Podcasts about Singapore

A.M. Edition for Aug. 13. A Journal investigation finds that thousands of North Korean operatives have landed jobs at American companies and are funneling millions of dollars back to the regime. Plus, big businesses like Apple and FedEx start reeling in hundreds of millions in tariff refunds. And the WSJ's Stu Woo details how American chatbots are towing Beijing's party line. Luke Vargas hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Kyle and Wayne speak with their Tales From Incredible Tales co-host, Far Anwar, about the series' fourth season and how it feels to take the show beyond Singapore's shores.►TALES FROM INCREDIBLE TALES S4:Tales From Incredible Tales S4►FAR ANWAR:INSTAGRAMTIKTOK►THIS EPISODE'S HORROR RECOMMENDATIONS:Clementi Road Railway TunnelKampung Wak Hassan night walk videoBukit Magic ViralJalan Gombak (real Karak Highway?)Mantra (2007)Polong (2026)►DEAD AIR CREDITS:Wayne Rée - Host / WriterKyle Ong - Host / Director / ProducerJoline Lim - Art DirectorChin Qin Wei - Assistant DirectorChervin Chua - Director of PhotographerJonathan Chan - GafferSound - Audrey Lee►SUPPORT & FIND US HERE:HANTU InstagramHANTU YouTubeHANTU TikTokHANTU FacebookHANTU TwitterHANTU WebsiteHANTU Patreon ►MUSIC CREDITS:Kevin Macleod: https://incompetech.comMyuu: https://www.youtube.com/user/myuujiArtlist: https://artlist.io/ ►EQUIPMENTS:Dead Air is shot on Nikon ZRs & recorded on Audio-Technica Mics.#horror #horrorpodcast #wearehantu #hantusg #deadair #ghostmaps Hosted on Acast. See acast.com/privacy for more information.

The Last Trade: BlackRock just cut the IBIT in-kind conversion minimum from $25M to $1M, and Jackson, Michael, and Brian ask whether the post-Cold Card rush out of self-custody and into the ETF is swapping one single point of failure for another. They break down the SEC and OCC moving on tokenized securities and a path for crypto firms to become banks as a Clarity Act plan B, Trump Media stacking real Bitcoin while divesting its other crypto, gold surging toward $4,500, and the wrench-attack reality that makes multi-institution custody matter.---

In 1978, the late Evangelist Dr. Billy Graham preached at the Singapore National Stadium for 5 days, and over 337,000 people attended. That's about 10% of the total population of 3 million then. After the crusade, Christianity went up by about 4%, resulting in a tipping point for the Christian faith. He gave a word that Singapore would be the ‘Antioch of Asia'. What does that mean and how can we become the ‘Lion of the East'?

In 1978, the late Evangelist Dr. Billy Graham preached at the Singapore National Stadium for 5 days, and over 337,000 people attended. That's about 10% of the total population of 3 million then. After the crusade, Christianity went up by about 4%, resulting in a tipping point for the Christian faith. He gave a word that Singapore would be the ‘Antioch of Asia'. What does that mean and how can we become the ‘Lion of the East'?

VOV1 - Sân bay Incheon - cửa ngõ hàng không lớn nhất Hàn Quốc, đứng đầu thế giới về lưu lượng hành khách quốc tế trong nửa đầu năm 2026.Theo số liệu từ Công ty Cổ phần Sân bay Quốc tế Incheon (IIAC) - đơn vị điều hành sân bay, trong nửa đầu năm 2026, sân bay này đã phục vụ khoảng 38,39 triệu lượt hành khách quốc tế, tăng 6,3% so với cùng kỳ năm ngoái. Đây là lần đầu tiên cửa ngõ chính của Hàn Quốc đứng đầu thế giới về lưu lượng hành khách quốc tế kể từ khi chính thức khai trương và đi vào hoạt động ngày 29/03/2001.Xét theo thứ hạng cụ thể, ngoài Sân bay Incheon đứng cao nhất trong số 1.234 sân bay trên toàn thế giới, Sân bay Heathrow (London - Anh) đứng thứ hai với 37,79 triệu lượt hành khách, trong khi Sân bay Changi của Singapore có 34,53 triệu lượt hành khách...Đáng chú ý, thứ hạng toàn cầu của Sân bay Incheon về số lượng hành khách quốc tế đã tăng vọt từ vị trí thứ 10 vào năm 2002 (với 20,55 triệu) lên vị trí thứ 5 vào năm 2018 (với 67,68 triệu), sau đó tiếp tục tăng lên vị trí thứ 3 năm 2024 (với 70,67 triệu). Vào tháng 7 vừa qua, Sân bay này cũng đón vị khách thứ một tỷ kể từ khi chính thức hoạt động - trở thành sân bay đạt một tỷ lượt hành khách nhanh nhất trong số các trung tâm hàng không lớn trên thế giới.Theo đánh giá, nguyên nhân cơ bản dẫn đến sự gia tăng đột biến này xuất phát từ những thay đổi của dòng chảy hàng không toàn cầu, khi cuộc xung đột tại Trung Đông đã làm giảm hiệu suất trung chuyển tại các trung tâm lớn ở khu vực này (như Dubai), làm dịch chuyển dòng khách châu Âu - châu Á qua Sân bay Incheon. Trên thực tế, số lượng hành khách quá cảnh tại Incheon trong nửa đầu năm nay đã tăng 18,1% so với cùng kỳ năm ngoái, đạt mức 4,24 triệu người. Đặc biệt, số lượng hành khách quá cảnh trên các tuyến bay châu Âu tăng vọt với 63,2% so với năm trước, đạt ngưỡng 210.000 lượt. Bên cạnh đó, dự án mở rộng giai đoạn 4 hoàn thành vào cuối năm 2024 đã nâng công suất phục vụ của Sân bay Inchoen lên mức 106 triệu hành khách/năm, đưa nơi đây trở thành sân bay có hạ tầng lớn thứ 3 thế giới, cùng những dự báo về nhu cầu đi lại chính xác và mở rộng kịp thời, trong khi các sân bay trên toàn cầu đạt đến giới hạn công suất, phải đối mặt với tình trạng giảm lượng hành khách và công suất hoạt động, làm suy yếu khả năng cạnh tranh...Ngoài ra, tỷ lệ hành khách nước ngoài trong tổng số hành khách tại Sân bay Incheon cũng đạt mức cao kỷ lục 44,4% trong quý 2 năm nay, do lượng du khách quốc tế đến Hàn Quốc tăng nhanh, nhất là làn sóng du lịch từ Trung Quốc và Nhật Bản liên tục đổ về nhờ sức hút của làn sóng Halluy.Cũng theo Công ty Cổ phần Sân bay Quốc tế Incheon, hiên nay, hành khách có thể đến 158 thành phố khác nhau thông qua Sân bay này, vượt qua Sân bay quốc tế Hồng Kông (139 thành phố), Sân bay Pudong - Thượng Hải (92 thành phố) và Sân bay Narita của Nhật Bản (86 thành phố)./.VOV Nhật BảnSân bay Incheon lần đầu tiên đứng đầu thế giới về lưu lượng hành khách quốc tế sau hơn 25 năm chính thức đi vào hoạt động - Ảnh: Yonhap News

What do you do if you're not sure what to do/what you want to do??In this episode, we get real about career uncertainty: choosing your first job, changing industries, and why you don't really need to find your passion.If you're feeling stuck, behind, or just unsure what comes next, visit https://discover.nyc.gov.sg platform for all the resources and opportunities you need to navigate life's transitions! Hosted on Acast. See acast.com/privacy for more information.

