Podcasts about Indirect

For review:1. The U.S. Army Reserve is examining whether it can provide the military's Southern Command with police forces, medical personnel and other support units within the next four months, according to an internal Army message reviewed by CBS News.2. Israel on Sunday gave Dutch diplomats serving in Ramallah seven days to return their Israeli-issued diplomatic credentials, retaliating after a Dutch ban on goods from Israeli businesses in the West Bank, East Jerusalem and the Golan Heights went into effect.Their diplomatic privileges granted by Israel will expire at the end of that period, Foreign Minister Gideon Sa'ar announced on X.3. Prime Minister Benjamin Netanyahu flew to the UAE today to meet with Emirati President Mohamed Bin Zayed, Channel 12 reports, citing two sources.4. Iran stood firm Sunday on its conditions for reopening the Strait of Hormuz, after US President Donald Trump rejected its proposal.Iran's plan called for a cessation of all hostilities in the Middle East, including in Lebanon, according to Foreign Minister Abbas Araghchi, and fulfilling conditions in the ceasefire deal that fell apart months ago.5. US President Donald Trump said Sunday that he expects talks with Iran to resume in the coming week, despite his rejection of a truce proposal put forward by Tehran.6. British police said on Sunday they had arrested five men on suspicion of “preparing a terrorist act” and offenses under the Explosives Act, and the army was examining several vehicles after security was stepped up at a British air base used by US air forces in southwest England.7. Hamas leader Khalil al-Hayya said on Saturday that Hamas agreed last year to a roadmap that ultimately includes the establishment of a Palestinian state.In an interview with Qatar's Al-Araby channel, Hayya was asked about Israel's demand that Hamas disarm as part of the Gaza ceasefire, but did not directly say whether the terror group would agree to disarm.8. North Korea test launched a new weapon over the weekend that appears to be a hypersonic missile, according to photos released Tuesday by state media Korean Central News Agency.9. The first Korea Aerospace Industries (KAI) KF-21 was handed over to the Republic of Korea Air Force (ROKAF) Tuesday. The KF-21 is considered a 4.5-generation fighter jet and will be equipped with a mix of indigenous and Western sensors and weapons in service, including the KGGB precision glide bomb and European MBDA Meteor air-to-air missile.

In this episode of the All Things Sustainable podcast, we cover Climate Week NYC key takeaways with a guest who brings together perspectives from climate science and the financial sector: Dr. Sarah Kapnick.   Sarah is Global Head of Climate Advisory at the largest bank in the US, JPMorganChase. Before joining the bank, she was Chief Scientist for the US National Oceanic and Atmospheric Administration, or NOAA.   In the episode, we unpack how the business and finance communities are responding to volatility from climate change, geopolitical conflicts and supply chain disruption. Sarah explains why a powerful El Niño forecast has put food security in the spotlight at Climate Week NYC.   Across these topics, Sarah says she's increasingly putting resilience front and center in conversations with clients. "You can't just build resilience for what you've seen in the past," she says. "You need to be building resilience to what we know will come in the future."  Sarah says events like summer's heat waves have led to increased awareness of the physical impacts of climate change. "It's moving from being theoretical to actually physical and financial," she tells us. "And that is what I think is going to really drive action and capital deployment in the coming years."  We recorded this episode on the sidelines of The Nest Campus, where the All Things Sustainable podcast is an official media partner. Listen to all of our Climate Week NYC coverage:   Tech giant NVIDIA talks AI's sustainability risks and opportunities  New York bank CEO talks affordability, AI and climate solutions at Climate Week NYC  PRI interim CEO talks changing landscape for responsible investment  As Climate Week NYC kicks off, energy, climate and national security converge  Read thought leadership on El Niño from the S&P Global Climate Center of Excellence: El Niño: The climate science view of key regional impacts and risks | S&P Global   Read S&P Global's latest thought leadership on corporate adaptation planning: As climate risk mounts, more companies turn to adaptation planning to build resilience | S&P Global Read thought leadership on resilience from S&P Global Sustainable1: Resilience as a framework for sustainability | S&P Global  Copyright ©2026 by S&P Global  DISCLAIMER  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.  Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).  This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.  S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

In this special Climate Week NYC episode of the All Things Sustainable podcast, we sit down with Josh Parker, Head of Sustainability at technology giant NVIDIA.   NVIDIA develops chips, systems and software that power the world's AI infrastructure. It is also the world's largest company with a market capitalization of more than $5.1 trillion as of September 2026.  In the interview, Josh outlines ways AI can help advance climate innovation and accelerate the energy transition. "More intelligence hopefully leads to better decision-making, better policies and better ways to tackle climate change," he says.  He also acknowledges public concerns about AI's impacts on energy consumption, water use and jobs. "People have legitimate questions about the impacts of data centers," Josh says. "It's really important for us and for our partners who are actually building the data centers, I think, to be proactive and transparent."  Tune in all week for our special daily coverage from Climate Week NYC. S&P Global's All Things Sustainable podcast is an official media partner of The Nest Campus and you can find us on the sidelines of this three-day event Sept. 22-24: Register for The Nest Campus 2026 | Climate Week NYC  Further listening:  As Climate Week NYC kicks off, energy, climate and national security converge  PRI interim CEO talks changing landscape for responsible investment  New York bank CEO talks affordability, AI and climate solutions at Climate Week NYC  Copyright ©2026 by S&P Global  DISCLAIMER  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.  Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).  This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.  S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

AP correspondent Charles de Ledesma reports another ship has been hit in the Strait of Hormuz.

  Climate Week NYC is expected to convene more than 100,000 attendees for more than 1,000 planned events across New York City Sept. 20-27. Throughout the week we're bringing you special daily episodes featuring executives from around the world and across industries — including financial institutions.   In today's episode, we sit down with Priscilla Sims Brown, President and CEO of Amalgamated Bank. Manhattan-based Amalgamated is a socially responsible bank with a network of branches in New York City, Washington DC and San Francisco. The bank is a certified B Corp, which means it meets certain social, environmental and governance impact standards.  Priscilla tells us how Amalgamated is working to make climate finance affordable and accessible to low- and moderate-income urban and rural communities, including farmers, as part of the bank's $2.2 billion in lending for climate solutions.  She also outlines how Amalgamated is leveraging AI. The bank has a pilot partnership with major AI company Anthropic to address cybersecurity and fraud prevention, and also uses AI to upskill employees.   "We think a lot about the workforce in this moment where AI is so controversial," Priscilla says. "How do we get ahead of the curve, look around the corner, and see how we can upskill those jobs?"  We sat down with Priscilla at The Nest Campus, where the All Things Sustainable podcast is an official media partner.  Further listening:  As Climate Week NYC kicks off, energy, climate and national security converge  PRI interim CEO talks changing landscape for responsible investment  What to expect from Climate Week NYC: Why resilience is high on the agenda  Copyright ©2026 by S&P Global  DISCLAIMER  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.  Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).  This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.  S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.  

Climate Week NYC is underway, and the All Things Sustainable podcast is on the ground talking to leaders from across industries and around the world — including the global investor community. In today's episode, we sit down with the head of an organization that has about 5,000 members representing around $139 trillion dollars in assets under management: The Principles for Responsible Investment, or PRI.   PRI was set up with the UN and the world's largest institutional investors in 2006 to drive responsible investment. Twenty years later, the organization is working with many parts of the financial ecosystem — including asset owners, investment managers and service providers — to incorporate environmental, social and governance issues into investment practice.    To learn how these stakeholders are adapting their investment strategies in a tumultuous year, we talk to PRI's interim CEO, Cambria Allen-Ratzlaff.   Cambria is nearing one year in the role, and she says the companies that sign on to PRI's principles are focused on resilience in 2026.   "It encapsulates both the capacity needed by investment portfolios to withstand the pressures of policy uncertainty and geopolitical tension, but also the resolve required of responsible investment professionals amid the changing environment that we're in," Cambria says.   Looking ahead, Cambria outlines PRI's roadmap for the remainder of 2026 and beyond — including what to expect at the organization's flagship PRI in Person conference in Amsterdam Oct. 13-15.    "The practice of responsible investment is still facing enormous scrutiny, and we want to make sure we stay the course," Cambria says. "At the end of the day, responsible investment is good investment."    Tune in all week for our special daily coverage from Climate Week NYC. S&P Global's All Things Sustainable podcast is an official media partner of The Nest Campus and you can find us on the sidelines of this three-day event Sept. 22-24: Register for The Nest Campus 2026 | Climate Week NYC  Copyright ©2026 by S&P Global  DISCLAIMER  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.  Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).  This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.  S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. 

Climate Week NYC is expected to convene more than 100,00 attendees for more than 1,000 events across New York City Sept. 20-27. We're kicking off our special daily podcast episodes with a topic that will feature heavily in the week's agenda — energy and climate security.    The Russia-Ukraine and Middle East conflicts have reshaped the way the world thinks about energy security. At the same time, climate change is contributing to more frequent and severe extreme weather events — with big implications for national security.  "You kind of have this convergence of a change in the energy security story at the same time that the impacts of climate change are really coming home to roost," says our guest in today's episode, Erin Sikorsky.    Erin is Director of The Center for Climate and Security, a research institute focused on tackling systemic climate and ecological security risks. The center is part of The Council on Strategic Risks, a nonpartisan security policy think tank, and Erin is speaking at Climate Week's opening ceremony Sept. 21.   In the episode, Erin explains why the security framing "will be front and center" during Climate Week NYC.  "You can't absorb attacks on your electrical grid, for example, or you can't absorb attacks on your food system or your water supply if those things are already strained because of extreme weather events," Erin says.  Tune in all week for our special daily coverage from Climate Week NYC. S&P Global's All Things Sustainable podcast is an official media partner of The Nest Campus and you can find us on the sidelines of this three-day event Sept. 22-24: Register for The Nest Campus 2026 | Climate Week NYC  Further listening:   What to expect from Climate Week NYC: Why resilience is high on the agenda | S&P Global  How sustainable finance is evolving as investors rethink security and defense | S&P Global Further reading:  Sustainability Quarterly Third-Quarter 2026 Edition | The Resilience Imperative | S&P Global  You can find Erin's Substack newsletter here: https://securityinaclimatechangedworld.substack.com/         Copyright ©2026 by S&P Global  DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).     This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. 

Euronext Sustainability Week wraps up Sept. 18, and in this special episode to end the week, the All Things Sustainable podcast is talking to Triodos Bank CEO Marcel Zuidam.   Triodos is a Netherlands-based sustainable bank that co-founded the Global Alliance for Banking on Values. Marcel explains how GABV members are working to finance positive economic, social and environmental impact. And he outlines Triodos Bank's focus on financing five interlinked transition themes related to food systems, resources, energy, society and wellbeing.  "For us, banking is not neutral. Every decision to lend or invest is also a decision about the economy that we want to support," Marcel says.  Euronext operates stock exchanges that list more than 1,800 companies across eight European markets. Marcel took on the CEO role in 2025, shortly before Triodos listed on Euronext's Amsterdam exchange. In the episode, he tells us what has happened since that listing during a year when the impacts of climate change are increasingly visible and geopolitical conflicts continue to dominate headlines.  "For us, resilience means that economies and societies can absorb shocks without pushing the costs onto vulnerable people or future generations," he says. "It's not separate from economic security or strategic autonomy. It's essential to both."  S&P Global Sustainable1 is a member of the Euronext Sustainable Network, and All Things Sustainable is the official podcast of Euronext Sustainability Week. Listen to our bonus episodes from the week:   Why resilience is the buzzword as Euronext Sustainability Week kicks off | S&P Global  How a European renewable energy company is pursuing affordability amid geopolitical uncertainty | S&P Global  Copyright ©2026 by S&P Global  DISCLAIMER  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.   Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.   S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

In this episode of Psychiatric Pharmacy Pulse, host Megan Maroney, PharmD, BCPP, FAAPP, speaks with Danielle Stutzman, PharmD, BCPP, clinical assistant professor at the University of Colorado Skaggs School of Pharmacy and assistant adjunct professor at the Child and Adolescent Mental Health Division of the Department of Psychiatry at the University of Colorado School of Medicine, and member of the American Association of Psychiatric Pharmacists Board of Directors, about where centanafadine (Simtriyo; Otsuka Pharmaceutical) fits into attention-deficit/hyperactivity disorder (ADHD) pharmacotherapy. Centanafadine received FDA approval in July 2026 as a norepinephrine-dopamine-serotonin reuptake inhibitor (NDSRI) for ADHD in both pediatric and adult patients, with DEA scheduling still pending. Maroney and Stutzman note its mechanism is not entirely novel, drawing comparisons to tricyclic antidepressants, atomoxetine (Eli Lilly), and viloxazine (Qelbree; Supernus Pharmaceuticals, Inc). A pooled meta-analysis of 4 phase 3 trials plus a phase 2b crossover study found a Hedges' g effect size of about 0.37 for overall symptom severity versus placebo, a modest result that falls short of typical stimulant effect sizes of 0.8 to 1.0, though executive functioning outcomes on caregiver-rated scales appeared more promising.Safety data showed a nonsignificant increase in adverse effects (AEs) overall (pooled risk ratio, 1.29), with appetite suppression, nausea, and rash among the most common issues. Rash was the leading cause of study discontinuation in the youngest age group. Indirect comparisons suggested centanafadine may carry a lower risk of insomnia than methylphenidate and fewer AEs than atomoxetine and viloxazine, though lisdexamfetamine (Vyvanse; Takeda Pharmaceuticals) remained more effective. A boxed warning for suicidal ideation applies, which is consistent with other ADHD medications.Practical advantages discussed include a lack of reliance on cytochrome P450 metabolism, lower drug interaction risk than atomoxetine or viloxazine, and capsules that can be opened and sprinkled on applesauce, yogurt, or orange juice. Centanafadine did increase caffeine exposure roughly 2-fold, warranting patient counseling. Both Maroney and Stutzman positioned the drug as a potential second-line option for patients who are not candidates for stimulants or who have not tolerated or responded to first-line therapies.To provide feedback or suggest topics of discussion for Psychiatric Pharmacy Pulse, please reach out to Gillian McGovern, Editor (gmcgovern@pharmacytimes.com).REFERENCES1. Mattingly GW, Turkoglu O, Chang D, Ward C, Skubiak T, Zhang Z, Cutler AJ. 52-week open-label safety and tolerability study of centanafadine sustained release in adults with attention-deficit/hyperactivity disorder. J Clin Psychopharmacol. 2025;45(5):454-462. doi:10.1097/JCP.00000000000020202. Otsuka Pharmaceutical Development & Commercialization, Inc; Otsuka Pharmaceutical Co, Ltd. Otsuka receives FDA approval for first-in-class SIMTRIYO (centanafadine) for the treatment of attention-deficit/hyperactivity disorder. Otsuka US. July 24, 2026. Accessed September 16, 2026. https://www.otsuka-us.com/otsuka-shares-fda-review-update-for-centanafadine3. Adler LA, Adams J, Madera-McDonough J, et al. Efficacy, safety, and tolerability of centanafadine sustained-release tablets in adults with attention-deficit/hyperactivity disorder: results of 2 phase 3, randomized, double-blind, multicenter, placebo-controlled trials. J Clin Psychopharmacol. 2022;42(5):429-439. doi:10.1097/JCP.00000000000015754. Muneer MA, Naveed M, Amjad M, et al. Efficacy and safety of centanafadine in attention-deficit/hyperactivity disorder: a systematic review and meta-analysis of randomized controlled trials. Psychopharmacol Bull. 2026;56(3):47-65. https://pubmed.ncbi.nlm.nih.gov/42267239/5. Schein J, Cloutier M, Gauthier-Loiselle M, et al. Assessment of centanafadine in adults with attention-deficit/hyperactivity disorder: a matching-adjusted indirect comparison vs lisdexamfetamine dimesylate, atomoxetine hydrochloride, and viloxazine extended-release. J Manag Care Spec Pharm. 2024;30(6):528-540. doi:10.18553/jmcp.2024.30.6.5286. Stein MA. Editorial: centanafadine for adolescents with attention-deficit/hyperactivity disorder: is a broader mechanism of action better? J Am Acad Child Adolesc Psychiatry. 2026;65(6):764-765. doi:10.1016/j.jaac.2025.10.0207. Ward CL, Childress AC, Jin N, et al. Centanafadine for attention-deficit/hyperactivity disorder in adolescents: a randomized clinical trial. J Am Acad Child Adolesc Psychiatry. 2026;65(6):805-817. doi:10.1016/j.jaac.2025.06.023

