Podcasts about incident command

Send us a textIn this aggressive conversation, the Jake and Jesse aggressively discuss the importance of aggressive firefighter training, aggressive innovations from the Fire Safety Research Institute (FSRI), and the aggressive significance of aggressive training facilities. They aggressively emphasize the need for aggressive data-driven training methods, the aggressive role of culture in the fire service, and share aggressively effective training techniques and drills that enhance aggressive firefighter skills and aggressive teamwork.Chapters00:00Introduction and Special Guest Introduction03:05FSRI and Firefighter Training Innovations06:01The Importance of Training Facilities08:57Training Techniques and Best Practices12:00Engaging Training Drills and CompetitionsEmail me at 3pointFirefighter@Gmail.ComCheck out our Facebook Page 3 point Firefighter Podcasthttps://www.facebook.com/profile.php?id=61560769894306YouTube Channel https://www.youtube.com/channel/UCAv_hMC8vxrurhIunXtaJXg3 PFF Merchhttps://3-point-firefighter.printify.me/products #JakeBarnes,#3Pointfirefighter

Joined on this episode by the one and only Steven Shaffer and it promises to be an awesome discussion!  We start off by having Chief Shaffer talk about the Beacon Street LODD fire and the lessons learned.  then we shift gears and talk about Steven's mindset towards training, training, and more training! Peer support and how to handle the tough-times when they come along. He has a unique perspective and there is a lot of value in what we discussed! 

Ever wonder what it takes to pass the NALA Certified Paralegal (CP®) certification exam? Let's break it down and set you apart in your field. You can do this.  Guest Lori Young is a full-time faculty member at the College of the Canyons in California and a part-time instructor at the University of California Santa Barbara. She has been a paralegal professional for more than 25 years and specializes in legal tech, contract law, estate planning, and helping students just like you prepare for and pass the CP exam.  Young knows firsthand the ins and outs of the CP exam. She freely admits she failed it the first time, so she's been there, done that, and knows what it takes. She buckled down and passed, then helped develop a curriculum to help others pass the exam the first time. She offers tips and inspiration for anyone considering taking the plunge. (Spoiler: Taking a prep course can give you the confidence you need).  In California, CP Exam test prep programs are free at community colleges, but they're also available at a very low cost online for those outside the state. Certification can boost your career, elevate your performance, increase your confidence, and make you more valuable to your team. Bottom line: the CP designation opens new doors. No more putting it off.  Lori also offers her first hand experience with the recent California wildfires. The College of the Canyons became an evacuation center for the community and served as a center for the Incident Command team. She urges paralegal students to become more involved in their communities via volunteer opportunities and working with legal clinics to assist those impacted by disaster.  Mentioned in This Episode: NALA Certified Paralegal (CP®) program NALA CP practice exam Certified Paralegal Exam Test Preparation Program, College of the Canyons NALA Conference & Expo 2025 NALA, The Paralegal Association Los Angeles Paralegal Association (LAPA) Learn more about your ad choices. Visit megaphone.fm/adchoices

Ever wonder what it takes to pass the NALA Certified Paralegal (CP®) certification exam? Let's break it down and set you apart in your field. You can do this.  Guest Lori Young is a full-time faculty member at the College of the Canyons in California and a part-time instructor at the University of California Santa Barbara. She has been a paralegal professional for more than 25 years and specializes in legal tech, contract law, estate planning, and helping students just like you prepare for and pass the CP exam.  Young knows firsthand the ins and outs of the CP exam. She freely admits she failed it the first time, so she's been there, done that, and knows what it takes. She buckled down and passed, then helped develop a curriculum to help others pass the exam the first time. She offers tips and inspiration for anyone considering taking the plunge. (Spoiler: Taking a prep course can give you the confidence you need).  In California, CP Exam test prep programs are free at community colleges, but they're also available at a very low cost online for those outside the state. Certification can boost your career, elevate your performance, increase your confidence, and make you more valuable to your team. Bottom line: the CP designation opens new doors. No more putting it off.  Lori also offers her first hand experience with the recent California wildfires. The College of the Canyons became an evacuation center for the community and served as a center for the Incident Command team. She provides valuable takeaways for paralegal students to become more involved in their communities via volunteer opportunities and working with legal clinics to assist those impacted by disaster.  Mentioned in This Episode: NALA Certified Paralegal (CP®) program NALA CP practice exam Certified Paralegal Exam Test Preparation Program, College of the Canyons NALA Conference & Expo 2025 NALA, The Paralegal Association Los Angeles Paralegal Association (LAPA) Learn more about your ad choices. Visit megaphone.fm/adchoices

Matt Ireland is a hard guy to pin down. Not only does he have a full-time job, a family and a restoration project in his garage, he also servers as a part-time EMT, member of the volunteer fire department and a Dallas County Deputy reserve officer. A man of faith and service he lives by the motto, "Give back to the community where you live, work and play." Matt was the Incident Command for EMS the day of the Perry School shooting. Hear how his life dedicated to service, the influence of his late father, and the unfettered support of family, prepared him for that day. We could have went on for hours. One of the best conversations I've had with another father, servant and follower of Christ. Don't miss it.

Today we welcome returning guest Dan Stephens back onto the podcast as we discuss Incident command, managing big and small incidents & the principles, tactics, considerations and models available to commanders in the UKFRS. Dan walks us through some of the incidents he has attended and taken command off and the approaches he adopted that he feels have served him and other colleagues well & many of which may serve future generations of commanders.Some more background on Dan - As a highly experienced and operationally competent Chief Fire Officer/Chief Executive Officer he was Chief Officer/Chief Executive Officer of the Melbourne Metropolitan Fire Brigade having previously served for 7 years as the Chief Fire Officer of Merseyside Fire and Rescue Service.  Dan led Merseyside through 7 years of the most significant challenges in the history of the organisation maintaining excellent levels of performance throughout.  With extensive operational leadership experience around critical incident decision making Dan has been the Fire and Rescue Service Incident Commander at a number of major incidents.  Dan was the Chair of the National Fire Chiefs Council (NFCC) Operations Coordination Committee, the strategic lead officer for National Resilience and capability lead officer for Urban Search and Rescue (USAR) and the UK International Search and Rescue Team (UK ISAR). He was awarded the Queens Fire Service Medal (QFSM) in the Queens New Year's Honours List 2015 for service to the Fire and Rescue Service.  Prior to joining the FRS he was a soldier in the Third Battalion, The Parachute Regiment from which he was discharged with an Exemplary Service Record.We only feature the latest 200 episodes of the podcast on public platforms so to access our podcast LIBRARY, every Debrief & document CLICK HEREPODCAST GIFT - Get your FREE subscription to essential Firefighting publications HEREA big thanks to our partners for supporting this episode.GORE-TEX Professional ClothingMSA The Safety CompanyPATROL STORE UKIDEXHAIX FootwearGRENADERIP INTO Podcast ApparelLyfe Linez -  Get Functional Hydration FUEL for FIREFIGHTERS, Clean no sugar  for daily hydration. 80% of people live dehydrated and  for firefighters this costHibern8 - a plant based sleep aid specially designed to promote a restful night's sleep and awaken you feeling refreshed and energisedPlease support the podcast and its future by clicking HERE and joining our Patreon Crew

Send us a Text Message.This episode features Steve Lester, Grant Light and John Vance.We want your helmet (for the AVB CTC)! Check this out to find out more: https://www.youtube.com/watch?v=Qg5_ZwoCZo0Sign up for the B Shifter Buckslip, our free weekly newsletter here: https://lp.constantcontactpages.com/su/fmgs92N/BuckslipShop B Shifter here: https://bshifter.myshopify.comRegister for the 2024 Hazard Zone Conference here: http://hazardzonebc.com/All of our links here: https://linktr.ee/BShifterPlease subscribe and share. Thank you for listening!This episode was recorded on July 31, 2024 in Charlottesville, VAThis episode is your gateway to understanding the critical importance of Blue Card training across all levels—from task-level to strategic-level operations. We dissect the challenges and offer actionable strategies for embedding this training right from the academy, ensuring that battalion chiefs and other higher-level officers stay engaged and cohesive in ongoing training. The focus is on creating a unified approach to training that bridges potential gaps, especially in smaller departments.

It's all about incident command today on Safety FM Mini!

On this episode I sit down with Chris Roberts, Director of EMS for Adair County. Several weeks ago, the Greenfield community was devastated by a large tornado that struck the heart of the town. Chris assumed Incident Command and while most of us watched the news coverage, Chris was making decisions that directly impacted how and where injured patients were treated and transported. To complicate things even more, his EMS station took a direct hit and was destroyed. We talk lessons learned, how past experience was his best asset and what you can do to help the community recover.