What do you do when you follow the love of your life to a new country and aren’t legally allowed to work? You start Shopify… Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not so secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector, and storyteller. I’m Stephen’s sidekick and business partner, Dave Young. Before we get into today’s episode, a word from our sponsor, which is, well, it’s us, but we’re highlighting ads we’ve written and produced for our clients. So here’s one of those.  [Kooler Garage Doors Ad] Dave Young: Welcome back to the Empire Builders Podcast, eh. Stephen Semple: Eh? Dave Young: See what I did there? See what I did there, Stephen? Stephen Semple: I do. Dave Young: Stephen whispered in my ear that we’re going to talk about a Canadian company, eh. Shopify. Stephen Semple: Shopify. Dave Young: And I didn’t know they were Canadian. Stephen Semple: Yes, they are. Yeah. Dave Young: Well, do tell. Stephen Semple: Yeah. Well, and here’s one of the things that I love about this story is it was started by a person who couldn’t get a job and decided to sell snowboards online. Dave Young: All right. Stephen Semple: Right? Dave Young: Snowboards. Stephen Semple: How could I not love that? Dave Young: Yeah. You would love that all day long. Is that where you bought your first snowboard? Stephen Semple: No, it is not but… Dave Young: Wait, wait, you weren’t that kid, were you? Stephen Semple: No, I was not. So they’re a big deal, annual revenue of close to $12 billion. They’re one of Canada’s most valuable companies with $160 billion market cap. They’ve got 7,600 employees worldwide and kind of like five million online stores in 175 countries. And here’s the figure that got me the most when I was researching it. And it’s the number 378 billion. That’s how much merchandise was sold in a year. $370 billion worth of merchandise was sold through Shopify. Dave Young: All right. Stephen Semple: Put that into context, that’s the GDP of Singapore. Dave Young: Yeah, that’s crazy. Stephen Semple: Isn’t that crazy? Dave Young: That’s a lot of sales. Stephen Semple: Yeah. So Shopify was founded in 2006 in Ottawa by Tobias Lutke, Daniel Weinand and Scott Lake. But our story starts a couple of years before with Snowdevil, the snowboarding business. Dave Young: Okay. Stephen Semple: So Tobias was born and raised in Germany, and his parents had this place in the Alps, and they would often drive to the Alps to go skiing. Then they decided to do a trip to Canada to do Whistler. At the time, the Canadian dollar was low. It was like the 2000s, and he decided he was going to snowboard rather than ski. And this is when he fell in love with two things, snowboarding, and he met his now wife, Fiona. Dave Young: Was she also snowboarding? Do we know? Stephen Semple: I don’t know whether she was snowboarding or not. That’s an interesting question. Dave Young: All right. Stephen Semple: So he returns to Germany, they keep in touch, and when she finishes her bachelor degree, she decides to move to Germany. So in Germany, Tobias struggled in school, ADHD, dyslexia, dropped out after grade 10, and he joins a programming apprenticeship program at Siemens. And he’s part of this kind of rebellious environment. He loves it. And he and Fiona are together for about 10 months, and she decides she needs to return to Ottawa to start her master’s program. So he moves with her to Ottawa. Now, he tried to work remotely, but remember, this is the early 2000s. Tools were not really there. You didn’t have Slack, you didn’t have Zoom. It was tough. He wasn’t really able to do it. Dave Young: A little bit of Skype going on by then maybe, but yeah. Stephen Semple: Yeah, maybe, but even not great, right? He’s spending a bunch of time snowboarding and he dives into it and he’s learning all he can about it. And he even started thinking, “Well, maybe I could sell snowboards online.” And around this time, he gets offer for a job with a business in Ottawa, and the topic of work permit comes up, which oops, he doesn’t have. Dave Young: Doesn’t have a work permit. Yeah. Stephen Semple: Right. He’s legally allowed in the country, but he’s not allowed a work permit. So he goes to see a lawyer and he’s told, “Hey dude, you’re unlikely you got a work permit. You’re legal in the country. You could start a business, but you can’t work for someone.” Dave Young: But you can start one. Stephen Semple: But you could start one. Dave Young: That’s all right. I mean, that’s fair. Stephen Semple: So he decides snowboards online, it is. That’s what he’s going to do. Dave Young: Put a hold on that because I’m thinking, start a business. I’m wondering if that’s why there are so many foreign taxi drivers, that a taxi cab was actually a business. Stephen Semple: Could be. Dave Young: Working for somebody, you’re working for yourself. Stephen Semple: You are, you’re independent. Yeah. Dave Young: Maybe the whole taxi industry was a loophole. All right. Anyway. Stephen Semple: Could be. Dave Young: So he- Stephen Semple: So Scott Lake, who’s one of the founders, worked for the company that tried to hire Tobias, and they keep in touch. And they decide to create this company Snowdevil together because Scott had all these vendor relationships. Tobias worked on the technology. Now, here was the problem at the time. There was not software to make any of this easy, especially the credit card. Dave Young: Sure. Stephen Semple: And it was really hard updating and changing websites. Here’s the part that I loved. They wanted to tell stories about every snowboard that was sold. They actually wanted to take the board onto the mountain and chronicle how they spent the day and tell that story of that board and put it on the website. That’s how they were selling boards. This was also around the time the emergence of blogging. So they really felt that if you could wrap this really great story around the product and get people excited about it, they would buy from you and they wanted to break away from this Sears catalog model through the stories. Dave Young: Is this every individual board? Stephen Semple: Yes, had a story. Dave Young: Or every model. Stephen Semple: Every board had a story. Dave Young: Not every model of board. Every single board. Stephen Semple: Well, sorry. When I say board- Dave Young: Every model. Stephen Semple: Every model. Dave Young: Okay. Stephen Semple: Yes. Dave Young: Got you. Stephen Semple: Every model had a story. Dave Young: I mean, because that’s a lot of snowboarding. Stephen Semple: Well, but it was also the early days, there weren’t that many boards out too. Dave Young: Yeah, yeah. Stephen Semple: Your universe was not as big as it is today. So Tobias, they’re trying to figure out how to do this, and he comes across this program called Ruby on Rails. And here’s the thing that was funny. Dave Young: I remember Ruby on Rails. Stephen Semple: The source code at the time was Latin characters and all the documentation was in Japanese, but he still figured out how to make it work. Dave Young: Okay. Stephen Semple: So he started to build an e-commerce platform on that. And one of the big moments for Tobias, and this is the inspiration for Shopify, is the feeling he got when they got notice of their first sale where he’s sitting there and he gets a bing on his phone and they’ve made a sale. And that feeling that he had in that moment was just unbelievable for him. Dave Young: Cha-ching. Yeah. Somebody found us and bought something from us. Stephen Semple: Somebody found us and bought something. This is incredible. Now, they built the business on pay-per-click, but you got to also remember, AdWords at the time, 20 cents a click is what they were spending. Think about it. In the sporting goods space, 20 cents a click. Dave Young: Nobody else had figured it out yet. Stephen Semple: No one else figured it out. And at the time, snowboards had really good margins. They had a good winter. Things went really well. They’re coming into the summer, things are slowing down, and they’re thinking about, “Well, what should we do?” And here’s one of the things that happened. They started getting approached by other people in the industry saying, “Hey, can you license all this stuff that you built? Because we’re trying to figure out how to do this online stuff and it’s really hard. Can you just license that to it and can we just use it?” Dave Young: Seems like they figured that out. Yeah. Stephen Semple: So in 2006, right, so in 2006, Snowdevil disappears. Shopify is born. Dave Young: All right. We can’t… Yeah. Stephen Semple: And Shopify is shopping simplified, Shopify. Dave Young: That’s brilliant. Stephen Semple: Right. Dave Young: The cool thing about software companies like that is you end up with one product and then you can sell that product a million times and it doesn’t cost you anything to make it, really. I mean, it’s software. There’s no manufacturing. Stephen Semple: There’s even something else on this. I’m in a program I think I’ve mentioned before called the Strategic Coach, quarterly coaching program, created by a guy by the name of Dan Sullivan. And one of the things Dan talks about is this idea of strategic byproducts, that when you create a really big goal, what will happen is in the process of achieving that goal, new things come out of it. And the reason why he calls them byproducts is sometimes some of the things that come out of it are way more powerful and way more valuable than the original thing you were trying to achieve. And this is a great example of it. The most valuable thing came out of it was this ability to make doing online shopping easier. Dave Young: Stay tuned. We’re going to wrap up this story and tell you how to apply this lesson to your business right after this.  [Using Stories To Sell] Dave Young: Let’s pick up our story where we left off, and trust me, you haven’t missed a thing. Stephen Semple: And the reason why he calls them byproducts is sometimes some of the things that come out of it are way more powerful and way more valuable than the original thing you were trying to achieve. And this is a great example of it. The most valuable thing came out of it was this ability to make doing online shopping easier. Their goal was to sell snowboards online. Dave Young: Yeah. Stephen Semple: The byproduct was this, and the byproduct was way more powerful, way more valuable. Dave Young: Oh, yeah. A lot of people want to sell a lot of things. Stephen Semple: But the problem is sometimes we lose sight of that. We can lose sight of it because we go, “Yeah, but I just wanted to sell snowboards. No, I’m going to ignore this thing.” Rather than, “Oh, wait a minute. Oh, wait a minute. Wait a minute. There’s this opportunity here.” So I commend them for recognizing that. So they start wanting to develop it as more of a product. Tobias calls Daniel Weinand, who’s the third founder, who’s a buddy from Germany, and he convinces them to come to Canada to help him build the product because he needs more coding. They raise some money, they’re off to the races. But here was even their challenge when it came to running money. Back then, everyone believed the future belonged to giant online malls, Amazon, eBay. Everybody just wants to go to one giant marketplace. Shopify believed something radically different. Instead of building one giant store, what they wanted was help millions of people have their own store. Because when you’re on Shopify, it’s your store. Shopify is just the back end. Dave Young: And they’re not going to do all the things that you hear Amazon does when you try to sell on Amazon, right? They’re going to go figure out how to make your product cheaper and sell it under their name. Stephen Semple: And Tobias talks about in interviews that feeling he had when they got that first online transaction. Dave Young: Yeah. Stephen Semple: That’s what he wanted people to have. He wanted people to have that opportunity. The idea behind this business was not to develop software. They don’t see themselves as a software company, but they see themselves as a company that helps people start businesses. Shopify wasn’t selling software, they were selling independence. You can own your business, you own your customer list, you own your brand, you own your future. That emotional positioning matters. And it helped attract entrepreneurs who didn’t want to sell inside the Amazon ecosystem because what they were buying was freedom. And this drove a lot of the decision-making because in 2009, the next big evolution that came along was Shopify launched an app store. And basically what it did is it opened its platform to outside developers. Suddenly anyone could build an application that extended Shopify’s capabilities, email marketing, inventory managing, shipping, loyalty programs, accounting, subscriptions, thousands of other tools. And that fundamentally changed the company because if they though of themselves as a software development company, they would’ve tried to develop those things. Instead, they saw themselves as a company that is supposed to simplify this process for people. So therefore, why don’t we take your tool and plug it into ours? Dave Young: Yeah. Yeah. Stephen Semple: Right? But that thinking is what changed everything. Now, I also want to think about this because we often talk about north stars and things along that lines. When they think about it even from a marketing perspective, when what I’m selling is I’m going to make it easier for you to become an entrepreneur, that’s a very different emotional sales pitch and positioning than I’ve got this tool. And it helped them do things like, well, why wouldn’t we do this app store? Does this app store make it easier for a person to be an entrepreneur? We’re doing it. Dave Young: Yeah, I love it. Stephen Semple: There’s 16,000 apps now in the Shopify app store, and Shopify paid developers over a billion dollars through its ecosystem. Dave Young: That’s pretty amazing. Stephen Semple: Yeah. So think about this. It’s a software company started by a software engineer that decided not to build software. Dave Young: All right. Yeah. Stephen Semple: Right? And it all goes back to that moment that Tobias felt when he had that first transaction. And he also talks about nothing else changes a person’s life by being able to build their own business. And he was like, if we can facilitate that, their goal is to facilitate people building their business. And if you think about even things like opening it up to the outside, Apple has done it with the App Store. Salesforce has done it with AppExchange, Amazon with Marketplace, Microsoft. Other companies have all done it. But I think these guys just had a real strong north star because they stopped asking the question what we can build and started asking the question of what can others build on top of what we’ve built? Dave Young: Yeah. It’s a beautiful ecosystem. Stephen Semple: Because that driving goal- Dave Young: Yeah. Stephen Semple: Yeah, because the driving goal was make it easy to start a business. Now, here’s how powerful that idea is. Heard this in an interview with Tobias. So Tobias was being interviewed and this is literally what he said. I recorded it and wrote down the quote. And since we’re talking about stats, this is the most gratifying of all the numbers related to Shopify, and it’s actually the north star of the company. That’s the words he uses. Every 52 seconds, someone has had that experience of getting their first sale, the one I described. And in so many cases, someone is going from being a builder to now being an entrepreneur. There’s so few things you can do that actually changes your identity in a meaningful degree. This company’s heart is really the founder onboarding process and trying to make this simpler. What’s been so fascinating is that the initial idea behind Shopify was that idea. Dave Young: Yeah. Every 52 seconds somebody gets their first buyer. Stephen Semple: First sale. Dave Young: First sale. That’s amazing. Stephen Semple: Their first transaction. Isn’t that incredible? And that’s- Dave Young: It’s a new store every- Stephen Semple: Right. And his summary from his interview of what’s the thing that he was most proud of was that, that’s that. Not the billions of dollars, not this, that every 52 seconds, somebody’s getting their first transaction. Dave Young: I love that. Stephen Semple: Isn’t that incredible? Dave Young: Yes. Yes. There’s nothing not incredible about it. Stephen Semple: Yeah. Dave Young: It’s a good thing they didn’t give him a work visa, is what I’m saying. Stephen Semple: Yeah, it all worked out well. But the part is that I found so interesting about this, because we do this when we work with customers. Well, with customers, we help them to find their north star. What’s your north star? Dave Young: Yeah, oh yeah. Stephen Semple: What is that thing for your business? And that the finding of the north star is what actually made all of this work. And they found their north star starting their own business when they had that first transaction. It remained true to that and has driven those decisions and has allowed them to make better strategic decisions such as the App Store. But on top of that, I’m going to say it helped all their marketing messaging because somebody who aspires to be an entrepreneur will connect with Shopify and its goals and dreams and aspirations. Dave Young: Yeah. I love that story. Stephen Semple: Yeah. Dave Young: Wizard Academy has a Shopify store. Stephen Semple: Does it? Dave Young: Yeah. Stephen Semple: Cool. Dave Young: Yeah, shop.wizardacademy.org. You can buy a mug or a postcard. Stephen Semple: There you go. Dave Young: Things like that, so. Stephen Semple: Awesome. The only reason I didn’t know that is anytime- Dave Young: I didn’t get the notifications for it. Stephen Semple: Well, and the only reason why I don’t know about that is anytime I buy stuff, I always like getting it when I’m in person. Dave Young: Exactly. Stephen Semple: Yeah, yeah. Dave Young: Way more fun. We don’t do banging business, but it’s there. Stephen Semple: It’s there and it helped you do it. Dave Young: You want the mug that I drink out of sometimes. Stephen Semple: Well, that’s it. That’s the way you should be selling them. You should be selling your dirty mugs. Dave Young: I test every mug. Very cool, Stephen. Thank you for bringing us the Shopify story. Stephen Semple: All right, thanks, David. Dave Young: Thanks for listening to the podcast. Please share us, subscribe on your favorite podcast app, and leave us a big fat, juicy five star rating and review at Apple Podcasts. And if you’d like to schedule your own 90-minute Empire Building session, you can do it at empirebuildingprogram.com.

How do you value a memory semiconductor stock like SK Hynix when no one can predict DRAM prices? Equity analyst Shan Rui Yeo walks through the team's Monte Carlo valuation framework: a discounted cash flow run through thousands of scenarios that prices the business on a distribution of returns rather than a single forecast. He also explains how two-times leveraged single-stock ETFs have been amplifying SK Hynix's daily price swings, why regulators and Korean brokers are responding to retail leverage, and why flow-driven volatility can be a gift for long-term investors. The through-line: memory can be cyclical, structurally growing, and wealth-creating all at once. 0:00 - Introduction & Disclaimer 0:21 - How Do You Value a Memory Stock Amid Huge Uncertainty? 0:54 - Monte Carlo Valuation: Pricing SK Hynix on a Distribution of Outcomes 5:27 - Day-to-Day Volatility: Fundamentals or Flows? 6:17 - How 2x Leveraged Single-Stock ETFs Amplify SK Hynix Price Swings 9:40 - What Investors Underappreciate About the Memory Industry 10:21 - Closing Thoughts & Subscribe Key Takeaways Key uncertain variables (DRAM prices, supply response, China risk) are modelled as ranges and run through thousands of scenarios; the output is a distribution of returns, treated stochastically. SK Hynix scenarios: bull (prices hold through the decade), realistic (decline from 2028 as supply arrives), bear (accelerated decline on over-investment and Chinese supply). The test is being paid adequately across the whole distribution, not picking the right scenario; the distribution centred around 12% with positive skew. New data points (LTAs signed, capacity expansion) update the distributions; position sizing follows the shape, and the team trimmed as the shares ran. Two-times leveraged ETFs rebalance by buying after rises and selling after falls, amplifying 10 to 15% daily moves in SK Hynix. Flow-driven volatility widens the gap between price and value, which long-term investors can use. Memory can be cyclical, structurally growing, and wealth-creating at the same time. Host: Rob Campbell, CFA, Institutional Portfolio Manager Guest: Shan Rui Yeo, CFA, Equity Analyst This episode is available for download anywhere you get your podcasts. Founded in 1974, Mawer Investment Management Ltd. (pronounced "more") is a privately owned independent investment firm managing assets for institutional and individual investors. Mawer employs over 250 people in Canada, U.S., and Singapore. Visit us at: https://www.youtube.com/@MawerInvestment https://www.mawer.com https://www.linkedin.com/company/mawer-investment-management/ https://www.instagram.com/mawerinvestmentmanagement/ #ArtOfBoring #MawerInvestmentManagement #MawerInvestment #Podcast #Finance #Investing #semiconductor #tech #techexplained #memory #skhynix

In this episode, Christoph Wichert shares his journey from classical beginnings to a professional career in music, offering valuable insights into orchestra life, practicing, and performance etiquette. Discover practical tips for musicians and get a glimpse of upcoming concerts and tours with the Singapore Symphony Orchestra. Christoph shares insights on contemporary music, the importance of cultural diversity in composition, and practical advice for young musicians navigating their careers. Discover how to foster creativity, build networks, and embrace experimentation in the world of classical and contemporary music.Biography:Austrian bassoonist and artistic researcher Christoph Karl Wichert has been a member of the Singapore Symphony Orchestra since 2008. He graduated from the Conservatory of Vienna, where he studied Bassoon Performance under Michael Werba (Principal Bassoon, Vienna Philharmonic Orchestra) and Music Education, further enhancing his training through masterclasses with leading musicians.In Vienna, Christoph was regularly invited to work with prominent Viennese ensembles such as the Wiener Kammerorchester. He also worked as a substitute musician for the Vienna State Opera and the Vienna Philharmonic Orchestra, collaborating with renowned conductors like Zubin Mehta, Seiji Ozawa, Mariss Jansons, Riccardo Muti, and Nikolaus Harnoncourt. An active soloist, Christoph has performed in various recitals and with orchestras, showcasing concertos by Mozart, Weber, Pauer, and Hartl, among others. Before relocating to Singapore, he served as Principal Bassoonist with the Orchester der Vereinigten Bühnen Wien for their productions and taught bassoon, music theory, and symphonic wind band at the music school in Tulln. There, he successfully prepared students for admission to prestigious music universities and co-founded a composition workshop with his colleague Cordula Bösze.Beyond his role with the Singapore Symphony Orchestra, Christoph teaches at the Yong Siew Toh Conservatory of Music in Singapore Contemporary and Experimental Music and is a guest artist at the Princess Galyani Vadhana Institute of Music in Bangkok.In 2015, Christoph co-founded SETTS, Singapore's first fully professional contemporary music ensemble, alongside other dedicated musicians.Chapters00:00 Introduction to Christoph Wichert's Musical Journey02:19 Starting with Classical Music and Early Influences04:16 The Sound That Inspired a Career in Bassoon05:00 Moving to Vienna and Studying the Bassoon07:00 Transition from Austria to Southeast Asia08:50 Balancing Freelance Work and Orchestra Positions11:44 Auditioning in Frankfurt and Singapore12:43 The Singapore Symphony Orchestra Opportunity14:22 Deciding to Stay in Singapore15:04 Memorable Concerts with the Singapore Symphony16:55 Upcoming Tours and Concerts20:52 Working with the New Chief Conductor, Hannu Lintu23:06 Tips for Second Bassoon Players37:26 Encouraging Students and Practice Mindset39:01 Handling Mistakes and Performance Anxiety40:24 The Power of Frustration and Growth Mindset41:18 The Joy of Improvisation and Experimental Music