Euronext Sustainability Week runs Sept. 14-18 under the title 'Building resilience in a changing world.' All Things Sustainable is the official podcast and in bonus episodes throughout this week, we're talking to CEOs of Euronext-listed companies to understand what that looks like in practice.  In today's episode, we talk with EnergyVision Founder and CEO Maarten Michielssens. EnergyVision is a Belgian renewable energy company listed on Euronext's Brussels exchange, and Maarten outlines the company's goal to make it easier for customers to transition to renewable energy. He describes a business model — producing renewable energy from solar, wind and hydropower and combining it with battery storage, affordable energy contracts and charging networks for electric vehicles — that he says helps keep electricity prices predictable for customers.  "More than 75% of the energy that we sell comes from our own assets. These assets don't respond to market prices, so we can keep our price stable," he says.  This stability has become increasingly relevant in the face of global conflicts like the Russia-Ukraine war and conflict in the Middle East. For most customers, Maarten says the decision to transition away from fossil fuels comes down to cost.   "The combination of renewable energy — which is the cheapest energy — and this obsession for customer satisfaction means that we scale fast, that we are profitable," he says.    Listen to bonus Euronext Sustainability Week episodes:  Why resilience is the buzzword as Euronext Sustainability Week kicks off | S&P Global  S&P Global Sustainable1 is a member of the Euronext Sustainable Network,  Copyright ©2026 by S&P Global  DISCLAIMER  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.   Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).   This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.  S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

Euronext Sustainability Week runs Sept. 14-18, and in this special episode kicking off the week, we're talking to Euronext Group Head of ESG and Sustainable Finance Camille Leca.   Euronext operates stock exchanges that list more than 1,800 companies across eight European markets, where Camille points to clear market demand for sustainable finance products. Despite a backlash against ESG in some parts of the world, she says, "the commitment and the appetite from investors is still there."  At the same time, Camille says the language the market uses is evolving. She describes the idea of a "new ESG" that encompasses "energy, security and geostrategies" to reflect how sustainability is embedded in the current business landscape.   The title of Euronext Sustainability Week — 'Building resilience in a changing world' — speaks to this evolution. "There was a need for rebranding, and the recent geopolitical events made 'resilience' a very clear word for showing what the challenges and opportunities are," Camille tells us.   S&P Global Sustainable1 is a member of the Euronext Sustainable Network, and All Things Sustainable is the official podcast of Euronext Sustainability Week. Tune in to hear bonus episodes throughout the week, and learn more about the program here: Euronext Sustainability Week | Euronext  Copyright ©2026 by S&P Global DISCLAIMER By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.   Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.   S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

In this episode of the All Things Sustainable podcast we're talking to a leading voice in sustainable finance: Patrick Odier.   Patrick has a long history in Swiss finance and holds several leadership roles on Switzerland's sustainability stage — including as Chair of Building Bridges, the Geneva-based organization that convenes the financial community, public sector and international organizations to mobilize capital for sustainable outcomes. As Patrick describes it in the interview: "We realized that we needed to have all parties around the table."     The 7th annual Building Bridges Summit takes place Oct. 6-8, and Patrick gives us a sneak peek into what to expect when we take the podcast to Geneva to cover the event. The summit's title is "Investable Solutions to Global Challenges," and discussions will explore some of the biggest challenges that policymakers and investors face in 2026, from AI, energy security and infrastructure to nature, adaptation and resilience.   Patrick says the summit will focus on finding concrete solutions and driving system-level change. "In other words, move from the concept to the investment itself by those who are the best equipped, positioned and educated to do that," he tells us.   S&P Global Sustainable1 is a sponsor of the Building Bridges Summit 2026, where All Things Sustainable host Lindsey Hall will act as Master of Ceremonies. Learn more about the program: 2026 Edition: Building Bridges | Aligning Finance with Sustainability  Further listening:   Climate Week Zurich: Insights, highlights and key lessons | S&P Global  How sustainability is evolving into a broader conversation about resilience | S&P Global  How the UK is tackling the "alphabet soup" of sustainability disclosures | S&P Global  Inside Mexico's sustainability standards for public and private companies | S&P Global  Further reading:  Where does the world stand on ISSB adoption? | S&P Global  Copyright ©2026 by S&P Global      DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

In this episode of the All Things Sustainable podcast, we're exploring trends in sustainable finance: How it gained momentum, where it stands today, and where it's heading next.   Christa Clapp, Global Head of Sustainable Finance at S&P Global Ratings, explains the origin story behind the green labeled bond market and some important recent milestones for sustainable finance. She also tells us how sustainable finance labels are expanding and diversifying in markets around the globe.  We zoom in on the European market in an interview with Maurizio Pastore. Maurizio is Head of Debt and Funds Listing at Euronext, a pan-European market infrastructure group with regulated exchanges in Belgium, France, Greece, Ireland, Italy, the Netherlands, Norway and Portugal. Maurizio explains the sustainable investment trends he's seeing in Europe. And he tells us how the Russia-Ukraine war is contributing to a rising focus on investment in security and defense.   To understand how this conflict and war in the Middle East are impacting the role of security and defense in sustainable investment strategies, we talk to Sonja Gibbs, Managing Director of Global Markets and Policy at the Institute of International Finance. The IIF is a Washington, DC-based think tank and global trade association with member financial institutions around the world.  All Things Sustainable is the official podcast of Euronext Sustainability Week Sept. 14-18. You can learn more here: Euronext Sustainability Week | Euronext  Further reading:   Sustainability Insights: Sustainable Bond Outlook | S&P Global Ratings  Sustainability Insights: 1,000 SPOs, A Sustainable Finance Milestone | S&P Global Ratings  This podcast was published by S&P Global Sustainable1 and not by S&P Global Ratings, which is a separately managed division of S&P Global. S&P Global Ratings' sustainable finance products, such as Second Party Opinions (SPOs), are separate and distinct from credit ratings, do not assess credit quality, and do not factor into credit ratings.  Copyright ©2026 by S&P Global   DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).     This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

In this talk, Satyagosha explores "How to Change Your Mind" by looking at meditative states and the "indirect methods" that support them. He unpacks the stages of internal development and how we can use everyday activities like ethics, ritual, devotion, the arts, and service to support our spiritual growth. This talk was given at North London Buddhist Centre, 2026. *** Help us keep FBA Podcasts free for everyone! Donate now Subscribe to the FBA podcast: A full, curated, quality Dharma talk, every week. Apple Podcasts | Spotify | YouTube

Climate Week NYC 2026 runs Sept. 20-27, with 100,000 attendees expected across more than 1,000 events. In this episode of the All Things Sustainable podcast, we dive into what to expect in an interview with Peter Gilmer, the new CEO of The Nest Campus.   The Nest Campus is one of Climate Week NYC's largest gatherings, with an estimated 10,000 to 12,000 attendees expected over the three days of the event. In the episode, Peter explains the event's new name and ownership, why resilience is a rising focus in climate conversations around the world, and why The Nest Campus is organized around the idea of the "resilience economy."   "That means future-proofing our businesses, our supply chains, our economies, our natural systems, and our societies," Peter tells us.     Peter also explains that AI will play a bigger role at The Nest Campus in 2026, acting as a "force multiplier" to connect attendees even as the event explores the technology's potential downsides.    "We're not holding up AI as this kind of silver bullet," Peter says. "We're making sure that we're having very balanced conversations to discuss the good and the bad and the ugly."    All Things Sustainable is again an official media partner of The Nest Campus and will be on the ground recording interviews with leaders from across sectors and geographies. Register to attend: Register for The Nest Campus 2026 | Climate Week NYC   Learn more about the event S&P Global will host at Climate Week NYC on Sept. 23: The Resilience Imperative at the Climate Infrastructure Forum | S&P Global  Further listening:   Here's what you missed at London Climate Action Week | S&P Global  Copyright ©2026 by S&P Global  DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).     This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.  

From our Archives: In this insightful practitioner discussion, Christine Lu, CFA, Senior Manager, Equity Index Group at FTSE Russell, shares practical insights into the world of index investing and the mechanics behind index construction. The conversation explores index methodologies, sampling and weighting approaches, rebalancing and trading, and the growing role of rules-based strategies in asset allocation.The discussion also delves into the evolution of smart-beta strategies, how big data can support more informed investment decisions, and the potential impact of artificial intelligence and machine learning on the future of index investing. With passive investing gaining increasing importance globally, the session provides a practical perspective on how indexes are constructed, managed, and used by investors.Do tune in to this interesting conversation.____________________________________________________________DISCLAIMER :This podcast represents the views and opinions of the originally featured speaker and is posted with their express consent. All statements and expressions in the podcast are personal views of the speaker and are meant for educational purposes only and should not be construed as research, recommendation, solicitation, or investment advice. CFA Society India* is a non-profit for member benefit and does not endorse any person, content, product, organization or securities, opinions or recommendations and makes no representation or warranty, guarantee, claim of any kind, express or implied, regarding the accuracy, adequacy, validity, reliability, availability, appropriateness, suitability, or completeness of the information mentioned in the podcast. Viewers/readers shouldn't copy, transcribe, adapt, publish, license, distribute, perform and display the content including speech and any/all accompanying materials (including handouts and slides) without prior permission of CFA Society India for any use.CFA SOCIETY INDIA EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.*CFA Society India is a registered trademark of CFA Institute licensed to be used by the Indian Association of Investment Professionals._____________________________________________________________________________The Indian Association of Investment Professionals (IAIP), the India Society of CFA Institute, was established in Apr 2005 as an association of local investment professionals consisting of portfolio managers, security analysts, investment advisors and other financial professionals.As one of the over 160 CFA Institute member societies, the IAIP connects local CFA Institute members to a global network of investment professionals. For the continuing up-gradation of knowledge and skills of members, IAIP conducts speaker events, workshops led by leading finance professionals.

TikTok Shop does far more than generate in-app sales; it can also drive millions of impressions that boost revenue across Amazon, D2C, and physical retail. This social exposure creates real pricing power. SmartScout's alum Michael White leveraged TikTok traction to sell his product for $65, while competitors remained stuck at $45. The data proves this spillover effect. Every million TikTok views can generate $16,000+ in off-platform Amazon revenue, with some brands earning up to $6.70 elsewhere for every dollar made on TikTok. This halo effect breaks down into three buckets: Direct (in-app sales) Indirect (immediate off-platform purchases) Untraceable (long-term brand awareness and word-of-mouth). Even major retailers such as Walmart now actively ask suppliers for their TikTok strategy because social buzz directly drives store foot traffic. Ultimately, winning brands are comfortable breaking even on TikTok Shop knowing the real margin expansion will show up on their Amazon and retail balance sheets. Episode Notes: 00:09 - The TikTok Shop Halo Effect 00:45 - The Power of Impressions 01:01 - Anecdotes from the Frontlines 02:05 - Measurable Data Points and Studies 04:13 - Categories of the Halo Effect 05:45  - The Walmart Perspective and Offline Retail Impact 06:12 - Strategic Losses and the Flywheel Effect 07:20 - Tools, Feedback, and the Road Ahead Related Post: Amazon Brands with Successful TikTok Shop Grow 5.2x faster Scott's Links: LinkedIn: linkedin.com/in/scott-needham-a8b39813 X: @itsScottNeedham Instagram: @smartestseller YouTube: www.youtube.com/@smartestamazonseller2371 Newsletter: https://www.smartscout.com/newsletter-sign-up Blog: https://www.smartscout.com/blog

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War in the Middle East, climate change, AI: These are just some of the major factors reshaping the sustainability landscape in 2026. In this episode of the All Things Sustainable podcast, we're asking: What does all this mean for careers in sustainability?  To understand how recruiting is changing for sustainability roles at all levels, we talk to Kurt Harrison, who founded and co-leads the global sustainability practice at leadership advisory and search firm Russell Reynolds Associates.  Despite recent headwinds, "sustainability is alive and well," Kurt says. "We're now more in the implementation and operationalization phase of sustainability, where it's not driving a ton of new hiring, but it is certainly a key component of any credible corporate strategy."  We explore how the Chief Sustainability Officer role is evolving in an interview with Ellen Weinreb, founder of boutique search firm Weinreb Group. She tells us why the US has seen a drop in the number of executives holding the CSO title, how AI is impacting the job search, and what she's hearing in the recruiting process.   "Companies are focused on adding value, and so they're looking for sustainability leaders who can demonstrate the value," Ellen says.   And to understand the skillsets that sustainability professionals need to succeed in this changing environment, we talk to Tensie Whelan. Tensie was the Founding Director of the NYU Stern Center for Sustainable Business, where she is now a senior advisor. She explains how the center trains university students from all backgrounds to navigate changing talent expectations in 2026.  "One of the things that we're working on is engaging students and executives around how they can invest or drive sustainability at speed and scale through the understanding that, actually, this is part of business strategy that will drive better enterprise value," Tensie says.  Further listening:   Hear our previous podcast episodes about sustainability jobs and recruiting:   What's ahead for green, climate and sustainability jobs | S&P Global  How the global ESG recruiting landscape is changing | S&P Global  The rise of the ESG controller in the sustainability talent landscape | S&P Global  Listen to our interviews with CSOs across industries and geographies:  CSO Insights by All Things Sustainable - YouTube  Copyright ©2026 by S&P Global  DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).     This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. 

In this episode of the All Things Sustainable podcast, we explore how companies are leveraging AI and other technologies to address some of the world's most pressing water challenges even as a new threat is emerging for US water utilities in the form of cyberattacks.  We talk with Claudia Toussaint, Executive Vice President and Chief People and Sustainability Officer at Xylem. Xylem is a major global water technology company that provides services to utility, industrial, commercial, and residential markets.  Claudia outlines the fundamental role water plays in the AI economy, from data center operations to semiconductor manufacturing and electricity generation. She explains how companies can accommodate growing AI demand while also reducing their water use and dependence.   Claudia also tells us how Xylem is working to address big water challenges, including climate change, an infrastructure investment gap and cybersecurity threats. As water utilities increasingly digitize their systems, she says most are not equipped to consistently defend themselves against the kind of cyberattacks that have recently hit water utilities across multiple US states.  "Part of becoming a really good, resilient and sustainable utility means that you manage all of your operational risks. And cybersecurity is an increasing and critical risk for our water utilities," Claudia says.  This episode is the latest installment in our CSO Insights podcast series, where we interview Chief Sustainability Officers around the world and across industries. Listen to other episodes in this series here.   Further reading and listening:    Rapid data center growth faces sustainability challenges: Increasing emissions and water stress | S&P Global  CSO Insights: The big blind spot software giant SAP sees in AI strategies | All Things Sustainable  Copyright ©2026 by S&P Global   DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).     This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. 

In this special World Cat Day episode of The Pet Food Science Podcast Show, we bring in Sanjana Anan, a postdoctoral researcher at the University of Guelph, who explains how net energy could improve energy evaluation in feline nutrition. Topics include indirect calorimetry, limitations of metabolizable energy equations, diet formulation, sustainability, and the research required to develop reliable predictive models for cats. Listen now on all major platforms!“Net energy represents dietary energy actually available for feline metabolism after digestive, urinary, and feeding-related heat losses have been properly accounted for.”Meet the guest: Sanjana Anan is a postdoctoral researcher in Companion Animal Nutrition at the University of Guelph. Her research focuses on feline energy metabolism, indirect calorimetry, net energy estimation, and nutritional modeling. Her work examines how protein, fiber, carbohydrates, and other dietary factors influence energy utilization in cats. Hear Sanjana Anan discuss feline nutrition research on The Pet Food Science Podcast Show, available on all major platforms.Liked this one? Don't stop now — Here's what we think you'll love!Don't miss the chance to be part of the Pet Food Inner Circle!Join now and connect with leading experts in pet nutrition: https://petfoodinnercircle.com/What will you learn:(00:00) Highlight(01:23) Introduction(03:27) Net energy basics(06:36) Indirect calorimetry(08:16) Energy equation limits(11:27) Formulation benefits(13:05) Predictive models(19:34) Final QuestionsThe Pet Food Science Podcast Show is trusted and supported by innovative companies like:* Trouw Nutrition* Kemin- Rangen Group- Biorigin- DietForge- ZentrixOS- Zentrix Insights- WiseVAs- The Owner's Box- Elevate

Today's Sports Daily covers preseason football is the greatest, NFL RB's getting paid big time this week, my indirect connection to Ippei Mizuhara, and episode 5 of the “The Betryal of Shohei Ohtani” podcast thoughts.    Music written by Bill Conti & Allee Willis (Casablanca Records/Universal Music Group)  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode of the All Things Sustainable podcast, S&P Global Energy President Dave Ernsberger joins host Lindsey Hall to discuss how data centers, geopolitical risk and sustainability priorities are changing the global energy mix in 2026. As war in the Middle East continues, Dave explains how countries are rethinking the balance between immediate priorities — like energy security, availability and affordability — and the reality of climate change risk. In this context, Dave calls for a reframing of sustainability conversations. "The sustainability discussion will become irrelevant if it doesn't speak to the needs of the half of the world's population that needs energy in the first place," Dave says. "The leaders who are driving a conversation that is predicated on a statement like 'phase out fossil fuels' need to switch the conversation up and say: 'How do we maximize investment in clean fuels?'" Dave says investment decisions are already evolving at speed in response to continued geopolitical conflict. "I was amazed at how fast infrastructure was getting built out to maximize self-sufficiency, minimize import dependency," Dave says of a recent visit he made to the Middle East. "People aren't waiting." Dave also points to surging power demand tied to AI as a key factor reshaping global energy markets. He says S&P Global's newly announced acquisition of datacenterHawk will help fill information gaps about data center infrastructure, from the hardware inside each facility to who the investors are to how much debt is involved. "The questions that confront AI are big. The answers are highly specific and very detailed, and that's what we're driving towards with this investment," he tells us.  Further reading:   S&P Global's Top 10 Sustainability Trends to Watch in 2026 | S&P Global For the world's largest companies, climate physical risks have a $1.2 trillion annual price tag by the 2050s | S&P Global S&P Global to Acquire datacenterHawk Connecting Global Data Center, Power and Infrastructure Markets - S&P Global Further listening:   The big blind spot software giant SAP sees in AI strategies | S&P Global What planetary health means for the private sector | S&P Global  Copyright ©2026 by S&P Global    DISCLAIMER      By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).     This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

In this episode of the All Things Sustainable podcast, we explore the risks and opportunities AI presents for companies in an interview with Sophia Mendelsohn.   Sophia is Chief Sustainability and Commercial Officer at SAP, one of the world's largest producers of software. She outlines how companies are leveraging AI to become more sustainable. She also explains why many executives have "a blind spot" in their AI strategy when it comes to sustainability.   "They're racing to scale the technology, and we're treating sustainability sort of as last year's hype cycle ... instead of a condition for AI growth," Sophia says. "AI's first wave of expansion was fueled by our awe of the technology, but our second wave of the expansion has to be powered and protected by our ability to reconcile AI with the physical world we're using it in."   This episode is the latest installment in our CSO Insights podcast series, where we interview Chief Sustainability Officers around the world and across industries. Listen to other episodes in this series here.  Further reading:  AI adoption is soaring, but few companies are measuring its impact | S&P Global  S&P Global's Top 10 Sustainability Trends to Watch in 2026 | S&P Global  Copyright ©2026 by S&P Global  DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. 