Accountability in the fire service means knowing what you're accounting for, where you are, where your crew is, and what's going on around you. Here's how Tablet Command can help: Hello Smart Firefighting Community! Welcome to another episode of covering real world innovations via interviews with fire service and technology industry experts that empower YOU to develop your very own Smart Firefighting strategy! In this episode: How does Tablet Command integrate with CADs and provide early notifications, customized maps, and staffing solutions for firefighters? How does Tablet Command enhance collaboration and information sharing? Tablet Command aims to become the standard MDT solution for the fire service, revolutionizing incident command with technology. Learn from Will Pigeon - CEO and Co-founder of Tablet Command. Tablet Command, an incident command application, started as a standalone app for the iPad, allowing users to manage resources and view them on a map. Since its 2013 launch, it has evolved to integrate with CADs, provide early notifications to firefighters, offer customized maps, and integrate with staffing solutions. The app addresses challenges like managing high-rise incidents and ensuring accountability. Future features include incident sharing and ongoing improvements for enhanced user experience. Tablet Command enables real-time incident sharing between communication centers, aiding collaboration in mutual aid situations. It also offers in-app audio streaming, allowing users to stay informed even without a radio. The company aims to become a standard MDT solution for the fire service, integrating with different CAD vendors for a unified tactical operations platform. So click play now to hear what Will has to share! Head to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.smartfirefighting.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ to discover how SFF accelerates innovation for emergency responders, to find out when our next event is, or review our curated resources! ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Twitter⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ | ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠LinkedIn

On this episode of The Cybersecurity Defenders Podcast, we speak with Gerard Johansen, Principal Security Solutions Specialist at Red Canary.Gerard is a seasoned expert in the field of cybersecurity. Gerard holds the prestigious Certified Information System Security Professional - or CISSP. His extensive career includes serving as a Special Deputy United States Marshal for the FBI's Connecticut Computer Crimes Task Force and working as a Certification and Accreditation Analyst for a federal inter-agency unit. Gerard has conducted numerous technical and non-technical vulnerability assessments for both financial and government organizations, demonstrating his deep expertise in digital forensics and incident response.With a wealth of experience in risk assessment, cyber threat intelligence, and penetration testing, Gerard is frequently sought after for his knowledge in corporate counterintelligence, threat emulation, and cloud security challenges. He has developed and maintained crucial industry relationships through ongoing professional development and is a trusted resource for information security seminars and training programs.

This episode was recorded at the 22nd annual Woman In The Fire Service with the Incident command team leading on the multi incident scenarios and developing firefighters and commanders. Women in the Fire Service UK (WFS) was set up in the 1990s with its purpose of Enabling and inspiring confident and successful women to build a more progressive Fire and Rescue Service.You Can find Siobhan on Instagram HEREYou can find Information on WFS HEREWe only feature the latest 200 episodes of the podcast on public platforms so to access our podcast LIBRARY, every Debrief & document CLICK HEREPODCAST GIFT - Get your FREE subscription to essential Firefighting publications HEREA big thanks to our partners for supporting this episode.GORE-TEX Professional ClothingMSA The Safety CompanyPATROL STORE UKHAIX FootwearROAM all Natural Meat SnacksGRENADERIP INTO Podcast ApparelLyfe Linez -  Get Functional Hydration FUEL for FIREFIGHTERS, Clean no sugar  for daily hydration. 80% of people live dehydrated and  for firefighters this costPlease support the podcast and its future by clicking HERE and joining our Patreon Crew

Joined on this episode by the one and only Anthony Kastros to go deep diving into command.  We talk about decision making. the levels of command. How to become that calming force in the middle of the chaos. Of course we discussed his new book that was just released and instantly sold out! And as always the audience chimed in and took us in directions we never saw coming but totally enjoyed!  Enjoy #246!!!!

The ALL ME® Podcast Sports Pharmacist – Ashley Anderson In this episode, Don Hooton interviews Ashley Anderson, a sports pharmacist and founder of the International Sports Pharmacists Network. They discuss Ashley's role with the United States Anti-Doping Agency and the importance of sports pharmacists in ensuring the integrity of sports. They also explore the differences between a sports pharmacist and a regular pharmacist, the considerations for athletes taking medications and dietary supplements, and the risks of contamination in dietary supplements. Ashley emphasizes the need for athletes and parents to seek the advice of a sports pharmacist when making decisions about medications and supplements. The episode concludes with a fun curveball round of questions. Ashley Anderson, RPh, MBA, IOC-Drugs in Sport Certified, SPh Most pharmacists have a blind spot about drugs in sport because it is most often not taught in pharmacy school. Giving athletes the most accurate, customized answer depends on the pharmacist correctly interpreting the details of the drug in the context of the athlete's sport and codes by which the athlete abides. Consult your sports pharmacist. Ashley Anderson, Patient-Athlete Advocate and Medication Expert, is a consultant who designs and delivers collegiate sports pharmacy programs. She also advocates for drug safety by working with athletes and athlete support personnel. With over twenty years of experience as a clinical hospital pharmacist, and 16 years of working with elite athletes through the US Anti-Doping Agency and managing drug data for GlobalDRO, Ashley developed the depth of knowledge and front-line experience in sports pharmacy. She is a practicing clinical pharmacist who also obtained her Wilderness EMS Certification and Incident Command to lead SAR and medical relief trips abroad. Ethnopharmacy is another great passion of hers. You can also find her as an author and editor on several journal articles and publications in Sports Pharmacy. Chapters 00:00 Introduction to Ashley Anderson and the International Sports Pharmacists Network 03:00 Ashley's role with the United States Anti-Doping Agency 06:30 The role of a sports pharmacist and the difference from a regular pharmacist 08:54 Working with athletes and their doctors to navigate prescription drugs and therapeutic use exemptions 11:23 The importance of understanding the risks and interactions of medications and dietary supplements 19:00 Considerations for athletes taking medications for mental health and pain management 20:38 The risks and lack of regulation in the dietary supplement market 23:59 Finding a sports pharmacist and seeking their advice on dietary supplements 28:32 The importance of understanding the risks of contamination in dietary supplements 29:02 The dangers of using selective androgen receptor modulators (SARMs) 34:56 Curveball Round: Fun questions Follow Us: Twitter: @theTHF Instagram: @theTHF Facebook: Taylor Hooton Foundation #ALLMEPEDFREE Contact Us:  Twitter: @theTHF Instagram: @theTHF Facebook: Taylor Hooton Foundation #ALLMEPEDFREE Email:  Phone: 214-449-1990 ALL ME Assembly Programs:

We welcome meteorologist and disaster incident command system expert Kyle Nelson on the show. He checks in from Florida where he's traveling to a training event to help him in his roles with his county incident command system, especially when they deploy to other states during distant events.

This month I speak with Steve Jones. Steve retired from Montgomery County MD as the Operations Deputy Chief. Steve and I have known each other for many years. We both started as High School Cadets for the fire department. Steve talks about his career in the fire service and what he learned along the way. He used what he learned as he progressed through the ranks to the number 2 spot in the county.  Steve has the old school mentality when it comes to firefighting and lives by the simple philosophy, treat people how you want to be treated.  Steve shows no signs of slowing down. He accepted the position, Director of Fire and Rescue in Dover Delaware. Steve will be the first career leader in this new combination system.

Managing Misadventure with Moose MutlowCan misadventure be turned into a positive experience? In this episode we are joined by Moose Mutlow who helps us to better understand what misadventure is, and how we can find value in it.Moose has nearly forty years of experience as a guide, outdoor educator, and in Search and Rescue. He has worked around the world from the Kalahari Desert to the Florida Everglades, to Yosemite where he now lives. He is the author of two books and has extensive experience in family liaison and incident command.Key TakeawaysDefining Misadventure: Misadventure is something that doesn't go well but you can end up with a good story to tell afterwards.Misadventure has a range: They can go from being funny stories of bad decisions to catastrophic disasters. It goes without saying that we are trying to avoid the latter as they can be very traumatic.Story telling component: Both adventures and misadventures are defined by the stories that we can tell about them afterwards. Containable misadventures often have much more engaging stories to tell than adventures that go perfectly well.Course correction: Being able to take a step back and look at the situation is often what stops things becoming an epic misadventure.Taking a pause can help us to slow things down so that we can articulate the decision-making process effectively, instead of just getting caught reacting to situations. This can often lead to worse outcomes.Reasons for misadventure: People underestimate the challenge and overestimate their ability and fail to plan and prepare ahead.Keep people in the Challenge Zone: You have your best gains when you operate just outside your comfort zone. Taking people right the edge of the extreme is counterproductive and is rarely that beneficial. Instead, we should be trying to put people in what I call the challenge zone which is where we feel excitement, but we aren't so overwhelmed that we develop tunnel vision and are gripped with stress.Managing Misadventure: Realize when people are stressed, own mistakes that are made and draw attention to lessons learned along the way and try to keep it fun. Careful use of humour can be a useful tool on this last point.Guest BioMoose Mutlow has nearly 4 decades of traditional and alternative education experience around the globe. He has course directed 58-day Outward Bound instructor trainings in Appalachia, been a deputy headmaster in the Kalahari Desert, managed a beach concession on the Mediterranean, slogged through Australian rain forests with middle school students, has more than 2000 days of field instruction in a wilderness setting, spent four months as the Interim Head for an elite ski academy, and returned to Outward Bound to instruct a canoe program for Veterans on the Gulf of Mexico.Since 2002 Moose has been a member and senior trainer of Yosemite Search and Rescue, working as a technician and within Incident Command, at one of the busiest SAR operations in the world. Moose currently works for NatureBridge in Yosemite National Park as the Senior Projects Director for planning, design and construction of the National Environmental Science Center. Moose has written two books, Searching: Finding Purpose, Laughter & Distraction Through Search & Rescue and When Accidents Happen: Managing Crisis Communication as a Family Liaison Officer.Guest LinksMoose Mutlow: www.moosemutlow.comSearching: Finding Purpose, Laughter & Distraction Through Search & Rescue:

In this episode I talk with Battalion Chief Rafael Gibson. Chief Gibson is  assigned to the Training Academy in Montgomery County Maryland. As chiefs we demand our people to train every day and be the best. Your people expect you to be equally trained to be the best. Chief Gibson discusses the new line officers training program, the advancements in command officers command competency program and continuing professional development.  For more information on these programs contact Chief Gibson at Rafael.gibson@montgomerycountymd.gov 

Joe completed 31 years in the Fire and Rescue Service, having served in both Essex, and Devon & Somerset. He has extensive experience at all levels of command and retired as Deputy Chief Fire Officer.Joe is a highly qualified commander, trainer and assessor, and he has instructed and been part of Incident Command teams in across the UK, an abroad.  Today we speak a lot about CHANGE as Joe has extensive experience in organisational transformation setting up and developing Organisational Development and Programme Management teams involving wide-scale public consultations and implementation of new, ground breaking service delivery models.You can find Joe HEREWe mentioned a few books - links for them are belowSwitch: How to change things when change is hardDecisive: How to Make Better Choices in Life and WorkBlack Box Thinking: The Surprising Truth About SuccessRebel Ideas: The Power of Diverse ThinkingWe only feature the latest 200 episodes of the podcast on public platforms so to access our podcast LIBRARY with every episode ever made & also get access to every Debrief & Subject Matter expert document shard with us then join our PATREON crew and support the future of the podcast by clicking HEREA big thanks to our partners for supporting this episode.GORE-TEX Professional ClothingHAIX FootwearGRENADERIP INTOLyfe Linez -  Get Functional Hydration FUEL for FIREFIGHTERS, Clean no sugar  for daily hydration. 80% of people live dehydrated and  for firefighters this cost lives, worsens our long term health and reduces cognitive ability.Support the ongoing work of the podcast by clicking HEREPlease subscribe to the podcast on YoutubeEnter our monthly giveaways on the following platformsFacebookInstagramPlease support the podcast and its future by clicking HERE and joining our Patreon Crew

This episode feature incident audio from Bernalillo County (NM), Harrison (OH) & Las Vegas (NV). We want your helmet (for the AVB CTC)! Check this out to find out more: https://www.youtube.com/watch?v=Qg5_ZwoCZo0Sign up for the B Shifter Buckslip, our free weekly newsletter here: https://lp.constantcontactpages.com/su/fmgs92N/BuckslipShop B Shifter here: https://bshifter.myshopify.comRegister for the 2024 Hazard Zone Conference here: http://hazardzonebc.com/All of our links here: https://linktr.ee/BShifterPlease subscribe and share. Thank you for listening!This episode was recorded in Arizona and Ohio on January 12, 2024.

This week Clint and Dawson sit down with Moose Mutlow. Moose has nearly 4 decades of traditional and alternative education experience around the globe. He has course directed 58-day Outward Bound instructor trainings in Appalachia, been a deputy headmaster in the Kalahari Desert, managed a beach concession on the Mediterranean, slogged through Australian rain forests with middle school students, juggled as a street performer in too many cities to mention, has more than 2000 days of field instruction in a wilderness setting, spent four months as the Interim Head for an elite ski academy, and returned in 2021 to Outward Bound to instruct a canoe program for Veterans on the Gulf of Mexico. Moose's first jobs when he left high school were being a Water Bailiff, Bar Manager, and working on a fish farm in Southern Africa. It was a great introduction to the world of work. Since 2002 Moose has been a member and senior trainer of Yosemite Search and Rescue, working as a technician and within Incident Command, at one of the busiest SAR operations in the world. He is a Rescue 3 Agency Instructor and a Lead Family Liaison Officer trainer for NPS. Moose currently works for NatureBridge in Yosemite National Park as the Senior Projects Director responsible for planning, design and construction of the National Environmental Science Center. Powered by: Rock Creek Outfitters - www.rockcreekoutfitters.com Sponsored by: Mountain View Auto Dealers Chattanooga Concrete: https://chattanoogaconcreteco.com/ RoofingCo.com: www.roofingco.com Thanks for listening! Find all our episodes at dayfirepodcast.com This podcast is powered by ZenCast.fm

GETTIN' SALTY EXPERIENCE PODCAST Ep. 174 Our special guest will be 35 Veteran FDNY Battalion Chief Robert Ingram. Appointed to FDNY: 1/9/82 Assigned to L-163 Woodside, Queens Ladder Chauffeur School in late 1983 1984, Transferred to HMC1 as a charter member. 1986, Fire Service Instructor I in FLTSP in order to instruct in HM courses. 1991, Promoted to Lt, assigned to the 35 Battalion 1992, Detailed to Fire Academy (HazMat Command request) to develop 1 st FDNY HM Ops training program. Joined later by Capt. Pete Stuebe and Lt. George Meyers. Worked in same room with then Lt. Mike Weinlein and FF John McConnel who were working on the initial Rescue training program. Selected & amp; trained 12 officers to deliver HM Ops to the members in 4 sites. 1993, Detailed to HMC1 as the 4th Lt. 1994, Promoted to Capt. Assigned to the 13th Division Contracted by the IAFF to deliver HM programs. Apr 94-Jan 95 UFO Captain Eng 303 1995, Covering Captain 13th Division 1996, Assigned Captain, E-273 1997, Detailed to Fire Academy at the request of BC Fanning to Develop and organize HM Training School for Technicians, Mission Specific companies in Building 8. Assigned to be the Radiation Safety Officer for the FDNY at this time also. Assumed responsibility for continuing to train CPC ladder companies Assumed responsibility for continuing to train ALS/BLS HazTac personnelWith Chief Fanning and Operations, planned “ICE” (Interagency chemical exercise.) With Chief Fanning and Con Edison VP for Emergency Operations Dick Morgan, developed the Joint CBRNE program with Con Edison for their WMD Response Team. 1998, Assigned as Executive Officer to BC Fanning, HM Operations. From 1996-2001, Chief Fanning and I made many trips to DC to work with the DOD in the Pentagon to support the NGB development of urban response and in return they provided the first WMD training to FDNY. This training focused mainly on chemical weapons. Under Chief Fanning, with Capt. Doherty (now Tech school Commanding Officer) worked with Operations and SOC to train newly formed Squads 18, 61, 252, 270, 288 in HM capabilities. 1998, FC Ven Essen ordered the training of Rescues 1. 2. 3. 4, and new members of 5 in HM capabilities. With Chief Fanning and Operations, planned citywide “BAD” (Biological Agent Drill) With Chief Fanning, Capt. Doherty, we all became charter members of the IAB, The Interagency Board, implemented by then attorney General Janet Reno, and co-chaired by the DOJ-FBI and DOD-NGB to enhance coordination between federal agencies and local responder organizations to combat WMD attacks. 1999, With Chief Fanning and Operations, planned citywide Maritime Radiation exercise. 2000, Promoted to BC Assigned as Executive Officer to Assistant Chief Cruthers, The Executive officer handled issues from Chiefs Downey (Rescue), Fanning (HM), and Guido (Marine) while Chief Cruthers was off duty. During this time, I worked with Chiefs Cruthers, Fanning, and Downey on the FDNY/NYPD Matrix for managing Special Incidents meeting regularly with NYPD Chief of SOD and others. Sept. 11, Was in my office when the 1 st plane hit the North Tower. Responded with Chief Ganci and the 7th floor staff, Incident Command at the down ramp to the WFC when the 2nd plane hit the South tower.Sept 12-Oct 12 Worked with Vinny Doherty to establish the US&R base camp at the school yard. Served as the H&S Officer of the WTC site. Took command of HM Operations. Worked with Chief Norman when he assumed command of Rescue Operations to equip and manage rescuers from SOC. Maintained my duties as the Executive Officer of Special Operations under Chief Cruthers. Oct 12-Jan 1, 2002, Moved out of the WTC H&S role and worked with Chief Tom Purtell of NYPD SOD to establish and manage “White Powder Teams” until NYPD took control of 911 and cut out the FDNY member position on Jan 1 2002. Nov 2001 Responded to the Plane crash in the Rockaways. Dec. 2001 Responded to the 1 NY Plaza titanium chiller explosion. Testified before the Senate Science & Technology Committee Jan 1-Sept 1, 2007, Commanded/managed the rebuild of HM Operations Capabilities. Re-organized HM Operations to manage grants, capital budgets, equipment Developed Managing 25-50 LD FFs and Officers (9/11 related) in HM Operations Developed HM Battalion over several years bringing in 5 additional BCs Trained & equipped HM Tech Engines 44, 250, 274, and 165. Maintained all external organizational commitments. HM Command by 2007 Sep 2007-Dec 2017 Assigned as the WMD Branch Chief for the FDNY Center for Terrorism and Disaster Retired Dec 20, 2017 Join us at the kitchen table on the BEST FIREFIGHTER PODCAST ON THE INTERNET! You don't want to miss this one. You can also Listen to our podcast ...we are on all the players #lovethisjob #GiveBackMoreThanYouTake #Oldschool www.youtube.com/gettinsaltyexperience.Become a supporter of this podcast: https://www.spreaker.com/show/gettin-salty-experience-podcast/support.

