter or something, but it was a way of helping people to chat online more easily. There were, which is still around today, but didn't make it as a hit. There was an ad network called AdRoll, which ended up getting renamed and is still around today. That wasn't a huge hit, but it's still around. Then there was Slide, which is photo sharing application, photo and video sharing, which was Max's company. That was acquired by Google. And that did reasonably well. I think it was acquired for about $150 million. And then there was Yelp, which you'll probably know if you're in the US and went public on the New York Stock Exchange and now has a billion dollars in revenue. So those are the four things that we were trying to prototype, each very different, as you can see. But I suppose that's the like tactical story, right? Like the steps that took me there. But there was an idea that took me there that started this journey of working on the most, the most important problems that are happening in the time. So if I rewind, when I was studying medieval literature, I got to the point where I was studying the invention of the print press. And I'd been studying manuscript culture and seeing what happened when the print press was invented and how it changed education, politics, society. You know, when you took this technology that made it cheaper to print, to make books, books were so expensive in the Middle Ages. They were the domain of only the wealthiest people. And only 5% of people could read before the print process was invented, right? So 95% of people couldn't read anything or write anything. And that was because the books themselves were just so expensive, they had to be handwritten, right? And so when the print press made the cost of a book drop dramatically, the literacy rates in Europe shot up and it completely transformed society. So I was studying that period and at the same time, like dabbling with websites in the early internet and sort of going, oh, like there was this moment where I was like, the web is our equivalent of the print press. And it's happening right now. I'm talking like maybe 2002, or so when I had this realization. It's happening right now. It's going to change everything during our lifetimes. And I just had a fork in my life where it's like I could be a professor in medieval history, which was the path I was on professionally. I had a scholarship. There were only 5 scholarships in my year, in the whole UK. I was on a scholarship track to be a professor and study things like the emergence of the print press, or I could contribute to the print press of our era, which is the internet, and find some way to contribute, some way, right? It didn't matter to me if it was big or small, it was irrelevant. It was just be in the mix with people that are pushing the boundaries. Whatever I did, I'd take the most junior role available, no problem, but like just be in the mix with the people that are doing that. So yeah, that was the decision, right? Like, and that's what led me down to sort of leave my course, leave my scholarship. And, my salary was $40,000 when I moved to the US. All right. And that's pretty much all I earned for a while. I'd spent everything I had starting a group called Oxford Entrepreneurs. So I had absolutely no money. The last few months actually living in Oxford, I had one meal a day because I didn't have enough money to buy three meals a day. And then I packed up my stuff in a suitcase - one bag - wasn't even a suitcase, it was a rucksack and moved to the US and, you know, and landed there basically on a student visa and friends and family was just thought I was, you know, not making a good decision, right? Like, I'm not earning much money. It's with a bunch of people in a like a dorm room style incubator, right? Where the tables and chairs we pulled off the street because we didn't want to spend money on tables and chairs. And where I get to work seven days a week, 12 hours a day. And I've just walked away from a scholarship and a PhD track at Oxford to go into that. And it didn't look like a good decision. But to me, the chance to work on the forefront of what's happening in our era is just too important and too interesting to not make those decisions. So I've done that a number of times, even when it's gone against commercial interest or career interest. I haven't made the best career decisions, you know, not from a commercial standpoint, but from a like getting to work on the new stuff. Like that's what I've prioritized.    Nate:  Next, I asked Bob about his first meeting with the PayPal founders and how he made an impression on them.    Bob:  Good question, because I think... So I have a high level thought on that, like a rubric to use. And then I have the details. I'll start with the details. So I had started the entrepreneurship club at Oxford. And believe it or not, in 800 years of the University's history, there was no entrepreneurship club. And they know that because when you want to start a new society, you go to university and they go through the archive, which is kept underground in the library, and someone goes down to the library archives and they go through all these pages for 800 years and look for the society that's called that. And if there is one, they pull it out and then they have the charter and you have to continue the charter. Even if it was started 300 years ago, they pull out the charter and they're like, no, you have to modify that one. You can't start with a new charter. So anyway, it's because it's technically a part of the university, right? So they have a way of administrating it. So they went through the records and were like, there's never been a club for entrepreneurs at the university. So we started the first, I was one of the co-founders of this club. And, again, there's absolutely no pay. It was just a charity as part of the university. But I love the idea of getting students who were scientists together with students that were business minded, and kind of bringing technical and creative people together. That was the theme of the club. So we'd host drinks, events and talks and all sorts. And I love building communities, at least at that stage of my life. I loved building communities. I'd been doing it. I started several charities and clubs, you know, throughout my life. So it came quite naturally to me. But what I didn't, I mean, I kind of thought this could happen, but it really changed my life as it put me at the center of this super interesting community that we've built. And I think that when you're in a university environment, like starting clubs, running clubs, even if they're small, like, we, I ran another club that we called BEAR. It was an acronym. And it was just a weekly meetup in a pub where we talked about politics and society and stuff. And like, it didn't go anywhere. It fizzled out after a year or two, but it was really like an interesting thing to work on. So I think when you're in a university environment, even if you guys are virtual, finding ways to get together, it's so powerful. It's like, it's who you're meeting in courses like this that is so powerful. So I put myself in the middle of this community, and I was running it, I was president of it. So when these people came to speak at the business school, I was asked to bring the students along, and I was given 200 slots in the lecture theatre. So I filled them, I got 200 students along. We had 3,000 members, by the way, after like 2 years running this club. It became the biggest club at the university, and the biggest entrepreneurship student community in Europe. It got written up in The Economist actually as like, because it was so popular. But yeah, it meant that I was in the middle of it. And when the business school said, you can come to the dinner with the speakers afterwards, that was my ticket to sit down next to the founder of PayPal, you know. And so, then I sat down at dinner with him, and I had my portfolio with me, which back then I used to carry around in a little folder, like a black paper folder. And every project I'd worked on, every, because I used to do graphic design for money as a student. So I had my graphic design projects. I had my yoga publishing business and projects in there. I had printouts about the websites I'd created. So when I sat down next to him, and he's like, what do you work on? I just put this thing on the table over dinner and was like, he picked it up and he started going through it. And he was like, what's this? What's this? And I think just having my projects readily available allowed him to sort of get interested in what I was working on. Nowadays, you can have a website, right? Like I didn't have a website for a long time. Now I have one. It's at bobgoodson.com where I put my projects on there. You can check it out if you like. But I think I've always had a portfolio in one way or another. And I think carrying around the stuff that you've done in an interactive way is a really good way to connect with people. But one more thing I'll say on this concept, because it connects more broadly to like life in general, is that I think that I have this theory that in your lifetime, you get around five opportunities put in front of you that you didn't yet fully deserve, right? Someone believes in you, someone opens a door, someone's like, hey, Nate, how about you do this? Or like, we think you might be capable of this. And it doesn't happen very often, but those moments do happen. And when they happen, a massive differentiator for your life is do you notice that it's happening and do you grab it with both hands? And in that moment, do everything you can to make it work, right? Like they don't come along very often. And to me, those moments have been so precious. I knew I wouldn't get many of them. And so every time they happened, I've just been all in. I don't care what's going on in my life at that time. When the door opens, I drop everything, and I do everything I can to make it work. And you're stretched in those situations. So it's not easy, right? Like someone's given you an opportunity to do something you're not ready for, essentially. So you're literally not ready for it. Like you're not good enough, you don't know enough, you don't have the knowledge, you don't have the skills. So you only have to do the job, but you have to cultivate your own skills and develop your skills. And that's a lot of work. You know, when I landed in, I mean, working for Max was one of those opportunities where I did not, I'd not done enough to earn that opportunity when I got that opportunity. I landed with five people who had all done PayPal. They were all like incredible experts in their fields, right? Like Russ Simmons, the Yelp co-founder, had been the chief architect of PayPal. He architected PayPal, right? Like I was with very skilled technical people. I was the only Brit. They were all Americans. So I stood out culturally. Most of them couldn't understand what I was saying when I arrived. I've since changed how I speak. So you can understand me, the Americans in the room. But I just mumbled. I wasn't very articulate. So it was really hard to get my ideas across. And I had programmed as a hobbyist, but I didn't know enough to be able to program production code alongside people that had worked at PayPal. I mean, their security levels and their accuracy and everything was just off the, I was in another league, right? So there I was, I felt totally out of my depth, and I had to fight to stay in that job for a year. Like I fought every day for a year to like not get kicked out of that job and essentially out of the country. Because without their sponsorship, I couldn't have stayed in the country. I was on a student visa with them, right? And I worked seven days a week for 365 days in a row. I basically almost lived in the office. I got an apartment a few blocks from the office and I had to. No one else was working those kind of hours, but I had to do the job, and I had to learn 3 new programming languages and all this technical stuff, how to write specs, how to write product specs like I had to research the history of various websites in parts of the internet. So I'm just, I guess I'm just giving some color to like when these doors open in your career and in your life, sometimes they're relationship doors that open, right? You meet somebody who's going to change your life, and it's like, are you going to fight to make that work? And, you know, like, so not all, it's not always career events, but when they happen, I think like trusting your instinct that this is one of those moments and knowing this is one of the, you can't do this throughout your whole life. You burn out and you die young. Like you're just not sustainable. But when they happen, are you going to put the burners on and be like, I'm in. And sometimes it only takes a few weeks. Like the most it's ever taken for me is a year to walk through a door. But like, anyway, like just saying that in case anyone here has one of these moments and like maybe this will resonate with one of you, and you'll be like, that's one of the moments I need to walk through the door.    Nate:  That concludes chapter one. In chapter 2, Bob talks about building companies. First, I asked Bob if he gained much leadership experience at Yelp.    Bob:  I gained some. I suppose my first year or two in the US was in a technical role. So I didn't have anyone reporting to me. I was just working on the user interface and front end stuff. So really no leadership there. But then, there was a day when we still had five people. Jeremy started to go pitch investors for our second round because we had really good traffic growth, right? In San Francisco, we had really nice charts showing traffic growth. We'd started to get traction in New York and started to get traction in LA. So we've had the start of a nice story, right? Like this works in other cities. We've got a model we can get traffic. And Jeremy went to his first VC pitch for the second round. And the VC said, you need to show that you can monetize the traffic before you raise this round. The growth story is fine, but you also need to say, we've signed 3 customers and they're paying this much, right, monthly. So Jeremy came back from that pitch, and I remember very clearly, he sat down, kind of slumped in his chair and he's like, oh man, we're going to have to do some sales before we can raise this next round. Like we need someone on the team to go close a few new clients. And it's so funny because it's like, me and four people and everyone went like this and faced me at the same time. And I was like, why are you looking at me? Like, I'm not, I didn't know how to start selling to local businesses. And they're like, they all looked at each other and went, no, we think you're probably the best for this, Bob. And they were all engineers, like all four of them were like, background in engineering. Even the CEO was VP engineering at PayPal before he did Yelp. So basically, we were all geeks. And for some reason, they thought I would be the best choice to sell to businesses. And I didn't really have a choice in it, honestly. I didn't want to do it. They were just like, you're like, that's what needs to happen next. And you're the most suitable candidate for it. So I I just started picking up the phone and calling dentists, chiropractors, restaurants. We didn't know if Yelp would resonate with bars or restaurants or healthcare. We thought healthcare was going to be big, which is reasonably big for Yelp now, but it's not the focus. But anyway, I just started calling these random businesses with great reviews. I just started with the best reviewed businesses. And the funny thing is some of those people, my first ever calls are still friends today, right? Like my chiropractor that I called is the second person I ever called and he signed up, ended up being my chiropractor for like 15 years living in San Francisco. And now we're still in touch, and we're great friends. So it's funny, like I dreaded those first calls, but they actually turned out to be really interesting people that I met. But yeah, we didn't have a model. We didn't know what to charge for. So we started out charging for calls. We changed the business's phone number. So if you're, you had a 415 number and you're a chiropractor on Yelp, we would change your number to like a number that Yelp owned, but it went straight through to their phone. So it was a transfer, but it meant our system could track that they got the call through Yelp, right? Yeah. And then we tracked the duration of the call. We couldn't hear the call, but we tracked the duration of the call. And then we could report back to them at the end of the month. You got 10 calls from Yelp this month and we're going to charge you $50 a call or whatever. So I sold that to 5 or 10 customers and people hated it. They hated that model because they're like, they'd get a call, it'd be like a wrong number or they just wanted to ask, they're already a current customer and they're asking about parking or something, right? So then we'd get back to and be like, you got a call and we charged you 50 bucks. So like, no, I can't pay you for that. Like, that was one of my current customers. So now the reality is they were getting loads of advertising and that was really driving the growth for their business, but they didn't want to pay for the call. So then I was like, that's not working. We have to do something else. Then we paid pay for click, which was we put ads on your page and when someone clicks it, they see you. And then people hated that too, because they're like, my mum just told me she's been like clicking on the link, right? Because she's like looking at my business. And my mum probably just cost me 5 bucks because she said she clicked it 10 times. And like, can you take that off my bill? So people hated the clicks. And then one day we just brought in a head of operations, Geoff Donaker. And by this point, by the way, I had like 2 salespeople working for me that I'd hired. And so it was me and two other people. We were calling these companies, signing these contracts. And one day I just had this epiphany. I was like, we should just pay for the ads that are viewed, not the ads that are clicked. In other words, pay for impressions to the ads. So if I tell you, I've put your ad in front of 500 people when they were looking for sushi this month, right? That you don't mind paying for because there's no action involved, but you're like, whoa, it's a big number. You put me in front of 500 people. I'll pay you 200 bucks for that. No problem. Essentially impression-based advertising. And I went to our COO and I was like, I think we should try this. He was like, if you want to give it a go. And I wrote up a contract and started selling it that day. And that is that format, that model now has a billion dollars revenue running through Yelp. So basically they took that model, like I switched it to impression-based advertising. And that was what was right for local. And our metrics were amazing. We're actually able to charge a lot more than we could in the previous two models. And I built out the sales team to about 20 people. Through that process, I got hooked, basically. Like I realized I love selling during that role. I would never have walked into sales, I think, unless everyone had gone, you have to do it. And I dreaded it, but I got really hooked on it. I love the adrenaline of it. I love hunting down these deals and I love like what you can learn from customers when you're selling. You can learn what they need and you can evolve your business model. So I love that flywheel and that's kind of what I've been doing ever since. But I built out a team of 20 people, so I got to learn management, essentially by just doing it at Yelp and building out that team.    Nate:  Next, I asked Bob how he developed his theory of leadership.    Bob:  I actually developed it really early on. You know, I mentioned earlier I'd been starting things since I was about 10 years old. And what's fascinated me between the age of like 10 and maybe, you know, my early 20s, I love the idea of creating stuff with people where no one gets paid. And here's why. These are charities and nonprofits and stuff, right? But I realized really early, if I can lead and motivate in a way where people want to contribute, even though they're not getting paid, and we can create stuff together, if I can learn that aspect, like management in that sense, then if I'm one day paying people, I'm going to get like, I'm going to, we're all going to be so much more effective, essentially, right? Like the organization is going to be so much more effective. And that is a concept I still work with today. Yes, we pay everyone quite well at Quid who works at Quid, right? Like we pay at or above market rate. But I never think about that. I never, ever ask for anything or work with people in a way that I feel they need to do it because that's their job ever. I just erased that from my mindset. I've never had that in my mindset. I always work with people with like, with gratitude and and in a way where I'm like, well, I'll try and make it fun and like help them see the meaning in the work, right? Like help them understand why it's an exciting thing to work on or a, why it's right for them, how it connects to their goals and their interests and why it's, you know, fun to contribute, whether it's to a client or to an area of technology or whatever we're working on. It's like, so yeah, I haven't really, I haven't, I mean, you guys might have read books on this, but I haven't really seen that idea articulated in quite the way that I think about it. And because I didn't read it in a book, I just kind of like stumbled across it as a kid. But that's, but I learned because I practiced it for 10 years before I even ended up in the US, when I started managing teams at Yelp, I found that I was very effective as a manager and a leader because I didn't take for granted that, you know, people had to do it because it was their job. I thought of ways to make the environment fun and make the connections between the different team members fun and teach them things and have there be like a culture of success and winning and sharing in the results of the wins together. And I suppose this did play out a little bit financially in my career because, although we pay people well at Yelp, we're kind of a somewhat mature business now. But in the early days of Yelp and in the early days of Quid, I never competed on pay. You know, when you're starting a company, it's a really bad idea to try and compete on pay. You have to, I went into every hiring conversation all the way through my early days at Yelp, as well as through the early days at Quid, like probably the first nearly 10 years at Quid. And every time I interviewed people, I would say early on, this isn't going to be where you earn the most money. I'm not going to be able to pay you market rate. You're going to earn less here than you could elsewhere. However, this is what I can offer you, right? Like whether then I make a culture that's about like helping learning. Like we always had a book like quota at Quid. If you want to buy books to read in your free time, I don't care what the title is, we'll give you money to buy books. And the reality is a book's like 10 bucks or 20 bucks, right? No one spends much on books, but that was one of the perks. I put together these perks so that we were paying often like half of what you could get in the market for the same role, but you're printing like reasons to be there that aren't about the money. Now, it doesn't work for everybody, you know, that's as in every company doesn't, but that's just what played out. And that's really important in the early days. You've got to be so efficient. And then once you start bringing in the money, then you can start moving up your rates and obviously pay people market rate. But early on, you've got to find ways to be really, really, really efficient and really lean. And you can't pay people market rate in the early days. I mean, people kind of expect that going into early stage companies, but I was particularly aggressive on that front. But that was just because I suppose it was in my DNA that like, I will try and give you other reasons to work here, but it's not going to be, it's not going to be for the money.    Nate:  Next, I asked Bob how he got from Yelp to Quid and how he knew it was time to launch his own company.    Bob:  Yeah, like looking back, if I'd made sort of the smart decision from a financial standpoint and from a, you know, career standpoint, I suppose you'd say, I would have just stayed put. if you're in a rocket ship and it's growing and you've got a senior role and you get to, you've got, you've earned the license to work on whatever you want. Like Yelp wanted me to move to Phoenix and create their first remote sales team. They wanted, I was running customer success at the time and I'd set up all those systems. Like there was so much to do. Yelp was only like three or four years old at the time, and it was clearly a rocket ship. And you know, I could have learned a lot more like from Yelp in that, like I could have seen it all the way through to IPO and, setting up remote teams and hiring hundreds of people, thousands of people eventually. So I, but I made the choice to leave relatively early and start my own thing. Just coming back to this idea we talked about in the session earlier today, I I always want to work on the forefront of whatever's going on, like the most important thing happening in our time. And I felt I knew what was next. I could kind of see what was next, which was applying AI to analyze the world's text, which was clear to me by about 2008, like that was going to be as big as the internet. That's kind of how I felt about it. And I told people that, and I put that in articles, and I put it in talks that are online that you can go watch. You know, there's one on my website from 10 years ago where I'd already been in the space for five or six years. You can go watch it and see what I was saying in 2015. So fortunately, I documented this because it sounds a bit, you know, unbelievable given what's just happened with large language models and open AI. But it was clear to me where things were going around 2008. And I just wanted to work on what was next, basically. I wanted to apply neural networks and natural language processing to massive text sets like all the world's media, all the world's social media. And yeah, I suppose whenever I've seen what's going to happen next, like with social network, going to Yelp, like seeing what was going to happen with social networking, going to building Yelp, and then seeing this observation about AI and going and doing Quid, it's not, it doesn't feel like a choice to me. It's felt like, well, just what I have to do. And regardless of whether that's going to be more work, harder work, less money, et cetera, it's just how I'm wired, I guess. And I'm kind of, I see it now. Like I see what's next now. And I'll probably just keep doing this. But I was really too early or very, very early, as you can probably see, to be trying to do that at like 2008, 2009, seven or eight years before OpenAI was founded, I was just banging my head against the wall for nearly a decade with no one that would listen. So even the best companies in the world and the biggest investors in the world, again, I won't name them, But it was so hard to raise money. It was so hard to get anyone to watch it that, after a time, I actually started to think I was wrong. Like after doing it for like 10 years and it hadn't taken off, I just started to think like, I was so wrong. I spent a year or two before ChatGPT took off. I'd got to a point where I'd spent like a year or two just thinking, how could my instinct be so wrong about what was going to play out here? How could we not have unlocked the world's written information at this point? And I started to think maybe it'll never happen, you know, and like I was simply wrong, which of course you could be wrong on these things. And then, you know, ChatGPT and OpenAI like totally blew up, and it's been bigger than even I imagined. And I couldn't have told you exactly which technical breakthrough was going to result in it. Like no one knew that large language models were going to be the unlock. But I played with everything available to try and unlock that value. And as soon as large language models became promising in 2016, we were on it, like literally the month that the Google BERT paper came out, because we were like knocking on that door for many years beforehand. And we were one of the teams that were like, trying to unlock that value. That's why many of the early Quid people are very senior at OpenAI and went on to take what they learned from Quid and then apply it in an OpenAI environment, which I'm very proud of. I'm very proud of those people, and it's amazing to see what they've done.    Nate:  That concludes Chapter 2. In Chapter 3, we discuss AI and social media. The first question was about anxiety and AI.    Bob:  Maybe I'll just focus on the anxiety and the issues first of all. A lot's been said on it. I suppose what would be my headlines? I think that one big area of concern is how it changes the job market. And I think the practical thing on that is if you can learn to be the bridge, then you're putting yourself in a really valuable position, right? Because if you can bridge this technology into businesses in a way that makes change and improvements, then you are moving yourself to a skill set that's going to continue to be really valuable. So that's just a practical matter. One of the executives I work with in a major US company likes to say will doctors become redundant because of AI? And he says, no, doctors won't be redundant, but doctors that don't use AI will be redundant. And that's kind of where we are, right? It's like, we're still going to need a person, but if you refuse, if you're not using it, you're going to fall behind and like that is going to put you at risk. So I think there is some truth to that little kind of illustrative story. There will be massive numbers of jobs that are no longer necessary. And the history of technology is full of these examples. Coming back to like 5,000 years ago, think of all the times that people invented stuff that made the prior roles redundant, right? In London, before electricity was discovered and harnessed, one of the biggest areas of employment was for the people that walked the streets at night, lighting the candles and gas lights that lit London. That was a huge breakthrough, right? You could put fire in the street, you put gas in the street and you lit London. Without that, you couldn't go out at night in London and like it would have been an absolute nightmare. The city wouldn't be what it is. But that meant there were like thousands of people whose job it was to light those candles and then go round in the morning when the sun came up and blow them out. So when the light bulb was invented, can you imagine the uproar in London where all these jobs were going to be lost, thousands of jobs were going to be lost. by people that no longer are needed to put out these lights. There were riots, right? There was massive social upheaval. The light bulb threatened and wiped out those jobs. How many people in London now work lighting gas lamps and lighting candles to light the streets, right? Nobody. That was unthinkable. How could you possibly take away those jobs? You know, people actually smashed these light bulbs when the first electric light bulbs were put into streets. People just went and smashed them because they're like, we are not going to let this technology take our jobs. And I can give you 20 more examples like that throughout history, right? Like you could probably think of loads yourselves. Even the motor car, you know, so many people were employed to look after horses, right? Think of all the people that were employed in major cities around the world, looking after horses and caring for them and building the carts and everything. And suddenly you don't need horses anymore. Like that wiped out an entire industry. But what did it do? It created the automobile industry, which has been employing massive numbers of people ever since. And the same is true for, you know, like what have light bulbs done for the quality of our lives? You know, we don't look at them now and think that's an evil technology that wiped out loads of jobs. We go, thank goodness we've got light bulbs. So the nature of technology is that it wipes out roles, and it creates roles. And I just don't see AI being any different. Humans have no limit to like, seem to have no limit to the comfort they want to live with and the things that we want in our lives. And those things are still really expensive and we don't, we're nowhere near satisfied. So like, we're going to keep driving forward. We're going to go, oh, now we can do that. Great. I can use AI, I can make movies and I can, you know, I don't know, like there's just loads of stuff that people are going to want to do with AI. Like, I mean, using the internet, how much time do we spend on these damn web forms, just clicking links and buttons and stuff? Is that fun? Do we even want to do that? No. Like we're just wasting hours of our lives every week, like clicking buttons. Like if we have agents, they can do that for us. So we have, I think we're a long way from like an optimal state where work is optional and we can just do the things that humans want to do with their time. And so, but that's the journey that I see us all along, you know. So anyway, that's just my take on AI and employment, both practically, what can you do about it? Be the bridge, embrace it, learn it, jump in. And also just like in a long arc, I'm not saying in the short term, there won't be riots and there won't be lots of people out of work. And I mean, there will be. But when we look back again, like I often think about what time period are we talking about? Right? People often like, well, what will it do to jobs? Next year, like there'll certain categories that will become redundant. But are we thinking about this in a one year period or 100 year period? Like it's worth asking yourself, what timeframe am I talking about? Right? And I always try and come back to the 100 year view at a minimum when talking about technology change. If it's better for humanity in 100 years, then we should probably work on it and make it happen, right? If we didn't do that, we wouldn't have any light bulbs in our house. Still be lighting candles?    Nate:  Next was a question about social media, fragmented attention, and how it drives isolation.    Bob:  Well, it's obviously been very problematic, particularly in the last five or six years. So TikTok gained success in the United States and around the world around five or six years ago with a completely new model for how to put content in front of people. And what powered it? AI. So TikTok is really an AI company. And the first touch point that most of us had with AI was actually through TikTok. It got so good at knowing the network of all possible content and knowing if you watch this, is the next thing we should show you to keep you engaged. And they didn't care if you were friends with someone or not. Your network didn't matter. Think about Facebook. Like for those of you that were using Facebook, maybe say 2010, right? Like 15 years ago. What did social media look like? You had a profile page, you uploaded photos of yourself and photos of your friends, you linked between them. And when you logged into Facebook, you basically just browsing people's profiles and seeing what they got up to at the weekend. That was social media 15 years ago. Now imagine, now think what you do when you're on Instagram and you're swiping, right? Or you go to TikTok and you're swiping. First of all, let's move to videos, which is a lot more compelling, short videos. And most of the content has nothing to do with your friends. So there was a massive evolution in social media that happened five or six years ago, driven by TikTok. And all the other companies had to basically adopt the same approach or they would have fallen too far behind. So it forced Meta to evolve Instagram and Facebook to be more about attention. Like there's always about attention, that's the nature of media. But these like AI powered ways to keep you there, regardless of what they're showing you. And that turned out to be a bit of a nightmare because it unleashed loads of content without any sense of like what's good for the people who are watching it, right? That's not the game they're playing. They're playing attention and then they're not making decisions about what might be good for you or not. So we went through like a real dip, I think, in social media, went through a real dip and we're still kind of in it, right, trying to find ways out of it. So regulation will ultimately be the savior, which it is in any new field of tech. Regulation is necessary to keep tech to have positive impact for the people that it's meant to be serving. And that's taken a long time to successfully put in place for social media, but we are getting there. I mean, Australia just banned social media for everyone under 16. You may have seen that. Happened, I think, earlier this year. France is putting controls around it. The UK is starting to put more controls around it. So, you know, gradually countries are voters are making it a requirement to put regulation around social media use. In terms of just practical things for you all, as you think about your own social media use, I think it's very healthy to think about how long you spend on it and find ways to just make it a little harder to access, right? Like none of us feel good when we spend a lot of time on our screens. None of us feel good when we spend a lot of time on social media. It feels good at the time because it's given us those quick dopamine hits. But then afterwards, we're like, man, I spent an hour, and I just like, I lost an hour down like the Instagram wormhole. And then we don't feel good afterwards. It affects us sleep negatively. And yeah, come to the question that was, posted, can create a sense of isolation or negative feelings of self due to comparison to centrally like models and actors and all these people that are like putting out content, right? Kind of super humans. So I think just finding ways to limit it and asking yourself what's right for you and then just sticking to that. And if that means coming off it for a month or coming off it for a couple of months, then, give that a try. Personally, I don't use it much at all. I'll use it mostly because friends will share like a funny meme or something and you just still want to watch it because it's like it's sent to you by a friend. It's a way of interacting. Like my dad sends me funny stuff from the internet, and I want to watch it because it's a way of connecting with him. But then I set a timer. I like to use this timer. It's like just a little physical device. I know we've all got one on our phones, but I like to have one on my desk. And so if I'm going into something, whether it's like I'm going to do an hour on my inbox, my e-mail inbox, or I'm going to, you know, open up Instagram and just swipe for a bit, I'll just set a timer, you know, and just keep me honest, like, okay, I'm going to give myself 8 minutes. I'm not going to give myself any more time on there. So there's limited it. And then I put all these apps in a folder on the second screen of my phone. So I can't easily access them. I don't even see them because they're on the second screen of my phone in a folder called social. So to access any of the apps, I have to swipe, open the folder, and then open the app. And just moving them to a place where I can't see them has been really helpful. I only put the healthy apps on my front page of my phone.    Nate:  Next was a question about where Bob expects AI to be in 20 years and whether there are new levels to be unlocked.    Bob:  No one knows. Right? Like what happens when you take a large language model from a trillion nodes to like 5 trillion nodes? No one knows. It's, this is where the question comes in around like consciousness, for example. Will it be, will it get to a point where we have to consider this entity conscious? Fiercely debated, not obvious at all. Will it become, it's already smarter than, well, it already knows more than any human on the planet. So in terms of its knowledge access, it knows more. In terms of most capabilities, most, you know, cognitive capabilities, it's already more capable than any single human on the planet. But there are certain aspects of consciousness, well, certain cognitive functions that humans currently are capable of that AI is not currently capable of, but we might expect some of those to be eaten into as these large language models get better. And it might be that these large language models have cognitive capabilities that humans don't have and never could have, right? Like levels of strategic thinking, for example, that we just can't possibly mirror. And that's one of the things that's kind of, you know, a concern to nations and to people is that, you know, we could end up with something on the planet that is a lot smarter than any one of us or even all of us combined. So in general, when something becomes more intelligent, it seeks to dominate everything else. That is a pattern. You can see that throughout all life. Nothing's ever got smarter and not sought to dominate. And so that's concerning, especially because it's trained on everything we've ever said and done. So I don't know why that pattern would be different. So that, you know, that's interesting. And and I think in terms of, so the part of that question, which is whole new areas of capability to be unlocked, really fascinating area to look at is not so much the text now, because everything I've written is already in these models, right? So the only way they can get more information is by the fact that like, loads of social networks are creating more information and so on. It's probably pretty duplicitous at this point. That's why Elon bought Twitter, for example, because he wanted the data in Twitter, and he wants that constant access to that data. But how much smarter can they get when they've already got everything ever written? However, large language models, of course, don't just apply to text. They apply to any information, genetics, photography, film, every form of information can be harnessed by these large language models and are being harnessed. And one area that's super interesting is robotics. So the robot is going to be as nimble and as capable as the training data that goes into it. And there isn't much robotic training data yet. But companies are now collecting robotic training data. So in the coming years, robots are going to get way more capable, thanks to large language models, but only as this data gets collected. So in other words, like language is kind of reaching its limits in terms of new capabilities, but think of all the other sensor types that could feed into large language models and you can start to see all kinds of future capabilities, which is why everyone suddenly got so interested in personal transportation vehicles and personal robotics, which is why like Tesla share price is up for example, right? Because Elon's committed now to kind of moving more into robotics with Tesla as a company. And there are going to be loads of amazing robotics companies that come out over the next like 10 or 20 years.    Nate:  And that brings us to the end of this episode with Bob Goodson. Like I mentioned in the intro, there were so many great nuggets from Bob. Such great insight on managing our careers, building companies, and the evolving impact of AI and social media. In summary, try to be at the intersection of new power and real problems. Seek to inspire rather than just transact, and be thoughtful about how to use social media and AI. All simple ideas, please, take them seriously.   