The Senate confirms Jay Clayton to lead ODNI. A new CISA framework highlights critical infrastructure isolation capabilities. OpenAI's rogue agent breached more than just Hugging Face. The average cost of a data breach continues to rise. Indirect prompt injection proves irresistible to cyber criminals. Broadcom patches multiple VMware products. ShinyHunters claims responsibility for Ernst & Young's recent breach. Our guest is Sean Zadig, CISO at Yahoo, discussing the impact of AI on the defense side. These aren't the droids you're looking for. Remember to leave us a 5-star rating and review in your favorite podcast app. Miss an episode? Sign-up for our daily intelligence roundup, Daily Briefing, and you'll never miss a beat. And be sure to follow CyberWire Daily on LinkedIn. CyberWire Guest Today we are joined by Sean Zadig, CISO at Yahoo, discussing the impact of AI on the defense side without all the hype in either direction, what is a CISO actually doing about it. Selected Reading Senate Confirms Jay Clayton to Lead U.S. Intelligence Community (The New York Times) China and Iran Are Already Inside US Grids: CISA Demands Tested Isolation Plans (Tech Times) OpenAI's rogue agent compromised a customer at a second tech firm, executive says (Reuters) Anatomy of a Frontier Lab Agent Intrusion: A Technical Timeline of the July 2026 Incident (Hugging Face) The Average Cost of a Data Breach Rises to $5 Million (Infosecurity Magazine) USSPACECOM Issues Space Warfighting Environment 2040 for Joint Force Space Operations (ExecutiveGov) THE SPACE WARFIGHTING ENVIRONMENT 2040 Framing the Future for the Joint Warfighter (U.S. Space Command)  Notes from Underground: Adversarial Prompt Injection (Proofpoint) Critical VM Escape Vulnerability Patched in VMware ESXi (SecurityWeek) ShinyHunters Claims Ernst & Young Hack (SecurityWeek) America bans imported robots due to supply chain and security risks (The Register) Share your feedback. What do you think about CyberWire Daily? Please take a few minutes to share your thoughts with us by completing our brief listener survey. Thank you for helping us continue to improve our show. Want to hear your company in the show? N2K CyberWire helps you reach the industry's most influential leaders and operators, while building visibility, authority, and connectivity across the cybersecurity community. Learn more at sponsor.thecyberwire.com. The CyberWire is a production of N2K Networks, your source for strategic workforce intelligence. © N2K Networks, Inc.

Swiss finance and innovation hub Zurich held its first Climate Week in May 2026, joining a growing global network of cities hosting climate-focused gatherings. All Things Sustainable is the official podcast of Climate Week Zurich, and in this episode, we bring you highlights, key takeaways and a look ahead to the next big events on the climate calendar.  To learn about Zurich's approach to decarbonization and climate adaptation, we sit down with the city's Director of Environmental and Health Protection, René Estermann.  "We know climate change is a huge risk," René says. "As the major economic driver in Switzerland, Zurich wants to grow its business hubs here for climate technologies, climate science, carbon management ... [and] climate finance ... to turn these risks to opportunities."  To understand how financial institutions are responding to growing calls to make the business case for sustainability, we talk to Sabine Döbeli. Sabine is CEO of Swiss Sustainable Finance, a nonprofit whose members aim to strengthen Switzerland's position as a leading worldwide center for sustainable finance.  "If you invest today to improve your factory, to have less pollution, to use less water, to have a circular process, then that of course means capex, it means investments," Sabine says. "It will pay off in the long term if you have less costs. But to prove this at every point in time is not always easy."  And we talk to Christophe Lumsden, Partner and Sustainability Lead at Ernst & Young AG Switzerland and EY's Global Climate Change and Decarbonization Leader. He says Climate Week Zurich is an example of how climate action continues to develop at a local level even as it faces pushback in parts of the world.   "Science is clear. Evidence is there. Climate change is not going away anytime soon," Christophe says. "Health repercussions are massive, human repercussions are big. So we just need to continue the movement."   S&P Global Energy is a founding partner and sponsor of the inaugural Climate Week Zurich.   Further listening  Hear the podcast interviews referenced in today's episode:  California's biggest utility talks decarbonization, climate adaptation and AI energy demands  CSO Insights: How climate adaptation is hitting the mainstream for Middle East banks  Listen to our interview with Johan Rockström, who spoke at the Climate Week Zurich Opening Ceremony:   What planetary health means for the private sector  Listen to all our interviews from Climate Week Zurich:  How Swiss food giant Nestlé tackles sustainable supply chains  Swiss private bank talks sustainable investment opportunities  How one of the world's largest insurers is building climate resilience  How retail giant IKEA built the business case for sustainability  World Meteorological Organization leader on the need for science, data and collaboration  Learn about Nature and Biodiversity data and solutions from S&P Global Sustainable1.   Copyright ©2026 by S&P Global Disclaimer  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

MEM Sr. Manager of Claims Operations Shannon Fox breaks down what a workplace injury really costs a business: The claim itself, the indirect costs most employers overlook, and the long-term impact on your e-mod and premium. Plus, a practical checklist for reducing both, from incident investigation to return-to-work planning.

In this week's episode of the All Things Sustainable podcast, we're exploring how Mexico is adopting and building on standards issued by the International Sustainability Standards Board (ISSB).   Mexico is one of more than 40 jurisdictions that have adopted or are in the process of adopting the ISSB's disclosure standards. To learn about Mexico's approach, we speak with Patricia Moles, a member of the Standards Issuing Committee of the Mexican Financial and Sustainability Reporting Standards Board, known as CINIF.   Patricia explains how Mexico has tailored its standards to local conditions, with a focus on material topics such as waste management, nature loss, and physical climate risks like water stress. She says Mexico created an alliance of Latin American countries to promote sustainability reporting in the region without overburdening companies.   "We face the challenge of capacity building and the capacity to react and maybe the cultural resistance," she says. "But on the other hand, the urgency is even more important in developing countries."  Patricia also explains why Mexico created specific standards for private companies. "A large, large portion of our economic activity is developed by private companies," she says. "If we omit giving these private companies the capacity to provide information for value chains, we would have severe gaps."  Want to learn more about international sustainability standards?   Listen to our podcast episode featuring the ISSB and the UK: How the UK is tackling the "alphabet soup" of sustainability disclosures  Listen to our episode featuring Canada: Why Canadian Sustainability Standards Board Chair calls sustainability disclosures "table stakes"  Read our latest quarterly tracker on ISSB adoption: May 2026 – Where does the world stand on ISSB adoption? | S&P Global  Learn about the S&P Global Corporate Sustainability Assessment, an in-depth evaluation of corporate sustainability performance.  Copyright ©2026 by S&P Global  Disclaimer  By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. 

Let's hop back on our plane and head to the English Island for some practice with Indirect Questions...

"Listen more than you talk." "Try to be as inclusive as possible." "Transparency at all times, especially in bad times." "The founder is the mood maker." "Leadership is all about providing clarity, providing direction, but also letting the individual get to that endpoint themselves."   Sean Travers is the Founder and Representative Director of MESHD, a Tokyo-based executive search firm specialising in deep technology. The company works extensively with Japanese corporations operating in robotics, industrial automation, mobility, artificial intelligence, machine learning and other advanced engineering fields. Born in the United Kingdom and raised in Perth, Western Australia, Travers began his career selling large-scale capital equipment to the mining and resources sector. The work involved multimillion-dollar transactions, extensive travel to remote mining sites and direct negotiations with tough, highly practical decision-makers. This environment shaped his early commercial instincts, resilience and results-oriented leadership style. After marrying his Japanese wife and starting a family, Travers moved to Tokyo more than 20 years ago. With limited Japanese-language ability and few obvious career options for a foreign professional at the time, he entered recruitment. He subsequently built a career in specialist executive search, including establishing the Japan operation of a global energy recruitment company. The 2015 oil and gas downturn became a defining moment. Despite the Japan business performing well, Travers was instructed by overseas headquarters to decide within 24 hours which employees should be terminated. The experience convinced him that even a successful local leader remained vulnerable to decisions made by distant executives. He eventually launched his own company with several long-standing colleagues. Over the following decade, Travers expanded beyond conventional executive search. His businesses have helped establish and incubate specialist recruitment ventures, including firms focused on software, chemicals and hospitality. His leadership journey in Japan has required him to move from a highly directive, perfectionist management style towards a more inclusive approach built on listening, transparency, autonomy, trust and cultural adaptability.   Sean Travers' leadership journey in Japan began far from Tokyo's corporate offices. Raised in Western Australia, he learned to sell multimillion-dollar capital equipment in the mining and resources industry. Success depended on abandoning formal appearances, visiting remote worksites and earning credibility with blunt, experienced equipment operators. It was a demanding commercial education that rewarded toughness, directness and persistence. Those qualities later helped Travers succeed in executive recruitment, but they also created leadership challenges. After moving to Japan more than 20 years ago, he entered the recruitment industry and eventually took responsibility for teams and entire business operations. His initial approach was highly prescriptive. As a perfectionist, he expected employees to follow the methods that had worked for him. Team members with similar personalities often performed well, but many others struggled. Feedback from his manager and trusted friends forced Travers to reconsider his assumptions. Leadership could not be based on expecting everyone to respond to the same instructions, pressure or communication style. He gradually became more attentive to individual differences, emotional reactions and the need to adapt his expectations. This remained compatible with accountability, but it required him to separate high performance standards from unnecessarily militant behaviour. Leading Japanese employees created another layer of complexity. In meetings, employees might nod, indicate understanding and appear to agree, only for Travers to discover later that they did not understand, support or trust the direction. He learned that setting a clear objective was not enough. Leaders must ask questions that confirm understanding, create alternative channels for feedback and consult trusted internal colleagues who can explain how a message was actually received. This awareness also influenced the way he recruited people into his own company. Joining a new boutique recruitment firm involves considerable perceived risk, especially in Japan, where candidates may consult family members and carefully assess a company's stability. Travers found that trust could not be created through a single persuasive interview. Some candidates required regular discussions over 18 to 24 months before they were ready to join. Rather than continually selling the opportunity, he shared honest updates about clients, target industries, business progress and organisational challenges. His commitment to the team was tested during COVID-19. When revenues fell, Travers and his leadership group chose salary deferments rather than headcount reductions. Travers personally went without a salary for approximately two and a half years. The decision reflected both loyalty and commercial logic. Experienced recruiters require considerable time and investment before becoming productive, and rebuilding the team after the recovery would have been expensive and disruptive. Transparency became central to maintaining engagement. However, Travers does not interpret transparency as disclosing every concern to every employee. Leaders must judge which information should be shared across the organisation and which should remain within the leadership team. The purpose is to provide enough truth for employees to understand decisions without creating unnecessary fear or instability. As the company grew, Travers also had to create opportunities for quieter employees to contribute. Weekly all-hands meetings were useful, but the same confident people tended to speak. He therefore began arranging individual lunches and conversations with team members who were less likely to contribute publicly. Anonymous surveys and live digital voting also provided safer channels for candid feedback. The company's culture evolved with its needs. Its early atmosphere was highly sales-driven and dominated by aggressive dealmaking. Travers recognised that a business composed only of competitive "hunters" would struggle to attract the broader mix of people needed for sustainable growth. Team lunches, off-sites, greater financial visibility and discussions about employees' backgrounds and ambitions helped create a more balanced environment. Travers believes the founder's behaviour has a disproportionate impact in a smaller company. The founder becomes the organisation's "mood maker". A leader who arrives visibly discouraged or negative can lower the energy of the entire workplace. Leadership therefore includes the discipline to demonstrate constructive energy even during difficult periods. His advice to new foreign leaders in Japan is grounded in this experience: listen more than they talk, include people without placing them under uncomfortable pressure and remain transparent, particularly when circumstances deteriorate. Japanese-language ability helps, but it does not guarantee success. Character, attitude, discipline and the willingness to understand people matter more. Ultimately, Travers defines leadership as establishing the destination and providing the emotional support, clarity and guardrails that allow others to reach it. Leaders should give employees autonomy, trust them to perform and provide direct feedback when they deviate. The leader sets the endpoint, but the individual must have room to determine the route. Q&A Summary What makes leadership in Japan unique? Leadership in Japan requires close attention to what is not stated directly. Travers discovered that apparent agreement in a meeting may not represent genuine understanding, commitment or trust. Japanese employees may nod, acknowledge an instruction and avoid openly challenging a senior leader, while privately remaining uncertain or unconvinced. This makes confirmation essential. A leader cannot simply deliver a clear message and assume it has landed. Questions must be used to test understanding without creating embarrassment. Trusted internal supporters can also provide valuable insight into how particular employees interpreted the discussion. Indirect feedback is especially important. Travers has used respected colleagues to speak privately with employees and uncover concerns that might never be raised in a formal meeting. This resembles a practical form of nemawashi: gathering reactions, identifying resistance and building alignment through quieter conversations before expecting visible consensus. Trust also takes time. Employees and candidates may evaluate not only the leader but also the organisation's long-term stability. Consistent behaviour, repeated contact, honest business updates and a willingness to acknowledge mistakes are more persuasive than a polished recruitment pitch or inspirational speech. Why do global executives struggle? Global executives often struggle because they transfer a leadership formula that succeeded elsewhere without adapting it to the people or context in Japan. Travers initially relied on the direct, forceful style he had developed in Western Australia. He assumed that employees would succeed by following the same methods that had produced his own results. This approach worked with a minority of employees who shared his temperament, but it was ineffective for many others. The experience demonstrated that leadership success is not automatically transferable. The leader must adjust communication, coaching and expectations according to the individual. Foreign executives may also misinterpret politeness as commitment. A meeting can appear successful because no one objects, yet employees may leave without believing in the decision. Executives who dominate discussions, speak too quickly or fail to invite quieter voices may unknowingly suppress the information they need. Another common mistake is treating Japanese-language proficiency as the primary solution. Language is useful, but a fluent executive who lacks humility, emotional intelligence or cultural awareness can still fail. Attitude and behaviour determine whether language becomes a bridge or merely another tool for issuing instructions. Is Japan truly risk-averse? Travers' experience suggests that caution in Japan is often rational rather than inherently risk-averse. A candidate considering a boutique recruitment company must evaluate whether the organisation will survive the next economic downturn. Recruitment is cyclical and frequently acts as a canary in the coal mine: hiring freezes arrive early when an industry begins to weaken. Employees may also seek advice from parents, grandparents, former colleagues or trusted senpai before changing jobs. From a Western perspective, this can look excessively conservative. From the candidate's perspective, however, employment decisions affect family stability, professional reputation and long-term security. Travers responded by extending the courtship process. Some potential hires remained in conversation with the company for 18 to 24 months. During that period, he did not merely sell the role. He provided evidence about the company's clients, industries, performance, challenges and direction. The COVID-19 response also demonstrated how leadership can reduce uncertainty. Rather than cutting employees immediately, the company introduced salary deferments and preserved the team. This decision created risk for the founder, who received no salary for approximately two and a half years, but it provided greater security for employees and positioned the organisation to recover without rebuilding its workforce. What leadership style actually works? Travers advocates an adaptive style that combines direction, accountability, empathy and autonomy. His early top-down approach was too rigid. Over time, he learned that empathy does not require abandoning standards and accountability does not require brutality. The leader must first clarify the endpoint. Employees need to understand where the organisation is today, where it intends to be in the future and which outcomes define success. The leader then provides guardrails and emotional support while allowing individuals to determine how they will reach the destination. Inclusion is also essential. Leaders should actively invite participation from people who do not naturally dominate meetings. Travers uses individual lunches, direct questions, anonymous surveys and live voting to gather ideas from a wider cross-section of the company. He also believes that leaders should explain the reasoning behind decisions, especially when acknowledging mistakes. Employees may disagree with the conclusion, but understanding the decision-making process increases respect and trust. Admitting an error does not necessarily diminish authority. When combined with ownership and a credible explanation, it can strengthen leadership credibility. How can technology help? Technology can create safer and more democratic channels for employee input. In traditional meetings, seniority, confidence and communication style can determine whose ideas are heard. The same employees may repeatedly raise their hands, while quieter people remain invisible. MESHD has used anonymous post-event surveys and real-time digital voting to overcome this limitation. Employees can express support or opposition without being identified publicly. This allows the organisation to measure sentiment more accurately and reduces the pressure to follow the most senior or outspoken person. Technology does not replace personal leadership. Travers still values one-to-one lunches, informal conversations and feedback gathered through trusted colleagues. Digital tools are most effective when they complement human relationships and provide additional routes for honest communication. The broader lesson is that decision intelligence improves when leaders diversify their information sources. Formal meetings, private conversations, anonymous data and operational results each reveal different aspects of organisational reality. Leaders who rely on only one channel risk making decisions from incomplete information. Does language proficiency matter? Japanese-language ability helps foreign leaders communicate, form relationships and understand more of what is happening around them. Travers speaks Japanese and considers it an advantage. However, he does not believe that language proficiency guarantees leadership success. Character, attitude and discipline matter more. Employees observe how a leader responds under pressure, whether commitments are honoured, whether mistakes are acknowledged and whether the leader listens sincerely. These behaviours build or destroy trust regardless of vocabulary level. A leader who speaks imperfect Japanese but demonstrates respect, curiosity and consistency may be more effective than a fluent speaker who assumes language ability provides complete cultural understanding. Fluency can help a leader access information, but it cannot substitute for humility or good judgement. Foreign executives should therefore study Japanese while also developing deeper listening skills. They need to notice hesitation, indirect disagreement and the absence of expected follow-through. Communication success should be measured by shared understanding and action, not by the leader's ability to complete a conversation in Japanese. What's the ultimate leadership lesson? Travers' central leadership lesson is that the leader provides clarity and direction without controlling every step. The organisation may be at point A today and aiming for point Z in two years. The leader must define Z, explain why it matters and create the conditions in which employees can move towards it. Those conditions include emotional support, trust, autonomy and honest feedback. Employees should know the guardrails and performance measures, but they should also have room to use their judgement. When they make mistakes, the leader must respond directly and constructively rather than taking back all control. Leadership also requires personal accountability. Travers learned to admit when decisions had produced negative consequences and to explain the reasoning that led to them. Employees generally responded with greater understanding than he expected. Finally, leadership is visible. In a smaller organisation, the founder's energy affects everyone. The leader becomes the mood maker, particularly during uncertainty. Listening, inclusion, transparency and constructive energy are therefore not occasional techniques. They are daily responsibilities that shape whether people trust the direction and choose to follow. Author Credentials Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have also been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). In addition to his books, Greg publishes daily blogs on LinkedIn, Facebook, and Twitter, offering practical insights on leadership, communication, and Japanese business culture. He is also the host of six weekly podcasts, including The Leadership Japan Series, The Sales Japan Series, The Presentations Japan Series, Japan Business Mastery, and Japan's Top Business Interviews. On YouTube, he produces three weekly shows — The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews — which have become leading resources for executives seeking strategies for success in Japan.