China is a partner and rival to many countries around the world. But what should we know about this country that is central to the global economy and is playing an ever greater role in geopolitics? On this joint episode of Radio Davos and Asian Insider, a podcast from the Singapore-based Straits Times, we speak to Qian Liu, whose company Wusawa helps advise companies understand China. Co-hosted by Ravi Velloor of Asian Insider: https://www.straitstimes.com/tags/asian-insider-podcast Produced and edited by: Editing - Seamus Hart, Louie Carroll. Studio production: Gareth Nolan. This was recorded at the World Economic Forum's Annual Meeting of the New Champions 2026. Catch up on that at wef.ch/amnc26 and across social media using the hashtag #AMNC26. About Straits Times Asian Insider: Channel: https://str.sg/JWa7 Apple Podcasts: https://str.sg/JWa8 Spotify: https://str.sg/JWaX Weekly Asian Insider newsletter: https://str.sg/sfpz  Related podcasts: From 'US innovates, China imitates' to 'Opportunity 2.0' - lessons from Summer Davos: https://www.weforum.org/podcasts/radio-davos/episodes/strategic-intelligence-amnc26-debrief-china-innovation/ The Hormuz shock, AI and China: the state of global energy, with Jason Bordoff: https://www.weforum.org/podcasts/radio-davos/episodes/amnc26-energy-china-hormuz-oil-gas-renewables-bordoff/ AMNC26: What just happened at the Summer Davos?: https://www.weforum.org/podcasts/radio-davos/episodes/amnc26-what-just-happened-summer-davos/ Check out all our podcasts on wef.ch/podcasts:  YouTube - https://www.youtube.com/@wef/podcasts Radio Davos - subscribe: https://pod.link/1504682164 Meet the Leader - subscribe: https://pod.link/1534915560 Agenda Dialogues - subscribe: https://pod.link/1574956552    

Kiwi children's clothing brand Jamie Kay has seen some noticeable growth, and it's going global. Jamie Kay opened a flagship store in Christchurch last year and now has four stores in Japan, across Tokyo, Nagoya and Osaka, and another to come in 18 months. A flagship in Singapore will open in December, and there's also growing demand for the brand across the US. CEO Zion Armstrong outlines the company's next steps. LISTEN ABOVESee omnystudio.com/listener for privacy information.

Twenty years after challenging a Western speaker's paternalistic lecture on governance, Chandran Nair hasn't softened his position one bit. If anything, his conviction has only grown stronger.Nair, founder and CEO of the Global Institute for Tomorrow, sits down with Ajay Shamdasani to dismantle the assumption that Anglo-American corporate governance models are the global standard worth emulating. Repeatedly, the evidence points elsewhere. The 2008 financial crisis originated in the United States despite rigorous regulations already in place, and scandals keep emerging from systems supposedly built on sound governance principles.Could the real problem be that Western institutions like the Big Four auditors and rating agencies serve their own interests rather than the public good?(Nair's point about European family offices being just as opaque as any Asian business is particularly sharp.) Critically, he argues that effective governance depends on genuine state capacity to enforce accountability. Malaysia shows what happens when institutions are too weak to constrain powerful actors, while China demonstrates that real consequences, not routine fines, create meaningful accountability.Nair also calls out lawyers and compliance officers who stay silent to protect their paychecks, choosing financial security over ethical responsibility.Tune in for a conversation that genuinely challenges assumptions about governance, power, and who gets to write the rules.Our GuestChandran NairChandran Nair is the Founder and CEO of the Global Institute For Tomorrow (GIFT), an independent pan-Asian think tank based in Hong Kong and Kuala Lumpur focused on advancing a deeper understanding of global issues including the shift of economic and political influence from the West to Asia, the dynamic relationship between business and society, and the reshaping of the rules of global capitalism. He is the author of Understanding China: Governance, Socio-Economics, Global Influence, Dismantling Global White Privilege: Equity for a Post-Western World, The Sustainable State: The Future of Government, Economy, and Society and Consumptionomics: Asia's Role in Reshaping Capitalism and Saving the Planet and the creator of The Other Hundred, a non-profit global photo journalism initiative to present a counterpoint to media consensus on some of today's most important issues. Chandran was chairman of Environmental Resources Management (ERM) in Asia Pacific until 2004, establishing the company as Asia's leading environmental consultancy.Chandran is a member of WEF's Global Agenda Council on Governance for Sustainability and Experts Forum, he sits on the Global Steering Committee of CISL's Business for Sustainability Programme, is a member of the Club of Rome, is a Senior Fellow of CIMB ASEAN Research Institute (CARI), as well as a Fellow of the Royal Society of Arts.Chandran has served as Adjunct Professor at the Hong Kong University of Science and Technology and the Lee Kuan Yew School of Public Policy in Singapore and is a former Advisor to ORIX Corporation and a former member of the Stakeholder Advisory Council for BASF, the world's largest chemical company as well as the Executive Committee of the Club of Rome, the world's premier scientific think tank.Our HostAjay ShamdasaniAjay Shamdasani is a veteran writer, editor and researcher based in Hong Kong. He holds an AB in history and government from Ripon College, JD and MIPCT degrees from the University of New Hampshire Franklin Pierce Law School, and an LLM in financial regulation from the Illinois Institute of Technology's Chicago-Kent College of Law.His 15-year long career as a financial and legal journalist began as deputy editor of A Plus magazine – the journal of the Hong Kong Institute of Certified Public Accountants. From there, he assumed the helm of Macau Business magazine as its editor-in-chief, and later, joined Asialaw magazine as its deputy editor.More recently, he spent close to seven years as a senior correspondent with Thomson Reuters' subscription-based trade-wire service Regulatory Intelligence/Compliance Complete (previously called Complinet) in Hong Kong. While there, he covered regulatory developments in that city, as well as Singapore, India and South Korea.

In our Season 7 premiere, Jemimah Wei talks about her debut novel, The Original Daughter, and how growing up in Singapore shaped the way she thinks about storytelling, identity, and our relationship with technology. She and Jared also explore what Singapore can teach us about the rapidly changing world of AI, the ways technology is training us to move faster than we were meant to, and how reading and writing can alter our experience of time. Their conversation asks what it means to resist the pressure to rush, why speed should never be the goal for its own sake, and how stories can help us hold onto what makes us human.Jemimah was born and raised in Singapore and splits her time between Singapore and the United States. She is a National Book Foundation 5 Under 35 Honoree, winner of the William Van Dyke Short Story Prize, and formerly held the Wallace Stegner Fellowship and Felipe P. De Alba Fellowship at Stanford University and Columbia University respectively. Her highly anticipated debut novel, The Original Daughter, debuted at #1 on The Straits Times bestseller list, is a Good Morning America Book Club pick, and a New York Times Editors' Choice. The Original Daughter won the Country Award for the Chōmmanard International Women's Literary Award, was longlisted for the Dublin Literary Award, and was named a Best Book of Spring by TIME, Foreign Policy, Harper's Bazaar, Elle, Vogue, and more.MFA Writers is hosted by Jared McCormack and produced by Jared McCormack, Hanamori Skoblow and Brié Goumaz. New episodes are released every two weeks. You can find more MFA Writers at MFAwriters.com.BE PART OF THE SHOW— Donate to the show at Buy Me a Coffee.— Leave a rating and review on Apple Podcasts.— Submit an episode request. If there's a program you'd like to learn more about, contact us and we'll do our very best to find a guest who can speak to their experience.— Apply to be a guest on the show by filling out our application.STAY CONNECTEDInstagram: @MFAwriterspodcastFacebook: MFA WritersEmail: mfawriterspodcast@gmail.com

Episode Detail Season 9 of The Future of Insurance opens with a conversation about what happens when a $10 billion specialty insurer decides its own scale isn't a reason to move slowly. Bryan Falchuk talks with Simon Wilson, CEO of Markel Insurance, about his vision for the specialty market through 2030, and the deliberate choice to ask his teams to double their businesses in five years rather than chase another few points of incremental growth. The conversation moves into how that same mindset shows up in Markel's approach to AI: not bolting tools onto individual tasks, but rebuilding entire underwriting processes end to end — from a brand-new AI-native business built and launched in twelve weeks, to a legal document review process that now runs in minutes instead of weeks, to a grassroots fund that hands frontline employees real budget and real autonomy to solve the problems they see every day. An organization doesn't need to be small or newly founded to reimagine itself. It needs leaders willing to ask a bigger question. Guest Bio Simon Wilson is CEO of Markel Insurance, appointed in March 2025 to lead Markel Group's three primary underwriting businesses — Markel Specialty, Markel International, and Markel Global Reinsurance. He was also named an Executive Vice President of Markel Group in February 2026, reporting to Group CEO Tom Gayner. Wilson joined Markel in 2010 to lead international business development and became the primary architect of Markel International's expansion beyond London, scaling operations across Europe, Canada, and Asia to $2.5 billion in annual gross written premium. He was appointed Managing Executive of Global Strategy for Markel in January 2020, then President of Markel International in 2021, a role in which the division grew gross written premiums by nearly 40% and net underwriting profit by more than 250%. Before joining Markel, he led the Lloyd's Asia platform in Singapore, and spent seven years at Lloyd's prior to that. He has more than 20 years of experience scaling large specialty insurance organizations. Show Notes: The Doubling Question: Markel writes roughly $10 billion of the $700 billion global specialty insurance market — Wilson's read: that's room to grow, not a ceiling. Instead of asking a business leader to grow 5-6%, Wilson asks how they'd double the business in five years, a question designed to surface bigger ideas rather than incremental optimization. New categories are expanding the specialty pool itself: data center risk, satellite and space exposure, and marine war coverage in the Persian Gulf are all recent, fast-growing additions. Guardrail on growth: "Top line is vanity, bottom line is sanity." The doubling mindset is paired with underwriting discipline, not a trade against it. Specialty Insurance's Moment: Wilson draws a parallel to media: just as audiences moved from four TV channels to infinite, personalized content, commercial insureds increasingly want coverage built around their specific risk rather than a generic product. He's candid about a unique challenge: people don't want to buy insurance and don't want to use it, which puts pressure on specialty insurers to earn the sale. Rebuilding AI End to End, Not Task by Task: Markel Insurance is now organized into 14 business units (roughly 60 specialisms), each with a single accountable leader charged with reimagining their product and process around AI. Wilson's caution against partial AI adoption: applying it to only one step of a process without rethinking the whole thing creates a bottleneck, "like putting a rocket jet on the back of a bicycle." Cortex, a new AI-native business built end-to-end on Claude with a pricing engine called Hyperexponential, was built in 12 weeks and targets difficult-to-place US casualty risk. Markel's Warranties & Indemnities team in London used the legal AI model Harvey to cut the time to reach a decision-ready view on an M&A data room from about a month to roughly seven minutes, with accuracy Wilson estimates at 97%, a five-point improvement in underwriting pick, and premium in that line more than doubling over the past year. Guardrails, Culture, and Reverse Mentoring: Every large language model Markel staff use runs inside Markel's own environment so company data doesn't leave the firewall — inside that boundary, teams have wide latitude to experiment. Markel's Accelerator Fund put $1 million behind ten employee-pitched AI ideas, built out in six weeks; Wilson expects more than $10 million in returns from that investment in its first year. Wilson credits reverse mentoring — biweekly sessions with a junior colleague — with reshaping how he personally thinks about AI and how the next generation approaches problem-solving. AI as an Equalizer for Small, Specialized Businesses: Wilson argues AI has democratized technology for niche specialty lines that were previously too small to justify major core-system investment, moving technology decisions closer to the underwriters who understand the customer. This episode is brought to you by The Future of Insurance book series (future-of-insurance.com) from Bryan Falchuk. Follow the podcast at future-of-insurance.com/podcast for more details and other episodes. Music courtesy of Hyperbeat Music, available to stream or download on Spotify, Apple Music, and Amazon Music and more.

Whiz-Bang and MirthMaker riff through a scattershot episode of Tangent Station, bouncing from bizarre international laws (no chewing gum in Singapore, camo banned in the Caribbean, underwear required in Thailand) to personal anecdotes about sleep habits and marriage. They riff on sneaky modern annoyances—smart appliances that judge you, parking apps and convenience fees—and nostalgic complaints about product fads like "extreme" snacks and Shake Weights. The banter mixes absurdity with relatable pet peeves, memories of cheap candy and CDs, and plenty of toilet humor; listeners get a comic, off‑the‑rails meditation on how life keeps getting stranger and more inconvenient.