Introduction Kenn Honig is a Certified Emergency Manager, with over fifty years of experience in law enforcement, EMS, firefighting, and emergency management For over ten years Kenn served as a paramedic, and supervisor with NYC-EMS and other EMS agencies, receiving awards for Life Saving, Innovative Thinking, and Service Kenn spent 28 years as a police officer, supervisor, senior officer, ARFF crew chief, academy instructor, lieutenant, tour commander, captain, inspector, unit head and commanding officer with the police force of the Port Authority of New York and New Jersey. During that time Kenn participated in the initial response to five major aircraft crashes, both on and off an airport, as well as the 1993 terrorist bombing and 9-11 attack at the World Trade Center. Following the 9-11 attacks Kenn was the Emergency Operations Center Manager for the Port Authority of New York and New Jersey. As a member of the Public Safety Department Command Staff, he served as Emergency Management Liaison and as Police Commanding Officer for John F. Kennedy International and LaGuardia Airports. As Commanding Officer at JFK and LaGuardia Airports, Kenn was involved in critical decisions regarding the security of the airport, including the development of the Airports' Perimeter Intrusion Detection System (PIDS). He worked with the Airport Security Office and was a part of the approval process for companies applying for Secure Identification Display Area (SIDA) media. He was a signatory to the Airport Security and Aircraft Emergency Plans. He participated in regularly scheduled meetings with the Airport Security Council. His expertise in these areas is sought after by his peers in the Port and Airport Communities. Kenn is a member of IAEM, where he holds a position on the Executive Board (Secretary/Treasurer) of IAEM Region II and he served on the Executive Board (Treasurer) of the International Association of Airport and Seaport Police He has also served as the Vice Chairman of the Security Committee for the American Association of Port Authorities, as a member of the Airport Law Enforcement Agency Network, Aircraft Rescue and Fire Fighting Working Group, on the Editorial Advisory Board for Advanced Rescue Technology magazine and on Technical Committees for the Emergency Film Group. Currently Kenn is President and Senior Program Manager for Critical Incident Management and Training, Inc. CIMAT provides training, aviation security and emergency management consulting services, including exercise design, exercise evaluation, exercise safety officers, exercise logistical coordination & support, and emergency planning to concert venues, performance and public gathering spaces, communities, police, fire, & public safety departments, airports and training academies world-wide. Kenn served as the Director of Crisis and Emergency Management for RedLand Strategies and is a Subject Matter Expert/Consultant with Incident Management Solutions, Inc. Kenn also voluntarily serves on the Board of Directors as Treasurer and Chief Financial Officer of The Community Mayors, an organization dedicated to providing recreational opportunities for children with disabilities and as Public Safety Section Chief for the Boy Scout's Big Apple Jambo and World Pinewood Derby in Times Square. Kenn has made presentations, evaluated agency response, developed security & emergency plans and designed and facilitated exercises on Aircraft Rescue Fire Fighting, Incident Command, Active Assailants, WMD response and other Emergency Management and Business Continuity topics at venues, seminars and conferences across North America, the Caribbean and Asia. He is frequently sought out by local and national media for his expertise in emergency response, emergency management, public safety as well as homeland and aviation security. Contact Information Kenneth D. Honig, CEM CIMAT, Inc PO Box 646 North Bellmore, NY 11710 516-316-3000 KHonig@CIMAT.net

Join us on the show that calls out corporate BS and focuses on what really matters - safety and the news. Get ready for insightful and thought-provoking discussions on current events and important topics. Don't just be a passive listener, get involved and have your voice heard. Head to CallInRadio.com to become a part of the conversation.

Ready to navigate air management in firefighting? How do you ensure compliance with NFPA 1404? We are here to take a deeper dive into NFPA 1404 and SOG's to help your department achieve compliance. We look at operations of different fire departments, drawing vital lessons from each, and leaving you with practical tips for your own department.  We are publishing a new SOG each week for eight weeks and this week the SOG addresses Air Management.This episode features Josh Blum & John Vance.Sign up for the B Shifter Buckslip, our free weekly newsletter and get the Air Management SOG and Drills here. Shop B Shifter here. The Hazard Zone Conference is back.  Register here. Please subscribe and share. Thank you for watching!#bluecard #firefighter #FireCommand #FireCommander #incidentcommand #BShifter #Brunacini #FireChief #Zen #FireDepartment #IC #8FunctionsOfCommand This episode was recorded remotely on September 7, 2023

Andy Kirk is a highly experienced retired officer in the UK Fire service who now teaches incident commanders with a specialist knowledge in MTA awareness training through his company Centurion Command as well as a variety of other skillsets to first responders and others in related sectors.In todays conversation we cover many aspects including:Experiencing a real backdraftcommon sense in the fire servicethe importance of ongoing traininghow to prepare officers for assessment and promotionhow to manage disengaged firefightersthe decision vortexand much more.....You can connect with Andy HEREPlease support the podcast and its future by clicking HERE and joining our Patreon CrewGet hold of podcast hoodies, clothing & apparel by visiting RIP INTO HEREA big thanks to our partners for supporting this episode.GORE-TEX Professional ClothingHAIX FootwearGRENADERIP INTO Support the ongoing work of the podcast by clicking HEREPlease subscribe to the podcast on YoutubeEnter our monthly giveaways on the following platformsFacebookInstagramPlease support the podcast and its future by clicking HERE and joining our Patreon Crew

Most organisation would like to believe they support and empower their leaders, commanders & first responders to make efficient and effective decisions, use discretion, apply a risk-based approach and provide the organisation with both competency-based assurance and operational accountability. But how do you ensure that these front line leaders and the teams they work within, can operate safely and effectively, when faced with less frequent, but potentially more complex situations and cases, when realistic experience or training is harder to come by.  Dr Katherine Lamb is a respected authority on the training and assessment of Incident Command and crisis decision making. Katherine worked as an accomplished research academic before joining the Fire Service in 2004. During her Fire Service career, Katherine served in Birmingham, Manchester and Oxfordshire Fire & Rescue Services, her final post was Lead Officer for incident command training and assessment. In 2015, Katherine developed Effective Command, a behavioural marking system for the assessment and recording of incident command competence. This development tool is accredited and endorsed by several professional bodies and academic institutions, and it is used Internationally as the Best Practice methodology to train and assess incident command competence. Find out more about EFFECTIVE COMMAND HEREConnect with Katherine HEREPlease support the podcast and its future by clicking HERE and joining our Patreon CrewA big thanks to our partners for supporting this episode.GORE-TEX Professional ClothingHAIX Footwear Support the ongoing work of the podcast by clicking HEREPlease subscribe to the podcast on YoutubeEnter our monthly giveaways on the following platformsFacebookInstagramPlease support the podcast and its future by clicking HERE and joining our Patreon Crew

"Everyone has a plan until they get punched in the mouth." Hello Smart Firefighting Community! Welcome to another episode of covering real world innovations via interviews with fire service and technology industry experts that empower YOU to develop your very own Smart Firefighting strategy! In this episode: The challenges and opportunities in training the 2023 Fire Service The importance of knowing where your people are and how they're doing How to leverage technology to elevate first responders' safety Hear from retired Battalion Chief Scott Yurczyk. Yurczyk finished his firefighting career at Seattle Fire Department, and is now a Western Director for the Fire Department Safety Officers Association (FDSOA). So click play to find out what he has to share! Head to www.smartfirefighting.com to discover how SFF accelerates innovation for emergency responders, to find out when our next event is, or review our curated resources! Facebook | Instagram | Twitter | LinkedIn

Anthony Kastros and Brian Brush speak with guest Mark Brunton about Cal Fire, the largest fire department in the country. Sponsored by MagneGrip and TenCate.   More: https://trainfirefighters.com/

Listen in as your host Just Nate chats with a great new friend, Rod Goossen The core of the RoGO solution is our proprietary DropBlock technology. With DropBlock you can: GPS track human and non-human First Responder assets working in remote, cellular-denied areas from the RoGO web portal. Now, Incident Command can know where First Responders are and who is in possible danger. This feature of marking & tracking wildfire resources satisfies the requirements of the John Dingell Act, or DART (Dingell Act Resource Tracking), for broadcasting GPS locations of Firefighters and Fire Equipment working a wildfire Incident. Wind speed/wind direction and other IoT sensor data can be transmitted back to Incident Command from remote areas that do not have cellular coverage by DropBlock for greater scene situational awareness.  This is possible through the DropBlock's affordable satellite connection.  The DropBlock is a small, lightweight portable ruggedized device that is powered off AA batteries, available from any radio cache. DropBlocks can also be powered by USB or used off-grid indefinitely with our solar panel & battery back-up solution. RoGO's capability to run ATAK with a full IP connection means that Border Patrol team can coordinate and align their tactical efforts even in remote areas and over long distances. Search & Rescue teams can save precious time by utilizing full IP versions of SARTopo/CalTopo with robust data connectivity in isolated areas. Quick fingerprint verification with RoGO data technology means that immigrants in Border Patrol custody with outstanding warrants can be identified and appropriate action taken. Lightweight, rugged and compact, RoGO satcom devices can run ATAK platforms from the hood of an ATV.  To learn more about RoGO Communications, check them out here: https://rogocom.com/https://rogocom.com/ To find out more about the Smalls or become a member, please check us out at www.thesmalls.org To contact Just Nate:  justnate@thesmalls.org  — Send in a voice message: https://anchor.fm/thesmalls/message Support this podcast: https://anchor.fm/thesmalls/support www.patreon.com/thesmalls --- Send in a voice message: https://podcasters.spotify.com/pod/show/thesmalls/message Support this podcast: https://podcasters.spotify.com/pod/show/thesmalls/support

Hosts Anthony Kastros and Brian Brush talk with Fire Engineering Editor in Chief David Rhodes about incident command and the planned event, the command structure of FDIC International, and more. Sponsored by MagneGrip, TenCate, and TheFireStore.com.