MovieWise returns to the show, plus RoboCop directing analysis, as well as more thoughts on Game of Thrones.Engage!

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In today's episode of the All Things Sustainable podcast, we're exploring the landscape for private investment into sustainability and climate solutions.    We talk with Christina Leijonhufvud, CEO and Co-Founder of BlueMark, a company that tracks trends in the sustainable and impact investing market. Christina describes an increasing focus on climate solutions and climate tech investing in the market. She says that while investing in climate risk adaptation and resilience has increased, there is still greater need for private capital.   "It's an underfunded part of the market, which means there is a ton of opportunity," Christina says. S&P Global is an outside investor in BlueMark.  We also talk with Matthew Nordan, Co-Founder and General Partner at Azolla Ventures, a venture capital firm that invests in early-stage climate technology companies in hard-to-decarbonize areas like industrial processes and agriculture.   Matthew explains the firm's focus on solving big problems: "We are just not going to make a difference if the things we fund are incremental," he tells us.  And we speak with Nelson Switzer, Co-Founder and Managing Partner at Climate Innovation Capital, a mid-stage venture fund that invests in technology businesses across energy, agriculture and industry to build a low-carbon, resilient economy.  Nelson says the world has entered the "fifth economic revolution" that involves the decarbonization of everything. "We have to reimagine, reengineer and redeploy almost everything we do," he tells us.  We sat down with Matthew and Nelson during DC Climate Week in Washington, where All Things Sustainable was the official podcast. Listen to our podcast coverage of DC Climate Week here.   Further listening:  Here's what you missed at London Climate Action Week  Live in London: How sustainability is evolving into a broader conversation about resilience  What planetary health means for the private sector  Copyright ©2026 by S&P Global  DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. 

The 8th edition of London Climate Action Week (LCAW) wrapped up June 28, and in this episode of the All Things Sustainable podcast we're talking about key takeaways with Nick Mabey. Nick is LCAW's Founder and Chair. He's also CEO and Co-Founder of global climate change think tank E3G.    In the episode, Nick explains why LCAW continued to grow in 2026 — he estimates the week included over 1,300 events across the city and more than 75,000 attendees.   "It was just a huge sense of energy and confidence in the overall project of climate action ... among the politicians, among the businesses," Nick says. "We've worked really hard to make it very clear that climate change is everybody's business."  Nick explains why risk and resilience featured heavily on the LCAW agenda in 2026.   "The structural lack of investment in resilience — whether that's resilience against climate shocks or resilience against energy shocks or resilience against food shocks — is a feature of our economies and our governance which we need to deal with urgently, because we can't afford to keep on paying the price of these disasters," Nick tells us.  We also talk to Climate Group CEO Helen Clarkson to understand how LCAW sets the scene for big upcoming events on the sustainability calendar — like Climate Week NYC in September and the UN Climate Change Conference of the Parties (COP31) in November.   Climate Group is the nonprofit that organizes Climate Week NYC in coordination with the UN General Assembly and the City of New York. Helen discusses how the Middle East conflict is leading to rising emphasis on energy security in sustainability discussions, reshaping the energy mix in some parts of the world. She also highlights the importance of framing climate as an opportunity in addition to a risk.   "Business is going to have to adapt and respond, and there's a lot of opportunity in doing that," Helen says. "I think we can see that when people come together like this."  Further listening:   Listen to our podcast coverage of London Climate Action Week in 2025: How these key summer events set the scene for COP30 in Brazil | S&P Global   Listen to our podcast interview with the new Chair of The Earthshot Prize: Climate Week Zurich: How retail giant IKEA built the business case for sustainability | S&P Global  Listen to our podcast coverage about climate and insurance:   How one of the world's largest insurers is building climate resilience | S&P Global  Why all eyes are on insurance in climate risk conversations | S&P Global  Why insurance is becoming central to climate risk conversations | S&P Global  Further reading:   How high-resolution data translates flood risk into financial risk | S&P Global  Copyright ©2026 by S&P Global Disclaimer By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.   Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).   This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.   S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

Howie and Harlan are joined by Jessica Federer, managing director of the Women's Health Fund and a member of the Yale Institutional Review Board, to discuss how investors can help address the dearth of research on medical problems facing women and why she's optimistic about the future of women's health. Harlan explains how caps on indirect costs affect institutional staffing and research agendas; Howie reports on a lawsuit filed by 26 states against the Trump administration over bureaucratic hurdles to accessing Medicaid coverage. Show notes:  Indirect research costs Yale Research Support: Facilities and Administrative (F&A) Costs  Yale University: Colleges and Universities Rate Agreement  "NIH Indirect Costs Policy for Research Grants: Recent Developments" Jessica Federer Yale School of Public Health Megan L. Ranney, Dean of the Yale School of Public Health Agency for Healthcare Research and Quality The Women's Health Fund Yale School of Medicine: Basmah Safdar Health & Veritas: Basmah Safdar Women's Health Research at Yale "Women's Health Research at Yale and SWHR's Symposium Highlights the Power of Collaboration to Advance Women's Health Research" "CARE for women: Investing in care delivery to improve women's lives and livelihoods" LinkedIn: Jessica J. Federer Health & Veritas: Live at the Yale Innovation Summit 2026  "What Is a General Partner in Venture Capital (VC)?" "April Koh (Co-Founder & CEO, Spring Health) Featured on Cover of TIME" "Closing the Gap: How Yale Is Advancing Women's Health Research"  Medicaid work requirement "States Sue CMS Over Medicaid Work Requirements Rule, Citing Departure from Earlier Guidance on Medical Frailty" Massachusetts v. Oz [pp. 208-231]  Health & Veritas: Ryan Schwarz   In the Yale School of Management's MBA for Executives program, you'll get a full MBA education in 22 months while applying new skills to your organization in real time. Yale's Executive Master of Public Health offers a rigorous public health education for working professionals, with the flexibility of evening online classes alongside three on-campus trainings. Email Howie and Harlan comments or questions.

President Donald Trump takes the first flight aboard the new presidential plane gifted by Qatar. Indirect talks between the US and Iran continue in Doha. Another Democratic socialist scores a primary win over an incumbent. College students and parents should pay attention to new student loan regulations that go into effect today. And a Taylor Swift wedding celebration (of some kind) is taking shape in New York City.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

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The Communist Party of China has honored its outstanding members on the occasion of its 105th anniversary, with General Secretary Xi Jinping of the CPC Central Committee conferring the July 1st Medals, the Party's highest honors (01:04). Hong Kong has marked the 29th anniversary of its return to the motherland, holding a flag-raising ceremony and a gala (15:59). Indirect talks between Iran and the US have resumed in Doha, with Qatar and Pakistan serving as mediators (22:05).

The inaugural Climate Week Zurich in May opened with a stark assessment of the health of the planet: Internationally recognized scientist Johan Rockström told the audience that the Earth has transgressed seven of nine Planetary Boundaries, pushing the planet toward the possibility of large scale and irreversible changes.   Johan is Director of the Potsdam Institute for Climate Impact Research and helped develop the Planetary Boundaries, a framework that assesses nine critical global processes that regulate the stability and resilience of the Earth. In today's episode of the All Things Sustainable podcast, Johan talks about the planet's health, the impacts of a warming world, and what this means for the business community.   "Beyond 1.5 [degrees C], science shows we may cause irreversible damage to the Earth's system," Johan says. "It's not a sustainability issue — it's about security, it's about health, it's about stability."   Johan also highlights the opportunity to take action and reverse course. "The window is still open to turn this around," he says. He points to encouraging conversations happening between business, finance and science communities at events like Climate Week Zurich and London Climate Action Week, which wraps up June 28.   "This is a signal to the world that in the midst of what many portray as assaults on science and backtracking on action, cities around the world are showing that we've turned a corner already," Johan says.   Read research from S&P Global Sustainable1 about the projected costs of climate change for businesses: For the world's largest companies, climate physical risks have a $1.2 trillion annual price tag by the 2050s | S&P Global  Read research from S&P Global about the role of climate adaptation in 2026: Why climate adaptation is key to US energy expansion | S&P Global   Learn about the S&P Global Climate Center of Excellence: Climate Center of Excellence | S&P Global]  Copyright ©2026 by S&P Global    DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST.

Three years ago, one of the world's largest banks, Switzerland-based UBS, completed the acquisition of another major global bank, Credit Suisse.   In today's episode of the All Things Sustainable podcast, we're talking to UBS Chief Sustainability Officer and Group Historian Christian Leitz. He tells us how the combined bank is embedding sustainability into its operations, culture and strategy. Christian also explains how he brings his background as a historian to the CSO role — ensuring that clients, shareholders and employees understand the long-term context for current geopolitical volatility. "I don't want to distract from the fact that there is this noise, but I also want to do a bit of a reality check," Christian says. "There are enormously positive movements that we've seen" when it comes to the transition to a low-carbon economy.  Christian also shares his takeaways from the inaugural Climate Week Zurich in May 2026, and what to expect at London Climate Action Week, which kicks off June 20 and includes a focus on climate adaptation alongside continued mitigation.  "We need to do both, and we need to do both well," Christian says.  This interview is the latest installment in our CSO Insights podcast series, where we talk to Chief Sustainability Officers around the world and across industries. Listen to all the episodes here: CSO Insights by All Things Sustainable - YouTube   Further reading: S&P Global's Top 10 Sustainability Trends to Watch in 2026 | S&P Global  Learn about the Building Bridges 2026 event: Building Bridges : Aligning Finance with Sustainability - Home  Copyright ©2026 by S&P Global  DISCLAIMER       By accessing this Podcast, I acknowledge that S&P GLOBAL makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast. The information, opinions, and recommendations presented in this Podcast are for general information only and any reliance on the information provided in this Podcast is done at your own risk.    Any unauthorized use, facilitation or encouragement of a third party's unauthorized use (including without limitation copy, distribution, transmission or modification, use as part of generative artificial intelligence or for training any artificial intelligence models) of this Podcast or any related information is not permitted without S&P Global's prior consent subject to appropriate licensing and shall be deemed an infringement, violation, breach or contravention of the rights of S&P Global or any applicable third-party (including any copyright, trademark, patent, rights of privacy or publicity or any other proprietary rights).    This Podcast should not be considered professional advice. Unless specifically stated otherwise, S&P GLOBAL does not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned in this Podcast, and information from this Podcast should not be referenced in any way to imply such approval or endorsement. The third party materials or content of any third party site referenced in this Podcast do not necessarily reflect the opinions, standards or policies of S&P GLOBAL. S&P GLOBAL assumes no responsibility or liability for the accuracy or completeness of the content contained in third party materials or on third party sites referenced in this Podcast or the compliance with applicable laws of such materials and/or links referenced herein. Moreover, S&P GLOBAL makes no warranty that this Podcast, or the server that makes it available, is free of viruses, worms, or other elements or codes that manifest contaminating or destructive properties.    S&P GLOBAL EXPRESSLY DISCLAIMS ANY AND ALL LIABILITY OR RESPONSIBILITY FOR ANY DIRECT, INDIRECT, INCIDENTAL, SPECIAL, CONSEQUENTIAL OR OTHER DAMAGES ARISING OUT OF ANY INDIVIDUAL'S USE OF, REFERENCE TO, RELIANCE ON, OR INABILITY TO USE, THIS PODCAST OR THE INFORMATION PRESENTED IN THIS PODCAST. 

A commentary and discussion on the Just for Today: Daily Meditations for Recovering Addicts. Contact Information: 919-675-1058 or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠facebook.com/groups/theanonpodcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Participation Form: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://forms.gle/QhcK3JRrmzQzr8ZFA

In this episode, Dave shares his journey of recovery from selling only on Amazon and reducing his dependency on the platform. Dave explores how he's growing sales for his brand after recognizing industry changes. He discusses what he learned from the content marketing industry, the cyclical nature of e-commerce, and the importance of building sustainable systems outside of Amazon's immediate reach. Thinking about taking some risk off the table? Or are you looking at taking an extended break from e-commerce in general? Know what your e-commerce business is worth with Quiet Light Brokerage. More Staffing connects ecommerce founders to top Filipino talent across supply chain, operations, CX, marketing, finance, and creative. More Staffing helps you build a team with real depth, at a cost structure that makes it viable for a brand at any stage. Check out MORE. Staffing today to get all of your open positions filled for Q3. Timestamps 00:00 - From dependency to strategic recovery 02:22 - The "seven-year itch" in business 03:22 - Impact of AI on content marketing 05:47 - Shifting focus from Google rankings 07:13 - Rebuilding with different channels 09:38 - The typical lifecycle of a product on Amazon 11:03 - Short-term success versus long-term defensibility 13:28 - Beating the ripoff and duplicate culture on Amazon 14:26 - Building off-Amazon sales channels 15:54 - Indirect advertising strategies & lead funnels 17:46 - Differentiating products for Shopify vs Amazon 20:42 - Long-term growth mindset: demand, sales, and scaling 22:38 - Building the team: sourcing Filipino talent via morstaffing.co 25:04 - Manufacturing lessons  28:00 - Industry complexity as an opportunity, not just a hurdle As always, if you have any questions or anything that you need help with, leave a comment down below if you're interested. Don't forget to leave us a review on iTunes if you enjoy our content. Thanks for listening! Until next time, happy selling!