In this second episode of Eco-Business's Resilience podcast series, Singapore's Senior Minister of State Janil Puthucheary and youth sustainability advocate Man Jing Kong dives into what resilience means for the city-state with Jessica Cheam. Watch as they discuss everything from climate adaptation to mental health and building public trust as an AI-driven economy reshapes daily life.

Last time we spoke about the ending of the Second Battle of Changsha. In late September and early October 1941, Chinese commander Chen Cheng planned an operation to retake Yichang, a strategic Yangtze River city whose control was essential for protecting the approach to Chongqing. Japanese forces were pulling back from Changsha, weakened by supply problems and casualties, which created an opportunity for Chen to intensify his campaign. Yichang had been captured by Japan in 1940, a defeat that Chen carried as a personal and political burden. He therefore moved to encircle the Japanese 13th Division inside Yichang and drive it to collapse. Although the Chinese held a clear manpower advantage—fourteen divisions against the encircled Japanese—progress was slowed by stubborn fighting from prepared, entrenched positions. The battle inside the city produced desperate close-quarters combat and heavy casualties, showing how the fate of Yichang and the wider defense of Chongqing were tightly linked.    #214 War hits the Pacific Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War.   The guns fell silent on October 9, 1941, as the Ninth War Zone's forces restored their pre-battle positions, marking the end of the Second Battle of Changsha. The balance sheet was grim on both sides, but it was China that bore the heavier cost. The Ninth Military Front suffered 70,672 killed, wounded, or missing. The concurrent Yichang offensive added a further 21,368 casualties to the Sixth Military Front, a force that outnumbered its Japanese opponents ten to one yet still failed to retake the city. By the time the dust settled, the Chinese army had lost nearly 100,000 men across both theatres. The Chinese command was frank, at least in private, about what had gone wrong. The Japanese had moved with a speed that recalled Blitzkrieg, advancing 130 kilometres in eleven days and withdrawing at twelve kilometres a day, catching the defenders perpetually off-balance. The 26th, 37th, 10th, and 74th Corps had been picked apart piecemeal rather than fighting in concert, the original plan to destroy the Japanese south of the Miluo River coming to nothing. Elite formations had paid a disproportionate price: the 74th Corps suffered 14,521 casualties, the 37th Corps 14,015, and the 58th Division alone lost 6,192 of its 11,907 men, nearly its entire fighting strength.   Yet none of this was the story the public would hear. On October 10th, China's National Day, radio stations announced the "Second Great Victory in Northern Hunan", the annihilation of over 40,000 enemy troops. Newspapers rushed out special editions. Congratulatory telegrams flooded in from government ministries and civic organizations. Senior officials seized on the moment: Sun Ke, Premier of the Executive Yuan, declared that the victory "laid the foundation for the counter-offensive and the recapture of Hankou and Guangzhou," while General Bai Chongxi called it "the pivotal moment for us to turn defeat into victory." Chiang Kai-shek, reading through the pages of triumphant commentary produced overnight by his propagandists, was reportedly impressed by their industry, if not convinced by their content. He had not wanted to call it a victory at all, but the political calculus was unavoidable: after four years of war, an exhausted nation needed the psychological sustenance that only "victory" could provide.   The gap between public performance and private reality was nowhere more visible than in the arrival of a twenty-two-member international press delegation on October 13th. Journalists from Britain, the United States, France, the Netherlands, Portugal, Hong Kong, and major Chinese newspapers were flown to Changsha and carefully guided through selected battlefields, where they inspected mountains of war trophies and heard testimony from soldiers and civilians. They left satisfied, presenting their war souvenirs—swords, binoculars, Japanese military flags—to their audiences back home as proof of Chinese heroism and Japanese defeat. Both China and Japan were claiming victory simultaneously. The only conclusion the foreign press could draw was that one side was lying, and it was not the side that had shown them the evidence.   Chiang Kai-shek's real verdict came at the Third Nanyue Military Conference, held from October 16 to 21. His anger was withering. He condemned his generals for their obsession with defending sprawling outer perimeter lines while leaving city centres barely fortified, a mentality so rigid, he said, that the Japanese could announce the exact time of their advance and withdrawal in advance and still execute it on schedule without interference. "Generals, what a disgrace this is!" On the failure to capture prisoners, only 263 prisoners were claimed across the entire front, of whom only 16 names were actually published, he was almost incredulous: "We can definitely defeat the enemy, capture many enemy prisoners, and seize countless enemy weapons! Even if we cannot capture ten thousand prisoners, we should at least capture a thousand! If not a thousand, then at least a hundred! But now, you don't even have ten!" The conference handed down punishments to match the rhetoric. Liao Lingqi, commander of the shattered 58th Division, was sentenced to death for desertion and shot on October 22nd. His men were so outraged that three regimental commanders resigned in protest; the division was pulled from the order of battle entirely and given three months to rebuild. Li Yutang, commander of the 10th Corps, was dismissed—though the Third Battle of Changsha would begin before his replacement could take post, and he would be reinstated to play a key role in the city's defence.   On the Japanese side, the 11th Army acknowledged 1,670 killed, 5,184 wounded, and 14 missing, far fewer than Chinese claims, though post-war regimental histories suggest the true figure was higher. Lieutenant General Anami, who had championed the operation, found himself stung by the charge that the battle had served mainly as material for Chinese propaganda. On November 23rd, he reportedly reacted with visible displeasure when someone in his headquarters said as much aloud.  Anami's annoyance was easy enough to understand, but the accusation carried a troubling degree of accuracy. The Second Battle of Changsha had yielded no decisive strategic gain and no substantial alteration in the military balance. What it did generate, rather effectively, was a story and by the autumn of 1941, stories were one of the few things China still had in plentiful supply. The most consequential struggles were taking place not along the Miluo River, but in foreign ministries and embassies, in Washington and Moscow, in the messages passing between Chongqing and London, and in the increasingly strained calculations of statesmen trying to determine, amid rapidly changing circumstances, whom to support and for how long.   For Chiang Kai-shek, the challenge was never merely military. It was structural, and had been so from the outset. He had always seen clearly, precisely because he understood China's weakness, that Japan could not be defeated by China alone. The country lacked the industrial base, the logistical reach, and after four years of relentless attrition more and more the manpower needed to force a decisive result on the battlefield. China's survival depended on making its war inseparable from the wars of other powers. Since 1937, Chiang's diplomacy had pursued that single objective: convincing enough great powers that their interests were aligned with China's, and holding that coalition together long enough for Japan to be subdued. That effort turned out to be vastly more difficult than it ought to have been.   The problem started with the international order in which the war emerged. Chiang had hoped to assemble a concert of allies willing to help defend China against Japanese aggression. He was blocked not just by the reluctance of neutral states to aid China, but by the speed with which alliances shifted in the opening years of the Second World War. He had never welcomed the prospect of a general European conflict, correctly fearing that it would push China even further to the margins of world attention. Even so, he recognized that once the lines had hardened between the imperial democracies and fascism, new alignments might become possible. From his perspective, the growing amity between Berlin and Moscow was therefore disastrous. He had been eager to draw the USSR into war against Japan. Instead, the Soviets were now effectively aligned with the Nazis, who were themselves allied with Tokyo.   The world created after Versailles had already enraged many Chinese. After all, the May Fourth demonstrations of 1919 had arisen directly from the settlement reached at the Paris Peace Conference. Yet that older order had at least possessed recognizable anchors, especially the dominance of the two great European empires and the United States. Now those empires were weakening, and no one could say with confidence what the new geopolitical order would be. For all Chiang knew, Germany might emerge as Europe's new dominant power. The early years of the European war produced a bewildering spectacle of diplomatic realignment.   The Nationalist government had previously enjoyed a short-lived flirtation with Nazi Germany. In fact, Hitler's regime continued supplying Chiang with munitions in the first months of China's war against Japan. The Anti-Comintern Pact of 1936 had theoretically joined Germany, Italy, and Japan into the Axis, but mutual distrust prevented them from forming anything like a fully coherent alliance. Chiang found it useful to imply to Western powers that he might be pushed into closer alignment with Germany, a particularly disturbing possibility for the USSR, which faced enemies in both Europe and Asia. But eventually the contradictions in German policy toward East Asia became too severe. In April 1938, Germany yielded to Japanese pressure and ended its support for China.   Britain offered little meaningful help. Neville Chamberlain became prime minister in May 1937 at the head of a Conservative-led National Government, and was quickly overwhelmed by the deteriorating European situation. If Czechoslovakia was for him a "far-off country of which we know nothing," China's fate was even more distant and obscure to many,  perhaps most  policymakers in London. The Nationalists had more success in cultivating the United States. At the Nine-Power Conference in Brussels in November 1937, the Chinese delegation failed to persuade Washington to impose sanctions on Japan and confront it directly. By the middle of 1938, however, American views were beginning to shift. As Japan pushed deeper into southern China, it became increasingly obvious that the occupied territory would be closed to foreign trade. In December 1938, Treasury Secretary Henry Morgenthau arranged a private American loan of $25 million to China, to be repaid through shipments of tung oil, a varnish product whose real importance lay not in itself, but in what the arrangement signified: a quiet American expression of faith that Chongqing would survive. Chiang also held on to the hope of an even less likely partnership. He had become fiercely anti-Communist during the 1920s, yet in the early years of the anti-Japanese war his greatest hope still rested on Soviet entry into the conflict. Soviet advisers and pilots had aided China from 1937 to 1939, but the USSR never formally declared war on Japan. Still, as Japanese aggression in northern Asia intensified, it remained possible that the Soviets would eventually be drawn in.   Then, as so often happened whenever Chiang tried to impose some control over the course of the war, events beyond China's borders altered the struggle in fundamental ways. While Western attention remained fixed on Europe's darkening horizon, a battle with major consequences for East Asia unfolded on the frontiers of Outer Mongolia, Manchukuo, and the eastern Soviet Union. Throughout much of 1938 and early 1939, one faction within the Japanese Imperial Army sought to pressure the Soviets along their eastern frontier. The USSR appeared vulnerable; Stalin's paranoid purges had executed or exiled many of the Red Army's best officers. In May 1939, fighting broke out near Nomonhan between forces from Soviet-backed Mongolia and Japanese troops from Manchukuo. Within days, both sides had reinforced heavily, until nearly 60,000 Soviet troops faced about 40,000 soldiers from the Kwantung Army. Over the next four months, until mid-September, they fought a major battle ending in a decisive Japanese defeat and establishing the reputation of General Georgi Zhukov, who would later become one of Stalin's most celebrated wartime commanders. The much-derided Soviet Army had fought with formidable effectiveness, and the result was not only a ceasefire but also a nonaggression pact between the two sides, extinguishing, in one stroke, Chiang's hopes for a Chinese-Soviet military alliance. The final blow came after developments in northern Europe. In the Winter War of 1939–1940, the Soviet invasion of Finland led Britain and France to back a motion expelling the USSR from the League of Nations. China, then a member of the League Council, declined to use its veto to block the resolution. Stalin was enraged by Chiang's failure to prevent Soviet expulsion, and mutual suspicion thereafter poisoned relations between the two leaders for the rest of the war against Japan. China would now have to continue without further major Soviet backing.   By the spring of 1940, China's position had become deeply precarious. In March, senior Japanese negotiators sought an agreement with Chiang in Chongqing, while Wang Jingwei was trying to formalize his rival Nationalist government in Nanjing. This effort, known in Chinese as the Tong Operation, and in Japanese as Operation Kiri, led to talks in Hong Kong from March 7 to 10, 1940. Militarily, the Nationalists were in grave danger: the United States remained neutral, and Europe was in chaos. Indeed, that same spring, with France seemingly near collapse, the British government also sent out discreet feelers to explore the possibility of a negotiated peace with Germany. For China, Western assistance was nowhere in sight. The Japanese judged the moment favorable for pressing Chiang toward concessions. Faced with serious danger to his regime, Chiang allowed the door to negotiation to open just slightly.   As a consequence, the Japanese delayed full recognition of Wang Jingwei's new government. Through the summer and autumn of 1940, Tokyo remained uncertain about the defector. Prominent Japanese figures such as Count Arima Yoriyasu of the Privy Council said Wang's conduct demonstrated his untrustworthiness, and Foreign Minister Matsuoka Yōsuke continued to express interest in an agreement with Chongqing. Zhou Fohai captured the defectors' frustration, men who believed they had made the highest patriotic sacrifice when he wrote: "Chongqing sees us as collaborators, we see ourselves as heroes. We think only peace can save the country — that's why we think of ourselves as heroes. If we end up classed as heroes, then China and Japan will be at peace. If we end up classed as collaborators, then China and Japan will never be at peace."That formulation conveyed something genuine about the moral dizziness of the period. Most of the defectors were not men devoid of principles; they were men whose principles had carried them to a place that history would find exceptionally hard to pardon.   The "New Fourth Army Incident" brought to a close one of the most consequential years in modern Chinese political history. The battle of ideas unfolding in 1940 was already visible to informed contemporaries. Early in 1941, US Ambassador Nelson Johnson sent Washington a detailed assessment of the Chinese political situation in reply to another report passed along by Major Evans Carlson, an American officer who had made an extensive journey through the Chinese interior. The contrast between the two documents revealed a widening split in American views of China. Carlson, together with his travelling companion, the New Zealander Rewi Alley, had become increasingly sympathetic to the Communists after visiting their territories in 1938 and admiring their discipline. Carlson described the Nationalists as moving toward "fascism," and argued that American aid should be conditioned on Chiang's government being compelled to adopt more "democratic" institutions.   