Im Ausstellungsbetrieb und bei Auktionen rangieren sie immer noch hinter den männlichen Kollegen. Warum ist das so? Dresden und Bremen feiern jetzt die Expressionistin Paula Modersohn-Becker zum 150. Geburtstag. In London und New York gibt es dieses Jahr große Frida-Kahlo-Schauen. Sind Künstlerinnen dennoch ein Sonderfall? Ändern Gegenbeispiele nichts? Was macht Künstlerinnen wertvoll? Michael Köhler diskutiert mit Rita Kersting – Co-Direktorin Museum Ludwig Köln; Prof. Dr. Rainer Stamm – Direktor Osthaus Museum Hagen; Dr. Kia Vahland –Publizistin und Kunstkritikerin, Süddeutsche Zeitung

Das Finale des Champions Cup 2026 In London fand zum ersten Mal der Champions Cup der Frauen statt. Im Halbfinale trafen die Arsenal Frauen auf FAR Rabat aus Marokko und der Gotham FC auf Corinthians aus Brasilien. Wer setzte sich durch und wie verliefen die Finalspiele?  Kurz vor der Saison noch keinen Kader Am 22. Februar startet für sie die neue MLS Saison, doch bei einem Team gibt es noch nicht einmal einen ansatzweise vollen Kader. Welches Team ist es, das die Transferphase so sehr verschlafen hat? Daniel und Anne haben sie sich angesehen.  Feedback erwünscht! Um den MLS Podcast noch besser und interessant zu machen, ...Dieser Podcast wird vermarktet von der Podcastbude.www.podcastbu.de - Full-Service-Podcast-Agentur - Konzeption, Produktion, Vermarktung, Distribution und Hosting.Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen?Dann schaue auf www.kostenlos-hosten.de und informiere dich.Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten. kostenlos-hosten.de ist ein Produkt der Podcastbude.

In Kanada und den USA war es eines der Serien-Ereignisse 2025, jetzt kommt "Heated Rivalry" (29:02) via HBO Max auch nach Deutschland. Holger und Rüdiger haben sich aufs Glatteis begeben und sich die sechs Folgen der Eishockey-Lovestory angeschaut, die nicht nur aber besonders wegen ihrer freizügigen Schilderung schwuler Liebe und vor allem Begehrens Schlagzeilen gemacht hat. Doch was hat die Serie davon abgesehen zu bieten, wenn man das über die nackten Tatsachen ohne die nackten Tatsachen redet? Im Anschluss geht es um die neue deutsche Netflix-Serie "Unfamiliar" (5:32), die eine Spionage-Serie im heutigen Berlin erzählt, aber leider wenig Berlin-spezifisches in den exzellent besetzten Plot einbringt. In London passiert derweil ein spektakuläres Verbrechen, wie es die Prime-Video-Serie "Steal" (53:40) mit Sophie Turner zeigt. In einem Finanzinstitut lassen bewaffnete Räuber die Einlagen eines Pensionsfonds ins Ausland überweisen. Was steckt dahinter? Ist es spannend? Und kann Sophie Turner in ihrer "Tomb Raider"-Generalprobe beweisen, dass sie eine Serie tragen kann? Diese Fragen treiben uns so nah an den Wahnsinn, dass wir anscheinend auf die Therapie-Couch müssen und uns in die Praxis von Harrison Ford, Jessica Williams und Jason Segel begeben. Die dritte Staffel der Apple-Serie "Shrinking" (1:04:37) sorgt erst einmal bei Holger für Verwunderung, weil sie nach einem Finale aussieht aber keines ist - und gleichzeitig auch für Tränen, Lachen und ein schönes Wiedersehen mit Michael J. Fox, der für die Serie seinen Parkinson-bedingten Ruhestand beendete. Medizinisch wird es schließlich auch in unserem neuesten "Pitt"-Stop (1:24:37), der wegen einer Darmentleerung in Erinnerung bleibt - oder wie es Noah Wyle in unseren Interview-Ausschnitten tituliert: "Code Brown". Cold-Open-Frage: "Was halten wir vom Versuch von HBO Max klassische Serienstoffe wieder aufleben zu lassen?"

Royal favourites, we want your voice notes in our new miniseries on historical failures. Look out for Producer Al's callout post on patreon.com/thisishistory   England's grip on France is collapsing. After more than a century of brutal conflict, English forces across the Channel are exhausted, bankrupt, and beaten down. In London, hopes rest on King Henry VI — now an adult and expected to rescue his father's dying empire. But Henry is no warrior king, and the French are dismantling England's hard‑won gains with shocking ease. Then, a new force enters the fray: Margaret of Anjou. Young, formidable, and newly crowned Queen of England, she becomes a lightning rod for ambition, fear, and bitter factional rivalries. Some believe she can save England's fortunes in France; others fear she is about to upend the entire balance of power at court. As defeat looms and alliances fracture, this episode traces how Margaret of Anjou steps into a failing war — and begins reshaping the fate of the Hundred Years' War, the English crown, and the violent political battles still to come. – And don't forget, you can now WATCH every This Is History episode on YouTube. Subscribe at youtube.com/@thisishistorypod  – A Sony Music Entertainment production.  Find more great podcasts from Sony Music Entertainment at sonymusic.com/podcasts  To bring your brand to life in this podcast, email podcastadsales@sonymusic.com  Learn more about your ad choices.  Visit megaphone.fm/adchoices  – Written and presented by Dan Jones Producer - Alan Weedon Senior Producer - Dominic Tyerman Executive Producer - Simon Poole  Production Manager - Jen Mistri  Production coordinator - Eric Ryan  Mixing - Amber Devereux Head of content - Chris Skinner Learn more about your ad choices. Visit podcastchoices.com/adchoices

Today Sean visits Kensington, the wealthiest borough in the UK, where million‑pound homes are standard and property prices sit at around ten times the national average. On the streets of West London, he stops everyday people who already live in the area to ask a simple but pressing question: how does anyone get onto the UK property ladder now? You might be surprised by some of the answers he got. Become a part of the Progressive Property refer-a-friend scheme and Earn up to £250 when someone attends one of our events – you can enrol here: https://www.progressiveproperty.co.uk/raf/ If you want to take the next step and put what you have learned from this podcast into action, you only need to click here - https://www.wealthbuilders.co.uk/progressive-podcast KEY TAKEAWAYS Without the “Bank of Mum and Dad,” the ladder has basically been pulled up for many young people. In London, a 5–10% deposit might as well be a million – normal wages can't keep up. In Kensington, properties are often in the millions, which means you're looking at deposits of at least £100,000.  Foreign money and bad policy have turned homes into assets first, shelter second – especially in high‑priced places like London. As a generational investment, property still wins long term - but the game is now stacked against most people. Yet, with the right knowledge, strategies, and a pragmatic approach, some are still finding a way through and becoming owners.  Until we fix tax, planning, and incentives, we're raising a generation of permanent renters. BEST MOMENTS “If only it was just about working harder. It's about having the right knowledge and strategies to be able to go from a standing start to building long term wealth that will benefit generations to come.” "It is difficult, but I saved for 20 years before I actually bought somewhere,  you just got to do it."  "It literally has taken me to have my own company in order to get that deposit together."  "We have condemned generations of children not to be property owners or to be slaves to a system."  VALUABLE RESOURCES MSOPI – Multiple Streams of Income: https://www.progressiveproperty.co.uk https://kevinmcdonnell.co.uk ABOUT THE HOST Sean Fitzpatrick is a property investor, educator, and the Face of Progressive Property. With a 6-figure portfolio and expertise in creative strategies, finance, and off-market deals, Sean shares success stories from the Progressive Property community, expert insights, and real-world strategies to help investors succeed. Tune in for practical tips and no-nonsense advice to accelerate your property journey. ABOUT THE HOST Kevin McDonnell is a Speaker, Author, Mentor & Professional Property Investor. He is an expert when it comes to creative property investment strategies. His book No Money Down: Property Invest talks about how to control and cash flow other people's property to create financial freedom.  CONTACT METHOD https://www.facebook.com/kevinMcDonnellProperty https://kevinmcdonnell.co.uk TikTok: https://www.tiktok.com/@progressiveproperty YouTube: https://www.youtube.com/channel/UC0g1KuusONVStjY_XjdXy6g Twitter: https://twitter.com/progperty LinkedIn: https://www.linkedin.com/company/progressiveproperty Instagram: https://www.instagram.com/progressiveproperty Facebook Community: https://www.facebook.com/groups/progressivepropertycommunity Facebook Page: https://www.facebook.com/Progperty This Podcast has been brought to you by Disruptive Media. https://disruptivemedia.co.uk/

Summary :このエピソードでは、Norikoとやすよさんが2025年の旅行を振り返っています。やすよさんは、直感に従って南フランス、ロンドン、ニューオリンズなどを旅しました。南フランスでは、冒険する気持ちでレンタカーを借り、芸術や風景を楽しみました。ロンドンでは、若いバイオリニストの演奏を聴き、昔の思い出がよみがえる体験をしました。また、仕事で参加したニューオリンズのカンファレンスでは、新しい出会いもありました。この旅を通して、自分から動くこと、直感を信じること、人と会うことの大切さを強く感じたという話です。 In this episode, Noriko talks with Yasuyo from Mori Mori Japanese Lessons about Yasuyo's travels in 2025.Yasuyo followed her intuition and visited places such as South France, London, and New Orleans. In South France, she enjoyed an adventurous road trip and explored art and local scenery.In London, she attended a concert by a young violinist, which brought back strong memories from her past.She also joined a teaching conference in New Orleans, where she made new connections.Through these experiences, she realized the importance of taking action, trusting intuition, and meeting people in person. 直感（ちょっかん）intuition冒険（ぼうけん）adventure旅（たび）journey / travelハイライトhighlight再会（さいかい）reunion / meeting again縁（えん）connection / fate / bond心が動く（こころがうごく）to be emotionally movedコンフォートゾーンcomfort zone経験（けいけん）experience出会い（であい）encounter / meeting someone newロンドン（ろんどん）London, UKリバプール（りばぷーる）Liverpool, UK南フランス（みなみふらんす）South of Franceコート・ダジュールCôte d'Azur, FranceプロヴァンスProvence, FranceアルルArles, Franceエクス・アン・プロヴァンスAix-en-Provence, FranceニューヨークNew York, USAニューオーリンズNew Orleans, USAシカゴChicago, USA

Chatham House Director Bronwen Maddox joins the Independent Thinking podcast from the World Economic Forum in Davos. In London are guest host David Lubin, a Senior Research Fellow in Chatham House's Global Economy and Finance Programme; and Grégoire Roos, Director of the Europe and Russia and Eurasia Programmes.  They examine the implications of President Trump's speech for Greenland, NATO, Europe, China and others after Trump pulled back from using force in Greenland, but left allies with a loss of trust in US intentions. Our analysts also discuss the impact of the address by Canadian Prime Minister Mark Carney, a former President of Chatham House, who laid out his alternative vision for middle powers to cooperate when faced with what he called 'a rupture' in the world order.  Read our latest: Trump's Davos speech backed off escalation in Greenland. That will not prevent an EU rush for strategic autonomy Trump, Diego Garcia and the 'Donroe Doctrine' in the Indian Ocean Trump's Greenland tariffs show the UK must prepare for a new era of economic coercion A roadmap for security and governance reform in Haiti Presented by Bronwen Maddox. Produced by Stephen Farrell. Read the Winter issue of The World Today  Listen to The Climate Briefing podcast 

Newly released court documents exposed private texts between Blake Lively and Taylor Swift, hinting at a shift in their friendship amid Lively’s legal fight with Justin Baldoni. Meanwhile, Queer Eye was thrown into turmoil after a hot-mic moment sparked a feud between Karamo Brown and three co-stars. In London, an emotional Prince Harry told the High Court that relentless media scrutiny has made Meghan Markle’s life an “absolute misery.” Rob’s latest exclusives and insider reporting can be found at robshuter.substack.com His forthcoming novel, It Started With A Whisper, is now available for pre-orderSee omnystudio.com/listener for privacy information.

Ben Stanton from Deloitte makes his record setting fourth appearance on the podcast to walk us through Deloitte's 2026 Tech (and Media and Telecoms) predictions.The discussion isn't just a forecast - it's a sharp analysis of current market trends, user adoption, and technology realities.Key Highlights & Insights:Surging GenAI Adoption – But Reality Lags the Hype:• “Standalone daily usage of GenAI is now about 6% of the population. In London, it's 40% using it weekly - it's urban centres and knowledge workers leading the charge.”AI's Gender Divide is Narrowing:• “We're far closer to parity: as of April, 53% of men and 42% of women have used GenAI tools.”SaaS Meets AI Agents:• “50% of organisations will be committing half of their digital transformation budgets to AI automation by 2026. Customers will buy in, but only if SaaS platforms develop agentic capabilities at speed.”Agentic AI Poised to Explode:• “There's an avalanche of interest. Last year we said 25% would launch POCs—now, all it takes is a couple of clicks inside your ERP.”Search Gets an AI Facelift:• “AI-powered search engines now drive three times more discovery than standalone apps. This will reshape how we consume and find information, with huge implications for publishers, marketers, and regulators.”Industrial Robots: Still Hype Over Reality• “There are only 5 million industrial robots in the world - rising to 5.5m by 2026. Humanoid robots? Mostly a science-fiction obsession, not yet a real market.”Tech Sovereignty Spending Accelerates:• “$100 billion will be committed in 2026 to build AI compute infrastructure outside US/China. Yet 90% of global AI compute remains in their hands - a number falling only moderately by 2030.”The Rise of Video Podcasts (Vodcasts):• “The global podcast industry will hit $5 billion this year - driven by video. If you're just audio, you'll have FOMO. Time for a pivot?”Produced by Cambridge TV Hosted on Acast. See acast.com/privacy for more information.

Country, Charme und jede Menge Geschichten: Suzanne Klee feierte ihren 80. Geburtstag und blickt im «SRF Musikwelle Brunch» zurück auf ein Leben zwischen Zürich, London und Los Angeles. Suzanne Klee absolvierte ihre KV-Lehre in Zürich-Wiedikon, und lernte am Beatenberg, verlorene Eier zu machen – bald schon sammelte sie mit glänzenden Augen Autogramme von Peter Kraus. In London entdeckte sie die Beatles, sah Rod Stewart und Stevie Wonder live und beschloss: Musik soll ihr Leben werden. Später lebte sie in Los Angeles, ganz in der Nähe von Michael Jackson – mit ihrem damaligen Mann Harry Shannon. Heute vergleicht sich Klee schmunzelnd mit Kenny Rogers: Sie wählt, wie er, die Songs mit Herz, auch wenn sie selbst nie komponiert hat. Ein «Musikwelle Brunch» voller Erinnerungen, Musik und Lebensfreude – mit Songs von Neil Diamond, Rod Stewart, Tom Jones, Kenny Rogers und natürlich Suzanne Klee.