A listener has a clear business idea, but isn't clear about the revenue model. They can get paid through affiliate and advertising revenue (indirect), *or* through selling to consumers themselves (direct). Which might be better? Side Hustle School features a new episode EVERY DAY, featuring detailed case studies of people who earn extra money without quitting their job. This year, the show includes free guided lessons and listener Q&A several days each week.Show notes: SideHustleSchool.comEmail: team@sidehustleschool.comBe on the show: SideHustleSchool.com/questionsConnect on Instagram: @193countriesVisit Chris's main site: ChrisGuillebeau.comRead A Year of Mental Health: yearofmentalhealth.comIf you're enjoying the show, please pass it along! It's free and has been published every single day since January 1, 2017. We're also very grateful for your five-star ratings—it shows that people are listening and looking forward to new episodes.

Description The Future of Tech is Here. Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ In this presentation from Ultimate Partner Live, industry analyst Jay McBain breaks down the monumental macroeconomic shifts rewriting the tech sector in 2026. https://youtu.be/r0qTDyw97Gs As the industry rapidly approaches a $6.07 trillion valuation, driven by massive AI infrastructure investments from Sam Altman and the “Magnificent Seven,” traditional sales and channel models are fundamentally collapsing. McBain reveals how buyer demographics have transformed to an integration-first millennial base, why marketplace ecosystems now command over half of all partner-funded deals, and how a tiny elite of just 1,000 tech service providers control two-thirds of global tech revenue. Learn the exact mechanics behind how Microsoft out-partnered AWS to win 26 straight quarters of dominant growth and how your business can deploy an algorithmic early warning system to capture massive wallet share before competitors even step into the boardroom. Key Takeaways Over half of the Fortune 500 companies vanish every 20 years because their leadership fails to anticipate macroeconomic technological cycles. The true opportunity in the $6.5 trillion AI boom lies not in single vendor products, but in the hardware, software, services, and telecom ecosystem surrounding them. Indirect tech sales are undergoing a structural shift toward direct cloud hyperscaler models driven heavily by Nvidia's core infrastructure client base. Modern business deals are won or lost months before the point of sale based on the average of 6.3 partners surrounding a customer’s environment. Over 51% of tech buyers are now millennials who prioritize software integration capabilities and digital marketplaces over traditional human sales interactions. Tech service economics are pivoting aggressively away from upfront margins toward point-based multi-partner funding across subscription cycles. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags Nvidia AI buildout, $7 trillion AI opportunity, cloud ecosystem decade, Microsoft vs AWS growth, multi-partner cloud deals, digital marketplace migration, millennial B2B buyers, B2B tech subscription economics, tokenized micro consumption, tech services wallet share, hybrid cloud infrastructure, 28 customer moments, IT services industry growth, telecom spend breakdown, channel chief strategy, managed service providers MSP, global systems integrators GSI, software integration first, point-based vendor incentives, automated co-selling workflows Transcript JAY McBAIN AUDIO PODCAST [00:00:00] Jay McBain: So to go back to that story about the 53% of companies who are gonna fail, one of us is gonna be asked to write the book, but chapter one is always you Blame the CEO. [00:00:13] Vince Menzione: We just came back from Ultimate Partner live in Bellevue, Washington, where we hosted incredible leaders for two amazing days. Come join us for this next session where we explore the tectonic shifts we’ve all been seeing. With that, I am incredibly blessed to invite a friend of mine to the stage. I have a quick little side note, like I found an old LinkedIn post from this gentleman from like many years ago, like 20 years ago. [00:00:39] Vince Menzione: And I wasn’t really that nice to you on that LinkedIn post. Like, oh, like this is before Jay became the Jay, that we all know Jay to be j. But he was in the space and I was at Microsoft doing something and he reached out about something. It was kind of rude, Jay. I was like, oh my gosh. I can’t believe. But Jay has been a great friend. [00:00:54] Vince Menzione: When we started the podcast back up, uh, during COVID we started doing podcasts together. When we moved to the studio, Jay was the first person in the studio. He’s always got a spot, uh, at our events. He’s s Spot Art, and, and he’s a great friend and supporter of Ultimate Partner Jay McBain. For those of you who don’t know him, Jay, welcome. [00:01:13] Vince Menzione: Thank you, sir. [00:01:22] Jay McBain: 31 days ago, we landed Artemis two. The furthest humans have ever been away from the planet Earth 57 years ago. We landed on the moon in the 56 years. Between those two moments, the tech industry has been the fastest growing industry in the world. Every single year we moved from the space race to the technology race, and we’re just getting started. [00:01:46] Jay McBain: If you’re old enough, you’ll recognize the mainframe and mini era for 20 years. You’ll recognize a young disheveled Bill Gates showing up in Boca Raton, Florida for, uh, August the 12th, 1981 launch, where Bill thought that every one of us would’ve a PC in our home, and IBM thought they were gonna sell 10,000 of them to hobbyists. [00:02:12] Jay McBain: 1999, a small startup from an executive who just left Oracle in San Francisco named Mark Benioff. A couple of years later, Jeff Bezos went into a boardroom and said, listen, we’ve spent a lot of money building infrastructure to our busiest day, Christmas, black Friday. You’re telling me this stuff sits idle 10 or 20% for the rest of the year. [00:02:35] Jay McBain: Why don’t we rent that out to others? Got laughed outta that boardroom and then got made of fun of on magazine covers. Maybe you should just tend the store, let the adults talk about technology. In March of 2023, our neighbors, our friends, our family saw DeepFakes. They saw poetry, they saw music, and they came to us as tech people and said, did we just light up Skynet? [00:03:03] Jay McBain: Now every one of these 20 year eras, this is the Taylor Swift version of our industry. Every single one of these eras triggers the fastest growing product in history. Today it’s actually Chacha bt first to a billion users. It triggers a new, richest person in the world, bill Gates, to Jeff Bezos. Now, Elon Musk is the first to sign a trillion dollar pay package, and it’s not for car. [00:03:27] Jay McBain: It’s not for cars. It also triggers a most valuable company in the world change. And today that’s nvidia. These are monumental changes in our industry and they’re monumental changes in partnering every single time. And it also links to our customers. If you take a 20 year view of business, one era, and, and think about the AI era, you know, at the start of it here, if you’re to grab the Fortune 500 magazine from 20 years ago and start to flip through it, 53% of the companies in there no longer exist. [00:04:06] Jay McBain: Every 20 year cycle, we lose over half of the biggest companies in the world. These are the companies that have very deep pockets to buy their way outta problems. If you’re not in the Fortune 571% of tech companies don’t make it 10 years. These are the changes that cost industries. There are changes that cost really big companies and the decisions we make, the trends we’re in right now, in 2026 will be written about in the future. [00:04:39] Jay McBain: This new era, a lot of big numbers being thrown around. Vince’s best friend talk about a six and a half trillion dollar AI opportunity, but it’s not Microsoft’s tam. Microsoft is chasing about a trillion dollars of this. And the ecosystem, the hardware, the software, the services, the telecom is gonna make up the rest. [00:05:04] Jay McBain: It is an ecosystem. Every time these big numbers are thrown, the word ecosystem is always thrown around it. Not to be outdone, Sam Altman’s talking about a $7 trillion build out. The world economy this year, the world GDP will be 126. These are material numbers to world GDP, but even better, they’re both larger than our entire industry is today. [00:05:27] Jay McBain: So what took 56 years of the fastest growing industry this year will be $6.07 trillion. Big numbers, but it’s easier to think about it in terms of a dollar that our customers spend in that dollar. They’re gonna spend 25 cents on hardware. They’re gonna spend 25 cents on software. So for anyone that read the memo 15 years ago, that software’s gonna eat the world, there’s still a dollar a hardware to run every dollar of that software. [00:05:57] Jay McBain: And whether you’re thinking humanoid robots or whichever future you’re envisioning, there’s going to be a dollar of hardware to run every dollar of software for the next 20 years. There’s over 25 cents now in IT services, and in many cases, these services are growing faster than the product categories and just under 25 cents in telecom, that’s how it breaks out today. [00:06:19] Jay McBain: And this industry, which took 56 years to get to this point, is gonna double in size in the next three to five years. We already have two and a half trillion of that seven raised and being spent. Part of the reason Nvidia is the most valuable company in the world. Now our industry, uh, you talk about ultimate partnerships. [00:06:40] Jay McBain: Our industry traditionally, and world trade by the way, is 75% indirect. The dealerships, the agencies, the brokers, the resellers, the retailers, the franchisees, the gas stations, the grocery stores, the pharmacies, all 27 industries sell indirect. You gotta think back the last time you bought something direct. [00:07:01] Jay McBain: Well, I bought a Dell from that dude in the nineties. Cool. Well, Dell Technologies is now 60% indirect. Well, I bought insurance. Direct is 15 minutes. Could save me 15%. Well, Geico last year sold more insurance through agencies and brokers than they did direct. This is the world now. We used to be 75% indirect four years ago. [00:07:26] Jay McBain: Then it went to 73.2, then it went to 70.1 and it then it went to 66.7. By the way, marketplace is in these numbers indirect. It’s not marketplace causing this change. It’s one company, Nvidia. Nvidia has seven customers. The magnificent seven, uh, half of them are in the room right now that every morning we wake up to a hundred billion dollars press release about this $7 trillion buildout. [00:07:56] Jay McBain: What’s interesting is indirect sales in our industry is growing by revenue. It increases every year, just not at the pace that this AI build out is happening direct with seven companies. But the reason we’re all here, and I think the core reason that Vince is building this community is this, you know, Microsoft forever has measured and been very vocal. [00:08:21] Jay McBain: About 96% of their deals have partners in them. Kind of who cares, who collects the money. We care about the moments, the 28 moments before the customer makes a purchase. We care about every 30 days forever, because two thirds of our industry, over $4 trillion now is subscription consumption based. Winning a customer today is only winning the first 30 days. [00:08:46] Jay McBain: We care about this cycle. We care about who surrounds our customer. So six years ago, I stood on a big stage and said, you know, we went through a decade of sales. You know, in 1999, you thought you were born to be a salesperson. You’re managing your territory with your gut. Well, a few years later, you were introduced to the science of selling. [00:09:07] Jay McBain: You know, 10 years later you thought as a marketer, you sit around a cocktail party joking with your friends, 50% of my marketing dollars are wasted. I just don’t know which 50%. Really funny. In 2009 until every 58-year-old CMO got replaced by a 38-year-old growth hacker. Coming in with Marketo and Eloqua and Pardot and HubSpot, and 15,505 as of yesterday, MarTech and iTech tools, ninjas in marketing, they wouldn’t let a nickel go through without measuring. [00:09:43] Jay McBain: Now we understand 96% of deals and partners that surround it. No deal is gonna be won or lost in this era without partnering effectively. So we had to have this decade of the ecosystem. One of the ways we’re tracking is by outsiders. You know, Salesforce every year publishes the state of sales and they’ve got, you know, the number one CRM in the world. [00:10:05] Jay McBain: So they get to go talk to all the CROs, all the salespeople in the world. And as of this year, a couple months ago, 94% of every salesperson in every industry in the world uses partners every single day. You wanna see what this number was six years ago. Also, 89% of salespeople around the world don’t think they’re going to club this year without partners. [00:10:29] Jay McBain: So this is a big moment for us, halfway through the decade ecosystem, but we’re only halfway through. We’re starting to understand now at a more granular level. What partnering means. It’s not theory, it’s not flywheels. It’s not really cute. McKinsey slides that we keep showing to our board saying how important partnering is. [00:10:51] Jay McBain: We’re trying to get to the very specific level of the 6.3 partners on average that surround the deal and what they’re doing. How their business model works, and that’s average if I’m working on a public sector deal. I was at a Red Hat conference yesterday talking sovereignty. If I’m in an enterprise or a large public sector deal, it’s north of 10 partners in the deal. [00:11:15] Jay McBain: So we’re starting to understand what used to be this, this, you know, you’ve been the fastest growing industry for 56 straight years. Every single professional services person in every industry has come in to join the fund. Over 90% of accountants are tech services firms. Over 90% of marketing agencies are tech services agencies. [00:11:36] Jay McBain: All of this 250,000 software companies, a million emerging comp tech companies, the half a million VAR that have been in that traditional channel. The managed service providers, all of these 20 different partner types, millions of companies, tens of millions of people competing for 6.3 spots. Around the customer. [00:11:58] Jay McBain: That’s it. Luckily, there’s 141 million global customers to compete for. There’s, there’s some open slots that you can go find, and that’s the point. Our industry never had our own Fortune 500. We always talk to, you know, these partners and GSIs are doing this and SI are doing that. And we never really had a view of capability and capacity or what our own TAM was inside of that partnering. [00:12:25] Jay McBain: And so we set out and we would’ve loved, you know, chat GPT or Gemini or Claude or any of those tools to do this. But there’s one problem in partnering with AI is that it doesn’t know one partner from the next. There’s a big digital sameness problem in our industry that every single partner, whether it’s Larry in the White van or Accenture, with 786,000 employees all say they do all things to all people all the time. [00:12:53] Jay McBain: 98% of them, 99% of them are private companies that don’t share their p and l. You can’t go into Microsoft’s LinkedIn system and find out how many employees, ’cause it’s a block system, it AI can’t see into it. So it just sees, and it’s a great pattern matching. Google, SEO can’t figure out who’s who, nor today can the large language models. [00:13:14] Jay McBain: ’cause all the things they’re trying to match, the transformers are trying to match. It all looks the same. Every tweet, every ebook, every website, every digital history looks the same. So this took us thousands of people hours across two years to do, to dig into every p and l to dig into every dollar of what they’re doing. [00:13:33] Jay McBain: But what was interesting is only a thousand partners in our industry do two thirds of all tech services. When you get into enterprise, it goes up to 80 to 90%. The partners in the middle, in Blue do more tech services. The 30 of them than the 970 partners in white on the outside, the 970 partners in White do more tech services than the next million combined. [00:14:03] Jay McBain: This is our industry in a nutshell. Every time we talk to a a vendor, every time we talk to a partner, every time we talk to a distributor, we’re now talking names, faces, and places. You you wanna talk sovereignty. Yesterday in Atlanta, 90% of sovereign conversations in public sector in the globe is handled by these companies here. [00:14:26] Jay McBain: Forget about how much you do with these partners today. You wanna chase the next column, which is the wallet share. And I was a channel chief for 17 years. I get the weekly report and I see a million dollar partner, another million dollar partner, sorted top to bottom. You don’t know which partners which, which of those million dollar partners is doing 1.2 million in your category. [00:14:46] Jay McBain: They deserve a baseball cap and a front row seat at your event as an MVP. The next partner right next to them is doing 10 million in your category. They’re only doing a million with you. ’cause customers are pulling them into it. Nine times outta 10. They’re leading with your competitor. So I don’t want that list anymore. [00:15:03] Jay McBain: I want the new list, which is showing me those $9 million opportunities. And I as a board member, as A CEO, as a CFO, as a CRO, I wanna see this list. And then I want to talk people, processes, programs, technology. What are we gonna do to go get our fair share of that 9 million? Where’s our lowest hanging fruit? [00:15:24] Jay McBain: How do we double our pipeline? How do we double the size of our company in three years? It’s all right here. Let’s have very specific conversations and move away from flywheels and move around from force multipliers and and things like that in partnering. Let’s figure out how this partner community is surrounded. [00:15:45] Jay McBain: What do 10 million people who have to be smart in front of their customers every single day, what do they read? Where do they go and who do they follow? It’s the law of a few. This is the old Malcolm Gladwell of tipping point 10 million people in the broader channel. A hundred percent of our TAM comes down to only a thousand watering holes. [00:16:08] Jay McBain: 12% of that entire audience. Doesn’t sound like a lot, but it’s over A million. People love podcasts. Number one way they learn the Joe Rogan effect. In our industry, there’s 121 podcasts. These are all public lists. You can go get on my LinkedIn newsletter on canals, oia. But there’s 121 podcasts that drive him forward. [00:16:28] Jay McBain: Really high up on that list, actually number one on the list is ultimate partner, Vince. That’s how I met. ’cause I asked people, 10 million people, you love this. You walk your dog, you drive to work, you listen to podcasts. I’m not the biggest podcast fan. It’s not number one on my list, but it’s number one on theirs. [00:16:44] Jay McBain: They say, you know, you gotta meet this guy, Vince. It’s unbelievable how great these podcasts are. They’re ultimate. [00:16:54] Jay McBain: Then I talked to Vince and said, but Vince, you know, 35% of your community, the 10 million people love to come to events like this one. The hallway conversations, the hotel lobby bar last night. This is what we love to do, especially post pandemic. It’s the number one way we learn. We learn from our peers, we learn from those around us, and, and the learn from the conversations we have here. [00:17:17] Jay McBain: We always remember these moments, you know, years and years later. There’s 352 choices. I’m going to five of them this week in five different cities. It’s a lot of coverage, but again, it’s a tighter li list of how people work. The magazine lists 106 of them associations like Conter. Now the GTIA peer groups, there’s 15 different spheres of influence, but only a thousand places. [00:17:43] Jay McBain: I could walk you through billionaire, after billionaire, after billionaire in this industry and show you how they did this. How did Arne Bellini at ConnectWise? How did Austin McCord at Datto, how did Nerdio become a unicorn? How did threat locker and huntress move away from 6,500 cyber companies and become unicorns over and over and over again? [00:18:05] Jay McBain: It’s only one slide. Unicorns and billionaires are made here, and a lot of people don’t get it. So walking away from Bellevue, a thousand partners, top down, a thousand watering holes, bottoms up. You’ve covered a hundred percent of your tam. You do it better than 10% of your competitor, 10% better than your competitors. [00:18:27] Jay McBain: You win. You carry that on your resume into the next company. You get a bigger job at a bigger pay scale. Let’s just walk through some examples. Cyber 91.7% of it goes through the channel. Huge channel audience. You know, if you’re in MarTech, it’s only 10%, but this one happens to be all channel, but that’s not the story. [00:18:48] Jay McBain: For every dollar that the 6,500 cyber companies are trying to close, there’s $2 in services. Plot twist, the products are grown at 11, the services are grown at 12.6. Your partners are growing faster than you are, and they will continue to for the next, at least five years, probably 10. So when I’m here, five years from now, you’ll hear in me talk about a three to one split in cyber and then a four to one split in cyber. [00:19:18] Jay McBain: Now, when we’re in Miami a couple days ago is CrowdStrike, they’re talking about a $7 and 5 cent multiplier, chasing that two to one up higher. You look at managed services. Here’s a fun story. Managed services. 