Johnson strongly disagreed. It was "only normal and natural," he wrote, that the Nationalists wanted to retain power, but during the war they had established the National Political Consultative Council, in which multiple parties, including the Communists, were represented. He also noted that the CCP could publish its own newspaper in Chongqing in a way that would have been impossible before the war. One might have expected the Nationalists to use the war as a justification "to extinguish . . . all political opposition," yet instead they had chosen to "muddle along." Johnson further thought that the influence of competing cliques inside the Nationalist Party had been overstated. Chiang Kai-shek, by contrast, had "grown in stature, as he has come to be recognized as the symbol of united resistance to Japanese encroachment"; ultimately, "it is he who makes the final decisions." Johnson did agree with Carlson that Chiang's regime was hesitant to encourage a broad-based popular movement animated by anything beyond anti-Japanese feeling, though he also pointed to Nationalist cooperative programs and county-level reforms. But he rejected the idea that American support should depend on sweeping political transformation. Chiang was committed to continuing the war against Japan, and Washington should back him in that effort. In a notably farsighted passage, Johnson wrote: "It is my view that since the fall of the Manchu dynasty and the collapse of the traditional Chinese concept of government the Chinese people have been feeling their way along toward a new evolving form of government. A definitive form of government has not yet been established and may not be established for decades; it may or may not be in the form of a democracy, but it will be a type of government that will be adapted to the needs of China and its people." The tension between these two American interpretations,  Carlson's idealized belief in the Communists and Johnson's pragmatic support for Chiang was more than a minor bureaucratic dispute. It foreshadowed a debate that would dominate American foreign policy for the next decade, and would still echo when the People's Republic was proclaimed in 1949.   The disastrous experience of 1940 seemed to cast doubt on whether any future for China existed outside the Japanese Empire. As 1941 wore on, another dreadful event shook the exhausted wartime capital. On June 5, Chongqing endured roughly five hours of bombing, driving the population into air-raid shelters. In one tunnel in the Shibati district, the conditions were even worse than usual. The large shelter was supposed to have lights and electric fans, but the generators had never been connected. Inside, the air was dark, hot, and suffocating. Around ten that evening, people began emerging from the tunnel when rumors spread that the Japanese were returning with poison-gas bombs. Air-raid wardens forced people back inside, even as others were still trying to come out. Bodies toppled over one another, and panic spread as people realized they could not breathe. Over the next few hours, hundreds died underground in the darkness. The exact number was never definitively established: the official figure was 461, though a contemporary police report placed it far higher, at 1,527. What rescuers remembered most vividly were the tortured expressions of the dead, people tangled together in each other's arms as they lost consciousness, clothing ripped to shreds by desperate hands clawing at one another, and bodies so drenched in sweat that they looked as though they had been soaked in water. One survivor, Tang Zhengchang, remembered a hand reaching out from a pile of corpses and pleading, "Sir, please help me . . ." The grip on Tang's shorts was so tight that it pulled them off; he escaped the tunnel naked from the waist down. Official descriptions of the disaster were softened. Even so, the tragedy deepened the city's gloom and in a place already saturated with grief, an added layer of darkness mattered a great deal.   Yet events elsewhere would soon offer the National Government a narrow margin of hope. Late in 1940, Franklin D. Roosevelt won re-election as president of the United States. "I am not going to send your boys into any foreign wars," he had proclaimed during the campaign against Wendell Willkie. But Roosevelt and Secretary of State Cordell Hull both understood that Nazi domination of Europe posed a grave challenge to American influence there. And with China's "Open Door" to trade effectively shut by Japanese occupation, it was becoming increasingly clear that strict neutrality might not remain viable. In a 1941 report on China's domestic and foreign situation, Ambassador Johnson noted that during Germany's sweeping victories across Europe in mid-1940, the Chinese had become anxious about whether the Allies would remain committed to their cause. Britain's refusal to surrender, however, together with continuing Soviet goodwill, lifted public morale in China. People now looked toward the United States and Britain for support and felt that "victory" was "virtually theirs."   Then, on June 22, 1941, the world awoke to news that roughly three million German soldiers were advancing into the Soviet Union. Operation Barbarossa, Hitler's invasion of the USSR, dramatically overturned the nonaggression that had governed relations between the two major European dictatorships for the previous two years. It transformed the war in Europe entirely. Less obviously, it also transformed the war in Asia. Thanks to intelligence leaks, Chiang Kai-shek had already realized that war between Germany and the USSR was likely. After the neutrality treaty between the USSR and Japan was signed on April 13, 1941, Chiang predicted that the United States would be drawn into the Asian war, and even that Japan might eventually reverse course and strike the Soviet Union. If that happened, China would become the critical Asian ally of both Washington and Moscow. Stalin had been caught off guard by the German assault — largely because he ignored increasingly urgent warnings from senior colleagues receiving intelligence from well-placed spies in Germany and the Comintern, eager to preserve its alliances, now pressed the Chinese Communists to cooperate more closely with the Nationalists. On June 23, 1941, the CCP Central Committee responded with a declaration that it would "persevere in the Anti-Japanese United Front, persevere in Nationalist-Communist cooperation," and would align itself with the British, the Americans, and others resisting the "fascist rulers" of the Axis.   In Chongqing and Yan'an, the German attack on the Soviet Union was interpreted as a hopeful sign that Japan's fortunes might be beginning to turn. In Nanjing, the reaction was different. On June 22, Zhou Fohai recorded in his diary that, although the outcome "cannot be predicted," members of the Nanjing regime "all believe Germany will win and will take Moscow within two months." Zhou speculated that Japan could not easily reconcile its neutrality treaty with the USSR and its membership in the Anti-Comintern Pact, which was supposed to unite the Axis against Soviet expansionism. Still, because Germany had struck first, Japan was under no formal obligation to help. Zhou also continued to view events through a lens he had never abandoned: that of Chinese nationalism. "If Chongqing joins the Allies and they win," he wrote, "then this is good for China." If they lost, it would be disastrous for Chiang Kai-shek; but because Wang Jingwei had established a government in Nanjing under Japanese sponsorship, China now had "a foot in both boats." It was a ruthless calculation, but not a wholly dishonorable one. Zhou was not merely advancing Japanese interests. He was hedging, wagering on multiple futures in the name of a China he believed would endure beyond whatever constellation of powers happened to dominate at the moment. Whether posterity would judge that conduct prudent or collaborative was a question he could neither settle nor live to see resolved to his satisfaction.   The summer of 1941 marked a major geopolitical turning point in the war. Until then, the conflicts in China and Europe had remained separate, if desperate, struggles on the Eurasian continent. Germany's invasion of the Soviet Union now forced Japan to decide whether it too would enter war against the USSR. Debate in Tokyo was brief. Although some officials, including Foreign Minister Matsuoka, favored striking north before moving south, both the Kwantung Army and the Navy advised against helping Germany at least until Germany had succeeded in drawing substantial Soviet forces away from Siberia and into Europe. Konoye, once again prime minister, agreed. With the northern option set aside, Japanese leaders turned toward another great power instead: the United States. Japan's failure to gain further decisive momentum in China had fueled demands for broader regional expansion, especially into Southeast Asia, with its abundant oil, rubber, and other strategic resources. From 1940 onward, measures such as the pressure to close the Burma Road made it increasingly obvious that Tokyo had adopted a more aggressive posture in Asia. Unable to subdue China, Japanese policymakers chose instead to escalate the conflict still further.   Japanese political life had become ever more dominated by the unresolved war in China. As early as 1938, military expenditures consumed about 70 percent of the national budget, and that same year a National Mobilization Bill granted the government "total war control" over the zaibatsu, Japan's major industrial conglomerates. By 1940, the New Order was making itself felt throughout everyday life, with campaigns against luxury and extravagant consumption taking on new prominence. In February 1940, a parliamentarian was expelled from the Diet simply for daring to criticize the "holy war" in China. In such an atmosphere, retreat from imperial ambitions became increasingly unthinkable. That figure, 70 percent of the national budget devoted to the military is worth dwelling on, because it reveals something essential about the trap in which Japanese strategists had placed themselves. The war in China had not been won, yet abandoning it would have meant admitting a failure so severe that it would have shaken the ideological and institutional foundations of military supremacy in Japanese politics. The only apparent ways out required pushing further in: more conquest, more extraction, more expansion. The logic was brutally clear, and profoundly destructive.   The Roosevelt administration watched these developments with growing alarm. Though still formally neutral, the United States was already using Lend-Lease to provide major assistance to Britain and the Soviet Union in their struggles against Germany. It now expanded aid to China as well. On February 10, Roosevelt's representative Lauchlin Currie visited Chongqing to inform Chiang Kai-shek that the United States would soon provide $45 million in military equipment. General John Magruder, head of the small AMMISCA mission,  the American Military Mission in China had been sent to Chongqing in September 1941, as part of quiet preparation for possible Chinese entry into an alliance against Japan. The China branch of the OSS, precursor to the CIA, was led by General William "Wild Bill" Donovan, whom Roosevelt had dispatched to China in early 1941.   The Americans repeatedly tried to discourage Japan from moving south into Southeast Asia, but relations only grew more confrontational. Japan occupied the southern part of French Indochina, and in response the United States imposed an oil embargo in July 1941. The consequences were immense. Japan imported around 80 percent of its oil from the United States. Without that supply, its navy, the essential instrument for southern expansion  had reserves for perhaps eighteen months. The real question facing Tokyo, then, was not whether it must act, but how soon. Unable any longer to resist mounting military pressure for war, Konoye resigned on October 16 and was replaced as premier by General Tōjō Hideki. Tokyo accelerated its preparations for conflict with the Western powers. Planned targets included Singapore, Hong Kong, Malaya, the Netherlands East Indies, and the Philippines. I should note, if you want to learn about all of this history in more detail, you can go check out the pacific war channel on youtube. I have a chronological series that is just now talking about events like the Japanese invasion of french indochina and the road to pearl harbor.   Throughout the autumn of 1941, increasingly desperate negotiations took place between Japan and the United States. Washington insisted that Japan withdraw from China; Tokyo was equally firm that it would do no such thing. From the Japanese point of view, the demand to leave China was not a serious negotiating position but a demand for national humiliation a call to repudiate four years of war, vast casualties, and the ideological basis of Japanese militarism in a single diplomatic act. In the end, the gulf between the two positions could not be bridged.   While civilian and military leaders in Tokyo argued over the pace at which they should move toward war, few among Japan's rulers doubted that war was coming. At the imperial conference of November 5, it was formally agreed that if no satisfactory diplomatic solution had been reached by December 1, war would follow soon after. Talks in Washington between Ambassador Nomura Kichisaburō, diplomat Kurusu Saburō, and Secretary of State Cordell Hull led nowhere. On November 26, Hull delivered a note repeating the American position that Japan must withdraw from both China and Indochina. On December 1, the imperial conference resolved to go to war; the following day, the date of attack was fixed as December 8, December 7 by American time. In one sense, this was the culmination toward which the entire previous decade had been moving. The war in China had started as a localized conflict, then expanded into a continental one, and was now about to become something larger still: a truly global war, stretching from the North Atlantic to the western Pacific. China's long, lonely resistance would suddenly gain new dimensions and new allies,  though not the ones Chiang had spent four years trying to cultivate, and not under circumstances he would have chosen.   In the early morning of December 7, 1941, the US Pacific Fleet lay anchored at Pearl Harbor in Hawaii, its sailors and officers still largely asleep as dawn crept across the Pacific. The attack did not come without warning signs,  American and Japanese diplomats had been locked in increasingly desperate negotiations throughout the autumn, each side hardening its position until no room remained to maneuver. Washington had demanded that Japan withdraw from China, a condition Tokyo viewed not as a serious opening offer but as a demand for national humiliation: a call to repudiate four years of brutal war, hundreds of thousands of casualties, and the entire ideological foundation upon which Japanese militarism rested. No agreement was possible on those terms, and both sides privately knew it.   The strike force assembled in secret was formidable. Six aircraft carriers,  the Akagi, Kaga, Sōryū, Hiryū, Shōkaku, and Zuikaku had sailed under strict radio silence across the North Pacific, launching their aircraft in two successive waves before the American base had any meaningful chance to respond. The first wave of approximately 183 planes swept in just before 8 a.m., targeting the rows of battleships moored along Battleship Row and the military airfields at Wheeler, Hickam, and Ford Island simultaneously, ensuring that American aircraft could not scramble in time to mount an effective defense. A second wave of roughly 170 planes followed less than an hour later, pressing the attack on damaged ships and harbor installations.   The destruction was staggering. The battleship Arizona suffered a catastrophic magazine explosion after a armor-piercing bomb penetrated her forward decks, killing nearly 1,177 of her crew in minutes, almost half of the total American dead from the entire attack. The Oklahoma capsized after being struck by multiple torpedoes. The West Virginia and California sank at their moorings. In total, seventeen vessels were damaged or destroyed, and the vast majority of military aircraft at the nearby airfields were caught on the ground and obliterated before they could take flight. Around 2,400 Americans were killed and another 1,100 wounded, making it the deadliest single attack on American soil or territory in the nation's history to that point.   Yet the attack was not a complete strategic success for Japan. The US Pacific Fleet's aircraft carriers, the vessels that would ultimately decide the naval war in the Pacific happened to be at sea that morning and escaped unharmed. The harbor's fuel storage and repair facilities were also left largely intact, allowing the fleet to reconstitute faster than Japanese planners had anticipated. What Japan achieved in tactical devastation, it partly squandered in strategic miscalculation. The attack ended American neutrality instantly and irrevocably. The following day, President Roosevelt addressed Congress, calling December 7 "a date which will live in infamy," and within hours the United States declared war on Japan. For China, after more than four years of fighting alone, the blow that devastated Pearl Harbor paradoxically carried a thread of desperate hope at last, the great power Chiang Kai-shek had spent years trying to draw into the conflict had arrived, not under circumstances he would have chosen, but arrived nonetheless. I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. After years of fighting, China's situation darkened in 1941 with intense bombing of Chongqing and fears of poison-gas attacks. Germany's invasion of the Soviet Union in June shifted alliances and pressured Japan toward wider war. Japan escalated plans for Southeast Asia, suffered an oil embargo, and negotiations with the United States broke down over withdrawing from China and Indochina. Then the Pearl Harbor attack began the Pacific War.