CareVets Gisborne's Clinic Coordinator Rhonda moved from London to Gisborne five years ago.In London, her commute was 90 minutes. In Auckland, she never got out of second gear in traffic.In Gisborne? Five minutes. Through "5 o'clock traffic" means waiting for half a dozen cars at a roundabout instead of going straight through."I go home for lunch," she says. Like it's nothing.But here's what made me want to record this conversation: Rhonda isn't a vet or a nurse. She came from corporate backgrounds in big cities. And she's the clinic coordinator at CareVets Gisborne — the person who keeps the machine running, who checks in with locum vets before they leave, who listens when the team says "we need to tell people what it's really like here."So when Rhonda talks about what makes someone stay five years, or what locums say about the nursing team, or what happens when things get busy — you're hearing it from someone who sees how the whole clinic actually works.At the time of recording, CareVets Gisborne is recruiting for a small animal veterinarian. But whether you're looking or not — listen to what a five-minute commute actually means when you've spent years in traffic.I'm Julie South. This is Veterinary Voices.Struggling to get results from your job advertisements? If so, then shining online as a good employer is essential to attracting the types of veterinary professionals who're a perfect cultural fit for your clinic. The VetClinicJobs job board is the place to post your next job vacancy - to find out more get in touch with Lizzie at VetClinicJobs

Weniger Streit, mehr Nähe: So gelingt dir ein friedliches Weihnachtsfest – mit Annas 3-Schritte-Plan für echte Harmonie in der Familie.Weihnachten ist das Fest der Liebe und gleichzeitig oft das Fest der unausgesprochenen Erwartungen, alten Konflikte und emotionalen Spannungen. In dieser Folge gibt dir Anna drei kraftvolle Schritte an die Hand, mit denen du bewusst für Frieden sorgen kannst. In dir selbst und mit deiner Familie. Eine Einladung, die Feiertage nicht nur zu überstehen, sondern sie innerlich erfüllt zu gestalten.Impulse für dichWarum echte Harmonie bei dir selbst beginntWie du emotionale Altlasten entkoppelstWas es wirklich heißt, in Verbindung zu bleibenWie du mit Erwartungen bewusst umgehen kannstEin Perspektivwechsel, der sofort Entlastung bringtErwähnte QuellenDaniel Kahneman – Schnelles Denken, langsames DenkenMel Robbins – Die LET THEM TheorieByrin Kathie – Lieben was istCoaching-Masterclass-Session #199 vom 3.12.2025Wenn du spürst, dass du dieses Jahr nicht wieder in alte Muster rutschen willst, dann komm in meine Coaching-Masterclass. Dort begleiten ich dich mit Tiefe, Klarheit und echter Verbindung, gerade in emotional aufgeladenen Zeiten.Mehr Informationen

Johnny Mack shares five Christmas-themed good news stories. An English hotel features a unique Christmas tree made from 100,000 balloons, designed by artist Naomi to raise money for charity. In London, an AI-generated Christmas mural baffles viewers with its distorted figures. Dr. Claire, a music psychologist, curates the world's happiest Christmas car playlist, naming Brenda Lee's 'Rocking Around the Christmas Tree' as the top song. Buffalo, NY, is crowned the Christmas Capital of America, boasting numerous holiday events and significant snowfall. Lastly, a Phoenix couple wins ABC's 'The Great Christmas Light Fight' with their extravagant holiday decorations.Unlock an ad-free podcast experience with Caloroga Shark Media! Get all our shows on any player you love, hassle free! For Apple users, hit the banner on your Apple podcasts app. For Spotify or other players, visit caloroga.com/plus. No plug-ins needed!Subscribe now for exclusive shows like 'Palace Intrigue,' and get bonus content from Deep Crown (our exclusive Palace Insider!) Or get 'Daily Comedy News,' and '5 Good News Stories' with no commercials! Plans start at $4.99 per month, or save 20% with a yearly plan at $49.99. Join today and help support the show!We now have Merch!  FREE SHIPPING! Check out all the products like T-shirts, mugs, bags, jackets and more with logos and slogans from your favorite shows! Did we mention there's free shipping? Get 10% off with code NewMerch10 Go to Caloroga.comGet more info from Caloroga Shark Media and if you have any comments, suggestions, or just want to get in touch our email is info@caloroga.com

In London, located on the north bank of the River Thames, stands a tower that the mere mention of the name inspires feelings of dread and the macabre and that is because this structure's thousand-year-old history is full of imprisonment, torture and execution. Many famous names in history met their final demise at the Tower of London. The Great Tower was not always a prison. It served as a royal residence for a time and is officially known as His Majesty's Royal Palace and Fortress of the Tower of London. Control of this piece of property usually signified control of the country. Because so much mystery, intrigue and death is associated with the structure, it is reputed to be quite haunted. Our infamous Lady in White is only one of the many spooks people claim to have seen or felt. Join us as we explore the history and haunting of the Tower of London.  Check out the website: http://historygoesbump.com Music used in this episode: Main Theme: Lurking in the Dark by Muse Music with Groove Studios Outro Music: Happy Fun Punk by Muse Music with Groove Studios Other music in this episode: "SCP-x2x (Unseen Presence)" Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 4.0 License http://creativecommons.org/licenses/by/4.0/

In London haben sich europäische Regierungschefs zu Beratungen über den US-Friedensplan für die Ukraine getroffen. Es ging um die Frage, wie das kriegsgeplagte Land weiter unterstützt werden kann, ohne dabei die USA vor den Kopf zu stoßen.

In the UK, owning a home is still seen as a key sign of financial stability. For many, it means security against life's uncertainties - job loss, illness, or income drops and a way to build long-term wealth instead of paying rent. Today, according to the comparison site Finder the average age of a first-time buyer is just under 34. In London, it's closer to 35. That's several years older than in the 1990s, when most first-time buyers were in their late twenties. So why has it become so complicated to buy now? What about young people specifically? So, is it still possible for young people in the UK to become homeowners?  In under 3 minutes, we answer your questions! To listen to the latest episodes, click here: What are the pros and cons of homeownership in the UK? Why are so many young people suffering from financial dysmorphia? Do you know about home design maximalism? A Bababam Originals podcast written and realised by Amber Minogue. Learn more about your ad choices. Visit megaphone.fm/adchoices

The United States and Russia have written up a plan to try and end the bloody fighting in Ukraine. High ranking officials from the Pentagon met with President Zelenskyy and shared the Trump administration's reported new 28-point plan to end the war. The plan is said to have been in the works for a month, receiving input from both sides but there is some initial negative reaction from Ukrainian officials who say it heavily favors Russia. FOX's John Saucier speaks with Greg Palkot, Senior Foreign Affairs Correspondent for FOX News Channel (FNC) based In London, who breaks down what we know about the possible peace plan, the possibility of it being accepted by both sides and the latest on the fighting. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

The United States and Russia have written up a plan to try and end the bloody fighting in Ukraine. High ranking officials from the Pentagon met with President Zelenskyy and shared the Trump administration's reported new 28-point plan to end the war. The plan is said to have been in the works for a month, receiving input from both sides but there is some initial negative reaction from Ukrainian officials who say it heavily favors Russia. FOX's John Saucier speaks with Greg Palkot, Senior Foreign Affairs Correspondent for FOX News Channel (FNC) based In London, who breaks down what we know about the possible peace plan, the possibility of it being accepted by both sides and the latest on the fighting. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

The United States and Russia have written up a plan to try and end the bloody fighting in Ukraine. High ranking officials from the Pentagon met with President Zelenskyy and shared the Trump administration's reported new 28-point plan to end the war. The plan is said to have been in the works for a month, receiving input from both sides but there is some initial negative reaction from Ukrainian officials who say it heavily favors Russia. FOX's John Saucier speaks with Greg Palkot, Senior Foreign Affairs Correspondent for FOX News Channel (FNC) based In London, who breaks down what we know about the possible peace plan, the possibility of it being accepted by both sides and the latest on the fighting. Click Here⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ To Follow 'The FOX News Rundown: Evening Edition' Learn more about your ad choices. Visit podcastchoices.com/adchoices

Welcome back to The Go-To Food Podcast, where we're joined by Alison Roman — chef, writer, and creator of some of the most talked-about recipes of the last decade. Alison takes us back to her first kitchen job at Sona in Los Angeles, working under David Myers for $7.25 an hour, crying daily but learning fast. It was a tiny, nine-person kitchen that ran like The Bear, long before The Bear existed. From there she went to Milk Bar in New York, then the Bon Appétit test kitchen — reverse-engineering photo-shoot dishes into recipes home cooks could actually make. The early days were brutal, pre-Instagram, and anonymous. No bylines, no fame, just biscuits, burnouts, and a deep sense that if you showed up more than anyone else, something would happen.In London, Alison's been eating with purpose — Café Deco's anchovy-studded little gem, a quiche that insists it's a frittata, and a beef stew she calls one of the best she's ever had. She weighs The Devonshire against The Pelican and The Hart. There's a fascination with pub culture, a debate over sharpened pencils at hotel reception, and a reminder that the best meals aren't always on “the list.” We get her take on TikTok chefs, the chaos of phones in kitchens, and an unnerving AI ad that generates recipe ideas without authors — proof, she says, that food without humanity just doesn't taste the same.We talk legacy too. From Dining In to Nothing Fancy to Sweet Enough, Alison's cookbooks built a blueprint for the way people cook now — easy, intuitive, quietly confident. She admits the dessert book nearly broke her, but Something for Nothing came easily because it mirrors how she actually cooks. There's a new tomato sauce line born from her husband's refusal to cook, a love letter to anchovies, and an argument for doing one thing well instead of a thousand badly. We end with her perfect menu: shrimp cocktail, Caesar salad, ribeye in brown butter and lemon, and a slice of key lime pie — the ultimate Alison Roman meal, simple, specific, and unapologetically human.------Sponsor: This episode is brought to you by Blinq—POS made simple: £69/month, unlimited devices, 24/7 UK support, no contracts or hidden fees. Use code GOTOBLINQ for a free month. Got a true kitchen nightmare? Send it in—Ben's favourite wins a year of Blinq. Hosted on Acast. See acast.com/privacy for more information.

Whatever has got in to Joanne this week, is making her brain question things that most of us accept as fact. Is it genius? Possibly... In London, Vogue is reviewing the I'm A Celeb line up and cursing herself for not cloning Winnie. If you'd like to get in touch, you can send an email to hello@MTGMpod.comPlease review Global's Privacy Policy: https://global.com/legal/privacy-policy/For merch, tour dates and more visit: www.mytherapistghostedme.comJoanne's comedy gigs: www.joannemcnally.comThis episode contains explicit language and adult themes that may not be suitable for all listeners.

In dieser Episode vom Anna Schaub Coaching Podcast geht es um eine oft unbeachtete Frage: Wie erfüllend ist Geld wirklich? Teil 1 widmet sich zwei zentralen Ebenen: Wie wird viel Geld verdient und warum reicht Geld allein nicht für echte Erfüllung? Anna spricht in dieser Folge gemeinsam mit ihrer Mitarbeiterin Christiane über das Thema Geld, beantwortet ihre Fragen und gibt tiefgehende Impulse für einen bewussten Umgang mit finanziellen Zielen. Der zweite Teil erscheint am 15.11.25. Impulse für dich aus der Folge:​Überprüfe deine Absicht mit Geld: Wofür willst du es wirklich?​Erkenne zwei Ebenen: physische Bedingungen und Mindset​Welche Glaubenssätze blockieren dein Einkommen oder deinen Selbstwert?​Warum „unter den eigenen Verhältnissen leben“ so kraftvoll ist​Was Freiheit wirklich mit deinem Kontostand zu tun hat Weiterführende LinksStudien zur Verbindung von Einkommen und Wohlbefinden:Kahneman & Deaton (2010): https://www.pnas.org/doi/10.1073/pnas.1011492107Killingsworth (2021): https://www.pnas.org/doi/10.1073/pnas.2016976118Killingsworth, Kahneman & Mellers (2023): https://www.pnas.org/doi/10.1073/pnas.2208661120Morgan Housel – Die Psychologie des Geldes: https://www.m-vg.de/finanzbuchverlag/shop/article/20538-ueber-die-psychologie-des-geldes/Podcast mit Sam Harris: https://www.samharris.org/podcasts/making-sense-episodes/287-why-wealth-matters?Interview mit Morgan Housel bei Mel Robbins: https://www.melrobbins.com/episode/episode-327/Warren Buffett (Wikipedia): https://de.wikipedia.org/wiki/Warren_Buffett?Weitere Podcastfolgen von Anna Schaub, die wir in der Folge erwähnen: Glaubenssätze nachhaltig auflösen: https://annaschaub.com/glauebnssaetze_aufloesen/Erfüllung vs. Glück – wie bekommt man beides?: https://annaschaub.com/glueck-vs-erfuellung-wie-bekommt-man-beides/Finde deinen Coach auf Annas Coaches Map – zertifizierte ASC® Life Coaches: https://annaschaub.com/coaches-uebersicht/  Mehr von Anna Schaub Wenn du tiefer in diese Themen einsteigen möchtest, komm gerne zu uns in die Coaching-Masterclass. Dort erforschen wir genau solche Fragen und bringen Klarheit und Ausrichtung in dein Money Mindset. Mehr zur Masterclass: https://annaschaub.com/coaching-masterclass/Du willst selbst Coach werden? Informiere dich über die Life Coach ASC® Ausbildung: https://annaschaub.com/life-coaching-ausbildung/Wenn du dir eine Bedienungsanleitung für eine erfülltes Leben wünscht, dann ist "Die Erfüllungsformel" das Richtig für dich: https://annaschaub.com/erfuellungsformel/ Kontakt & VerbindungenWebsite: www.annaschaub.comInstagram: @anna_schaub_officialFacebook: @annaschaubofficialTikTok: @annaschaubYouTube: @annaschaubPodcast: Spotify & Apple PodcastsNewsletter: Jetzt abonnierenCoaching-Masterclass: https://annaschaub.com/coaching-masterclass/ASC® Coaches Map- Finde deinen ASC® Life CoachBuchseite: Die ErfüllungsformelÜber Anna Schaub:Anna Schaub ist Life Coach und Ausbilderin. Sie wurde 1985 in Bielefeld geboren und beschäftigt sich schon ihr ganzes Leben mit dem menschlichen Bewusstsein. Ihre Suche nach Wegen, ein erfülltes Leben durch Kommunikation zu gestalten, führte sie nach Brisbane, München, Hamburg, London und Berlin. In London erlangte sie ihren Master in Communication Design und erkannte dabei, dass der Schlüssel zu einem erfüllten Leben in der Art und Weise liegt, wie wir mit uns selbst kommunizieren – und der Schlüssel zu erfolgreichem Coaching in der Qualität der Kommunikation mit anderen.Schon während des Studiums schloss sie ihre Coaching-Ausbildung ab und machte sich als Coach und Trainerin selbstständig. Heute blickt sie auf mehr als 17 Jahre Erfahrung zurück und hat über 30.000 Menschen erreicht. Anna entwickelte eine eigene Coaching-Methode, die sie in ihrer Life-Coach-Ausbildung lehrt. Ihre Methode basiert auf wissenschaftlich fundierten Erkenntnissen und vereint neurowissenschaftliche, psychologische und philosophische Elemente und die Liebe zu Menschen.