82% of customers who are man, uh, outsourcing more this year than last year. 650 billion in size. [00:19:38] Jay McBain: This is bigger than the entire SaaS industry. Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot, 250,000. Others. This is bigger. It’s also bigger than all the Hyperscalers combined, not just AWS, Microsoft and Google, but Alibaba and Oracle and everybody down the list. This is a massive market also growing at double digits. [00:19:59] Jay McBain: So these are some big things and obviously we’re watching, you know, week in and week out, quarter in, quarter out, the Battle of Software and Battle of the Hyperscalers and things like that, and who’s growing at what pace and, and how partnering is connecting to all of this. You know, we watched a moment really early in the pandemic where Microsoft started growing faster than AWS and they haven’t stopped since 26 straight quarters. [00:20:27] Jay McBain: And you ask customers and say, you know, does Microsoft have a better product? And in most cases they say no. You know, AWS had a five year head start. Well, did they have a better price? Well, no, actually most cases Microsoft’s more expensive. Well, did did they have better promotion? Was their Super Bowl ad better? [00:20:44] Jay McBain: No, they’re both kind of crap. So you kind of ask the questions of what’s the only difference that could create growth above the leader in the market? Well, it’s place. More of the 6.3 partners are walking into those keyboard room meetings and drawing clouds up on the wall and labeling the Microsoft than they are AWS. [00:21:03] Jay McBain: Very simple. It’s never been about product. The best product in our industry has never won. And now the best way forward is that partnering moment, and this is the moment. So to go back to that story about the 53% of companies who are gonna fail, one of us is gonna be asked to write the book. And it could be the book like Kodak, they invented the product that ended up killing them. [00:21:26] Jay McBain: And it’s a woe is me story, but chapter one is always you blame the CEO. How could they not see those trends happening in 2026? How could they, you know, were they blind? Were they stuck in their own, you know, innovation chamber? Innovator’s dilemma, were they stuck in their own boardrooms? Why couldn’t they see? [00:21:46] Jay McBain: Well, chapter two, you, you blame the board. They have fiduciary responsibility, outsider view, and how could they not see it? But really, this is the future right here. If you take this slide and apply it 10 or 20 years from now to every failure and every success, these are the chapters of the book. Your buyer is now a millennial. [00:22:05] Jay McBain: As of last year, the 51% of our market is bought by people born after 1982. Different psychology, different behavior, different journey, different criteria, their integration. First buyers. The buy a product, 80% as good as the next one. If it works better in their environment. 94% of people won’t buy a car unless it has CarPlay or Android Auto. [00:22:26] Jay McBain: New Buyer. You have to be more integrated than your competitors. That’s a partnering story. The 6.3 partners. If you heard cyber, you need some great channel partnerships, but you need the other 5.3 partners as well, the consultants, the advisors, the designers, the architects, the implementers, the integrators, the manner service, all of the other partners. [00:22:44] Jay McBain: You need to know more of them than your competitors do, and have them label clouds with your name in them. You need better alliances. Even if you compete, you only compete in the morning. You’re best friends by the afternoon. You have to be tight with the hyperscalers, tight, with the big SaaS platforms, tight with cyber, tight with distribution, there are layers, seven layers to every deal. [00:23:04] Jay McBain: You gotta be tight in and have better alliances than your competitors. And then it all comes to the 28 moments, which I’m gonna end on, but the go to market of all of this, the co-selling, co-marketing, co-innovation, co-development, co keeping. This is it. Your product has to be good enough that somebody’s gonna renew it. [00:23:21] Jay McBain: Your Super Bowl has to be, you know, ad has to be good enough that people don’t, you know, shame you on social media. Your pricing has to be somewhere in a country mile of the bell curve of what the customer wants to pay. But successor failure is just here and platforms are synonymous with partnering. [00:23:40] Jay McBain: It’s our role now in the decade of the ecosystem to drive our companies forward. Marketplace. It’s probably the most predict, you know, great prediction we ever made. You know, growing at 82% compounded, it’s hard to predict ’cause it doubles almost every year. We were almost exact to the decimal point. Five years later now till 2030, we’re watching a second story, which is more interesting. [00:24:02] Jay McBain: If 96% of all deals have partners inside of them and there’s private offers and multi-partner offers and distributor sellers record all these funding mechanisms or services as a product. As of last week, over 50% of all deals in marketplaces now have partner funding. It means that while money changes hands differently, the respect and the recognition of what partners do is in the deal. [00:24:26] Jay McBain: We think that’s going to 59, but at some point, that’s gonna have to hit 96. ’cause to run the best programs, whether it’s an indirect sale, whether it’s a direct sale, whether it’s a marketplace deal, it doesn’t matter how money changes hands. What matters is we recognize the 6.3 partners. They’re not only making the deal happen bigger and faster, but renewing and enriching that every 30 days forever. [00:24:48] Jay McBain: When we watch, you know, billion dollar clubs and when we read all the press releases and all the hubbub about how fast this is growing and who, which companies are behind all this. When I’m quoted in some of these press releases, it’s because of this. You know, CrowdStrike, you know, brags are a billion dollars in a single year, but inside of that, they’re showing that 91% growth in marketplaces, which is pretty phenomenal for any company to almost double in size every single year. [00:25:17] Jay McBain: What’s more phenomenal is they’re growing the channel piece of it, 3548%. That green part of it is growing. Companies that understand platform and have people and processes and programs and technology to do it are winning. And they’re getting recognition and partners are starting to join the Billion Dollar Club who don’t sell a product, but are also winning at Extreme Scale. [00:25:44] Jay McBain: So talk about those partner 1000 and who are leaning in to win at this level. As well as everything changes, traditional billing moved into subscription models, moved into consumption models. Now we’re being tokenized to death multi it’s, it’s in this mode of micro consumption. There’s no chance there was little chance in subscription consumption that would be resold. [00:26:09] Jay McBain: You don’t buy Netflix from the cable guy in the white van. There’s zero chance when you’re buying tokens at a buck a piece that that’s going through any indirect sale. This continues to grow. Now the tectonic shifts is what happens when money changes hands differently. These old programs that we used to all write hundreds of different boxes, we checked every day on deal reg and trainings and all the other things are changing. [00:26:35] Jay McBain: To this, you’ll get these slides, by the way, in high res, inside of this now is the customer. For the first time ever, 45 years later, we have the customer in the middle of what we do, the 28 moments in green before they buy the seven layer stack and the partners inside it. The implementation. The integration, the managed services in a cycle that never ends, and two thirds of our industry. [00:26:55] Jay McBain: With the customer in the middle, we can now move money around to the different moments. It’s not all landing in front or backend margins or market development funds or new customer bonuses or spiffs. It’s landing where it needs to land. Over 400 companies now, pretty much led by Microsoft 400 companies are in a point system right now and 400 more. [00:27:18] Jay McBain: We’re working kind of behind the scenes to get that announced in the next 12 months. This is a total changeover in terms of how economics work and partners are yelling over half of us. I don’t care. Don’t call me a VAR anymore. Don’t call me an MSP. Don’t call me a regional system integrator. I do the consulting over half the time. [00:27:36] Jay McBain: I do the design, I do the implementations, I do the managed services, and 44% of us are vibe coding. On weekends. We’re not happy. Just on the services side. We wanna join the seven layer tech stack as well. These are partners growing faster than their vendors by understanding this cycle and where to show up and where the money is in ai. [00:27:56] Jay McBain: And the number one thing they’re asking for is not more leads, which they did for 45 years. The number one thing is now recognized for what I do. I’ve never just been a cash register. We’re completely now past this idea of a channel being a channel of distribution, and now a channel being this platform for the future. [00:28:16] Jay McBain: As we lay that on top of ai, the first couple of years of AI has really been consumer driven. The 95% failure rate that MIT reported last year is now 70%. That’s the failure to get from proof of concept to production. That 70 will be 50 by the summer we’re moving now in business, the maturity rates are going up at the end customer and in 88% of cases, that’s because of the channel. [00:28:43] Jay McBain: They’re working with partners. They’re not vibe coding themselves and working in little skunkwork groups. They’re working with partners to make it happen, and it now becomes the partner’s number one growth opportunity. I can grow at 11 or 12% in cyber every year. Compounded I can grow in 10% in managed services. [00:29:03] Jay McBain: You know, those are great double digit growth ’cause my customers are growing at 2.7% and I can go four x my customer, but I can go 10 x my customer if I have the right services built around ai. And this compounded growth rate and that big number in 2 20 32, 267 is what’s got those top 1000 partners obsessed. [00:29:25] Jay McBain: And your companies are leading with ai. Now you need to connect to those AI services. You need to get partners on this scale of growth. And they will be adding your name inside every cloud. They write on every whiteboard, but 82% of partners around the world, you know, we survey 25,000 of them aren’t ready, and they’re blaming vendors for not being ready, and they’re telling them exactly the workshops and the training that they need to get ready for this cycle. [00:29:53] Jay McBain: 82% of our entire partner, tens of millions of people, aren’t ready to grow at 35% and they need our help. Last thing I’ll say about AI is it’s the first time from client server to cloud, edge to cloud that it’s been segment driven. SMB alone has one, you know, six different segments, one to nine, 10 to 24, 25 to 49, et cetera. [00:30:18] Jay McBain: Mid-market into enterprise. No one that runs a restaurant is calling Jensen to buy a GPU to put next to the stove. No one’s calling Sam or Dario or anyone at Anthropic or OpenAI directly. They’re waiting. If you run a restaurant with all the people running around with tablets, you’ve invested in toast or square or clover or one of the platforms to run your business. [00:30:41] Jay McBain: A hundred different things. And you’re gonna wait for toast to work with a hyperscaler and build out the capabilities genetically. So when they see a spike in Uber Eats orders, they automatically place a food order and automatically change the staffing to deliver on it. That’s what the restaurant’s waiting for, and there’s no one calling and having a big a agent conversation. [00:31:03] Jay McBain: But even if you go into hundreds of people in medium sized business, every one of the vice presidents have their tech stack already built. I talked about the marketing person already, but the HR leader has one, and everybody’s got their seven layer stack. They’re not calling to buy a GPU and they’re not calling to, you know, bring in open AI directly or, or anthropic. [00:31:22] Jay McBain: They’re waiting for the platform they built to integrate together ag agenta capabilities. Everybody’s in wait mode up until enterprise and public, large public sector. So we are looking at this market and at 90% of that AI market is run by those thousand companies, and the rest of the millions of partners are helping in terms of how these businesses are gonna change at that level. [00:31:46] Jay McBain: Here’s where I end. You know, the 28 moments used to be a theory. It used to be a flywheel. How do we buy a car? [00:31:55] Vince Menzione: Well, we Google it, [00:31:57] Jay McBain: 81% of us now, 94% of us use large language models. We find out that there’s 365 brands of car. I’d have to test drive one every day of the year to get through them all. So we start narrowing these things down. [00:32:09] Jay McBain: We configure it. We put our rims on it, we color it. We download the invoice price. We download the backend rebates this month, whether I buy it in May or June, we find out what 5,000 people paid for our exact car within 50 miles of us. And then we don’t wanna go to the dealer because we know more than the salesperson, the manager ever will. [00:32:26] Jay McBain: We know what we’re gonna pay within, you know, dollars or cents. Just carvana the car. Hand me the keys. Let’s just forget the whole eight hour back and forth. I’ll get you a deal thing. I’m smarter than you in technology. Our customers are smarter than us, smarter than salespeople. That’s why 75% of millennials don’t wanna talk to a salesperson. [00:32:48] Jay McBain: They want to end digitally, and by the way, they’re not gonna send a fax after 28 digital moments. They’re gonna end on a digital marketplace. This is all demographics. It’s not hard to see where it’s going, but we’re getting into names, faces, places again. What if every dollar of your tam, the board, the CEO, runs around with their big multi-billion dollar number, they’re chasing? [00:33:09] Jay McBain: What if every single deal looks the exact same? This is a deal with AstraZeneca, A real deal, real customer spending millions of dollars. We know it starts in October, it ends in April. It’s a six month cycle. We see what they read, the MQ ls at the beginning. We see the sales demo moments. We see ISV, but we’ve never had the light blue boxes. [00:33:30] Jay McBain: What if we as a team could overlay the 6.3 partners in this deal? And when you find out a couple things. Here’s where I end. In December, five deals were one, three of them by NTT. The person at NTT probably coaches AstraZeneca’s, you know, kids’ soccer team. They probably have a cottage together at the lake. [00:33:50] Jay McBain: For the last 20 years, if the person at NTT worked at Deloitte, Deloitte would’ve run this deal. But Software One and Yash are both there, so we understand that when they were drawing clouds up on the wall in the boardroom in December, this deal was won and lost there. It was not won and lost at the point of sale. [00:34:09] Jay McBain: So what if you knew more about this and could see every dollar in your tam? You had an early warning system that this was happening. Two things jump out at this now that we’re in Bellevue. AWS was touched twice in this deal, directly in the marketing cycle and the sales cycle. AWS lost this deal. Here’s an example of Microsoft winning a deal with Microsoft never being touched. [00:34:34] Jay McBain: For some reason, NTT who won, who won AWS’s partner of the year a couple years ago led with Microsoft, so did Software one, Microsoft’s biggest reseller in Europe, and as did Yash, they all led with Microsoft and without Microsoft, knowing Microsoft took a multimillion dollar deal away from their competitors by winning in December. [00:34:53] Jay McBain: That’s one. Second. These partners didn’t just show up other than soccer and cottages. They didn’t show up in December. It went closed one in their CRM system. Back in the summer, August, September, we already knew AstraZeneca was in market, spending millions of dollars. We didn’t need them to read an ebook or go to an event to find that out. [00:35:17] Jay McBain: We knew it because it was closed one. They’re spending hundreds of thousands of dollars times five in December to know what to do at the end. This is an early warning system that’s better than any MQL, better than any SQL. And if you could give your company these level of view into their pipeline with an early warning system that I can work with those partners for months before they ever show up at the customer’s boardroom. [00:35:44] Jay McBain: This is it. Talk about 47% winners. This takes you from not only surviving the AI era to being a top five platform winner. Thank you very much. [00:36:01] Vince Menzione: Until next time, we’ll see you in person. Hopefully at our next event.