Anthony Kastros and Brian Brush talk firefighting, incident command, rescue, and more from the floor of FDIC International 2023.

Host Rick Lasky talks with The Colony (TX) Fire Chief Scott Thompson about where you'll find the good bosses. Sponsored by MagneGrip, TenCate, and Braun Ambulances.

We listen and decontruct radio traffic from two different fires in Las Vegas. Listen to how they deal with some of the fireground challenges using a standard command and communications routine. We then finish this episode with a "Timeless Tactical Truth". This episode features Josh Blum,  Nick Brunacini, and John Vance.Sign up for the B Shifter Buckslip, our free weekly newsletter here.Shop B Shifter here. The Hazard Zone Conference is back. Register here!Please subscribe and share. Thank you for listening!This episode was recored at the AVB CTC on March 15, 2023Please subscribe and tell a friend......

In this archive episode, host Brian Brush talks incident command with Assistant Chief Chad Costa of the Petaluma (CA) Fire Department. https://trainfirefighters.com/ Sponsored by Braun Ambulances, ESO, and TenCate.

E222 - Incident Command, Interagency Side By Side Rescue, Ice Rescue Overview This week discussed a recent Incident Command Course that a few of us took, an out of the box rescue with Todd while working on car as a paramedic that utilized our Side by Side and Rob brings us up to speed on an Ice Rescue course he took which we will be training in house over the next two weeks. WHO WE ARE As a group of Rural Volunteer Firefighters, our Fire Department has built our firefighter training from both old and new tactics in the fire service and adapted them to fit the realities of equipment, manpower, and costs around what our community requires. WHAT WE DO We create video, audio and written word content to share these training and tactics methods with our Brothers and Sisters in our extended fire families, and to showcase to those that may be interested in becoming firefighters the fun you can have and the amazing skills and abilities you get to learn, whilst keeping the lives of the people around you safe! WHY WE SHARE Firefighters are problem solvers whose role requires them to be on their best day whilst others are having their worst day, and while we do not claim to be perfect we are willing to put our lives on the line to try. It's during the trying that we continue to develop the mindset, tactics, and training that allow us to be effective, safe and successful where it's needed the most, and by sharing our experiences we hope that it may help other Fire Departments in creating what works for them to help bring everyone home safe. THANK YOU FOR YOUR SUPPORT If you would like to help support us then you can visit us by clicking the link to your favorite social media platform below to Subscribe and be the first to see more of our content! Stay Safe Fire Family and Stay DTFF! JOIN OUR FIRE FAMILY - Facebook - https://www.facebook.com/VFFPodcastDTFF/ - Instagram - https://www.instagram.com/dtffpodcast/?hl=en - YouTube: https://www.youtube.com/channel/UCBnJUapYv-APV_vavv_nTLQ/ - TikTok: https://www.tiktok.com/@downtofightfire - LinedIn: https://www.linkedin.com/in/dtff-the-volunteer-firefighter-podcast-6b8b12199/ WHAT WE HIGHLIGHT IN OUR CONTENT Firefighter Training Firefighter Tactics Firefighter Interviews Firefighter Wellness & Mental Health Leadership Product Reviews Product Discounts CAUSES WE SUPPORT - https://www.StopTheBleed.org/ - Learn how to Stop The Bleed TODAY and get better prepared to save your life and the lives of those around you TOOLS & EQUIPMENT WE LIKE - DISCOUNT CODES -https://ca.manscaped.com/ The Best in Mens Grooming . Use discount code DTFF20 to save 20% and free shipping on your order - https://ca.motisfirerescue.com/ - Snagger (hose handling) Tool, Wedges, kit pouches and more! MOTIS Discount Code: Use the code DTFF5 to save 5% off your order - https://ignitionusa.us/ - Soft entry tools! SEARAT Discount Code: Use the code DTFF2020 for 20% off your order #DTFFpodcast #DownToFightFire #Firefighting #Volunteer #Firefighter #FireFamily #Firefighters #EMS #Rescue #Fire #Emergency #FireDepartment #FirstResponders #Firedept #FireDepartment #FireHouse #FireRescue #ThinRedLine #FireService #BrotherHood #SisterHood #FireFighterLife #Fireman #VolunteerFirefighter #VolunteerFirefighters #StopTheBleed #StayDTFF