While we primarily focus on the wonderful world of beer and brewing, it's occasionally important to take time to look at the excellent innovation taking place across the wider world of drinks. So at our Brewers Congress in the Autumn, we invited the team at Botivo to share their story. Botivo, which is non-alcoholic, is an intensely refreshing aperitivo with a bittersweet backbone, herbal notes and a tang of citrus. A big-sipping drink hand-blended in small batches at Lannock Farm, the Botivo blend of five raw ingredients takes over 1 year from start to finish. And the production manager at Botivo is Francesca Nikita Corradin. In her career Francesca has brewed across Europe and joined Botivo as a production supervisor in December 2023 before being promoted to production manager earlier this year. In London she was joined by Sam Paget-Steavenson, co-founder of Botivo, to share their experiences and expertise in creating and building a non-alcoholic brand. In addition to talking us through the process, they explained that we live in a world of moderation and we're constantly told that less is better. So as a result, they created a drink that brings the true craft and depth of flavour we all see in the alcohol category to the non-alc category. And this meant using real ingredients, no flavourings and low intervention techniques.

Nigerian modern art is having a moment. In London, the Tate has opened a critically acclaimed exhibition, called “Nigerian Modernism,” featuring more than 50 artists who experimented with vibrant new styles in the mid 20th century in the giant and influential West African nation. More generally, the artists of this era have become more recognized outside of their home country in recent decades, from early figures who laid the groundwork like Aina Onabolu to a towering figure of the 1950s like Ben Enwonwu to younger innovators of the 1950s and 1960s such as Uche Okeke and Demas Nwoko, with many more important names to know and bodies of work to discover. This was an earth-shaking time in Nigerian history, when a near-century of British colonial domination was shed and the many problems of a fragile new independent nation had to be faced. These artists were part of figuring out how to express that new sense of identity in images. But their art was not always so celebrated, sometimes dismissed as derivative of European art. The scholar and curator Chika Okeke-Agulu has been important to the recent re-estimation of Nigeria's art history. He teaches at Princeton, and is the author of, among many other things, of Postcolonial Modernism: Art and Decolonization in Twentieth-Century Nigeria, a book that personally excited me very much when I first found it. With the Tate show drawing a fresh wave of interest, art critic Ben Davis thought Okeke-Agulu would be an excellent guide to what this art was, what it meant, and why it still demands attention today.

Andrew Abdo, National Rugby League (NRL) CEO, joins the show for a wide-ranging conversation, as its global ambitions solidify. In London for the England-Australia Ashes Test series, he reflects on five years at the helm of Australia's biggest sports league by viewership, a stint which has seen major revenue growth and international expansion, in the Pacific and to Las Vegas.He sets out the NRL's approach to international markets, reflects on the league's global vision - including its relationship with the Super League in the UK - and, as the NRL's next domestic broadcast rights cycle approaches, Australia's dynamic media market.Abdo also shares his approach to longer-term challenges, including artificial intelligence, private equity investment and real estate development, and gives his advice to international organisations coming into Australia as the 2032 Olympics loom on the horizon.- - -- Join 200 influential sports leaders at Leaders Meet: Australia in Brisbane on 4th and 5th February 2026 - for more information head to https://leadersinsport.com/sport-business/leaders-events/leaders-meet-australia/

The idea of the breakbeat was born in the Bronx, but its evolution since then has been a transatlantic dialogue, a rhythmic exchange between continents that never really settled. In London, this language found its most elastic form, bending through jungle, drum & bass, and techno, mutating with each new generation of producers. The city remains a living organism, constantly reshaping itself through DJs, club nights, and collectives that resist repetition. Unknown Species, a London-based platform and event series that blends music and environmental awareness in support of endangered species, has carved out a corner for artists to explore that freedom. Its founder, Rado, better known as Naturalisten, is the musical mind behind this week's edition of Delayed with. This mix was recorded almost a year ago at Espacio Perpendicular in Madrid, during the first collaborative event between Unknown Species and the Perpen crew, alongside Delayed friends F-on, Fran Campos, Lynne, DB1, Felix K, Muted, Vrika, and Pillen. It's a space where rhythm meets reflection, and Naturalisten rises fully to the occasion. The first half builds tension through shifting grooves and subtle rhythmic displacements, a controlled energy that feels alive and restless. As the set unfolds, the edges blur. Synths stretch into stranger territories, textures become unmoored, and the intensity softens into something beautifully off-kilter, a reminder that unpredictability can be its own kind of balance. Naturalisten lets the music speak, and it speaks fluently, with groove, curiosity, and a quiet sense of purpose. https://soundcloud.com/unknownspecies https://www.instagram.com/unknown____species/ Write up by @gilleswasserman Follow us on social media: https://soundcloud.com/itsdelayed https://linktr.ee/delayed https://www.delayed.nyc https://www.facebook.com/itsdelayed https://www.instagram.com/_____delayed https://www.youtube.com/@_____delayed Contact us: info@delayed.nyc

In 1941, as the world plunged deeper into war, a small contingent of U.S. Marines found themselves far from the Pacific jungles, engaging in missions that would not capture headlines but were no less critical. Deployed far from the Pacific, they prepared the groundwork for larger Allied operations. In London, amidst the Blitz, they protected the American Embassy and took on tasks that extended far beyond their original mission. Across the Atlantic, in the rugged terrain of Scotland, Marines were pushed to their physical limits, learning unconventional warfare tactics from British Royal Marines, skills that would later define the elite Marine Raiders. Though often unsung, these Marines quietly helped lay the foundation for major victories to come. Their early, discreet efforts were crucial in shaping the success of later, larger campaigns and establishing the Marine Corps as a force capable of adapting to the ever-changing demands of global conflict. ************* Visit HistoryoftheMarineCorps.com to subscribe to our newsletter, explore episode notes and images, and see our references. Follow us on social media for updates and bonus content: Facebook and Twitter (@marinehistory) and Instagram (@historyofthemarines). Visit AudibleTrial.com/marinehistory for a free audiobook and a 30-day trial.

A fragile ceasefire in Gaza, the collapse of a UK spy trial, and a damning new report on China's exploitation of U.S. defense research—Chris and Matt unpack a pivotal few weeks in global politics and intelligence. They assess the Trump-brokered truce between Israel and Hamas, the role of Jared Kushner, Qatar, and Tony Blair in the deal, and why Netanyahu's legal troubles could upend it all. In London, they break down how a high-profile Chinese espionage case unraveled, exposing gaps in the Official Secrets Act and Britain's uneasy relationship with Beijing. And in Washington, Matt digs into a new Congressional report on U.S. taxpayer-funded defense research benefiting the PLA—from hypersonics, quantum computing, and AI—and the bipartisan effort to close those loopholes. Subscribe and share to stay ahead in the world of intelligence, global issues, and current affairs. Please share this episode using these links Audio: https://pod.fo/e/3441b1 YouTube: https://youtu.be/N3XqFtU7TXY Articles discussed in today's episode "How Trump Pushed Israel and Hamas to Yes" by Isaac Stanley-Becker and Vivian Salama | The Atlantic: https://www.theatlantic.com/national-security/archive/2025/10/ceasefire-gaza-trump-israel-hamas/684529/ "Hamas Is Not Done Fighting" by Matthew Levitt | Foreign Affairs: https://www.foreignaffairs.com/palestinian-territories/hamas-not-done-fighting "White House Works to Preserve Gaza Deal Amid Concerns About Netanyahu" by Katie Rogers and Luke Broadwater | The New York Times: https://www.nytimes.com/2025/10/20/us/politics/trump-gaza-israel-netanyahu.html "The aide, the associate, the ‘Chinese agent' – and the collapse of a long-awaited UK spy trial" by Dan Sabbagh and Amy Hawkins | The Guardian: https://www.theguardian.com/uk-news/2025/sep/20/collapse-uk-spy-trial-china-christopher-cash-christopher-berry "Witness statements in relation to alleged breach of Official Secrets Act on behalf of China" by Matthew Collins | Crown Prosecution Service: https://www.gov.uk/government/publications/witness-statements-in-relation-to-alleged-breach-of-official-secrets-act-on-behalf-of-china "Fox in the Henhouse: The US Department of Defense Research and Engineering's Failures to Protect Taxpayer-Funded Defense Research" | US House Select Committee on the CCP: https://selectcommitteeontheccp.house.gov/media/reports/fox-in-the-henhouse What else we're reading this week "A CIA Secret Kept for 35 Years Is Found in the Smithsonian's Vault" by John Schwartz | The New York Times: https://www.nytimes.com/2025/10/16/science/kryptos-cia-solution-sanborn-auction.html "Charles Powell: Britain has always had to deal carefully with China" by Luke O'Reilly | The New Statesman: https://www.newstatesman.com/politics/uk-politics/2025/10/charles-powell-britain-has-always-had-to-deal-carefully-with-china "Director General Ken McCallum gives threat update" by Ken McCallum | MI5: https://www.mi5.gov.uk/director-general-ken-mccallum-gives-threat-update "Dutch services share less information with the US: 'Sometimes we don't tell things anymore'" by Huib Mudderkolk | Volkskrant: https://www.volkskrant.nl/binnenland/nederlandse-diensten-delen-minder-informatie-met-de-vs-soms-vertellen-we-dingen-niet-meer~b4882f19/ "The Kremlin's New Contractors: Inside Russia's Market for Political Warfare" by Anton Shekhovtsov | Towers of Europa: https://shekhovtsov.substack.com/p/the-kremlins-new-contractors "Hostile states recruit youths for crime, Met warns" by James W. Kelly | BBC News: https://www.bbc.com/news/articles/c0q73312zlpo "Mysterious Aircraft Crash Near Area 51 Just Got Weirder" by Joseph Trevithick | The War Zone: https://www.twz.com/air/mysterious-aircraft-crash-near-area-51-just-got-weirder "Satellites Are Leaking the World's Secrets: Calls, Texts, Military and Corporate Data" by Andy Greenberg and Matt Burgess | WIRED: https://www.wired.com/story/satellites-are-leaking-the-worlds-secrets-calls-texts-military-and-corporate-data/ "Trump Administration Authorizes Covert CIA Action in Venezuela" by Julian E. Barnes and Tyler Pager | The New York Times: https://www.nytimes.com/2025/10/15/us/politics/trump-covert-cia-action-venezuela.html "Trump Is Turning Back the Clock on US Policy in Latin America" by Frida Ghitis | World Politics Review: https://www.worldpoliticsreview.com/us-china-latin-america-trump/ "Why did the China spying case collapse?" by Will Barker | The Week UK: https://theweek.com/defence/why-did-the-china-spying-case-collapse Support Secrets and Spies Become a “Friend of the Podcast” on Patreon for £3/$4: https://www.patreon.com/SecretsAndSpies Buy merchandise from our Redbubble shop: https://www.redbubble.com/shop/ap/60934996 Subscribe to our YouTube page: https://www.youtube.com/channel/UCDVB23lrHr3KFeXq4VU36dg For more information about the podcast, check out our website: https://secretsandspiespodcast.com Connect with us on social media Bluesky: https://bsky.app/profile/secretsandspies.bsky.social Instagram: https://instagram.com/secretsandspies Facebook: https://facebook.com/secretsandspies Spoutible: https://spoutible.com/SecretsAndSpies Follow Chris and Matt on Bluesky: https://bsky.app/profile/chriscarrfilm.bsky.social https://bsky.app/profile/mattfulton.net Secrets and Spies is produced by F & P LTD. Music by Andrew R. Bird Photo by Pedro Pardo/AFP & Greg Barker/AFP Secrets and Spies sits at the intersection of intelligence, covert action, real-world espionage, and broader geopolitics in a way that is digestible but serious. Hosted by filmmaker Chris Carr and writer Matt Fulton, each episode examines the very topics that real intelligence officers and analysts consider on a daily basis through the lens of global events and geopolitics, featuring expert insights from former spies, authors, and journalists.

In today's brewing world an entire brand from concept to completion can be developed for you in seconds at the touch of a button, or outsourced to agencies who almost definitely don't know your beer as well as you do.However, as this week's guest asks, in an increasingly digital world, how do modern marketing strategies resonate with consumers who are looking for something more tangible, something genuine, something authentic? In his talk on ‘Reflections on Authenticity' at our recent Brewers Congress in London, Matthew Curtis discussed just that.Matthew is a writer and photographer obsessed with beer, pubs and their culture. Based in Manchester, he's the co-founder of Pellicle Magazine and the author of three books on beer and pub culture within the UK, including the award-winning Manchester's Best Beer Pubs and Bars.In London he took a deep dive into the importance of conveying authenticity in your breweries brand message, and explored how being true to yourself, your brand, your values and – most importantly – the beer you make is key to winning hearts and minds in beer's modern era. 

In London's decadent underbelly, our investigators pursue a painter whose disturbing works may be more than art.Keeper: Matthew DawkinsGuest players: Eddy Webb and Bridgett JeffriesMusic by: Halgrath and Ager Sonus. We have also used the Lovecraftian Compilations by Cryo Chamber. Used with permission by Cryo Chamber.Our Champions of the Red Moon: Martin Heuschober, Simon Cooper, Julia, Camilla, Bob de Lange, Cameron, Graham Barey, Doug Thomson, Lily, Maciej, Black Templar, Dennis Sadecki and Leonhardt.Web: https://www.redmoonroleplaying.comiTunes: http://apple.co/2wTNqHxAndroid: https://www.subscribeonandroid.com/feeds.simplecast.com/oYuoCFr6Youtube: https://www.youtube.com/RedMoonRoleplayingSpotify: https://spoti.fi/30iFmznRSS: http://www.redmoonroleplaying.com/podcast?format=rssPatreon: https://www.patreon.com/RedMoonRoleplaying

As word spreads of Queen Jane and the English people turn to Princess Mary instead, Dudley's coup plot rapidly unravels. The English Navy, forced ashore by storms, learns the situation and the sailors side with Mary, taking personnel and materiel to join her cause against Dudley. In London, efforts to secure the city from invasion collapse as the population rejects the new regime. Things are bleak for the nobles who orchestrated the new queen, and most rush to Mary to make whatever amends they can. As Mary takes her rightful place on the English throne, the Tower of London gets a passel of new residents. Most, including Jane herself, will eventually be executed, particularly after Wyatt's Rebellion sharpens the sense of danger to the Queen and her counselors. It's a bleak story for fans of Jane Grey, whose personal ambitions do not appear to have included becoming Queen of England, and who was poorly used by powerful men pursuing their own agendas. Listen ad-free at patreon.com/trashyroyalspodcast. To advertise on this podcast, reach out to info@amplitudemediapartners.com. Learn more about your ad choices. Visit megaphone.fm/adchoicesSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

As word spreads of Queen Jane and the English people turn to Princess Mary instead, Dudley's coup plot rapidly unravels. The English Navy, forced ashore by storms, learns the situation and the sailors side with Mary, taking personnel and materiel to join her cause against Dudley. In London, efforts to secure the city from invasion collapse as the population rejects the new regime. Things are bleak for the nobles who orchestrated the new queen, and most rush to Mary to make whatever amends they can. As Mary takes her rightful place on the English throne, the Tower of London gets a passel of new residents. Most, including Jane herself, will eventually be executed, particularly after Wyatt's Rebellion sharpens the sense of danger to the Queen and her counselors. It's a bleak story for fans of Jane Grey, whose personal ambitions do not appear to have included becoming Queen of England, and who was poorly used by powerful men pursuing their own agendas. Listen ad-free at patreon.com/trashyroyalspodcast. To advertise on this podcast, reach out to info@amplitudemediapartners.com. Learn more about your ad choices. Visit megaphone.fm/adchoices