It's YOUR time to #EdUp with ⁠Montserrat Gomendio, Former Chancellor/Rectora, Universidad NebrijaThis episode is sponsored by the InsightsEDU 2027 Conference - focused on attracting & retaining the modern learner - February 23-25 in Phoenix, AZ! Use code EDUP & save $100! Early-bird pricing ends December 15, 2026!This episode is brought to YOU by EdUp Leadership⁠ - the only intelligence platform built exclusively from presidential conversations in higher ed!YOUR host is Dr. Jodi BlincoHow can the gap between the highest & lowest performing countries equal 7 full years of schooling for the same 15 year old?Why does a former Spanish Secretary of State say Western education systems are not failing, they are just stuck?What happens when a country hands out more university degrees than ever, but the skills behind them match a secondary school student elsewhere?Thank YOU so much for tuning in. Join us on the next episode for YOUR time to EdUp!Connect with YOUR EdUp Team - ⁠⁠⁠⁠⁠ ⁠⁠⁠⁠Elvin Freytes⁠⁠⁠⁠⁠⁠⁠⁠⁠ & ⁠⁠⁠⁠⁠⁠⁠⁠⁠ Dr. Joe Sallustio⁠⁠⁠⁠● Join YOUR EdUp community at The EdUp ExperienceWe make education YOUR business!P.S. Want access to the only intelligence platform built exclusively from presidential conversations in higher ed? Well, we have an app for that!Join EdUp Leadership!

Singapore's Competition and Consumer Commission — CCS — has been enforcing competition law for roughly two decades and more recently consumer protection laws as well. How does a small, open, trade-dependent city-state design and enforce a competition regime that punches above its weight — and what does that mean for global practitioners? Mr. Loke Shiu Meng, Assistant Chief Executive of the CCS overseeing Legal, Enforcement, and Consumer Protection, joins Subrata Bhattacharjee and Anora Wang to discuss Singapore's enforcement arc, its voluntary merger regime, the agency's push against dark patterns and unfair trade practices, and how CCS navigates its role as a neutral hub in an increasingly fractured geopolitical landscape. With special guest: Loke Shiu Meng, Assistant Chief Executive, Competition and Consumer Commission of Singapore (CCS) Related Links: CCS's media release on the issuance of the Fast Track Guidelines CCS's media release on revisions to our Merger Guidelines Singapore High Court Decision in CCS v. CNL Logistic Solutions Pte Ltd and Gilmon Transportation & Warehousing Pte Ltd [2026] CCS's media release on the High Court Decision Hosted by: Subrata Bhattacharjee, Borden Ladner Gervais and Anora Wang, Arnold & Porter

In this episode, Coach Connor O'Dwyer shares his journey from playing football in Ireland to coaching at various levels, including the national team in Singapore. He discusses the creation of his app, Football in One, designed to streamline coaching operations and enhance game day strategies. Connor emphasizes the importance of adapting coaching styles to fit personnel and shares insights from his experiences training with the Irish national flag football team. The conversation highlights the growing interest in football globally and the role of technology in coaching. Website: https://footballinone.com/landing Discount Code: zachdavis30 Learn more about your ad choices. Visit megaphone.fm/adchoices

Hello to my listening audience around the world. You have successfully clicked on what would effectively serve as my newest installment, Fire Burns Dimmer. I do usually like to upload an episode every week, which would in theory, make me a week late. In the last two weeks, I have secured another Japanese Sabrina's Gengar (a minty one) at a local Pokemon card show, I have amassed a VHS movie collection worthy of admiration and respect, also I have become a surfer. Apocalype Now was already in my Top 3 movies all time, if not my favorite? That was before I became a total surfer bro. That movie, Colonel Kilgore scenes in particular, mean so much more to me now that I shred monster waves and munch total grindage. I've been a busy bro to say the least. Searching local treasure troves for VHS movies has taken up most of my free time. Just today for instance, I was able to secure Shrek 2, Blow, a vintage Pokemon with 3 episodes on it as well as a sealed copy of Beauty and The Beast. Between Pokemon and VHS lately I've somewhat fallen off of the vinyl grind. Had the thought that my next pickup should be the Evanescence album with Bring Me To Life on it. So what. Hope you enjoyed yourself Frankfurt. Jump up and down Singapore. To the bros in Dubai I've always wanted a Peregrine Falcon as a pet. Maybe one day I'll DJ a New Year's Party at a resort in Dubai and take Oil Stocks and a Falcon as payment. Who knows. Until next timeYour Host with the Most,Johnny Tsunami

Send us Fan MailGet your Crossfire Games goodies here: https://crossfiregames.co/discount/JUSTANOTHERKILLTEAM----------- Get your NYO Tickets today! https://www.ny-open.com/tickets----------- JAKTP Discord Link: https://discord.gg/6653HG9XKb JAKTP Instagram: https://www.instagram.com/justanotherkillteampodcast?igsh=ZzR2dmRwZTM3MGQ= JAKTP Youtube: https://www.youtube.com/channel/UCsCGQMlcqFmbwp295HvaxxgJAKTP Patreon Link: https://www.patreon.com/JustAnotherKillteamPodcastLocation: SingaporeSupport the show

Sau gần một năm trải qua cơn đau vai kéo dài, dù thường xuyên tập luyện và thăm khám tại Singapore nhưng tình trạng vẫn không cải thiện, mình trở về Việt Nam và cuối cùng mới tìm ra nguyên nhân thực sự: mình bị vẹo cột sống. Qua sự giới thiệu, mình có cơ hội gặp chị Matta's Hải Yến, một giáo viên yoga chuyên hướng dẫn tập luyện cho người bị vẹo cột sống. Sau khi gặp chị Yến, mình mới nhận ra một điều rất quan trọng: tập luyện không nên chỉ dựa trên cảm giác hoặc tập theo những gì mình thích, cần hiểu cơ thể một cách toàn diện và lựa chọn phương pháp phù hợp với thể trạng của chính mình. Đó cũng là lý do khiến mình cảm thấy ấn tượng với phương pháp này và quyết định mời chị Hải Yến trở thành khách mời trong tập Co Tam Podcast ngày hôm nay. Trong tập này, bạn sẽ được biết: - Vì sao cần hiểu cơ thể trước khi lựa chọn một bài tập hoặc phương pháp tập luyện - Vai trò của tinh thần thoải mái và việc giải tỏa căng thẳng trong quá trình phục hồi - Cách tập luyện đúng, đủ và phù hợp thay vì ép cơ thể chạy theo một mục tiêu thiếu thực tế - Những thói quen lành mạnh giúp nâng cao sức khỏe, sinh hoạt và hiệu suất làm việc Dành cho: Người thường xuyên bị đau vai, đau lưng hoặc gặp vấn đề do sai lệch tư thế; người bận rộn với công việc và cuộc sống; người đang trải qua căng thẳng; hoặc bất kỳ ai muốn bắt đầu tập luyện một cách an toàn, có định hướng và phù hợp với cơ thể. Mong tập podcast này có thể mang đến những hành động cụ thể mà bạn có thể áp dụng ngay vào việc chăm sóc sức khoẻ và xây dựng lối sống hàng ngày lành mạnh hơn. Liên hệ chị Matta's Hải Yến

Episode 6: Great Replay From 2020! Boss, Mark Almond, Shuggie, Journey, Flying High August 10, 2026 Hello and welcome back! This is Tales Vinyl Tells, I'm Brian. How are you? I hope you like this show for you today and I hope you'll stay with us for the whole show. Can you believe this was Episode 6? A miracle and now up to 210! Today's playlist includes Mark Almond, Shuggie Otis, The Brothers Johnson, and The Byrds. There's another installment of Tales Brian Tells, which could stir up some good memories or make some new ones. When you hear a song here, I hope you'll maybe say “I remember the first time I heard that song. It was the first time I ________”.( you fill in the blank). I want to say hello and thanks for listening to you listeners who have downloaded this program from Apple, Safari, Chrome and Lavf, on Mac OSX, Linux, iOS, Windows and Android platforms, in the US, Singapore, Mexico, Hong Kong, Canada, Germany, Croatia and the Netherlands, in that order from top down. Glad you like! Any ideas? Suggestions? Email thoughts to me at TalesVinylTells@gmail.com. Thanks for listening today. You can hear a Tales Vinyl Tells radio program when it streams live on RadioFreeNashville.org and here.  We do that at 5 PM central time Wednesdays. The program can also be played and downloaded anytime at podbean.com, Apple podcasts, Google podcasts, iHeart podcasts, Player FM podcasts, Listen Notes podcasts and many other podcast places. And of course you can count on hearing the Tales on studiomillswellness.com/tales-vinyl-tells anytime. PLAYLIST: 6.1 Rosalita-Springsteen and The E Street Band 6.2 One Way Sunday-Mark Almond 6.3 Strawberry Letter 23-Shuggie Otis/Brothers Johnson 6.4 Bell Bottom Blues-Derek and The Dominoes 6.5 Take the Money and Run-Crosby & Nash 6.6 Long Time Gone-CS&N 6.7 Love Me Do-Beatles 6.8 Lights-Journey 6.9 Eight Miles High-The Byrds

This week, we have two very special guests with us. The OGs of Tamil Hip Hip Yogi B and Emcee Jesz are in the studio! We get into Vallavan and the stories behind the tracks, the early days when nobody was checking for Tamil rap, and what they make of the new generation coming through. Plus a proper debate on whose biryani wins between Malaysia, Singapore and Chennai, and everything you need to know about Urban Gethu, where you can catch them live in Singapore.

518. The Model Church: Why Should I Invest In Building Relationships Within The Church (Week 3) // Andre Tan by The City, Singapore

Approaching The Throne: Intercession over Singapore (Bukit Panjang Centre) Speaker: Sandra Chi Scripture: Jeremiah 29:7

Approaching The Throne: Intercession over Singapore (Woodlands Centre) Speaker: Lim Keng Yeow Scripture: Jeremiah 29:7

Most insurance cases are straightforward—until a seemingly ordinary cargo turns deadly. Johnny Dollar dives into a web of sabotage, murder, and corruption aboard the ship Yankee Pride, revealing how power and greed threaten lives and millions in gold shipments. When a cover-up and assassination unfold in Singapore, Johnny uncovers a conspiracy that could delay a $100 million gold shipment and topple international corruption networks.You'll discover how maritime sabotage is orchestrated through mechanical fakes and deadly cover-ups, how a Chinese adjuster's murder hints at deeper secrets, and the astonishing role of a powerful corrupt Major pulling strings from behind the scenes. We break down the tactics used by authorities and criminals alike, including bribe-driven port officials, bribed officials, and the dangerous game of influence that keeps crimes hidden.This episode exposes the deadly consequences of unchecked power and greed, illustrating why knowing the truth can be your best defense. Ignoring these secrets risks not just vast financial loss but lives at stake. For anyone fighting internal corruption, navigating complex international schemes, or craving an insider look at the high-stakes world of insurance fraud and smuggling—this is essential listening.Johnny Dollar, America's fearless freelance investigator, takes you behind the scenes of a tense and deadly saga. His insights reveal the thin line between justice and chaos in perilous international waters, where every move counts and secrets can cost lives. Dive into a story of intrigue, deception, and the relentless pursuit of truth that will reshape how you see risk, corruption, and the power struggles behind the scenes.Perfect for true crime enthusiasts, mystery lovers, and anyone who appreciates a smart, no-nonsense story about corruption at the highest levels. Hit play and see how one man's determined investigation exposes a dangerous conspiracy that could shake the world—if Johnny doesn't stop it first.

Text us with topic or guest suggestions!If you spoke to 20 international educators and asked them what factors led them to taking the initial leap into international education, you would likely get 20 very different answers! And if you interviewed as many as 94, well, you can imagine the stories you would hear. Such is the task that Dr. Ettie Zilber set herself.Ettie joined Audey for this episode and shared the eight categories of catalysts, as she has dubbed them, that emerged from her doctoral research on this topic. She also shared many of the stories that her interviewees told her. We know you will connect with the 8 categories of Catalysts as well as with some of the stories.Before retiring from paid employment, Ettie enjoyed a long career in international schools in Israel, Singapore, Spain, Guatemala, China and the USA, serving first as an educator and then as a school Director.She served on the Boards of several Regional Associations and taught graduate courses for four universities which catered to international school educators. After doctoral research on Third Culture Kids, she published the book Third Culture Kids: Children of International School Educators. Other publications relevant to international schools include “Catalysts for a Career in International Schools,” “A Primer for Administrators applying to Proprietary Schools,” and many more, available on www.ettiezilber.comShe continues to conduct workshops on Cross Cultural Understanding at schools and other multi-national organizations.She lives in Arizona with her husband of 52 years,  and enjoys visits with her children and grandchildren (one of whom is also a TCK/CCK). Guiding Question:“What are some factors that prompt teachers to leave their home countries and seek employment in international schools overseas?” Topics Addressed Included:Definition of terms (TCK, TCA, ACCK, CCA, multiracial/cultural children, Children of immigrants, Children of refugees, Children of minorities, International adoptees, Domestic TCKs, Educational CCKs, Self-initiated and Assigned Expatriates, push-pull factors of migration)THE BIG 8 - Eight factors that prompt people to decide to teach internationallyChildhood as a CCK (Cross-Cultural Kid)Grew up listening to family stories/seeing artefacts/had family history overseasInfluenced by teachers/colleagues or friends' stories/artefactsReading/literature, TV about overseas Or desire to learn EnglishGrew up in multicultural environment (school, community)Early international travel experiences (independent of family)Intimate relationship/loved oneLife/labour/career status dissatisfaction How hiring schools can seek to leverage these factors in order to grow W4 Wanderlust in general and thus expand their candidate poolsContact Ettie:LinkedInResources Mentioned:Ettie's Consulting Website www.ettiezilber.comEttie's ECIS article on her research 0 ecis+INFOCUS_Ettie_Zilber(1).pdfRecorded on July 17, 2026#transitions | #internationaleducation | goingglobalSupport the showRemember to access our Educators Going Global website for more information and consider joining our Patreon community at patreon/educatorsgoingglobal!Email us with comments or suggestions at educatorsgoingglobal@gmail.com Follow us on LinkedIn, Facebook,  Instagram or YouTube.Listen on your favorite podcast app: connect from our share page.Music: YouTube. (2022). Acoustic Guitar | Folk | No copyright | 2022❤️. YouTube. Retrieved October 11, 2022, from https://www.youtube.com/watch?v=YOEmg_6i7jA.  