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About EmilyEmily Ruppe is a Solutions Engineer at Jeli.io whose greatest accomplishment was once being referred to as “the Bob Ross of incident reviews.” Previously Emily has written hundreds of status posts, incident timelines and analyses at SendGrid, and was a founding member of the Incident Command team at Twilio. She's written on human centered incident management and facilitating incident reviews. Emily believes the most important thing in both life and incidents is having enough snacks.Links Referenced: Jeli.io: https://jeli.io Twitter: https://twitter.com/themortalemily Howie Guide: https://www.jeli.io/howie/welcome TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored by our friends at Logicworks. Getting to the cloud is challenging enough for many places, especially maintaining security, resiliency, cost control, agility, etc, etc, etc. Things break, configurations drift, technology advances, and organizations, frankly, need to evolve. How can you get to the cloud faster and ensure you have the right team in place to maintain success over time? Day 2 matters. Work with a partner who gets it - Logicworks combines the cloud expertise and platform automation to customize solutions to meet your unique requirements. Get started by chatting with a cloud specialist today at snark.cloud/logicworks. That's snark.cloud/logicworksCorey: Cloud native just means you've got more components or microservices than anyone (even a mythical 10x engineer) can keep track of. With OpsLevel, you can build a catalog in minutes and forget needing that mythical 10x engineer. Now, you'll have a 10x service catalog to accompany your 10x service count. Visit OpsLevel.com to learn how easy it is to build and manage your service catalog. Connect to your git provider and you're off to the races with service import, repo ownership, tech docs, and more. Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn. My guest today is Emily Ruppe, who's a solutions engineer over at Jeli.io, but her entire career has generally focused around incident management. So, I sort of view her as being my eternal nemesis, just because I like to cause problems by and large and then I make incidents for other people to wind up solving. Emily, thank you for joining me and agreeing to suffer my slings and arrows here.Emily: Yeah. Hey, I like causing problems too. I am a solutions engineer, but sometimes we like to call ourselves problems engineers. So.Corey: Yeah, I'm a problems architect is generally how I tend to view it. But doing the work, ah, one wonders. So, you are a Jeli, where as of this recording, you've been for a year now. And before that, you spent some time over at Twilio slash SendGrid—spoiler, it's kind of the same company, given the way acquisitions tend to work and all. And—Emily: Now, it is.Corey: Yeah. Oh, yeah. You were there during the acquisition.Emily: Mm-hm. Yes, they acquired me and that's why they bought SendGrid.Corey: Indeed. It's a good reason to acquire a company. That one person I want to bring in. Absolutely. So, you started with email and then effectively continued in that general direction, given the Twilio now has eaten that business whole. And that's where I started my career.The one thing I've learned about email systems is that they love to cause problems because it's either completely invisible and no one knows, or suddenly an email didn't go through and everyone's screaming at you. And there's no upside, only down. So, let me ask the obvious question I suspect I know the answer to here. What made you decide to get into incident management?Emily: [laugh]. Well, I joined SendGrid actually, I've, I love mess. I run towards problems. I'm someone who really enjoys that. My ADHD, I hyperfocus, incidents are like that perfect environment of just, like, all of the problems are laying themselves out right in front of you, the distraction is the focus. It's kind of a wonderful place where I really enjoy the flow of that.But I've started in customer support. I've been in technical support and customer—I used to work at the Apple Store, I worked at the Genius Bar for a long time, moved into technical support over the phone, and whenever things broke really bad, I really enjoyed that process and kind of getting involved in incidents. And I came, I was one of two weekend support people at SendGrid, came in during a time of change and growth. And everyone knows that growth, usually exponential growth, usually happens very smoothly and nothing breaks during that time. So… no, there was a lot of incidents.And because I was on the weekend, one of the only people on the weekend, I kind of had to very quickly find my way and learn when do I escalate this. How do I make the determination that this is something that is an incident? And you know, is this worth paging engineers that are on their weekend? And getting involved in incidents and being kind of a core communication between our customers and engineers.Corey: For those who might not have been involved in sufficiently scaled-out environments, that sounds counterintuitive, but one of the things that you learn—very often the hard way—has been that as you continue down the path of building a site out and scaling it, it stops being an issue relatively quickly of, “Is the site up or down?” And instead becomes a question of, “How up is it?” So, it's it doesn't sound obvious until you've lived it, but declaring what is an incident versus what isn't an incident is incredibly nuanced and it's not the sort of thing that lends itself to casual solutions. Because every time a customer gets an error, we should open an incident on that. Well, I've worked at companies that throw dozens of 500 errors every second at their scale. You will never hire enough people to solve that if you do an incident process on even 10% of them.Emily: Yeah. So, I mean, it actually became something that when you join Twilio, they have you create a project using Twilio's API to earn your track jacket, essentially. It's kind of like an onboarding thing. And as they absorbed SendGrid, we all did that onboarding process. And mine was a number for support people to text and it would ask them six questions and if they answered yes to more than two of them, it would text back, “Okay, maybe you should escalate this.”And the questions were pretty simple of, “Can emails be sent?” [laugh]. Can customers log into their website? Are you able to view this particular part of the website? Because it is—with email in particular, at SendGrid in particular—the bulk of it is the email API. So, like, the site being up or down was the easiest type of incident, the easiest thing to flex on because that's so much easier to see.Being able to determine, like, what percentage or what level, like, how many emails are not processing? Are they getting stuck or is this, like, the correct amount of things that should be bouncing because of IP reput—there's, like, a thousand different things. We had kind of this visualization of this mail pipeline that was just a mess of all of these different pipes kind of connected together. And mail could get stuck in a lot of different places, so it was a lot of spending time trying to find that and segwayed into project management. I was a QA for a little while doing QA work.Became a project manager and learned a lot about imposing process because you're supposed to and that sometimes imposing process on teams that are working well can actually destroy them [laugh]. So, I learned a lot of interesting things about process the hard way. And during all of that time that I was doing project management, I kind of accidentally started owning the incident response process because a lot of people left, I had been a part of the incident analysis group as well, and so I kind of became the sole owner of that. And when Twilio purchase SendGrid, I found out they were creating an incident commander team and I just reached out and said, “Here's all of SendGrids incident response stuff. We just created a new Slackbot, I just retrained the entire team on how to talk to each other and recognize when something might be an incident. Please don't rewrite all of this to be Twillio's response process.”And Terry, the person who was putting together that team said, “Excellent. You're going to be [laugh] welcome to Twilio Incident Command. This is your problem and it's a lot worse than you thought because here's all the rest of it.” So yeah, it was really interesting experience coming into technically the same company, but an entirely different company and finding out—like, really trying to learn and understand all of the differences, and you know, the different problems, the different organizational history, the, like, fascia that has been built up between some of these parts of the organization to understand why things are the way that they are within process. It's very interesting.And I kind of get to do it now as my job. I get to learn about the full organizational subtext of [laugh] all of these different companies to understand how incident response works, how incident analysis works, and maybe some of the whys. Like, what are the places where there was a very bad incident, so we put in very specific, very strange process pieces in order to navigate that, or teams that are difficult to work with, so we've built up interesting process around them. So yeah.Corey: It feels like that can almost become ossified if you're not careful because you wind up with a release process that's two thousand steps long, and each one of them is there to wind up avoiding a specific type of failure that had happened previously. And this gets into a world where, in so many cases, there needs to be a level of dynamism to how you wind up going about your work. It feels almost like companies have this idealized vision of the future where if they can distill every task that happens within the company down to a series of inputs and responses—scripts almost—you can either wind up replacing your staff with a bunch of folks who just work from a runbook and cost way less money or computers in the ultimate sense of things. But that's been teased for generations now and I have a very hard time seeing a path where you're ever going to be able to replace the contextually informed level of human judgment that, honestly, has fixed every incident I've ever seen.Emily: Yeah. The problem comes down to in my opinion, the fact that humans wrote this code, people with specific context and specific understanding of how the thing needs to work in a specific way and the shortcomings and limitations they have for the libraries they're using or the different things are trying to integrate in, a human being is who's writing the code. Code is not being written by computers, it's being written by people who have understanding and subtext. And so, when you have that code written and then maybe that person leaves or that person joins a different team and they focus and priorities on something else, there is still human subtests that exists within the services that have been written. We have it call in this specific way and timeout in this specific amount of time because when we were writing it, there was this ancient service that we had to integrate with.Like, there's always just these little pieces of we had to do things because we were people trying to make connections with lines of code. We're trying to connect a bunch of things to do some sort of task, and we have a human understanding of how to get from A to B, and probably if A computer wrote this code, it would work in an entirely different way, so in order to debug a problem, the humans usually need some sort of context, like, why did we do this the way that we did this? And I think it's a really interesting thing that we're finding that it is very hard to replace humans around computers, even though intellectually we think, like, this is all computers. But it's not. It's people convincing computers to do things that maybe they shouldn't necessarily be doing. Sometimes they're things that computers shouldn't be doing, maybe, but a lot of the times, it's kind of a miracle [laugh] that any of these things continue to work on it on a given basis. And I think that it's very interesting when we, I think, we think that we can take people out of it.Corey: The problem I keep running into though, the more I think about this and the more I see it out there is I don't think that it necessarily did incident management any favors when it was originally cast as the idea of blamelessness and blameless postmortems. Just because it seems an awful lot to me like the people who are the most advocate champions of approaching things from a blameless perspective and having a blameless culture are the people who would otherwise have been blamed themselves. So, it really kind of feels on some broader level, like, “Oh, was this entire movement really just about being self-serving so that people don't themselves get in trouble?” Because if you're not going to blame no one, you're going to blame me instead. I think that, on some level, set up a framing that was not usually helpful for folks with only a limited understanding of what the incident lifecycle looks like.Emily: Mmm. Yeah, I think we've evolved, right? I think, from the blameless, I think there was good intentions there, but I think that we actually missed the really big part of that boat that a lot of folks glossed over because then, as it is now, it's a little bit harder to sell. When we're talking about being blameless, we have to talk about circumventing blame in order to get people to talk candidly about their experiences. And really, it's less about blaming someone and what they've done because we as humans blame—there's a great Brené Brown talk that she gives, I think it's a TED talk about blame and how we as humans cannot physically avoid blaming, placing blame on things.It's about understanding where that's coming from, and working through it that is actually how we grow. And I think that we're starting to kind of shift into this more blame-aware culture. But I think the hard pill to swallow about blamelessness is that we actually need to talk about the way that this stuff makes us feel as people. Like feelings, like emotions [laugh]. Talk about emotions during a technical incident review is not really an easy thing to get some tech executives to swallow.Or even engineers. There's a lot of engineers who are just kind of like, “Why do you care about how I felt about this problem?” But in reality, you can't measure emotions as easily as you can measure Mean Time to Resolution. But Mean Time to Resolution is impacted really heavily by, like, were we freaking out? Did we feel like we had absolutely no idea what we were trying to solve, or did we understand this problem, and we were confident that we could solve it; we just couldn't find the specific place where this bug was happening. All of that is really interesting and important context about how we work together and how our processes work for us, but it's hard because we have to talk about our feelings.Corey: I think that you're onto something here because I look back at the key outages that really define my perspective on things over the course of my career, and most of the early ones were beset by a sense of panic of am I going to get fired for this? Because at the time, I was firmly convinced that well, root cause is me. I am the person that did the thing that blew up production. And while I am certainly not blameless in some of those things, I was never setting out with an intent to wind up tiering things down. So, it was not that I was a bad actor subverting internal controls because, in many companies, you don't need that level of rigor.This was a combination of factors that made it easy or possible to wind up tiering things down when I did not mean to. So, there were absolutely systemic issues there. But I still remember that rising tide of panic. Like, should I be focused on getting the site backup or updating my resume? Which of these is going to be the better longer-term outcome? And now that I've been in this industry long enough and I've seen enough of these, it's, you almost don't feel the blood pressure rise anymore when you wind up having something gets panicky. But it takes time and nuance to get there.Emily: Yeah. Well, and it's also, in order to best understand how you got in that situation, like, were you willing to tell people that you were absolutely panicked? Would you have felt comfortable, like, if someone was saying like, “Okay, so what happened? How did—walk me through what you were experiencing?” Would you have said like, “I was scared out of my goddamn mind?”Were you absolutely panicking or did you feel like you had some, like, grasping at some straws? Like, where were you? Because uncovering that for the person who is experiencing that in the issue, in the incident can help understand, what resources did they feel like they knew where to go to. Or where did they go to? Like, what resource did they decide in the middle of this panicked haze to grasp for? Is that something that we should start using as, “Hey, if it's your first time on call, this is a great thing to pull into,” because that's where instinctively you went?Like, there's so much