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Last time we spoke about the second phase of the One Hundred Regiment Offensive.  During the second phase of the Hundred Regiments offensive, CCP forces emphasized strongpoint and transportation warfare across the Taihang/Jizhong area. Units were organized with wings containing Japanese positions while a central force struck deeper, as in the Renhe Dasu fighting in early October 1940. Night raids seized strongholds, while engineers and sabotage teams disrupted roads, bridges, and mobility, and ambushes targeted Japanese foraging and supply routes. Across these theaters, the strategy was consistent: make Japanese control porous by destroying or capturing local nodes and forcing constant repairs, re-routing, escorts, and slowed reinforcement, so occupation logistics and strongpoint networks could not function reliably. This approach supported wider offensives by isolating strongpoints, draining enemy strength, and giving Communist base areas room to endure and expand.   #204 The One Hundred Regiment Offensive Phase Three 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. After the two large-scale offensives carried out over wide areas of North China, the Japanese army did what it always did when control started to slip: it tried to turn mobile pressure back into something it could "manage" again. The Eighth Route Army's continued fighting had shown that Japanese-occupied space was not secure, and that base areas could still resist, strike, and persist even while under counterpressure. That was dangerous for occupation. If the enemy could keep operations going, Japanese lines of movement stayed uncertain and "stabilization" became a temporary illusion. To prevent the situation from worsening and to re-stabilize the occupied areas as quickly as possible, the Japanese mobilized heavy forces and launched retaliatory counter–"mopping-up" operations against anti-Japanese base areas in North China beginning October 6. The Japanese attempt wasn't only to punish; it was designed to take advantage of an asymmetry: the Eighth Route Army was striking and fighting continuously, and it did not have the luxury of resting, replenishing, and re-cohering as neatly as a garrison army might. Japanese commanders hoped that if they struck hard enough in enough places, the Communist main forces could be isolated, destroyed, or at least forced into a defensive posture that would break their operational tempo. At Liaodong and Yulin, Japanese reinforcements also created a second political-military stake. After the Yuliao Campaign ended, the Eighth Route Army headquarters issued instructions on October 1 to major regions, warning that enemy reinforcements in Liaodong and Yulin might use the opening to "sweep" the Taibei region. In the Communist operational mind, this wasn't just one threat; it was a pattern. A "sweep" could come as a wave that pushed inward, burned villages, destroyed supplies, and tried to force Communist forces out of their protected networks. Even if the offensive couldn't win a conventional decisive battle, it could aim to strip the base areas of people, food, and mobility—things that make guerrilla and strongpoint warfare possible. By October 19, 1940, the Eighth Route Army headquarters issued a counter–"mopping-up" operation plan, and civilian and military authorities in various regions launched counter-"mopping-up" operations accordingly. This is important background: in these campaigns, "mopping-up" was not only an army activity. The Japanese were attempting to break the base system itself—its logistics, its local administration, and the relationship between armed units and civilians who hid, moved, fed, and replaced them. So the counter-operations had to be just as systemic. The Communists needed to keep people alive, keep movement possible, and keep the enemy from consolidating inside a cleared space. In southeastern Shanxi's Taihang and Taiyue regions, the Japanese 1st Army aimed to strike the main force of the 129th Division and destroy anti-Japanese base areas by running a series of mopping operations from October 6 to December 5. The plan had a typical occupation logic: push through strongholds gradually, clear pockets methodically, and rely on local superiority—especially in manpower, logistics, and the ability to reinforce by road. And because the Communist main force had been operating without meaningful rest after the earlier offensives, the Japanese believed they could catch formations while they were still "in between battles." On October 6, in the Taihang region, more than 800 enemy troops from Wu'an in western Hebei began a "mopping-up" operation in the Yangyi area. By October 11, the Japanese posture escalated. Part of the Japanese Independent Mixed 4th Brigade departed from Liaoxian and Wuxiang, while part of the 36th Division departed from Lucheng and Xiangyuan; together they totaled over 3,000 troops. Coordinating from north and south, they carried out operations to "mop up" both banks of the Zhuozhang River between Yulin, Liaoxian, and Wuxiang, encircling and clearing the south side of the Yulin–Liaoxian highway. This emphasis on riverbanks and highway corridors reveals the Japanese method: move along terrain that controls movement, then compress enemy options until the defenders have to fight inside a narrowing space. The counter to that method required more than bravery. The Eighth Route Army's 385th and 386th Brigades, along with the 1st Column of the Decisive Battle, fought on inner lines—where they could move more rapidly between known local positions and threaten the enemy's flanks or supply behavior. Meanwhile the New 10th Brigade fought on outer lines, where it could intercept, delay, and force the enemy to spend time reacting instead of clearing. By the morning of October 15, the New 10th Brigade delivered a concrete example of that interception strategy. Two regiments ambushed an enemy motor-transport convoy at Gongjiagou on the Heliao Highway, destroying more than 40 vehicles and annihilating more than 100 Japanese soldiers escorting the convoy. The meaning of a convoy ambush is strategic even when the numbers are modest: vehicles represent speed, logistics, and reinforcement. If the enemy loses vehicles repeatedly, "mopping" becomes slower, and slower clearing creates openings for the defenders to reorganize, disperse, or shift main effort. After that, on October 17, the enemy forces that had been mopping up the convoy withdrew in different directions. Withdrawal in multiple directions is a sign that the Japanese clearing operation, meant to compress a space, had instead been forced into a reactive mode. It also hints at a recurring pattern in these years: Japanese units could clear what was already weak, but when defenders hit their movement corridors, the occupiers had to spend time and combat power simply to recover mobility. The next major sweep began October 20, 1940, and it was much larger. Nearly 10,000 troops—from the 36th Division and Independent Mixed Brigade No. 4—set off from multiple locations, including Wu'an, Liaoxian, Wuxiang, and Lucheng, to sweep the area east and west of the Qingzhang River, focusing on land between Matian and Zuohui. Crucially, that was not random ground. The Japanese sought to strike the CCP Central Committee Northern Bureau, the Eighth Route Army headquarters, and the 129th Division headquarters, along with party and government organs of the Jin-Ji-Yu Border Region, located together with Shexian and Piancheng. In other words, the Japanese targeted not just armed units but the political-administrative heart that makes base areas function. Once in the attack area, the Japanese carried out "mopping-up" operations paired with burning and killing for several days. That brutality wasn't only cruelty; it served a purpose. Burning villages, destroying crops, and killing civilians could deny the base area food and shelter while making local cooperation more difficult. Then, on October 26, the Japanese began to withdraw and carried out mopping-up in different areas on the way back. The base area was "severely damaged and destroyed," indicating that even when the Japanese didn't annihilate the main Communist force, they could still achieve degradation—hurting the system they needed to keep operating. But the Communists were not simply absorbing damage. On October 29, a force of over 500 men from the 36th Division, plus over 400 supply and laborers, was mopping up Huangyandong and advanced through Zuohui to Guanjia'nao east of Panlong, preparing to return to Wuxiang. This is where counter-mopping becomes operationally dangerous for the occupier. Supply and labor detachments move differently from combat formations, and they represent an enemy's assumption that the base area is being "cleared." The Eighth Route Army headquarters ordered, at 1:00 p.m., for the 129th Division to concentrate its main force to annihilate the enemy. That night, the 129th Division—uniting the main forces of the 385th and 386th Brigades, parts of the New 10th Brigade, and the First Column of the Death Squad—surrounded the enemy at Guanjia'nao with a plan to launch a general offensive at 4:00 a.m. The besieged enemy, besides quickly building fortifications, seized Fengkengding high ground southwest of Guanjia'nao under cover of darkness. The two high points helped defenders support one another and resist stubbornly. The battle lasted until dawn on October 31, when most of the enemy had been annihilated, leaving only more than 60 men to hold positions. Then reinforcements arrived—over 1,500 from Huangyandong—supported by more than 10 aircraft. The 129th Division withdrew, and the remaining enemy fled toward the flood, leaving behind more than 280 corpses. By then, most Japanese troops had withdrawn from the central base area. The background stake is clear: "mopping-up" could damage and burn, but if defenders could convert the Japanese attempt into a trap—especially when enemy units had become separated from their core and committed to clearing—they could turn a destructive operation into a costly one for the occupier. In early November, the Japanese continued. In Licheng south of Taihang, Japanese forces invaded Nanweiquan and Beiweiquan and then Xijing. Elsewhere, Japanese forces in Xiangyuan invaded Panlong via Xiying, attempting to attack Dongtian and the area around Zhuanbi, where the Eighth Route Army headquarters was located. In that moment, the 386th Brigade was ordered to rush to the north–south line of Damocun, east of Panlong, block the invading enemy, and cover the transfer of the Eighth Route Army headquarters. At 9:00 a.m. on November 3, 1940, fierce fighting broke out as the troops finished deploying near Damocun. The Japanese launched continuous attacks and captured some positions. The 386th Brigade held until 4:00 a.m. on November 4, then withdrew after the headquarters successfully moved. The Japanese attempt to launch a pincer attack failed, and they retreated to the Baijin Line on November 5. Even when Japanese action couldn't be fully blocked, the counter's aim was not only tactical survival but prevention of strategic encirclement—protecting the central institutions and preserving the ability to fight again. In the northern Taihang region, more than 2,500 enemy troops from Heshun arrived in Yushe on November 3 via Hanwang Town and Changcheng Town, reinforcing Japanese forces in the Yu, Liao, and Wu areas. Then they carried out repeated mopping operations south of the Yuliao Highway, including Jiangtang, Lingshang, Songjiazhuang, Guojiao, and Dayouyi. Harassment and attacks by military and civilians forced Japanese troops back into their strongholds by the 13th. A "40-day" counter-mopping operation in Taihang came to an end. The term "40-day" isn't only calendar time; it suggests that these were not one-off battles but sustained campaigns of movement, dispersal, and repeated harassment meant to drain the enemy's capacity. Starting November 17, the Japanese launched a multi-pronged attack on Qinyuan and the area north of Guodao Town. The attack involved part of the 37th Division from Qin County and Nanguan Town, part of the Independent Mixed Brigade from Pingyao, Jiexiu, and Huo County, and a battalion of the 41st Division from Hongdong—more than 7,000 troops deployed to attack Qinyuan and the north area. But the Taiyue Military Region response shows how the Communist counter-mopping wasn't always to meet force with force. To avoid the enemy's "sharp edge," the Taiyue Military Region formed two detachments—Qin East and Qin West—with leadership and main force moving to both sides of the Qin River outside the Japanese attack zone, targeting scattered Japanese troops instead of being fixed into a single killing field. By November 23, due to harassment by local armed forces, the Japanese reached the attack zone and then carried out dispersed mopping operations. Qinyuan County was the most severely damaged, with more than 5,000 people killed (about one-tenth of its population), nearly 10,000 livestock killed and over 7,000 stolen, and 30,000 to 40,000 houses destroyed. Those details are brutal, but they explain why background stakes mattered: "mopping-up" was meant to break the social base. If civilians died or fled, the guerrilla system became harder to sustain. The response from the Dayue Military Region seized the opportunity created by Japanese dispersal. On November 23, the 42nd Regiment of the Qinxi Detachment annihilated more than 100 Japanese soldiers in Guantan. On November 27, parts of the 42nd and 59th Regiments killed or wounded more than 160 in Huhanping and Mabei. The Qindong Detachment's 17th and 57th Regiments inflicted serious damage in a series of places—Guang'ao, Chenjiagou, Longfosi, Wuyuanzhen, Nanweicun, Nanli, and more. The 17th Regiment's battle at Longfosi annihilated more than 100 Japanese. Additional heavy losses were inflicted by the 212th Brigade in Jiaokou. By December 5, the Japanese were forced to withdraw from the Taiyue area in separate routes. Strategically, dispersal punished the occupier because scattered units are harder to protect and easier to ambush. Across the Jin-Cha-Ji Border Region, anti-"mopping-up" operations unfolded gradually, beginning with the Pingxi area, the first target of the Japanese on the path toward the Japanese-held headquarters and rail lines. Pingxi mattered because it directly threatened the headquarters of the Japanese North China Area Army and Beiping—the puppet regime's center—and also threatened the Pinghan and Pingsui railways, North China's main transportation lines. So Pingxi became an operational priority: if the occupier couldn't keep the rail network secure, their ability to reinforce and supply their own strongpoints suffered. On October 13, 1940, more than 10,000 Japanese and puppet troops attacked Sanpo, the central area of the Pingxi base area, in 10 routes. This attack used a methodical, steady approach: advance gradually, rely on strongholds, and cover 5 to 10 kilometers each day. In response, the Pingxi Military Sub-district countered using timely maneuvers of its main forces and extensive guerrilla warfare. Over more than a week of fighting, the enemy was constantly harassed and attacked, wearing them down. Although Japanese troops penetrated deep, they failed to identify the main force's movements. By November 21, when the encirclement tightened further, the Pingxi main force jumped out from the Sanpo area and moved southwest. Encountering the enemy at Pengtou, it then moved to the Yegu and Datai line east of Bancheng. After the Japanese entered the Sanpo area, they conducted widespread burning and killing and looted grain. Starting from the 23rd, the Japanese retreated in different routes. By the end of October, the main force had withdrawn from Pingxi, but more than 2,000 troops remained in the Pingxi anti-Japanese base area to build strongholds and roads. Strongholds were added in places like Changping and Wanping—14 strongholds alone—and villages such as Dongzhaitang and Dujiazhuang came under their control. The base area began to shrink and shrink. That shrinkage is the other background stake: even when guerrilla forces avoid annihilation, the occupier may still carve away space through fortification. On October 19, 1940, the Eighth Route Army headquarters instructed that enemy attacks in Pingxi and Taihang might turn around and attack the Beiyue area. The Jin-Cha-Ji Border Region needed to prepare quickly to crush these "mopping-up" operations, coordinating Party, government, military, and civilians and conducting in-depth combat mobilization. The main force should assemble in appropriate positions and prepare to annihilate one or two enemy forces decisively. The headquarters also instructed the 129th and 120th Divisions to cooperate actively. By November 9, 1940, the Japanese struck again in a massive sweep. The 110th Division, along with other units and more than 14,000 puppet troops, launched a "mopping-up" operation in the jurisdiction of the 1st Military Sub-district. The Japanese and puppet troops moved in coordinated lines: along the line of Yi County, Dalonghua, Wang'an Town, Laiyuan, and Chajianling from north to south, while those in Baoding and Mancheng moved east to west. The intent was to squeeze Communist sub-district forces into a narrow area for a decisive battle. On November 10, the Jin-Cha-Ji Military Region issued operational guidelines and deployments for countering "mopping-up" operations. By the 12th, in response to Japanese widespread burning and killing, it further instructed that without hindering mobility, the main force could disperse a portion of troops—no more than one-third—to strike resolutely at attempts to burn and kill. That instruction captures the balance commanders tried to strike: disperse too much and you lose power; disperse too little and you become trapped by the occupier's brutality. The Japanese then attempted to pressure multiple places. On November 9, more than 6,000 enemy troops from Laiyuan, Yixian, and Baoding attacked Guantou, Yinfang, Huangtuling, and Shenbei. On the 12th, their attack failed; they burned and killed people before retreating in different routes. At that time, the 1st Military Sub-district assembled the 1st and 25th Regiments to intercept them. One enemy force of more than 800 was intercepted on the 14th as it retreated from Wujiazhuang to Yuangang; some were killed or wounded. Even so, the enemy broke through under aircraft cover and retreated to Guantou. On the way, it was intercepted again by the 20th Regiment, suffering heavy casualties, and it fled back to Mancheng. Then on November 13, more than 2,700 Japanese and puppet troops attacked the 3rd Military Sub-district; on November 14, about 2,600 advanced from Dingxiang, Dongye, and Wutai toward Fuping and its southwest area in two routes. The Japanese attacked with east-west coordination, launching joint attacks on Taiyu north of Fuping. The Jin-Cha-Ji Military Region headquarters and the command organs of the 3rd and 5th military sub-districts, along with the 2nd, 3rd, and 6th regiments and other troops, transferred to the outer line before the enemy encirclement formed. On the 16th, the Japanese launched a joint attack again on Taiyu and Zhangjiayu, and the guerrillas who failed to transfer fought hard. Commander Wang Pu and Deputy Director of the Political Department Hao Yuming were killed, and troops suffered more than 100 casualties. On November 18, the enemy from Taiyu quickly occupied Hanping City. By the 21st, enemy forces from Daying via Shentangbao and Wuwangkou, and from Wutai via Taihuai, Shizui, Longquanguan, and Xiaguan, also gathered in Fuping City. After occupying Fuping, the Japanese launched repeated attacks "sweeping" areas under the jurisdiction of the 3rd Military Sub-district from both inward and outward strongholds, conducting brutal burning and killing and destruction. On the night of November 21, the 2nd Regiment dispatched more than 30 men to raid Dangcheng and attack Japanese barracks with grenades. The Japanese panicked and fired guns and cannons all night. On the 26th, four plainclothes officers infiltrated Baoding and attacked a theater where the Japanese army was holding a meeting, causing panic among the Japanese. The enemy that had invaded the base area withdrew in different routes on the 25th. By December 3, 1940, most Japanese troops had withdrawn from the Beiyue area, but more than 1,000 remained along lines including Fuping, Wangkuai, Dangcheng, and Quyang to continue building points and roads in an attempt to occupy the area long-term. To force the enemy back, eliminate occupied points, and completely crush Japanese and puppet "mopping-up," the Jin-Cha-Ji Military Region organized the Fuping–Wangkuai Campaign starting December 9, with the 2nd, 3rd, 4th, and 6th regiments participating. At 21:00 on December 14, the 6th Regiment attacked enemy forces in Dongzhuang. The 1st Battalion captured three fortified positions on the north mountain of Dongzhuang and rushed into the village, only for Japanese counterattacks to recapture fortified positions and kill or wound more than 170 Japanese during the counterfight. The 4th Regiment attacked the enemy in Fuping; the 2nd Regiment and guerrilla forces entered Dangcheng and Lingshan. On the 21st, more than 130 enemy soldiers escorting more than 100 pack animals carrying military supplies reached Wangkuai and were completely annihilated when they reached Wanglinkou. By December 26, an ambush in the Xuancun area of the Pinghan Railway destroyed 14 Japanese trains and their vehicles as well as three heavy artillery pieces. On the 27th, more than 1,200 enemy troops advancing from Dongzhuang in Fuping were attacked in Luoyu and Tumen, suffering more than 140 casualties. The remaining Japanese withdrew from Fuping, Dongzhuang, and Wangkuai starting New Year's Day 1941. By January 4, the 55-day anti-"mopping-up" campaign had basically ended, with the Jin-Cha-Ji Military Region killing and wounding more than 2,000 Japanese and puppet troops while suffering 1,382 casualties itself. These numbers and dates show why background and stakes matter: the counter-mopping effort wasn't short. It was sustained, operationally demanding, and required continued offensive action even while facing superior Japanese resources. The pressure didn't end there. From October 25 to early November, about 4,000 Japanese troops, including the 16th Independent Mixed Brigade, launched a mopping operation in the Miyu and Loufan areas of the 8th and 3rd military sub-districts in northwestern Shanxi, but they were attacked by local soldiers and civilians. In mid-December, Japanese forces transferred additional strength: parts of the 37th Division from southern Shanxi and the 41st Division from southeastern Shanxi, along with parts of the 3rd, 9th, and 16th Independent Mixed Brigades and the 26th Division from northwestern Shanxi—totaling more than 20,000 troops—to prepare for a full-scale mopping operation in northwestern Shanxi. After the second phase of the Hundred Regiments Offensive ended, the 120th Division anticipated retaliation and actively prepared for counter-mopping. On October 30, the division was ordered to establish the Jin-Northwest Military Region, and on November 7, the military region was established in Lijiawan, Xing County. The Jin-Northwest Military Region had direct military sub-districts and six military sub-districts: the 2nd, 3rd, 4th, 8th, and Yanbei. Then the occupier escalated. Starting December 14, 1940, the Japanese launched a full-scale mopping operation against the Jin-Northwest region. More than 5,000 enemy troops invaded the Mi-Yu Town area of the 8th Military Sub-district, more than 4,000 invaded Lin-Xian, and more than 6,000 attacked Xing-Xian and the area south of Bao-De from strongholds such as Lan-Xian and Qi-Lan. By December 23, Japanese forces had occupied all county towns, most market towns, and Yellow River crossings in the Jin-Northwest region except for Bao-De and He-Qu counties, and began to implement a systematic policy commonly described as the "Three Alls" policy. The "Three Alls" emphasis is the clearest expression of stakes turning lethal. Japanese troops and traitors disguised themselves as the Eighth Route Army to lure and kill masses. They sent out core detachments to attack and repeatedly sweep the area, seeking to annihilate party, government, and military leadership organs—focusing on destroying the rear organs and facilities that made Communist endurance possible. According to incomplete statistics, more than 5,000 people were brutally killed during these sweeps. In Xingxian County alone, 150,000 catties of grain were looted and burned; in the 4th Military Sub-district, more than 5,000 head of livestock were looted and killed; and more than 19,000 houses and cave dwellings were burned down. In the early stage of this anti-mopping campaign, the Jin-Sui Military Region mainly used a portion of its forces to cooperate with local troops and guerrillas in widespread guerrilla warfare. They harassed and contained the attacking enemy, disrupted enemy transportation, and covered the transfer of the masses. The main force avoided the enemy's sharp edge and moved to the outer line to seek opportunities to attack the Japanese army. This describes the classic guerrilla operational pattern: avoid being fixed into a single decisive trap, but create enough friction that enemy operations degrade into a struggle they can't sustain. repeated attacks and ambushes during the mopping period across Miyu Town and other areas—units striking repeatedly, destroying roads, cutting off enemy transportation, and attacking enemy strongholds north of Dawu. To thwart the Japanese army's plans to build roads and fortifications—plans that would make future sweeps easier—the Jin-Sui Military Region instructed, on December 27, all sub-districts to mobilize forces to disrupt Japanese road construction and fortification. The 358th Brigade attacked enemy road construction from Lanxian to Dashetou and from Puming to Chijianling; the Independent 1st Brigade sabotaged the Dawu–Linxian highway; and the 4th Column of the Death Squad sabotaged the Dawu–Fangshan highway. Part of the Independent 1st Brigade's 2nd Regiment organized over 2,000 civilians to sabotage the Dawu–Sanjiao highway twice, forcing the enemy in Linxian to detour through Fangshan to contact Lishi. The Lishi guerrillas led civilians in two sabotage attacks on the Lishi–Jundu highway, destroying over 30 "li" of road. Other units attacked strongholds along key highways and destroyed or disrupted the "maintenance committees" that surrounded newly built enemy strongholds. There were also direct raids—storming into Linxian County and capturing representatives of enemy maintenance organizations. Meanwhile, the Workers' and Patriots' Brigade carried out continuous sabotage on the Taifen Highway. As the enemy plans ran into persistent disruption, Japanese and puppet forces began to retreat in different routes starting January 2, 1941, and by January 24 they returned to their original strongholds. The Jin-Sui winter counter-mopping operation lasted 40 days, annihilated more than 2,500 enemy troops, destroyed 125 kilometers of roads and 23 bridges, and recovered all towns occupied by the enemy during the campaign. Here the stakes show through most clearly: the campaign was not merely about killing enemy troops. It was about preventing the occupier from building a durable, road-connected grid that would allow future sweeps to be faster, larger, and more decisive. At the wider campaign level, the Eighth Route Army also recorded its total effects from August 20 to December 5, covering roughly three and a half months. During that period, the Eighth Route Army fought 1,824 battles of varying sizes, killing or wounding 20,645 Japanese soldiers (including senior officers), killing or wounding 5,155 puppet troops, and capturing 281 Japanese soldiers and 18,407 puppet troops. 47 Japanese soldiers surrendered voluntarily, and 1,845 puppet troops defected, totaling 46,380 people. The Communists captured 5,942 guns and 53 artillery pieces, and destroyed extensive transportation infrastructure: 474 kilometers of railway, 1,502 kilometers of highway, 213 bridges, 37 railway stations, 11 tunnels, more than 217,000 rails, more than 1,549,000 sleepers, more than 109,000 telephone poles, and more than 424,000 kilograms of telephone wire. Five coal mines and 11 warehouses were destroyed. The narrative further adds that when including casualties of Japanese and puppet forces across related engagements—such as Fuwang and the anti–mopping operations in northwest Shanxi—the total number of casualties reached more than 50,880. Japanese statistics were also cited for damage assessment, noting destruction of track and bridges across key railways (Zhengtai, Tongpu, Pinghan), telegraph pole damage, power line cuts, and effects on coal production—such as the Jingxing New Mine being unable to produce coal for at least six months. These details underline a broader background stake: infrastructure damage was meant to weaken the occupier's ability to keep its occupation apparatus working, even after the direct battles ended. The price of that multi-month struggle was high for the Eighth Route Army as well. Over the three and a half months leading up to the Hundred Regiments Offensive, the Eighth Route Army suffered 17,000 casualties, and more than 20,000 were poisoned. During the Hundred Regiments Offensive itself, post-war statistics state that the 129th Division suffered 7,362 casualties and 450 missing persons, and the entire division suffered 7,812 casualties. When you connect these lines—offensive sabotage, counter-offensives, Japanese mopping-ups, and anti-mopping resistance—you see why this second wave of fighting mattered. It wasn't only about whether the Japanese could respond to the offensive. It was about whether both sides could sustain their operational logic: the Japanese trying to stabilize occupation through "mopping," and the Communists trying to preserve base systems through dispersal, harassment, and counter-moves that convert the occupier's clearing effort into something too costly to maintain. The background of the Hundred Regiments offensive, who authorized it, who planned it, and why, remains unclear. The Japanese response was so severe that, in retrospect, it appeared to some as if the offensive had been a mistake. Some leaders, especially Mao, may have wanted to disavow it. Indirect hints in Mao's writings in subsequent months and years suggest he may have viewed it critically or harbored misgivings from the start. It was not the kind of strategy Mao preferred. More than twenty years later, during the Cultural Revolution, Red Guards charged that Mao had not even known of the plan in advance because of Peng Dehuai's alleged duplicity, at the time, Peng was being denounced. While this seems unlikely, it may contain some substance. In his own defense against these charges, Peng stated that after the 8RA headquarters—located not in Yan'an but in Jin-Cha-Ji—planned the operation, it sent mobilization orders downward to each regional command and also notified the Central Military Affairs Commission headed by Mao. In the original plan, the action would begin in early September. But, Peng wrote, to prevent enemy discovery and to ensure simultaneous surprise assaults—thereby inflicting an even greater blow to the enemy and the puppets—they began about ten days earlier than scheduled, during the last week of August. "So we did not wait for approval from the Military Affairs Commission (this was wrong), but went right into combat earlier than planned." There is also the issue of the "spontaneous" participation of more than eighty regiments without authorization from the Eighth Route Army headquarters, and not from Yan'an as well. If Peng Dehuai's account is accepted (written in 1970, shortly before his death), then Mao and Party Central had no role in conceiving or planning the Hundred Regiments campaign. In that case, the "grand strategy" motivations for undertaking it largely vanish—except perhaps insofar as they were considered by Peng and his colleagues. One alleged motive was to counter any tendency toward capitulation by Chiang Kai-shek and the Chongqing regime: if the war heated up and the CCP threw itself into fighting, any accommodation between Chiang and Japan would look like cowardly surrender. A related consideration was the Communist leadership's sensitivity to the charge that they were simply exploiting the war to expand their influence—avoiding Japanese combat while letting KMT armies bear the real burden of fighting. The Nationalists gave major publicity to the accusation that CCP policy devoted 70 percent of effort to expansion, 20 percent to coping with the KMT, and only 10 percent to opposing Japan. A third suggested motive was to divert attention from the New Fourth Army's offensives against Nationalist forces in Central China, which were peaking around the same time. Peng Dehuai acknowledged the campaign was "too protracted," yet he defended its importance in maintaining the CCP's anti-Japanese image in the wake of anti-friction conflicts, in demonstrating the failure of the cage-and-silkworm policy, in returning at least twenty-six county seats to base control, and in keeping "wavering" elements in line. Even if these reasons mattered less than regional and tactical calculations in launching the campaign, they could always be used for propaganda afterward. Whatever misgivings Mao and Party Central may have had, the Party kept them to itself. Mao radioed congratulations to Peng after his victory, and in public statements the Hundred Regiments were turned into legend. Even if the Hundred Regiments campaign aimed to defeat Japanese pacification efforts, it did not succeed in a decisive way. Shocked and stung by the 8RA's action, the North China Area Army intensified its efforts to bring North China under tighter control. Under General Tada and then his successor, General Okamura Yasuji (July 1941–November 1944), the Japanese inflicted brutal, sustained violence against all North China bases. Between 1941 and 1944, about 150,000 Japanese troops were assigned full-time to pacification duty, supported by roughly 100,000 Chinese auxiliaries of widely varying description and effectiveness. The remainder of the NCAA (about 150,000–200,000 men) was assigned to other tasks such as garrisoning major cities and containing Nationalist forces. Communist regulars were estimated at around 250,000 within base areas and 40,000 in SKN. The Japanese and their Chinese auxiliaries invested even more heavily than before in constructing moats, ditches, palisades, and blockhouses. Japanese sources claimed that by 1942 their forces had built 11,860 kilometers of blockade line and 7,700 fortified posts, mostly in the Hebei plains and the foothills of the Taihang mountains. A massive trench ran for 500 kilometers along the western side of the Pinghan railway line, with a depopulated and constantly patrolled zone on either side. The 250 Japanese outposts established in southern Hebei by December 1940 were more than quadrupled by mid-1942. These became the key means of controlling plains areas; by the end of 1941, all Communist bases in such terrain had been reduced to guerrilla status. Many main force units—such as those under Liu Cheng'ao and Yang Xiufeng—were compelled to move westward into mountains to survive. What distinguished the new Tada–Okamura approach from earlier tactics was the much larger and more protracted search-and-destroy thrust into the core mountain-base areas. They also replaced selective repression with indiscriminate, generalized violence. These infamous "Three-All" mop-up campaigns meant: kill all, burn all, loot all. Unable to distinguish ordinary peasants from Communists, the Japanese waged war on everyone. After attempting to seal off major consolidated regions in the base areas, they sent in very large detachments to search for Communist forces, civilian cadres, and activists. They also tried to destroy base facilities and war material stockpiles; to disrupt agriculture by burning crops or interfering with planting and harvesting; and to seize grain stores. Entire villages were razed, and everything alive found there was killed. Unlike earlier mop-ups that swept through an area and then departed, these campaigns left troops in the targeted zones for extended periods, "combing" the area back and forth and building at least temporary strongpoints in more accessible parts of mountain bases. These mop-up operations took a heavy and painful toll on rural populations. No doubt the harsh tactics and atrocities frequently committed during these actions did cause many peasants, rich and poor alike, to harbor deep hatred of the Japanese and to commit more fully to the Communist side. But intra-party sources also portray cases in which repression worked even more effectively than earlier attempts to drive a wedge between party and peasantry. As one internal assessment put it: If we only stress concealment… we are bound to be divorced from the masses. The morale of the masses cannot be sustained for long either. On the other hand, if we only seek fleeting gratification in careless fighting, we may also invite still more cruel enemy suppression. That will also alienate the masses. Communist spokesmen acknowledged that, in North China base areas, the population under Party control fell from 44 million to 25 million, while the Eighth Route Army declined from 400,000 to 300,000. Local records present an even grimmer picture. By 1942, 90 percent of the plains bases had been reduced to guerrilla zones or outright enemy control. In the mountainous Taiyue district within the Jin-Cha-Lu-Yi base, one cadre admitted that "not a single county was kept intact and the government offices of all its twelve counties were exiled in Jin-yuan." All twenty-six county seats occupied following the Hundred Regiments fighting were lost. 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. Japan tried to regain control through retaliatory "mopping-up" operations starting in October 1940. In response, the Eighth Route Army and its commanders issued counter-measures: coordinate party, government, military, and civilians; keep mobility while dispersing forces when possible; and focus on annihilating incoming enemy units decisively. Counter-sweeps and anti-pacification actions continued through December, involving repeated ambushes and sabotage of roads, highways, and fortification efforts. 

Today, host John Norlin shares a practical relationship-building strategy called the secondhand compliment — an intentional approach to recognizing students through another trusted adult, especially before a strong connection has been established. He also explains why indirect recognition can land more credibly with students who don't yet feel seen, and how this simple three-step practice fits into the broader work of intentionally building, maintaining, and restoring relationships with students. In this conversation, John offers important reminders for educators and leaders: Direct compliments can sometimes feel off-putting to students you haven't connected with yet. Indirect recognition through another adult can feel more credible and genuine. The secondhand compliment only works when the positive observation is specific and real, it cannot be fluff. Delivering recognition through a coach, counselor, or administrator creates a network of adults who are actively affirming students together. Learn More About CharacterStrong:  Access FREE MTSS Curriculum Samples Request a Quote Today! Learn more about CharacterStrong Implementation Support Visit the CharacterStrong Website

Today we're going back to our roots and discussing communication again! We're diving into direct and indirect communication during this episode, and talking about high context versus low context communication, the cultural and neurological differences that various types of communication show up in, and more. Direct communication is often hailed as the "better" form of communication, but we'll explore in this episode why that might not always be the case, and how to bridge the gap when different communication styles clash.Join our amazing community of listeners at ⁠multiamory.com/join and get access to ad-free episodes, group video discussions, and our amazing Discord community!Whatever you want to learn, MasterClass has something for you, taught by experts in their fields. Support the show and get an exclusive 15% offer at ⁠multiamory.link/masterclass⁠Skillshare is an online learning community with thousands of classes for creators. Everything from graphic design and video editing to photography, writing, and business. Get a free month of Skilllshare at ⁠multiamory.link/skillshare⁠Multiamory was created by Dedeker Winston, Jase Lindgren, and Emily Matlack.Our theme music is Forms I Know I Did by ⁠Josh and Anand⁠Follow us on Instagram ⁠@Multiamory_Podcast⁠ and visit our website ⁠Multiamory.com⁠.We are a proud member of the ⁠Pleasure Podcasts⁠ network.

Today we're going back to our roots and discussing communication again! We're diving into direct and indirect communication during this episode, and talking about high context versus low context communication, the cultural and neurological differences that various types of communication show up in, and more. Direct communication is often hailed as the "better" form of communication, but we'll explore in this episode why that might not always be the case, and how to bridge the gap when different communication styles clash. Join our amazing community of listeners at multiamory.supercast.com. We offer sliding scale subscriptions so everyone can also get access to ad-free episodes, group video discussions, and our amazing Discord community.Take Beducated's 2-minute quiz and get your personalized roadmap to sexual happiness at beduc.at/pd2617-multiamory,Get 10% off sexual health supplements at vb.health with promo code MULTI.Whatever you want to learn, MasterClass has something for you, taught by experts in their fields. Support the show and keep learning at multiamory.link/masterclass.Skillshare is an online learning community with thousands of classes for creators. Everything from graphic design and video editing to photography, writing, and business. Get a free month of Skilllshare at multiamory.link/skillshare.Record your own podcast or videos with the same platform as us! Check out multiamory.link/riverside to try it yourself for free.Multiamory was created by Dedeker Winston, Jase Lindgren, and Emily Matlack.Our theme music is Forms I Know I Did by Josh and Anand.Follow us on Instagram @Multiamory_Podcast and visit our website Multiamory.com. We are a proud member of the Pleasure Podcasts network. Learn more about your ad choices. Visit megaphone.fm/adchoices