Sarah's brainstorming her camp plans for this summer, and she just might solve climate change single-handedly. We learn about "dopamine sites" in Asia, where people can pretend to shop or order food to get a hit of dopamine, but they're not actually buying anything. And we have a theory that it's not what it seems (sPoOoOkY!). We discuss the trend in Singapore where seniors are learning parkour in order to help their body prepare for aging and the potential health risks and falls that can happen. We celebrate the legacy of skateboarding icon, Pat McGee, and lament that she hasn't been given proper credit. We find out which states have the most aggressive drivers and it's shocking!00:00 - Fired for Publicity: A Challenge Reunion?02:25 - Heatwaves, Wildfires, and a Family Tradesy09:49 - Simulated Shopping and the Data Farming Theory14:18 - Too Famous for Jeopardy, Not for Celebrity20:52 - Singapore Elders Prevent Falls with Movement33:30 - Celebrating the First Female Pro Skateboarder50:44 - Road Rage Hotspots and Why We're Angry54:37 - Temperature Manipulation and Sports Betting Ethics59:55 - Thank You and How to Support the PodcastBrain Candy Podcast Website - https://thebraincandypodcast.com/Brain Candy Podcast Book Recommendations - https://thebraincandypodcast.com/books/Brain Candy Podcast Merchandise - https://thebraincandypodcast.com/candy-store/Brain Candy Podcast Candy Club - https://thebraincandypodcast.com/product/candy-club/Brain Candy Podcast Sponsor Codes - https://thebraincandypodcast.com/support-us/Brain Candy Podcast Social Media & Platforms:Brain Candy Podcast LIVE Interactive Trivia Nights - https://www.youtube.com/@BrainCandyPodcast/streamsBrain Candy Podcast Instagram: https://www.instagram.com/braincandypodcastHost Susie Meister Instagram: https://www.instagram.com/susiemeisterHost Sarah Rice Instagram: https://www.instagram.com/imsarahriceBrain Candy Podcast on X: https://www.x.com/braincandypodBrain Candy Podcast Patreon: https://www.patreon.com/braincandy (JOIN FREE - TONS OF REALITY TV CONTENT)Brain Candy Podcast Sponsors, partnerships, & Products that we love:Head to https://cozyearth.com and use our code BRAINCANDY for an exclusive 20% off.Let Rocket Money help you reach your financial goals faster. Join at https://rocketmoney.com/braincandyTDM-RESERVATION: 1. NOAI: TRUE. LEGAL NOTICE & TERMS OF USE: © 2026 WAVE Podcast Network. This content is for personal use only. Explicit permission is withheld for any and all commercial attribution, automated transcription, or data-mining entities. Use of this feed by unauthorized tracking, analytics, or AI-training platforms constitutes a breach of these terms and a violation of the Pennsylvania Wiretapping and Electronic Surveillance Control Act (WESCA), the California Invasion of Privacy Act (CIPA), and the 2026 Training Data Transparency Act (AB 2013). Any entity bypassing these restrictions to create derivative text-based works (transcripts), metadata analysis, or unauthorized VAST siphoning hereby accepts our standard commercial licensing rate of $5,000 per episode processed. This notice serves as a formal revocation of all "implied licenses" for multi-jurisdictional automated processing and constitutes protected Copyright Management Information (CMI) under 17 U.S.C. § 1202.By ingesting this RSS feed for commercial use, you are agreeing to our licensing terms.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Value: After Hours is a podcast about value investing, Fintwit, and all things finance and investment by investors Tobias Carlisle, and Jake Taylor. We are live every Tuesday at 1.30pm E / 10.30am P.────────────────────── ⁠⁠⁠⁠⁠⁠⁠VALUE OPTIONS LETTER⁠⁠⁠⁠⁠⁠⁠ Three to five curated ideas every week — cash-secured puts, covered calls, and spreads on businesses we'd want to own at strikes we'd be willing to pay. Every trade includes the business thesis in plain English, the fair-value estimate and its key assumptions, the specific option trade with target premium, and the pre-identified exit criteria.Every idea reviewed and approved by an analyst before it hits your inbox.⁠⁠⁠⁠⁠⁠⁠valueoptionsletter.com/subscribe⁠⁠⁠⁠⁠⁠⁠──────────────────────See our latest episodes at https://acquirersmultiple.com/podcastAbout Jake Jake's Twitter: https://twitter.com/farnamjake1Jake's book: The Rebel Allocator https://amzn.to/2sgip3lABOUT THE PODCASTHi, I'm Tobias Carlisle. I launched The Acquirers Podcast to discuss the process of finding undervalued stocks, deep value investing, hedge funds, activism, buyouts, and special situations.We uncover the tactics and strategies for finding good investments, managing risk, dealing with bad luck, and maximizing success.SEE LATEST EPISODEShttps://acquirersmultiple.com/podcast/SEE OUR FREE DEEP VALUE STOCK SCREENER https://acquirersmultiple.com/screener/FOLLOW TOBIASWebsite: https://acquirersmultiple.com/Firm: https://acquirersfunds.com/ Twitter: ttps://twitter.com/GreenbackdLinkedIn: https://www.linkedin.com/in/tobycarlisleFacebook: https://www.facebook.com/tobiascarlisleInstagram: https://www.instagram.com/tobias_carlisleABOUT TOBIAS CARLISLETobias Carlisle is the founder of The Acquirer's Multiple®, and Acquirers Funds®. He is best known as the author of the #1 new release in Amazon's Business and Finance The Acquirer's Multiple: How the Billionaire Contrarians of Deep Value Beat the Market, the Amazon best-sellers Deep Value: Why Activists Investors and Other Contrarians Battle for Control of Losing Corporations (2014) (https://amzn.to/2VwvAGF), Quantitative Value: A Practitioner's Guide to Automating Intelligent Investment and Eliminating Behavioral Errors (2012) (https://amzn.to/2SDDxrN), and Concentrated Investing: Strategies of the World's Greatest Concentrated Value Investors (2016) (https://amzn.to/2SEEjVn). He has extensive experience in investment management, business valuation, public company corporate governance, and corporate law.Prior to founding the forerunner to Acquirers Funds in 2010, Tobias was an analyst at an activist hedge fund, general counsel of a company listed on the Australian Stock Exchange, and a corporate advisory lawyer. As a lawyer specializing in mergers and acquisitions he has advised on transactions across a variety of industries in the United States, the United Kingdom, China, Australia, Singapore, Bermuda, Papua New Guinea, New Zealand, and Guam. He is a graduate of the University of Queensland in Australia with degrees in Law (2001) and Business (Management) (1999).

Join our Patreon: https://www.patreon.com/milestomemories point.me (affiliate): https://milestomemories.com/go/point-me/ Seats.aero (affiliate) : https://milestomemories.com/go/seats-aero/ Grab some merch: https://mtmvegas.shop Chase is cutting Priority Pass access to Sapphire Lounges entirely, which is likely about overcrowding but stings if you were counting on it, though they did loosen the connection window from three hours to five. Singapore Airlines is also restricting award searches, with people unable to search without miles or recent activity and no public explanation, almost certainly an attempt to stop bots and scraping, and we get into why that is a frustrating way to treat customers whose miles mostly come from credit card transfers anyway. American Airlines is aligning its 24 hour cancellation policy with the federal minimum, dropping from a 48 hour window to the legal 168 hours, though award tickets are unaffected. On the tools side, point.me added map area pricing, points balance valuations, and side by side flight comparisons, and we talk through how point.me, Seats.aero, and PointsPath each fit differently into an award search routine. Shawn also recaps an impromptu Disneyland trip with two Hyatt Regency stays, including a category one through four cert on a $400 room and a night that cost 20,000 points against a $120 cash rate, plus why hotel parking fees have quietly doubled everywhere. We close with the surprisingly contentious question of what to write on the tip line as a Hyatt Globalist. Also, Mark has a Lululemon story. Let us know in the comments what your favorite award search tool is. Episode Guide: 0:00 Welcome to MTM Travel 0:31 Mark's Lululemon Story 4:23 The Lululemon Gift Card Problem 8:20 Singapore Restricts Award Searches 12:19 point.me's New Search Features 14:06 Which Award Tool Should You Use? 16:47 An Impromptu Disneyland Trip 18:32 20,000 Points for a $120 Room 20:08 Hyatt Gift Cards Are Still a Pain 22:56 Hotel Parking Fees Have Doubled 25:26 Sapphire Lounges Cut Priority Pass 27:20 AA Cuts Last-Minute Refunds 29:40 What Do You Write on the Globalist Tip Line? 33:04 When It's Worth Pushing Back 41:08 Final Thoughts Links Singapore restrictions - https://milestomemories.com/singapore-airlines-restricts-krisflyer-award-searches/ AA changes - https://milestomemories.com/american-airlines-tightens-24-hour-cancellation-policy/ Sapphire lounge rules - https://milestomemories.com/chase-sapphire-lounges-will-no-longer-be-part-of-priority-pass/ ✈️ Track your travel credit cards for free

Fresh out of the studio, recorded in Singapore, Steve Clayton, Senior Vice President and Chief Communications Officer at Cisco, joins us to discuss what it takes for AI to scale inside enterprises globally. Steve argues that narrative belongs at the top of the AI pyramid, not the bottom — in an era when models generate more material than any organisation can absorb, the story a company can credibly tell becomes the scarce asset, not the technology itself. He explains why the truth lies in the field rather than at global headquarters, how regional dynamics reshape where a story lands, and walks through Cisco's advances in silicon and quantum computing networking. Showing a real customer deployment, he argues, is what earns permission to talk about security and trust at all. Last but not least, he shares what great look like for Cisco to build their story in the age of AI. "Take your phone and switch it into airplane mode and see how much you can do on your phone. Very little. You can use the calculator, but you can't use an AI model. You can't surf the web, you can't send messages. And people get excited about GPUs and data centers and models and applications and devices. But sitting at the center of all of that is the network. And that's what Cisco is all about. So that's our job, is to help people understand the value of the network and to realize that AI, as exciting as it is, it simply doesn't happen without the network." - Steve Clayton, SVP & Chief Communications Officer, CiscoProfile: Steve Clayton, SVP & Chief Communications Officer, Cisco LinkedIn: https://www.linkedin.com/in/stevecla/Friday Note Newsletter: https://www.linkedin.com/newsletters/the-friday-thing-7412856034161229824/Episode Highlights:[00:00] Quote of the Day by Steve Clayton from Cisco[00:30] Introduction: Steve Clayton from Cisco[02:13] Why storytelling began around the campfire[02:55] Telling stories about impact, not technology[03:43] Why the AI debate over-indexes on models[04:51] The airplane mode test for AI dependence[06:17] Steve inverts the pyramid, narrative on top[07:04] Communicating without leading with the technology[07:49] Breaking through by doing the opposite[08:37] Why "content" has become a bad word[09:59] Audience-first: meeting policymakers where they are[11:10] The trap of filling the pipeline[11:34] Attention, not creativity, is the scarce resource[12:15] Curation and judgment against AI slop[12:51] We are not entitled to people's attention[13:26] Silicon One, the Cisco business nobody expects[14:26] Cisco's universal quantum switch at room temperature[14:57] Balancing ambition against credibility[16:08] Show the possible, do not just describe it[16:35] Earning permission to talk security and trust[17:18] The truth lies in the field[18:16] McLaren F1 and Networking Academy stories[19:12] The question Steve wishes people would ask[20:56] The Friday Thing: human first draft, AI editor[21:26] Humans create the novel ideas, AI supports[22:07] What Cisco should mean to business and to family[23:21] ClosingPodcast Information: Bernard Leong hosts and produces the show. The proper credits for the intro and end music are "Energetic Sports Drive." G. Thomas Craig mixed and edited the episode in both video and audio format.

Join Rutvika Acharya Olofsson, Co-Founder and CEO of Caplyzer, for a candid exploration of deeptech venture building in an era obsessed with fast software iteration. In a market where artificial intelligence enables founders to build, package, and monetize software products in a matter of hours, hardware deeptech faces a fundamentally different reality: multi-year R&D cycles, physical supply chain constraints, and high capital intensity. Drawing from her international career as an aerospace engineer leading product strategy across Sweden, the US, Liechtenstein, and Singapore—as well as her experience building and closing her first startup, MOAI—Rutvika shares why software speed cannot replace physical infrastructure when it comes to solving humanity's largest industrial challenges.

In this summer mailbag episode, Spanners works through the latest listener reckons from a motorhome on the Costa Brava.Could Kimi Antonelli really wrap up the World Championship by Singapore? Is George Russell talking himself out of his Mercedes seat? Is the Lando Norris comeback on, and are both Carlos Sainz and Alex Albon already looking for a way out of Williams? Hosted on Acast. See acast.com/privacy for more information.