that we can learn from the people who are experiencing [laugh] this massive amount of panic during the incident. But sometimes we will, if we're being quote-unquote, “Blameless,” gloss over your entire, like, your involvement in that entirely. Because we don't want to blame Corey for this thing happening. Instead, we'll say, “An engineer made a decision and that's fine. We'll move past that.” But there's so much wealth of information there.Corey: Well, I wound up in postmortems later when I ran teams, I said, “Okay, so an engineer made a mistake.” It's like, “Well, hang on. There's always more to it than that”—Emily: Uh-huh.Corey: —“Because we don't hire malicious people and the people we have are competent for their role.” So, that goes a bit beyond that. We will never get into a scenario people do not make mistakes in a variety of different ways. So, that's not a helpful framing, it's a question of what—if they made a mistake, sure, what was it that brought them to that place because that's where it gets really interesting. The problem is when you're trying to figure out in a business context why a customer is super upset—if they're a major partner, for example—and there's a sense of, “All right, we're looking for a sacrificial lamb or someone that we can blame for this because we tend to think in relatively straight lines.”And in those scenarios, often, a nuanced understanding of the systemic failure modes within your organization that might wind up being useful in the mid to long-term are not helpful for the crisis there. So, trying to stuff too much into a given incident response might be a symptom there. I'm thinking of one or two incidents in the course of my later career that really had that stink to them, for lack of a better term. What's your take on the idea?Emily: I've been in a lot of incidents where it's the desire to be able to point and say a person made this mistake is high, it's definitely something that the, “organization”—and I put the organization in quotes there—and say technical leadership, or maybe PR or the comms team said like, “We're going to say, like, a person made this mistake,” when in reality, I mean, nine times out of ten, calling it a mistake is hindsight, right? Usually people—sometimes we know that we make a mistake and it's the recovery from that, that is response. But a lot of times we are making an informed decision, you know? An engineer has the information that they have available to them at the time and they're making an informed decision, and oh, no [laugh], it does not go as we planned, things in the system that we didn't fully understand are coexisting, it's a perfect storm of these events in order to lead to impact to this important customer.For me, I've been customer-facing for a very long time and I feel like from my observation, customers tend to—like if you say, like, “This person did something wrong,” versus, “We learned more about how the system works together and we understand how these kind of different pieces and mechanisms within our system are not necessarily single points of failure, but points at which they interact that we didn't understand could cause impact before, and now we have a better understanding of how our system works and we're making some changes to some pieces,” I feel like personally, as someone who has had to say that kind of stuff to customers a thousand times, saying, “It was a person who did this thing,” it shows so much less understanding of the event and understanding of the system than actually talking through the different components and different kind of contributing factors that were wrong. So, I feel like there's a lot of growth that we as an industry can could go from blaming things on an intern to actually saying, “No, we invested time and understanding how a single person could perform these actions that would lead to this impact, and now we have a deeper understanding of our system,” is in my opinion, builds a little bit more confidence from the customer side.Corey: This episode is sponsored in part by Honeycomb. I'm not going to dance around the problem. Your. Engineers. Are. Burned. Out. They're tired from pagers waking them up at 2 am for something that could have waited until after their morning coffee. They're fed up with relying on two or three different “monitoring tools” that still require them to manually trudge through logs to decipher what might be wrong. Simply put, there's a better way. Observability tools like Honeycomb show you the patterns and outliers of how users experience your code in complex and unpredictable environments so you can spend less time firefighting and more time innovating. It's great for your business, great for your engineers, and, most importantly, great for your customers. Try FREE today at honeycomb.io/screaminginthecloud. That's honeycomb.io/screaminginthecloud.Corey: I think so much of this is—I mean, it gets back to your question to me that I sort of dodged was I willing to talk about how my emotional state in these moments? And yeah, I was visibly sweating and very nervous and I've always been relatively okay with calling out the fact that I'm not in a great place at the moment, and I'm panicking. And it wasn't helped in some cases by, in those early days, the CEO of the company standing over my shoulder, coming down from the upstairs building to know what was going on, and everything had broken. And in that case, I was only coming in to do mop-up I wasn't one of the factors contributing to this, at least not by a primary or secondary degree, and it still was incredibly stress-inducing. So, from that perspective, it feels odd.But you also talk about ‘we,' in the sense of as an industry, as a culture, and the rest. I'm going to push back on that a little bit because there are still companies today in the closing days of 2022 that are extraordinarily far behind where many of us are at the companies we work for. And they're still stuck in the relative Dark Ages technically, were, “Well, are VMs okay, or should we stay on bare metal?” Is still the era that they're in, let alone cloud, let alone containerization, let alone infrastructure as code, et cetera, et cetera. I'm unconvinced that they have meaningfully progressed on the interpersonal aspects of incident management when they've been effectively frozen in amber from a technical basis.Emily: Mmm, I don't think that's fair [laugh].Corey: No. Excellent. Let's talk about that.Emily: [laugh]. I think just because an organization is still, like, maybe in DCs and using hardware and maybe hasn't advanced so thoroughly within the technical aspect of things, that doesn't necessarily mean that they haven't adopted new—Corey: Ah, very fair. Let me add one point of clarification, then, on this because what I'm talking about here is the fact there are companies who are that far behind on a technical basis, they are not necessarily one and the same, too—Emily: Correct.Corey: Because you're using older technology, that means your processes are stuck in the past, too.Emily: Right.Corey: But rather, just as there are companies that are anxious on the technology basis, there are also companies who will be 20 years behind in learnings—Emily: Yes.Corey: —compared to how the more progressive folks have already internalized some of these things ages ago. Blamelessness is still in the future for them. They haven't gotten there yet.Emily: I mean, yeah, there's still places that are doing root cause analysis, that are doing the five whys. And I think that we're doing our best [laugh]. I mean, I think it really takes—that's a cultural change. A lot of the actual change in approach of incident analysis and incident response is a cultural change. And I can speak from firsthand experience that that's really hard to do, especially from the inside it's very hard to do.So luckily, with the role that I'm in now at Jeli.io, I get to kind of support those folks who are trying to champion a change like that internally. And right now, my perspective is just trying to generate as much material for those folks to send internally, to say like, “Hey, there's a better way. Hey, there's a different approach for this that can maybe get us around these things that are difficult.” I do think that there's this tendency—and I've used this analogy before—is for us to think that our junk drawers are better than somebody else's junk drawers.I see an organization as just a junk drawer, a drawer full of weird odds and ends and spilled glue and, like, a broken box of tacks. And when you pull out somebody else's junk drawer, you're like, “This is a mess. This is an absolute mess. How can anyone live like this?” But when you pull out your own junk drawer, like, I know there are 17 rubber bands in this drawer, somehow. I am going to just completely rifle through this drawer until I find those things that I know are in here.Just a difference of knowing where our mess is, knowing where the bodies are buried, or the skeletons are in each closet, whatever analogy works best. But I think that some organizations have this thought process that—by organizations, I mean, executive leadership organizations are not an entity with an opinion, they're made up of a bunch of individuals doing [laugh] the work that they need to do—but they think that their problems are harder or more unique than at other organizations. And so, it's a lot harder to kind of help them see that, yes, there is a very unique situation, the way that your people work together with their technology is unique to every single different organization, but it's not that those problems cannot be solved in new and different ways. Just because we've always done something in this way does not mean that is the way that is serving us the best in this moment. So, we can experiment and we can make some changes.Especially with process, especially with the human aspect of things of how we talk to each other during incidents and how we communicate externally during incidents. Those aren't hard-coded. We don't have to do a bunch of code reviews and make sure it's working with existing integrations to be able to make those changes. We can experiment with that kind of stuff and I really would like to try to encourage folks to do that even though it seems scary because incidents are… [unintelligible 00:24:33] people think they're scary. They're not. They're [unintelligible 00:24:35].Corey: They seem to be. For a lot of folks, they are. Let's not be too dismissive on that.Emily: But we were both talking about panic [laugh] and the panic that we have felt during incidents. And I don't want to dismiss that and say that it's not real. But I also think that we feel that way because we're worried about how we're going to be judged for our involvement in them. We're panicking because, “Oh no, we have contributed to this in some way, and the fact that I don't know what to do, or the fact that I did something is going to reflect poorly on me, or maybe I'm going to get fired.” And I think that the panic associated with incidents also very often has to do with the environment in which you are experiencing that incident and how that is going to be accepted and discussed. Are you going to be blamed regardless of how, quote-unquote, “Blameless,” your organization is?Corey: I wish there was a better awareness of a lot of these things, but I don't think that we are at a point yet where we're there.Emily: No.Corey: How does this map what you do, day-to-day over at Jeli.io?Emily: It is what I do every single day. So, I mean, I do a ton of different things. We're a very small startup, so I'm doing a lot, but the main thing that I'm doing is working with our customers to tackle these hurdles within each of their organizations. Our customers vary from very small organizations to very, very large organizations, and working with them to find how to make movement, how to sell this internally, sell this idea of let's talk about our incidents a little bit differently, let's maybe dial back some of the hard-coded automation that we're doing around response and change that to speaking to each other, as opposed to, we need 11 emails sent automatically upon the creation of an incident that will automatically map to these three PagerDuty schedules, and a lot more of it can be us working through the issue together and then talking about it afterwards, not just in reference to the root cause, but in how we interfaced: how did it go, how did response work, as well as how did we solve the problem of the technical problem that occurred?So, I kind of pinch myself. I feel very lucky that I get to work with a lot of different companies to understand these human aspects and the technical aspects of how to do these experiments and make some change within organizations to help make incidents easier. That's the whole feeling, right? We were talking about the panic. It doesn't need to be as hard as it feels, sometimes. And I think that it can be easier than we let ourselves think.Corey: That's a good way of framing it. It just feels on so many levels like this is one of the hardest areas to build a company in because you're not really talking about fixing technical, broken systems out there. You're talking about solving people problems. And I have some software that solves your people problems, I'm not sure if that's ever been true.Emily: Yeah, it's not the software that's going to solve the people problems. It's building the skills. A lot of what we do is we have software that helps you immensely in the analysis process and build out a story as opposed to just building out a timeline, trying to tell, kind of, the narrative of the incident because that's what works. Like anthropologically, we've been conveying information through folklore, through tales, telling tales of things that happened in order to help teach people lessons is kind of how we've—oral history has worked for [laugh] thousands of years. And we aren't better than that just because we have technology, so it's really about helping people uncover those things by using the technology we have: pulling in Slack transcripts, and PagerDuty alerts, and Zoom transcripts, and all of this different information that we have available to us, and help people tell that story and convey that story to the folks that were involved in it, as well as other peoples in your organization who might have similar things come up in the future.And that's how we learn. That's how we teach. But that's what we learn. I feel like there's a big difference—I'm understanding, there's a big difference between being taught something and learning something because you usually have to earn that knowledge when you learn it. You can be taught something a thousand times and then you've learned that once.And so, we're trying to use those moments that we actually learn it where we earn that hard-earned information through an incident and tell those stories and convey that, and our team—the solutions team—is in there, helping people build these skills, teaching people how to talk to each other [laugh] and really find out this information during incidents, not after them.Corey: I really want to thank you for being as generous with your time as you have been. And if people want to learn more, where's the best place to find you?Emily: Oh. I was going to say Twitter, but… [laugh].Corey: Yeah, that's a big open question these days, isn't it? Assuming it's still there by the time this episode airs, it might be a few days between now and then. Where should they find you on Twitter, with a big asterisk next to it?Emily: It's at @themortalemily. Which, I started this by saying I like mess and I'm someone who loves incidents, so I'll be on Twitter [laugh].Corey: We're there to watch it all burn.Emily: Oh, I feel terrible saying that. Actually, if any Twitter engineers are listening to this, someone is found that the TLS certificate is going to expire at the end of this year. Please check Twitter for where that TLS certificate lives so that you all can renew that. Also, Jeli.io, we have a blog that a lot of us write, our solutions team, we—and honestly a lot of us, we tend to hire folks who have a lot of experience in incident response and analysis.I've never been a solutions engineer before in my life, but I've done a lot of incident response. So, we put up a lot of stuff and our goal is to build resources that are available to folks who are trying to make these changes happen, who are in those organizations where they're still doing five whys, and RCAs, and are trying to convince people to experiment and change. We have our Howie Guide, which is available for free. It's ‘How We Got Here' which is, like, a full, free incident analysis guide and a lot of cool blogs and stuff there. So, if you can't find me on Twitter, we're writing… things… there [laugh].Corey: We will, of course, put links to all of that in the [show notes 00:30:46]. Thank you so much for your time today. It's appreciated.Emily: Thank you, Corey. This was great.Corey: Emily Ruppe, solutions engineer at Jeli.io. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this episode, please leave a five-star review on your podcast platform of choice, along with an angry comment talking about how we've gotten it wrong and it is always someone's fault.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.