This week on Autonomy Markets, Grayson Brulte and Walter Piecyk discuss the accelerating global expansion of robotaxis. In London, Wayve is proving its adaptable, AI-powered autonomous system can navigate complex roadways, from double roundabouts to unpredictable pedestrian interactions without reliance on LiDAR.Wayve's strategy of working hand-in-hand with OEMs sets it apart from Tesla's vision-only approach, allowing flexibility depending on manufacturer demands. At the same time, institutional investors are beginning to pay more attention to the autonomous vehicles, particularly focusing not just on the technology, but on broader ecosystem of energy, fleet management, and vehicle depreciation that will define the autonomy economy.Meanwhile, the Middle East is rapidly positioning itself as an autonomy hub. Dubai has granted Baidu Apollo permits with an eye toward fully driverless operations by 2026, while at the same time Uber introduced an autonomous vehicle tier in Abu Dhabi.As the U.K., EU, and UAE push ahead on autonomy, the race to define the global robotaxi market is intensifying, reshaping not just mobility, but the economics underpinning the future of global autonomous vehicle fleets.Episode Chapters0:00 Live from London3:02 Wayve in London10:47 UK & EU Autonomous Vehicle Regulations 13:20 Moove & the Management of Autonomous Vehicles 17:44 UK AV Market18:47 Waymo in New York 21:29 D.C. Shutdown 22:48 D.C. Politics of Tesla FSD26:23 Kodiak28:21 Mobileye32:47 EV Sales34:32 AVs in the UAE38:11 Next WeekRecorded on Thursday, October 2, 2025--------About The Road to AutonomyThe Road to Autonomy provides market intelligence and strategic advisory services to institutional investors and companies, delivering insights needed to stay ahead of emerging trends in the autonomy economy™. To learn more, say hello (at) roadtoautonomy.com.Sign up for This Week in The Autonomy Economy newsletter: https://www.roadtoautonomy.com/ae/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In London's fog, a handful of clippings point our investigators toward doors that should never be opened.Keeper: Matthew DawkinsGuest players: Eddy Webb and Bridgett JeffriesMusic by: Halgrath and Ager Sonus. We have also used the Lovecraftian Compilations by Cryo Chamber. Used with permission by Cryo Chamber.Our Champions of the Red Moon: Martin Heuschober, Simon Cooper, Julia, Camilla, Bob de Lange, Cameron, Graham Barey, Doug Thomson, Lily, Maciej, Black Templar, Dennis Sadecki and Leonhardt.Web: https://www.redmoonroleplaying.comiTunes: http://apple.co/2wTNqHxAndroid: https://www.subscribeonandroid.com/feeds.simplecast.com/oYuoCFr6Youtube: https://www.youtube.com/RedMoonRoleplayingSpotify: https://spoti.fi/30iFmznRSS: http://www.redmoonroleplaying.com/podcast?format=rssPatreon: https://www.patreon.com/RedMoonRoleplaying

The Morning Footy crew sets the stage for Matchday 2 of the Champions League. It's David vs. Goliath as Uzbek underdogs Kairat Almaty welcome a Real Madrid side desperate to bounce back from derby disappointment. In London, all eyes are on Stamford Bridge for a blockbuster reunion as Chelsea host José Mourinho's Benfica. And in Spain, Barcelona square off with reigning champions PSG in a heavyweight showdown. Plus, Jon “Buckets” Eimer drops by with his best bets for this week's UCL action. Morning Footy is available for free on the Audacy app as well as Apple Podcasts, Spotify and wherever else you listen to podcasts.  Visit the betting arena on CBSSports.com for all the latest in sportsbook reviews and sportsbook promos for betting on soccer For more soccer coverage from CBS Sports, visit https://www.cbssports.com/soccer/ To hear more from the CBS Sports Podcast Network, visit https://www.cbssports.com/podcasts/ Watch UEFA Champions League, UEFA Europa League, UEFA Europa Conference League, Serie A, Coppa Italia, EFL, NWSL, Scottish Premiership, Argentine Primera División by subscribing Paramount Plus: https://www.paramountplus.com/home/ The Morning Footy crew sets the stage for matchday 2 of the Champions League. It's David vs. Goliath as Uzbek underdogs Kairat Almaty welcome a Real Madrid side desperate to bounce back from derby disappointment. In London, all eyes are on Stamford Bridge for a blockbuster reunion as Chelsea host José Mourinho's Benfica. And in Spain, Barcelona square off with reigning champions PSG in a heavyweight showdown. Plus, Jon “Buckets” Eimer drops by with his best bets for this week's UCL action. Visit the betting arena on CBS Sports.com: https://www.cbssports.com/betting/ For all the latest in sportsbook reviews: https://www.cbssports.com/betting/sportsbooks/ And sportsbook promos: https://www.cbssports.com/betting/promos/ For betting on soccer: https://www.cbssports.com/betting/soccer/ To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

Sean and Kyle reconnect after travel, skipping a planned live stream to actually experience London. Kyle opens with the saga of curb-damage to his new accessible van—weeks of repairs, inspections, and isolation—before the relief of finally getting back on the road. From there, the conversation pivots to travel takeaways: how attitude—not just laws—shapes access. In London (and across the Netherlands and Paris), they encountered a “whatever it takes” mindset: bartenders hauling out awkward ramps with a smile, black cabs universally equipped and drivers eager to problem-solve for two chairs, and even a teenager from Portugal who wordlessly pushed Sean up a long riverside incline. Small gestures, big impact.They contrast that spirit with common U.S. experiences, arguing that readiness plus genuine welcome is the real accessibility flex. Highlights include a boat ride on the Thames, a not-quite-ramp-friendly pub called Walkers, an accessible-on-request Starbucks, and Kyle's tiered advice for visiting Paris (bring someone—you'll enjoy it more). Shout-outs close the show: Kyle thanks multilingual community connector Miriam in Belgium; Sean tips his cap to United Airlines for careful wheelchair handling. Listeners chime in from Hawaii to Pennsylvania, and the dudes wrap with a call to subscribe and join the next live session—birthday episode included.

In London versammelten sich am Samstag über 110.000 Menschen zur Großkundgebung „Unite the Kingdom“. Während es am Rande der Kundgebung zu Zusammenstößen und Festnahmen kam, bestimmten hitzige Reden, internationale Beteiligung und ein umstrittener Videobeitrag von Elon Musk die Schlagzeilen.

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Step into a treasure trove of rare stories, photos, and audio clips as Bill Scherkenbach shares his decades with Dr. Deming. From boardrooms to sleigh rides, discover the moments, minds, and memories that shaped modern quality thinking, told by someone who lived it. A powerful blend of insight, humor, and history you won't want to miss. (You can see the slides from the podcast here.) TRANSCRIPT 0:00:02.4 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we dive deeper into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Scherkenbach, a dedicated protégé of Dr. Deming since 1972. Bill met with Dr. Deming more than a thousand times and later led statistical methods and process improvement at Ford and GM at Deming's recommendation. He authored 'The Deming Route to Quality and Productivity' at Deming's behest and at 79 is still championing his mentor's message. Learn, have fun, and make a difference. Bill, take it away.   0:00:41.2 Bill Scherkenbach: Well, thank you. Thank you, Andrew. It's an honor to be asked back. Many places don't.   0:00:48.7 Andrew Stotz: I really enjoyed our first discussion, and particularly towards the end of it, it got a little personal and emotional, and I appreciate that you shared your journey. That was amazing.   0:01:00.9 Bill Scherkenbach: Thank you. Thank you. It is personal.   0:01:05.2 Andrew Stotz: Yeah.   0:01:05.4 Bill Scherkenbach: But today, along that wavelength, I brought some pictures or photos and letters and audios of my association with Dr. Deming. So, if you might bring them up, we can start the commenting.   0:01:27.9 Andrew Stotz: Wonderful. Well, hopefully you see a screen now up.   0:01:34.8 Bill Scherkenbach: Yes. Yep.   0:01:35.8 Andrew Stotz: Okay. And for the audience, just to let you know, for the listeners, we're going to show these and I'll try to explain a little bit about what we're talking about because you're not going to be able to see the pictures. But the first thing is the title is An Insider's View of Deming. Learn, have fun, make a difference. And we see a great picture on the left-hand side, and then I threw in a picture of a Lincoln Continental, which we're going to talk about later, which is kind of fun. But maybe you can take it from there, Bill.   0:02:07.2 Bill Scherkenbach: Yeah. Well, we can talk a little bit later on on that, but this is a picture of me and my wife, Mary Ellen, with Dr. Deming having fun. We were at a restaurant in Northville called Elizabeth's, and it's something that he enjoyed to do just about every evening.   0:02:31.3 Andrew Stotz: Great. Well, what a kickoff. So let's go to the next one. And you guys all look great in that photo.   0:02:38.2 Bill Scherkenbach: Thank you. Thank you. Thank you. Yeah. This is a letter that I received from Dr. Deming back in May of '85, auspicious because the letter dated 13 May, that's my birthday. But for those who cannot read it, should I read the letter for you?   0:03:05.2 Andrew Stotz: Either you or I can read it for you. You tell me.   0:03:08.3 Bill Scherkenbach: Okay. Well, yeah. Why don't you read it?   0:03:10.9 Andrew Stotz: Okay. So, the letter is addressed to a particular person. It says, this is written by Dr. Deming, this acknowledges your kind letter of the 29th April. He that depends solely on statistical process control will be out of a job in three years. The record is clear, the record is clean, no exceptions. A whole program of improvement of quality and productivity is necessary, and it requires that top management learn what their job is. No part of the program will by itself suffice. Your letter does not describe your program, hence comment is difficult. I am happy to learn that Bill Scherkenbach will work with you. His achievements are renowned. He is excelled by nobody. I am sure that you will follow his guidance, not only while he is there with you, but from that then on out. I send best wishes and remain yours sincerely, W. Edwards Deming.   0:04:19.2 Bill Scherkenbach: Yes. I did spend a week with this organization, and as Deming said, and in many, many cases, the local management or local part of the organization get very enthusiastic, but the top management did not buy in. And so very little happened there, unfortunately.   0:04:53.9 Andrew Stotz: Yeah. And I missed that the top right-hand corner in handwritten, it says Portland, 20 May 1985. Dear Bill, I neglected to hand this to you in San Francisco, W. E. D.   0:05:08.1 Bill Scherkenbach: Yeah. We went to, we. Dr. Deming and I were in San Francisco to meet with Shoichiro Toyoda and his wife. It was a social call. Shoichiro was in town. I don't know where his brother Tatsuro was. Tatsuro headed up NUMI, but Shoichiro was head of it all and was in the US. And wanted to just have a dinner with Dr. Deming. I'm embarrassingly cloudy. We met in a hotel and I can't tell you which one, but it was a nice, relaxing dinner. The English was a bit stilted, but Soichiro wanted to have a dinner with Dr. Deming and to express his appreciation.    0:06:31.3 Andrew Stotz: And he was a titan of industry at the time and in 1985 was really making a beachhead and a real expansion into the US market. Why did he want to meet with Dr. Deming? What was the connection there? Maybe for those that don't know.   0:06:55.2 Bill Scherkenbach: He was in town and Deming was nearby in town and just wanted to express his appreciation. I guess, Tatsuro, his brother wasn't there, and Tatsuro headed up NUMI, the partnership between GM and Toyota. But Shoichiro was there and just wanted to express appreciation.   0:07:35.1 Andrew Stotz: Great. Okay. So shall we continue on?   0:07:40.0 Bill Scherkenbach: Yeah. We have a Where is Quality Made? Famous talking from Dr. Deming, and hopefully the audio translates well.   0:07:55.3 Andrew Stotz: Yes, we'll see. Let's go.   0:07:59.5 Speaker 3: Where is quality made, Andrew, in the top management? The quality of the output of a company cannot be better unless quality is directed at the top. The people in the plant and in the service organization can only produce and test the design a product and service prescribed and designed by the management. Job security and job are dependent on management's foresight to design a product and service to entice customers and build a market.   0:08:31.6 Andrew Stotz: So where did that come from? And tell us more about that.   0:08:36.2 Bill Scherkenbach: Well, I'm not exactly sure which particular seminar or meeting that was, but over the years I have, have, we've made a number of audio recordings and videos of Dr. Deming in his meetings. And so we're looking to get them to the Deming Institute so they can process them and distribute.    0:09:11.8 Andrew Stotz: And why is this so important? He's talking about quality is made at the top where we can see many people think that quality is made by the worker. Do your best. Quality is your responsibility. Tell us more about why you wanted to talk about this.   0:09:32.9 Bill Scherkenbach: Well, it's a common, it's a common, very common mistake. He learned back in 1950, and I think I mentioned it in our first talk, that he gave a number of courses at Stanford during the war and people learned SPC. But when the war was over, over here, because management didn't buy in, nothing really happened. And he learned in his visit in 1950 when he was able, as we said, Mr. Koyanagi was able to get a meeting, a number of seminars done with top management in Japan after the war. And he thought that that, he saw that that actually did make a difference, that management was absolutely key. And in every one of his seminars, he would make, he would make  this point, that quality is made at the top.   0:10:54.0 Andrew Stotz: And what was interesting is that, of course, the Japanese senior management, were very receptive. It's many times the case that Deming may have interacted with some senior management at the top of a company, but they weren't receptive or willing to implement what he's talking about.   0:11:12.6 Bill Scherkenbach: Yeah. I think I mentioned last time that you need maybe a significant physical or logical or emotional event. And Ford lost a few billion dollars and was then looking, is there a better way? Japan lost a war, and the tradition over there is to perhaps listen to the conqueror. But MacArthur was very astute, my understanding, that you're not going to go in and replace the emperor and really mix the place up from what their culture is, which is very, very, very astute, in my opinion.   0:12:11.4 Andrew Stotz: Okay. So let's continue. And we see a document now up on the screen and a diagram. And maybe you can explain this one.   0:12:24.8 Bill Scherkenbach: Yeah. This is one of the foils, as he called them, that he wrote on his lantern, which is the overhead projector for all the young people. And making another very, very important point. And that is, he's quoting John Tukey, "the more you know what's wrong with a figure, the more useful it becomes." And he also, at various times, would, would, would talk about George Gallup. And Gallup was his friend. And George Gallup would say that unless you've gone through the slogging of collecting data, you shouldn't be too quickly using data or analyzing data. Because if you go to collect it, you know that some people just aren't there. And this is primarily survey stuff that Gallup was talking about. But Tukey was talking about anything. And Deming, along the way, with his learnings from Shewhart, what I've developed is based on Deming's questions come from theory, created a theory, question, data, action cycle, similar to a PDSA. And so that you need to know what the question was before you can use the data. And Dr. Deming's example was you can't use manganese dioxide for just anything. If it's really, really critical work, then you need to know what's in it that could contaminate it or interact with the other chemicals that you're trying to mix it with. Hugely important in chemistry, hugely important anywhere. And he talked, yes, we do have some audio from Dr. Deming talking about another analogy, on I can't even wash the table unless you tell me what you're going to use it for.   0:15:24.0 Andrew Stotz: I remember watching a video of this with him, with Robert Reich, I think it was, being interviewed. And it was such an impactful thing because I always thought you just tell people what to do and they go do it. And so let's listen to the audio. I'm going to play it now. One second.   0:15:42.6 Speaker 3: I can teach you how to wash a table, teach you how to rub, scrub, use brushes, rags. I'd be pretty good at it. But you know, I could not wash this table suppose you told me my job is to wash this table. I have no idea what you mean. There's no meaning to that. You must tell me what you're going to use the table for. I want to see a flow diagram, work moving. Here I am. My job is to wash this table. I do not understand what you mean. Wash this table. There's no meaning to that. I must know what you're going to use the table for, the next stage. What happened to the table, next stage, in the flow diagram? You want to put books on it? Well, it's clean enough for that now. To wash the table, I just go through it from just here, make a look at it. If I work a little, good enough. If I clean enough to eat off of it, well, it's good enough now. Or use it for an operating table? Oh, totally different now. Totally different. Now I scrub it with scalding water, top, bottom, legs, several times. I scrub the floor underneath for some radius. If I don't know the next stage, I cannot wash the table.   0:17:28.8 Andrew Stotz: Tell us your thoughts on that.   0:17:31.5 Bill Scherkenbach: Yep. Yep. Well, again, my theory, question, data, action cycle, if you're asking a question, you, you, if you can, and there are some confidential considerations, but if you can, you need to tell the people who are trying to answer the question what you're going to do with it. And so if you want the table washed, tell them you're going to just eat off of it or assemble microchips on it. If you, so that's the responsibility of the manager or anyone who is asking the question. So if you want to improve your questions, you got to go back up and think of, well, what's my underlying theory for the question? If this, then that, that prompts a question and the circle continues. And if you, the only reason to collect data is to take action. Both Eastern and Western philosophers absolutely have said that for centuries.   0:18:55.2 Andrew Stotz: Yeah. What's interesting, I didn't hear him say it in any other cases when he was talking about the next stage. I did hear him say before, like, what's it going to be used for? But you could hear when he's talking about the next stage, it's saying to me, that's saying the responsibility of management is looking at the overall system and communicating that and managing that, not trying to, you know, just give some blind instruction to one group, one team, one person without thinking about how it all interacts.   0:19:29.9 Bill Scherkenbach: Absolutely. Absolutely. But in the local aspect of, well, some question answers are not so local, but it's what the question asker's responsibility to let the people know what they're going to use the data for.   0:19:51.9 Andrew Stotz: Yep. Great lesson. All right. So now I've got a interesting picture up on the screen here. We have Dr. Deming and there's John Turkey, Tukey how do you say his last name?   0:20:05.6 Bill Scherkenbach: John Tukey, T-U-K-E-Y, yep. George Box and Sir David Cox. Anyone in the statistics arena knows them. We also had Stu Hunter and I believe John Hunter was there. They're not in the picture. I took the picture. But we were at Meadowbrook, which is, which is, on the old Dodge estate where Oakland University is near Detroit. And had a, we called the meeting to discuss the importance and the various perspectives of enumerative and analytic. Now, each of these men, Box, Tukey, and Cox, and all of them, all of us in the university, quite honestly, were brought up with enumerative methods. And so your standard distributional stuff and T-tests and whatever. And Deming and Tukey realized the importance of being able to not just take action on the sample, but the cause system, the system that caused the sample, or the process term, in process terms. So yeah, John Tukey was strangely enough, well, not strangely enough, but came up with a graphical method to look at data called the box and whiskers plot, with George Box standing next to him, but it's not that George didn't shave. But Tukey, very, very well known for graphical methods.   0:22:24.2 Bill Scherkenbach: George, well known for experimental methods. One of the Box, Hunter and Hunter book on statistical design of experiments is legendary. And Sir David Cox, logistic regression, which is hugely, strangely, well, not strangely enough, but huge nowadays, very important in AI, in how you would be looking to teach or have your model learn what it is that you would like them to learn to look for. So each of these gentlemen, very, very much a pinnacle of the statistical career. We were very, in a large company like Ford, we were very lucky to be able to make big meetings like this, or meetings with very influential people happen.   0:23:38.9 Andrew Stotz: Yeah. That's got to be amazing because I think when most of us listen to Dr. Deming and all that, we get a lot of what he says. But I would say that the statistical aspect and his depth of statistical knowledge is what many people, you know, it's hard for many Deming followers to deeply connect with that. And I think even myself, having, you know, read everything, listened to him, learned as much as I can, the best that I probably come up with is the idea that once I started understanding variation, one of the things I started realizing is that it's everywhere and it's in everything. And I didn't understand...   0:24:27.3 Bill Scherkenbach: Well, I still have the cartoon of a popcorn maker that was very surprised when he said, "They all popped at once." And his popcorn stand has blown up. So yeah, variation is everywhere, a lot or a little. And the thing is that you need to be able to take appropriate action. Sometime, I can remember, I can remember Bob Stemple asking me, "What did I think of the Shainin methods, Dorian Shainin, and technical approach?" And I wrote back to him and I said, "It's no better or worse than any of the other methods we don't use here at GM." The point is, all of these methods are better than Bop-A-Mole. And one of the things, well, one of the things that concerns me is that in these tool areas, and Deming's counsel to me long ago was he remembers the fights that the technical people, the statisticians in the quality profession, would have over which one is a tenth of a percent better or more effective doing this and that. And they would publicly argue, and Deming said, "Stop. It confuses management because they don't have a clue and they're staying away from all forms of quality." So, you, and I don't know the solution in this day and age where everyone is connected. But all of these methods have their strengths and weaknesses, but you have to have the savvy to figure out which one to use to help you improve. All of, each of these four were great teachers, and I have a comment from Dr. Deming on that.   0:27:11.7 Andrew Stotz: And just in wrapping this up, it's like, I think one of the things that you realize when you see this one and what you're talking about, what I realize is what a powerhouse Dr. Deming was in the area of statistics. And in some ways, it's kind of like seeing a rock star that you love to listen to and that rock star is great. And then one day on a Sunday, you go to the church and you see he's a reverend and a very solemn man who is a very, very devout devotee of Christianity and something. In some ways, that's the way I feel when I look at this, like, wow, just the roots of the depth of that is so fascinating.   0:28:03.2 Bill Scherkenbach: As you mentioned that, I'm thinking back, we were in Iowa and one of the professors there, and I forget his name, but you're right. Deming was held in awe and he was riding in the backseat. I'm driving and this professor is beside me and Dr. Deming said something and I said, how do you know? And the guy thought the world was going to come to an end that I dared ask the master, how did he know? Well, it, it, it ended up fine.   0:28:52.9 Andrew Stotz: That was the question he was trying to teach you to ask.   0:28:55.3 Bill Scherkenbach: Absolutely. You don't accept it at face value.   0:29:02.2 Andrew Stotz: So we got this other slide now. It says, what do you mean by a good teacher? Maybe you want to set this up and then I'll play the audio.   0:29:10.7 Bill Scherkenbach: Yeah. This was one of his favorite stories when he studied under Ronald Fisher, who is the big godfather of statistics, well, relatively modern stuff. So, Fisher was there at University College, as Deming will describe, and Deming wanted to know, and this is where a number of you will have recognized, he wanted to know what great minds were thinking about.   0:29:56.7 Andrew Stotz: All right. I'm going to play the clip right now.   0:30:00.2 Speaker 3: What do you mean by a good teacher? I taught with a man, head of a department. The whole 150 students spellbound him, teaching him what is wrong. And they loved it. What do you mean by a good teacher? Holding students spellbound around him. What do you mean teaching them something? I've had a number of great teachers. One was Professor Ronald Picker, University of London, University College I should say, part of the University of London. In London, 1936, no teaching could be worse. A lovable man, if you tried to work with him, could not read his writing, could stand in the way of it, room was dark and cold, he couldn't help the cold, maybe he could have put some light in the room, make mistakes, Professor Paul Ryder in the front row always helped him out. He'd come in with a piece of paper in his hand the ink not yet dry, talk about it. Wonder why the room was full of people from all over the world. I was one of them. Made a long trip, at my own expense, to learn, and we learned. We learned what that great mind was thinking about, what to him were great or important problems today.   0:31:45.9 Speaker 3: And we saw the methods that he used for solutions. We saw what this great mind was thinking about. His influence will be known the world over for a long, long time. He would rated zero by most people that rate teachers. Another teacher that I had was Ernest Crown at Yale, very poor teacher. We'd get together afterwards, some of us, and try to figure out what he was teaching us. He was not even charismatic the way Ronald Fisher was, but we learned. We learned what that great mind was thinking about, what he thought was the problem. We learned about perturbation. His work on lunar theory will be a classic for generations. We learned. Worst teacher there could be, but we learned.   0:32:49.0 Andrew Stotz: Wow. Tell us more about that.   0:32:53.6 Bill Scherkenbach: Well, he also had a similar story because, from great teachers at NYU, and that's where I first met him and learned from him. He was my teacher, but NYU had a, they had nominations for great teachers. And Deming was able to convince, and I forget who was the, Ernest Kurnow was the dean, and he convinced the dean to wait 10 years before you survey any of the students. And the question was, did any teacher you have really make a difference in your life? And he was able to get that done or get that process agreed to, and it was for the better because in, and I don't want to... I mean, every generation has said this new generation is going to hell in a handbasket, I mean, that for forever. That's nothing new. But what's popular, it's great to be entertained, and as he said, teaching what is wrong. And so did someone make a difference in your life? And not surprisingly, Deming was one of the people selected as a great teacher from NYU Graduate Business School.   0:35:15.4 Andrew Stotz: So that's your review after 50 years after the course, huh?   0:35:21.6 Bill Scherkenbach: Yeah.   0:35:24.5 Andrew Stotz: Yeah. And so the point is that, let's separate popularity from original thinking. And also he highlighted the idea that some teachers may not come across very organized, very polished. They may need assistance to help them clarify what they're trying to get across. But just because they're kind of a mess in that way, doesn't mean they're not thinking very deeply. In fact, it may be a sign that they're thinking very deeply about it.   0:36:01.9 Bill Scherkenbach: Yeah. Now, again, remember, and I know it's a broad brush, but Deming was eminently logical. Crosby would have loved it. Wine and cheese parties showed Juran more physical. And so I think Deming's preferences there, the key to his statement is teaching what was wrong. Some people get excited in class for a variety of reasons, but the key is what are you teaching? The method depends on the ability of the teacher to connect to the students and actually teach. So it gets you back to physical, logical, and emotional. But for Deming, Fisher struck a chord with him.   0:37:09.9 Andrew Stotz: Yeah. And I think for the listener, the viewer, think about some teacher that really made an impact on you. And it could be that there was a teacher that was able to connect with you emotionally.   0:37:25.2 Bill Scherkenbach: Absolutely.   0:37:26.7 Andrew Stotz: So there's different ways. But I think of Dr. Deming wasn't a teacher of mine in university, but at the age of 24 to learn from him was definitely a teacher that left me with the most to think about. And I would say there was one other teacher, a guy named Greg Florence that was at Long Beach City College who taught me argumentation and debate. And he also really encouraged me to join the debate team, which I really couldn't because I didn't have time because I didn't have money and I had to work. But he really saw something in me, and now I love to teach debate and helping young people construct arguments. And so for all of us, I think this idea of what do you mean by a good teacher is a great discussion. So, love it. Love it. Well, we got another picture now. Speaking of teaching, the City University of New York is in the backdrop. Maybe you can set this one up.   0:38:27.0 Bill Scherkenbach: Yeah. This was a one-day, maybe one and a half with some pre-work, but essentially a one-day meeting in New York that was able to gather some of the top educators in the US, the head of the schools in California. There were some folks from Chicago. We had, as I mentioned, Albert Shanker, who was head of the American Federation of Teachers, was sitting right beside me. Other teacher organizations and education organizations. And we got together for a very meaningful thing. We got together to try and determine what is the aim of education in America. And it turned out that everyone was looking for their mic time, and we couldn't even agree on an aim for education in America. And if you can't agree on an aim, your system is everyone doing their best, and it's all, there's not too much progress, except locally or suboptimally.   0:40:02.3 Andrew Stotz: Yeah. That's a good illustration of the concept of best efforts. Dr. Deming often talked about best efforts. And here you're saying, without an aim, everybody's going to just go in their own direction. And it reminds me of a story I tell people in relation to management, which was that I had a really great boss many years ago in the field of finance research in the stock market. He was very brilliant, and he hired really good analysts. I was surrounded by the best. But he never once really brought us together to say, this is our aim. And so what ended up happening was that each person did their best, which was very good as an individual, but as a group, we never were able to really make an impact. And I explain that to my students nowadays, that I believe it's because he didn't set an aim and bring us together for that.   0:41:09.1 Bill Scherkenbach: Now, one of the, I mean, one of the things Deming very predictably talked about, as I recall, is the grades and gold stars, which were part of his forces of destruction. And the education is the way we approach education here was part of that, even before people get to get beat further down by corporate and other organizational stuff. And the grading and gold stars, I don't know how much that was, that criticism was appreciated. But everyone had a chance to talk. And in my opinion, not too many people listened.   0:42:09.3 Andrew Stotz: Now, the next one is titled Mongolian Rat. What the heck, Bill?   0:42:17.1 Bill Scherkenbach: Well, this is part of teaching what good teaching would be. You've got to listen. It's one of my favorite stories of his.   0:42:30.3 Andrew Stotz: Well, let's roll the tape.   0:42:33.3 Speaker 3: I met a professor in New York. He was a surgeon, professor of surgery. He did gave out some marble, had plenty. One student in the class, he told them describe the surgical procedure on the jaw in which a certain breed of Mongolian wrap was very helpful. The rat, the flesh right down the bone cleaner than a surgeon could do it. Very important wrap. Describe it in details to the listeners and students. On examination, one, the question was to describe the surgical procedure by use of the Mongolian rat. Plenty of students gave him back the same marbles that he doled out. He described it in exactly the same words that he described it. He flunked them all, all the time. One of them said, my dear professor, I have searched the literature. I've inquired around in hospitals and other teachers, I can find no trace of any such procedure. I think that you were loading us. He laughed. He had to take a new examination. He gave them back the same marbles he doled out to them. He wanted to think.   0:43:55.0 Andrew Stotz: Marbles. I haven't heard that expression. Tell us a little bit more about what you want us to take from this.   0:44:02.6 Bill Scherkenbach: Well, I think it's pretty self-explanatory. His comment on education that teachers are handing out marbles and pieces of information, not necessarily knowledge, and the testing, you're expected to give them back what the teacher said instead of how can you process it and put it in the context of other things, as well as, I mean, maybe not in the early grades, but in the later ones, you need to be able to look at various perspectives to see who has this opinion and that opinion. And unfortunately, today, that discourse is nicely shut down.   0:45:07.3 Andrew Stotz: At first, when I heard him saying marbles, I thought he was kind of using marbles as a way of kind of saying pulling their legs, but now I understand that he was trying to say that he's giving something and then the students give it back.   0:45:24.1 Bill Scherkenbach: Yeah. Yeah. Yeah.   0:45:26.0 Andrew Stotz: Okay. Mongolian rats.   0:45:31.0 Bill Scherkenbach: Yep. Yep. So we go from learning to having fun, and here's a picture of our statistical methods office at Ford.   0:45:48.1 Andrew Stotz: And you're sitting in a sleigh? Is that what's happening there?   0:45:50.0 Bill Scherkenbach: We're sitting in a sleigh, yes, at Greenfield Village, which is where the Henry Ford Museum is, and it happened to snow, so we've got the, we've got the horse-drawn sleigh, and I was listening to your first interview of me, and I want to deeply apologize. It's Harry Artinian, and so from the left, you've got Ed Baker and Bill Craft and Pete Jessup, Harry Artinian, Narendra Sheth, Dr. Deming, Debbie Rawlings, Ann Evans, my secretary, uh ooooh, and the gentleman who worked with Jim Bakken, and then me. So, we were working and decided to have a good lunch.   0:46:58.5 Andrew Stotz: And it's a horse-drawn sleigh. And I wasn't sure if you were pulling our leg here because you said, I'm second from the far right. First from the far right, to me, looks like the horse.   0:47:09.0 Bill Scherkenbach: Yes. That's the horse's ass. Yep.   0:47:14.6 Andrew Stotz: That's a big one.   0:47:16.1 Bill Scherkenbach: It is what it is.   0:47:18.7 Andrew Stotz: Yep. Okay. Next one. Who's Sylvester?   0:47:22.3 Bill Scherkenbach: Sylvester is my son's cat. And this is one of the times Dr. Deming was in my home. And he sat down in my office at my home. And Sylvester saw a good lap and he jumped up on it and took it. And as I said, I couldn't tell who was purring louder. They both were content.   0:47:52.7 Andrew Stotz: Yeah. That looks beautiful.   0:47:55.4 Bill Scherkenbach: Yeah. It was very, very peaceful. Another fun thing, after a long day of work at Ford, we would go to Luigi's restaurant in Dearborn. I think there was a Dearborn Marriott, a big hotel. I don't know if it's there now. But that's Larry Moore, director of quality, next to Dr. Deming and me. I had a mustache back then.   0:48:30.4 Andrew Stotz: Yes. And we all loved soft serve ice cream.   0:48:34.0 Bill Scherkenbach: Soft serve ice cream. Yep.   0:48:38.0 Andrew Stotz: Yep. All right. Star-Spangled Banner.   0:48:40.9 Bill Scherkenbach: Yep. Now we're at one of my earlier houses in Northville. And Dr. Deming had written a new tune for the Star-Spangled Banner because it was an old English drinking song, Anna, the what? The Anacrocronistic Society. And he thought it was just too bawdy. I mean, you're an unsingable, except if you're drinking. So he rewrote the music for the Star-Spangled Banner. I have a copy of it here. But he, my son Matthew, my oldest son Matthew, we had just gotten one of those first Macs from Apple, Macintosh. And it had a very elementary music thing. So he put the notes that Deming had handwritten. And we put it in there and it played the tune. And so Deming was playing on our piano the Star-Spangled Banner.   0:50:04.7 Andrew Stotz: So he had a musical talent.   0:50:10.8 Bill Scherkenbach: Oh, yeah. He was a very serious study of, a student of music. Very much so. He wrote a complete Mass. He was a high church Episcopalian. And he wrote a complete Mass of the Holy Spirit with all parts. So, very much a student of music.   0:50:41.8 Andrew Stotz: And how did his religious beliefs, like Episcopalian, as you mentioned, how did that come across? Was he a person who talked about that? Was he a person that didn't talk about that? Like, how did that come across?   0:50:59.2 Bill Scherkenbach: It was more of a private thing. But then again, on every one of his books, he would begin a chapter with some quotation from different books. And many of them were from the Bible. I can remember one time in London, I'm Catholic, and so we were celebrating the St. Peter and Paul that Sunday. But he was in London and he was at St. Paul's and they weren't giving Peter any traction. But he looked up and he said, yep, you're right. It was both of those saint days.   0:51:58.3 Andrew Stotz: All right. Next one, Drive Out Fear.   0:52:01.8 Bill Scherkenbach: Oh, yeah. This was Professor Arnold. And we were having lunch in the Ford dining room, one of the Ford dining rooms. And Dr. Deming wasn't too happy of what Professor Arnold was talking about. And Professor Arnold didn't look too happy either. So, I framed the picture and put Drive Out Fear underneath it and hung it in my office. And Deming came and looked at it and smiled.   0:52:46.5 Andrew Stotz: And what was the background on Professor Arnold? And in this case, did they have opposing views or was it a particular thing or what was it that was...   0:52:58.4 Bill Scherkenbach: I don't remember the particular conversation, but Professor Arnold was head of the statistics department at Oakland University. And Ford had an agreement with Oakland University that we established a master's degree in statistics, according to Dr. Deming's viewpoint on enumerative and analytic. And no, he was very, very capable gentleman. I mean, one of the things Dr. Deming mentioned to me is if the two of us agreed all the time, one of us is redundant. So there were always discussions. This is just a snapshot in time.   0:53:52.3 Andrew Stotz: I love that quote, that one of us is redundant. That's powerful, powerful.   0:53:59.4 Bill Scherkenbach: Absolutely. Yep. This is another having fun after learning in... There were a number of restaurants we went to. He particularly liked Elizabeth's,   0:54:16.1 Andrew Stotz: And how was their relationship? How did he treat your lovely wife?   0:54:22.5 Bill Scherkenbach: Oh, I mean, very lovingly. I mean, I don't know how to describe it, but one of the family.   0:54:36.2 Andrew Stotz: Yeah. He seemed from my observation, like a true gentleman.   0:54:42.5 Bill Scherkenbach: Absolutely. Absolutely.   0:54:46.0 Andrew Stotz: Well, here we come to the Lincoln that we started off with. This is a great picture too.   0:54:51.4 Bill Scherkenbach: Yeah. That's a picture I had. It wasn't a Hasselblad, but it was a two and a quarter frame. And I had black and white film in it, but this is one of a number of pictures I took of him at the Cosmos Club. I think it was a very good picture. And in any event, it was blending learning and having fun.   0:55:19.7 Andrew Stotz: Yeah. And the Cosmos Club was near his house?   0:55:22.5 Bill Scherkenbach: Yeah. Well, it was depending on who drove. I mean, it was just, it was down a few blocks and then a number of blocks on Massachusetts Avenue. I enjoyed the drive from his house because you'd pass the Naval Observatory, which for years was the home of the chief of naval operations here. But a few decades, a few, I don't know how long ago, the vice president pulled rank on him. And so the Naval Observatory, beautiful, beautiful old house. So, the vice president lives there now. And a lot of people think Massachusetts Avenue in that area is Embassy Row. So you're passing a number of embassies on the way. And the Cosmos Club, anyone can look up. I mean, it's by invitation, members only, and Nobel laureates and Pulitzer Prize winners and a very distinguished membership, let's say.   0:56:39.3 Andrew Stotz: Here was another one, Making a Difference with Don Peterson.   0:56:43.0 Bill Scherkenbach: Yep. Yep. We're, we're, this is one of the meetings we had with Don. And it wasn't this meeting, but we were in one of them. Okay. You have it on the right there. That we periodically would have, Dr. Deming and I would have breakfast with Jim Bakken in what was known as the Penthouse at Ford. There are 12 floors, and then there was the 13th and 14th, which were private quarters, essentially. And so we were having breakfast one morning and finishing breakfast, and I'm walking a little bit ahead, and I run ahead and press the elevator button to go down one floor, and the door opens, and there's Henry Ford II in cowboy belt buckle and boots, no hat. He's going to a board meeting, he says, and Jim shied away, said, "Oh, I'm sorry, Mr. Ford." He said, "Shut up, Jim, get in here." And so we got in the elevator, and it was the small elevator. And so we're back to back, belly to belly, and Jim introduces Dr. Deming to Mr. Ford, and Ford said, "I've heard of you, Dr. Deming. God, we really need your help." And Deming had the presence of saying, "I heard of you too, Mr. Ford." It was the longest one-floor elevator ride I've ever had in my life.   0:58:49.1 Andrew Stotz: That's fascinating. All right. Next one, talking with workers.   0:58:54.1 Bill Scherkenbach: Yep. Yep. He made it a point. And this is a fine line, because you want to be able to have workers say, how, how, are they able to take pride in their work? And are there any problems and all of that? But you don't want to be in a position of then going to management and telling them because of fear in the organization. So, Dr. Deming was very good at listening and getting people to talk about their jobs and their ability to take joy and, well, pride in their work. So we had many, many meetings, different places. And this next one is with the Ford Batavia plant, I think.   1:00:01.2 Andrew Stotz: Yep.   1:00:02.4 Bill Scherkenbach: Yeah. We're riding on the tractors and having a good time.   1:00:11.3 Andrew Stotz: Who's driving?   1:00:14.2 Bill Scherkenbach: The plant manager, Ron Kaseya, was driving.   1:00:16.9 Andrew Stotz: Okay.   1:00:17.9 Bill Scherkenbach: And so I absolutely do not recall what we were laughing at, but we were having a good time. And the Batavia transaxle plant, a number of people will recognize as where Ford, it really made the point that doing better than spec is really what the job is. And it's a very powerful video that's been out there and people would recognize it as well, because we were producing the exact same transaxle in Mazda. And Mazda was influenced a lot of by Genichi Taguchi and looked to reduce variation around the nominal and not just be happy that we made spec. And John Betty, who was head up of powertrain operations and then went to the Department of Defense as assistant secretary of defense for procurement, I think, because of the quality expertise. Betty is in the front of the video saying he's absolutely convinced that this is a superior way to look at manufacturing, to look at the management of any process. You want to get your customers to brag, not just not complain.   1:02:10.3 Andrew Stotz: Yeah. Courage.   1:02:11.8 Bill Scherkenbach: And all of this takes courage. And especially in his seminars in London say, the Brits had the advantage. You guys can take courage every day. We can't get that in the US anymore. Or it's very rare to be able to buy it here.   1:02:36.3 Andrew Stotz: For the listeners, there's a logo of the John Courage beer, premium beer.   1:02:45.7 Bill Scherkenbach: Yes. Yes. It's an amber pills.   1:02:49.8 Andrew Stotz: Okay.   1:02:52.4 Bill Scherkenbach: And last but not least, well, not last, but we're looking for, and I ran across this quote from Yogi Berra, and it's very applicable right now. And Yogi Berra said, I never said... Well, what did he say?   1:03:19.2 Andrew Stotz: Never said most of the things I said.   1:03:21.4 Bill Scherkenbach: Most of the things I could have said. I never said most of the things I said. Yeah. And every day online, I see people saying Dr. Deming said this, and he said that. And if he did, I've never heard him say it. And not that I've heard him say everything. But if he did say something like, if it's not measurable, you can't manage it. He would have followed it with, that's not right. The unknown and unknowable. And so you've got a lot of people misunderstanding what Dr. Deming said. And you've got to go with, I never said most of the things that I said.   1:04:24.0 Andrew Stotz: Well, that's the great thing about this discussion is that we're getting it from the horse's mouth, someone that was there listening and being a part of it.   1:04:32.1 Bill Scherkenbach: Well, I'm glad you saw the other end of the horse.   1:04:37.5 Andrew Stotz: Yeah. So, I'm going to close out this by just sharing a little personal connection. And that is, I'm showing a picture of me in my 1963 suicide door Lincoln Continental, which I owned for 10 years in beautiful Bangkok, Thailand. And much like being kind of wild taking a ride to the Cosmos Club with Dr. Deming driving his Lincoln Continental, you could imagine how odd it looked seeing this American guy driving this 1963 Lincoln Continental on the streets of Bangkok. But I just thought I would share that just to have some fun. So, yeah.   1:05:14.3 Bill Scherkenbach: That's beautiful. Absolutely. Yeah. I didn't think the streets were that wide.   1:05:22.1 Andrew Stotz: It gets stuck in traffic, that's for sure. But wow, there's so many things that we covered. I mean, I just really, really enjoyed that trip down memory lane. Is there anything you want to share to wrap it up?   1:05:36.1 Bill Scherkenbach: No. As I said, our last conversation, we've just scratched the surface. There's so much, so much more to talk about and preserve, I think.   1:05:48.9 Andrew Stotz: Yeah. Well, I really enjoyed it.   1:05:52.1 Bill Scherkenbach: I have done my best.   1:05:53.6 Andrew Stotz: Yes, you have. You have. I've enjoyed it, and I'm sure the listeners and the viewers will enjoy it too. So, on behalf of everyone at the Deming Institute, I just want to thank you for taking the time to pull that together and to walk us through it. And for listeners out there, remember to go to Deming.org to continue your journey. And of course, go to LinkedIn to find Bill and reach out and share your interpretations of what we went through. And maybe you have a story that you'd like to share also. So, this is your host, Andrew Stotz, and I'm going to leave you with one of my favorite quotes from Dr. Deming. And that is, “people are entitled to joy in work."

Richie Allen with unique and often very funny analysis of the week's top news stories. On today's show: UNICEF accuses Israel of shooting children as they queue for food. The BBC's climate fear-porn just became even more hysterical, if you can believe it. In London, Keir Starmer and Emmanuel Macron thrash out a plan to tackle the small boats. Is there an agenda to destroy the hospitality industry? Richie thinks that there is and explains why. Plus much more. Support YOUR Richie Allen Show here:https://richieallen.co.uk/#support

When Adrius stepped outside into the quiet night air, he wasn't expecting to see anything unusual. But there it was, hovering above the treetops. A large, matte black craft. It didn't move. It didn't make a sound. Its surface was smooth with brushed metal ridges, and on either side, two red lights glowed, stacked vertically like signals. Adrius had seen other things in the sky before. In London, three glowing orbs drifted through moonlit clouds that moved in unnatural patterns. A colleague later confirmed the same sighting. A few months after that, during lockdown, a craft appeared above Crystal Palace. It looked like two diamond-shaped pods connected by a shifting field of purple and gold lights. Others saw it too. In California, near Vandenberg, he caught sight of a smooth, featureless object during the day. It vanished without sound. Later that year, walking his dogs, he saw another object light up with a flash of blue plasma before disappearing.More information on this episode on the podcast website:https://ufochroniclespodcast.com/ep-340-the-silent-machine/Hidden Cults (Promo)It is a documentary-style podcast that digs deep into the world's most extreme, elusive, and explosive fringe groups. Listen on all podcast apps: Spotify: https://open.spotify.com/show/4Q0kbgXrdzP0TvIk5xylx1Apple Podcasts: https://podcasts.apple.com/us/podcast/hidden-cults/id1816362029If you enjoy this podcast, please support the show with a virtual coffee:https://ko-fi.com/ufochroniclespodcastFollow and Subscribe on X to get ad free episodesX: https://x.com/UFOchronpodcast/Want to share your encounter on the show?Email: UFOChronicles@gmail.comOr Fill out Guest Form:https://forms.gle/uGQ8PTVRkcjy4nxS7Podcast Merchandise:https://www.teepublic.com/user/ufo-chronicles-podcastHelp Support UFO CHRONICLES by becoming a Patron:https://patreon.com/UFOChroniclespodcastAll Links for Podcast:https://linktr.ee/UFOChroniclesPodcastThank you for listening!Like share and subscribe it really helps me when people share the show on social media, it means we can reach more people and more witnesses and without your amazing support, it wouldn't be possible.Become a supporter of this podcast: https://www.spreaker.com/podcast/ufo-chronicles-podcast--3395068/support.

The Trump administration's "Liberation Day" saw baseline and reciprocal tariffs levied on over 50 different countries, with President Trump arguing this move will force other nations to the negotiating table to make trade fair again for our country. Now, reports are circulating that a number of those countries are in talks to make a trade deal with the U.S. FOX Business Host of Making Money Charles Payne joins the Rundown to discuss the complexity of these ongoing trade negotiations, American consumers' tendency towards buying cheap products from China, and the need for a bipartisan approach to reviving U.S. manufacturing. Europe is celebrating the 80th anniversary of the end of World War II. In London, over a thousand British soldiers, along with troops from the United States and France, participated in a military parade, marking the start of several celebrations this week. President Donald Trump is also aiming to designate May 8th as Victory Day for World War II in the United States. Retired four-star General Jack Keane, who is the Chairman of the Institute for the Study of War and a senior strategic analyst for FOX News, will join to reflect on World War II and discuss the ongoing Russia-Ukraine War. Plus, commentary from FOX News contributor Joe Concha. Photo Credit: AP Learn more about your ad choices. Visit podcastchoices.com/adchoices

On this week's Film Sack, In London, four very different people team up on a jewel heist, then try to double-cross one another for the loot, complicated by their efforts to fool the very proper barrister Archibald Leach. How does it all hold up? Hosted on Acast. See acast.com/privacy for more information.

In London, and towns like Oxford, the Protectorate saw the return of stability, economic change and a revived social scene - and the arrival of the Coffee house, and the penny university. Stability and old rythmns re-established themslves around the country, and royalists reacted in different ways. Some like the L'Estrange family in North Norfolk preserved the old ways and accepted the new, though rattled by the Decimation tax. Others found artistic responses - like Katherine Philips, Izaak Walton, and Margaret Cavendish Hosted on Acast. See acast.com/privacy for more information.