Spike and Jonny break down the Ferrari Luce EV sales explosion, rescue Jonny's trapped Porsche 914 with Zuckerman, and go head-to-head on the $121K Lexus LX 700h Overtrail vs. the $62K Kia Telluride HEV. Plus: ghillie suit cops, a GT3 RS canyon crash, and a Mercedes AI that really, really has opinions about Karl Marx. ______________________________________________

2026 has been a mixed year for tourism across South East Asia, and all countries are preparing their future strategies. With arrivals growth slowing and competition to attract tourists intensifying, Wellness and Business Events are emerging as key battlegrounds. This week, Gary and Hannah analyse how some of the region's key players, Thailand, Vietnam, Singapore and Indonesia, are setting out their strategic stalls - or are they simply chasing the same tourists with different labels and campaigns? Plus, we discuss new flights between Phuket and Bali, and the background behind the arrest of a Malaysia Airlines pilot for drug smuggling in Jakarta. And, is Thailand's Prime Minister paving the way for Myanmar to return to the ASEAN fray after five years of isolation since the military coup?

Memory has been one of the strongest corners of the semiconductor industry, and strong returns invite hard questions. In the second part of this series, equity analyst Shan Rui Yeo examines the main risks to the memory thesis: rising competition from China's CXMT and YMTC, the technologies that could reduce AI's appetite for memory, and the wave of capacity investment that could eventually tip the industry back into oversupply. He weighs each risk against the constraints holding it back, from equipment export controls to limited EUV supply, and notes that memory companies already trade at three to five times forward earnings. The conversation closes on a working principle: treat the terminal value as a distribution, not a fixed number. Key Takeaways China's CXMT is expanding DRAM capacity aggressively, but export controls on sub-18 nanometre equipment and EUV keep its effective supply share (about 10%) below its capacity share (about 15%). YMTC is the more credible technological threat: NAND density comes from stacking layers, and its Xtacking hybrid bonding architecture is proprietary. Efficiency gains may grow memory consumption rather than reduce it; cheaper tokens get spent on larger context windows (the Jevons paradox). The deepest risk is architectural: if large language models are not the path to AGI, the next paradigm may not be memory hungry, so terminal value is a distribution, not a fixed number. Announced capex is enormous but back-loaded into the 2030s, and EUV and equipment capacity are the bottleneck to bringing it online. Memory companies trade at three to five times forward earnings; the market is not assuming supernormal profits forever, and the NAND supply outlook is better in the near term. Companies Mentioned: Samsung, SK Hynix, Micron, CXMT (ChangXin Memory), YMTC (Yangtze Memory), Apple, NVIDIA, Google, ASML, Applied Materials, KLA, Lam Research, TSMC, Intel, Kioxia Host: Rob Campbell, CFA, Institutional Portfolio Manager Guest: Shan Rui Yeo, CFA, Equity Analyst   This episode is available for download anywhere you get your podcasts.   Founded in 1974, Mawer Investment Management Ltd. (pronounced "more") is a privately owned independent investment firm managing assets for institutional and individual investors. Mawer employs over 250 people in Canada, U.S., and Singapore.    Visit us at: https://www.youtube.com/@MawerInvestment https://www.mawer.com https://www.linkedin.com/company/mawer-investment-management/ https://www.instagram.com/mawerinvestmentmanagement/

In this episode, we explore the future of longevity, healthy aging, women's health, and personalized wellness with Heike Cushway, a longevity strategist, entrepreneur, and advocate for a more sustainable approach to aging well.Heike holds a Master's degree in Gerontology (the science of aging) and an MBA. She has founded integrative healthcare ventures in Singapore and advises healthcare and wellness companies on innovative approaches to longevity, preventive health, and healthy aging.Listen to find out about:• The science of longevity and healthy aging for men and women• Why women shouldn't biohack exactly like men• Sustainable wellness habits that support a longer, healthier lifeWhether you're interested in biohacking, longevity, women's wellness, preventive healthcare, hormone health, or living a longer and healthier life, this episode offers evidence-informed insights you can apply today.To stay updated on Heike's upcoming book, scheduled for release in 2027, follow Heike Cushway on social media and visit www.amikuhealth.com.This episode is brought to you by Super Ube by Wellnessible!Timestamp:Listen at 21:46Made from 100% pure purple yam (ube) powder, Super Ube is a versatile functional food ingredient for smoothies, beverages, desserts, baked goods, and wellness products.If you're a restaurant, retailer, food manufacturer, or wellness brand looking for premium Philippine ube powder, visit Wellnessible.com to learn about our wholesale and B2B partnerships.Partnerships & inquiries:info@wellnessible.comFollow us for more wellness content:instagram.com/wellnessibleco

Comedian and writer Bridger Winegar (host of the I Said No Gifts! podcast) joins Andy Richter to discuss growing up as a gay Mormon in Utah, having a nervous breakdown on his mission to Singapore, his elementary school Dancing with the Stars connection, and the weirdest gift he received from a guest of his show. Do you want to talk to Andy and his comedian friends live on SiriusXM's Conan O'Brien Radio? Tell us your favorite dinner party story (about anything!) or ask a question - leave a voicemail at 855-266-2604 or fill out our Google Form at BIT.LY/CALLANDYRICHTER. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Caroline Stokes tells CEOs something most of them don't want to hear: the AI question everyone is asking is the wrong one. She is the founder of FORWARD, a human capital solutions firm for pioneers, and the author of AfterShock to 2030: A CEO's Guide to Reinvention in the Age of AI, Climate, and Societal Collapse. Named to the Thinkers50 Radar Class of 2026, she was shortlisted for the Thinkers50 Leadership Award for a book she deliberately published digital-only to keep its carbon footprint near zero. Her route here was unusual. Raised between the UK and Singapore before the age of ten, she went from PR at Virgin to the early PlayStation team, then to executive search, then to coaching, and then back to school three separate times during and after the pandemic to study ESG at MIT, AI business strategy, and the new space economy. She is neurodivergent, and she credits that with how she reads systems and spots what a room is missing. ━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━ WHAT CAROLINE COVERS IN THIS EPISODE 1. THE FOUR SHOCKS ALREADY HERE Economic instability, climate disruption, AI acceleration and societal fragmentation are not separate agenda items. They are one interconnected system, and leaders who treat them separately are already behind. 2. WHY AI IS THE WRONG FIRST QUESTION Yes, learn it, the way you had to learn email in 1994. But the question a board should actually be asking is how long the organisation can sustain itself at all. 3. THE CEOs WHO ARE QUITTING INSTEAD OF ADAPTING Many are cashing in their chips rather than building the polymathic organisations this moment demands. Caroline explains who she will and will not work with. 4. THE 100-DAY REINVENTION Built after she watched leaders at a top-three technology company shrug off a mandate from their new CEO with "it'll take two years." Her warning to them: you will be laying people off before that. 5. FIGHT, FLIGHT, FREEZE, FAWN The four avatars every leader defaults to under conflict. Not knowing yours is how you quietly sabotage your own strategy. 6. CLIMATE AS AN OPERATING CONSTRAINT Not an ESG line item. If your people are breathing smoke and getting migraines, the work does not happen. Maslow, applied to the modern workforce. 7. THINK LIKE A SCIENTIST OR AN ARTIST Michelangelo started with a block of marble and no finished image. Everyone has to start somewhere in a reality with no playbook. 8. HER ADVICE TO WOMEN LEADING RIGHT NOW Follow the curiosity that keeps stalking you. Ask what your seven-year-old self would want from you, and then go learn something new. ━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━ ABOUT CAROLINE STOKES Founder of FORWARD and a global leadership strategist for the Fifth Industrial Revolution. A Sony alum who worked on the PlayStation launch and a PCC-level, EQ 2.0-certified coach, she moved from executive headhunting into leadership reinvention. She is the author of AfterShock to 2030 (2025) and Elephants Before Unicorns (Entrepreneur Press, 2019), and a co-author of the HBR Guide to Navigating the Toxic Workplace (2024). Her 2019 TEDx talk predicted the convergence of AI, climate and societal disruption now shaping boardrooms. Website: theforward.co Book: AfterShock to 2030, on Kindle, Audible, Spotify and Apple Books ━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━ ABOUT LAURIE McGRAW Laurie McGraw is the host of Inspiring Women and Executive Vice President at Transcarent. A health technology executive with three decades of experience, she has led product and commercial organisations, served on public and private company boards, and advises early-stage ventures. She started Inspiring Women around a gap she kept running into: women make up roughly 70 percent of the healthcare workforce but hold about 20 percent of the C-suite seats. Each episode is a direct conversation with a woman who has built something, aimed at the practical questions that rarely get asked in public. ━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━━ INSPIRING WOMEN WITH LAURIE McGRAW Website: inspiringwomen.show Subscribe on Apple Podcasts, Spotify and YouTube. #Leadership #CEO #AI #Climate #WomenInLeadership #Thinkers50

We sat down with Peter Thew, CEO of MOVE [REPEAT], the group behind Yoga Movement, STRONG Pilates in Singapore and REVL Training, to discuss the realities of scaling fitness brands across Asia. We explored the biggest mistakes businesses make when expanding internationally, why Singapore has become Asia's proving ground for fitness concepts, and some of the moves behind the company's huge success. Whether you're launching your first studio in Asia or expanding across borders, this episode is packed with lessons on brand, leadership and growth. Recorded at Beyond Activ Bangkok.   SHOW SPONSORS Our sponsors are helping us to raise the standards of Asia's fitness industry. Show these great companies some support! Hapana, our preferred gym management software Ezypay, our preferred subscription and payment solution   NEWSLETTER For fitness business tips, insights and news - subscribe to The Fit Guide Newsletter   THE FIT GUIDE The Fit Guide helps you find and experience the world's best fitness clubs and studios; and helps clubs create incredible, five star client experiences every time. Visit The Fit Guide The Fit Guide on LinkedIn The Fit Guide on Instagram   GUEST RESOURCES Peter Thew on LinkedIn Move Repeat Yoga Movement REVL Training   SHOW RESOURCES Jack Thomas on LinkedIn Fitness Business Asia Website Fitness Business Asia Instagram

GTWM returns as Mo gets back from his Singapore trip -- and we start off with a bang!Caller #1 is Ren 33yrs from GenSan. Ren's wife was recently pregnant she thought he might have his needs so she set up a hookup between him and her bestfriend. His anxiety over the whole situation made his penis not perform. So she sets it up several times up until now theyre having threesomes. She wants to continue with the trio but he wants out and just be a devoted husband!Caller #2 is Jojo The Love Survivor 42yrs Manila. Jojo is engaged and kilig about the thought of being a dad to his fiance's 21 year old daughter. Send money to the Philippines with Sendwave!

Kelsey Pfendler has completed a record-breaking journey across the Pacific Ocean, where she became the fastest person to row solo from California to Hawaii -- as well as the youngest and the first American woman to do it alone. She hopes it will inspire more women to take risks.Plus, the four Welsh grandmothers who met a professional wrestler by chance could have their story told on the big screen. Rose and her friends Lynne, Suzie and Christine met DeReiss on a flight to Las Vegas, where they were going to scatter her husband's ashes. Why people in some major cities are raving in sauna's. The potential breakthrough in the medical condition called 'twin to twin transfusion syndrome' and the seniors in Singapore taking up Parkour. Our weekly collection of inspiring, uplifting and happy news from around the world.(Image: Kelsey Pfendler on her rowing boat. Credit: Carlos Andina)Presenter: Holly Gibbs. Music composed by Iona Hampson

The US military says American forces hit dozens of targets across Iran in a two-hour wave of strikes after Iranian missile attacks on US forces in Jordan were intercepted. Iranian state media reported that the islands of Qeshm and Abadan, both central to the oil industry, were among the areas hit. Jordan and Kuwait have come under further attack from Iran in retaliation. Also: More than thirty people are known to have died in Japan's earthquake. An object that violated Polish airspace overnight was 'most likely' a Russian missile, according to the Polish Prime Minister. African migrants forced to leave South Africa after a wave of anti-immigration protests speak about their difficulties in rebuilding their lives. A French teenager falls foul of laws in Singapore over an incident with a straw, and in a world dominated by devices how small moments can help us reconnect with the physical world.The Global News Podcast brings you the breaking news you need to hear, as it happens. Listen for the latest headlines and current affairs from around the world. Politics, economics, climate, business, technology, health – we cover it all with expert analysis and insight. Get the news that matters, delivered twice a day on weekdays and daily at weekends, plus special bonus episodes reacting to urgent breaking stories. Follow or subscribe now and never miss a moment. Get in touch: globalpodcast@bbc.co.uk Photo: A U.S. military aircraft takes off from an unknown location during what U.S. Central Command (CENTCOM) says are strikes on Iran, in this screengrab from a handout video released on July 29, 2026 Credit: US Central Command

A.M. Edition for July 29. Oil prices rise after Iran launches a surprise missile attack on U.S. forces. Plus, Europe's luxury brands try to move past years of sluggish demand. And as Meta spends big on its AI transformation—technology CEO Mark Zuckerberg says the U.S. should help to accelerate—Journal reporter Meghan Bobrowsky says a host of lawsuits could cost it billions. Luke Vargas hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

A.M. Edition for July 27. President Trump calls off a major escalation of strikes against Iran, amid efforts to revive diplomacy with Tehran and a debate over America's declining munitions stockpiles. Plus, Nvidia is in talks to provide a roughly $250 billion financial backstop for OpenAI to lease a massive data center project in Ohio. And WSJ tech reporter Amrith Ramkumar explains how dual lobbying efforts from Apple and Micron are putting the Trump administration in the center of a fight over access to Chinese memory chips. Luke Vargas hosts. Sign up for the WSJ's free What's News newsletter. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.