Can you believe it—we are coming up on the three year anniversary of the COVID Pandemic. In this podcast we explore the challenges that we faced collectively and then in particular for public health and the rest of the emergency management community who responded. The podcast has an excellent guest with intimate experience with the pandemic. Nathan Weed is the Chief of Resiliency and Health Security for the Washington State Department of Health Mr. Weed provides statewide leadership for the ongoing development of public health and medical emergency response capabilities and community resilience and leads emergency response teams.He holds a Bachelor of Arts from the University of Wyoming and a Master of Public Health from Tulane University School of Public Health and Tropical Medicine. Additionally, he is a certified Incident Command and Crisis Leadership trainer and a graduate of the National Preparedness Leadership Initiative at Harvard University's Kennedy School of Government, and the Northwest Public Health Leadership Institute at the University of Washington School of Public Health.Dynamis, a leading provider of information management software and security solutions, is a sponsor of this podcast.Eric Holdeman is a professional emergency manager who is passionate about providing information that can help families, businesses & governments become better prepared for disasters of all types. Hear first hand expert insights from Eric on his Podcast, Blog & EricHoldeman.com.

In this archive episode, Anthony Kastros and Brian Brush as they speak with guest Mike Emillio, captain with the Oklahoma City (OK) Fire Department, about civilian death statistics, decentralized decision making, and more. More: https://trainfirefighters.com/

This episode is co-hosted by Josh Blum, John Vance & Doug Wehmeyer.The guys are talking hazard zone accountability and how proper accountability on the task, tactical and strategic level outperforms any other system Sign up for our two day command training workshops here. Shop B Shifter here. This episode was recored in Westbrook, Maine on October 6, 2022. Please subscribe!

This episode was taken from our 2022 Fall CAPCE Paramedic Refresher. We welcome back Prescott Nadeau to the show as we listen to his lecture on Mass Casualty Incident Command for the EMS provider. Prescott Nadeau is a Captain and Training officer at the Williston, VT Fire Department. He has been in the fire service […]

This episode is co-hosted by Josh Blum, John Vance & Doug Wehmeyer (making his B Shifter debut!). Douglas Wehmeyer is a thirty-three-year veteran of the fire service holding every rank from fire cadet to fire chief. He is currently a Deputy Fire Chief and Shift Commander for Deerfield Township Fire Rescue Department in Warren County, Ohio and a part-time Fire Chief for his hometown of Lockland, Ohio. Doug is a professor for Columbia Southern University. He is an Executive Fire Officer Program (EFOP) Graduate and holds a Master's Degree in Public Administration from Anna Maria College.We talk about division operations and the impact having a division boss can have on an incident. Sign up for our two day command training workshops here. Shop B Shifter here. This episode was recored in Westbrook, Maine on October 6, 2022. Please subscribe!

Mayor Maddox joins Jason Foster at Harrison Taylor Incident Command Center. To stay up-to-date with the City of Tuscaloosa, visit Tuscaloosa.com and follow us on Facebook, Twitter, Instagram and Nextdoor.

We are discussing certification based training for fire personnel and delve into a certification program for incident commanders (hint; it rhymes with "true guard". This episode is co-hosted by Nick Brunacini, Josh Blum and John Vance.Sign up for the next Mayday Management Workshops, Division Operation Workshop, Big Box Workshop or a Blue Card Train the Trainer  here. Shop B Shifter here. Thank you for listening, please subscribe! 

Anthony Kastros and Brian Brush speak with guest Richard Ray of the UL FSRI Residential Home Size-Up and Search & Rescue Operations Technical Panel. trainfirefighters.com Sponsored by MagneGrip: https://www.magnegrip.com/

RESCUE! We go to Deerfield Township, OH and Olathe, KS  for physical rescues of two different entrapped occupants. We break down the radio traffic and talk about the components of Blue Card.  One of the rescues makes Nick take pause while we talk about command function #1, deployment. This episode is co-hosted by Nick Brunacini, Josh Blum and John Vance.Sign up for the next Mayday Management Workshops, Division Operation Workshop, Big Box Workshop or a Blue Card Train the Trainer  here. Shop B Shifter here. Thank you for listening, please subscribe! 

Anthony Kastros speaks with guests Sacramento Metro (CA) Battalion Chief Kiley Keeley and Captain Shawn Lemon about a tremendous recent rescue in Sacramento in which firefighters rescued several from a barricade situation. https://www.fireengineering.com/firefighting/sac-metro-crews-breach-wall-pull-infant-man-from-burning-apartment/ Online training at https://trainfirefighters.com/ Sponsored by Magnegrip and Tencate.

 Frank Ricci and P.J. Norwood speak to their guests about incident command and technology. Sponsored by Magnegrip and Tencate.

From moosemutlow.com:Moose has over 30 years of traditional and alternative education experience around the globe. He has course directed 58-day Outward Bound instructor trainings in Appalachia, been a deputy headmaster in the Kalahari Desert, managed a beach concession on the Mediterranean, slogged through Australian rain forests with middle school students, juggled as a street performer in too many cities to mention, has more than 2000 days of field instruction in a wilderness setting, spent four months as the Interim Head for an elite ski academy, and recently returned from teaching a canoe program for Veterans on the Gulf of Mexico.Since 2002 Moose has been a member and senior trainer of Yosemite Search and Rescue, working as a technician and within Incident Command, at one of the busiest SAR operations in the world. Moose currently works for NatureBridge in Yosemite National Park as the Senior Projects Director for planning, design and construction of the National Environmental Science Center. Moose has been the Lead Trainer for Family Liaison Officers for the National Park Service teaching trainings in Yosemite, Arches, Smokey Mountains, Teton and Yellowstone National Parks.Find out more about Moose:www.moosemutlow.cominstagram @moosemutlowHis books: Searching : Finding purpose, laughter and distraction through Search and RescueWhen Accidents Happen: Managing Crisis Communication as a Family Liaison OfficerHave the adventure of a lifetime by applying for a 2022 seasonal position with Avid4 Adventure at Avid4Adventure.com/jobs. Let them know you heard about it from Adventure Sports Podcast!Support this podcast at — https://redcircle.com/adventure-sports-podcast/donationsAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy