Podcasts about Indirect

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!

Ahead of London Climate Action Week, we're exploring how the UK is adopting International Sustainability Standards Board (ISSB) standards.   This episode of the All Things Sustainable podcast is the latest in our ongoing series about global ISSB adoption. Sustainability-related reporting is well established in the UK, and in today's episode we speak to Sally Duckworth, Chair of the UK Sustainability Disclosure Technical Advisory Committee (TAC). The TAC was formed to provide recommendations to the UK government on adoption of the ISSB standards.   "We want to eliminate what's often called the 'alphabet soup' of fragmented reporting by promoting consistency and comparability," Sally tells us.  Sally says companies' understanding of risk has evolved in the face of geopolitical conflicts and climate-related disasters. "People now see risk with a much broader lens, looking at what's happening in their ecosystem as a whole — and clearly, sustainability forms a key part of that."  We also speak to ISSB board member Richard Barker, who explains how the UK fits into the broader global context of countries adopting ISSB standards. Richard joined us on stage for our podcast event recorded live in London on April 29,and you can hear the full interview here: Live in London: How sustainability is evolving into a broader conversation about resilience | S&P Global  Listen to our interview with the Chair of the Canadian Sustainability Standards Board here: Why Canadian Sustainability Standards Board Chair calls sustainability disclosures "table stakes"  Read our latest quarterly tracker on ISSB adoption here: May 2026 – 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.

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.

This podcast shows you how to fully recover from OCD.Each episode breaks down the exact techniques and nuances that stop rumination, reduce compulsions, and help you retrain your brain out of the OCD cycle. We cover every major OCD theme, including:Pure-O OCDRelationship OCDHarm OCDReal Event OCDSO-OCD / Sexuality OCDReligious / Scrupulosity OCDCleaning & Contamination OCDPhysical CompulsionsAll other OCD subtypesMy goal is simple: clear guidance that actually works, explained in a way that is calm, direct, and easy to apply immediately.You can fully recover from OCD. Don't give up — you're not stuck, and your brain can change.

Resources & LinksJoin the next FREE Akashic Records WorkshopSubmit a question for the workshop or podcast⁠⁠⁠Akashic Records Training⁠⁠⁠⁠1:1 Programmes⁠⁠⁠⁠Appointments⁠⁠⁠⁠Free ebook⁠Mentioned in this episode: Direct and Indirect Spiritual Paths and PracticesLight Codes, Solar Flares and Spiritualisation of Earth and the Human Form.Akashic Records teacher and practitioner, Suzie Ridley introduces a simple, powerful practice she calls “Akashic bathing” - opening your Records without an agenda, simply to sit in the frequency. This episode explores why that kind of steady, relational time in the field can support clarity, intuition, and deeper spiritual sovereignty.Suzie explains that Akashic bathing is not about getting answers, it's about attuning to the energy of the Akashic Field so your internal technology becomes clearer and more coherent over time. She shares five grounded benefits, from strengthening receptivity and discernment, to deepening your ability to hold higher frequencies, with a practical note on staying embodied so the practice supports expansion rather than becoming a form of bypassing.In this episode, you'll learnHow Akashic bathing strengthens your internal technology (your clair senses) through gentle attunementWhy this practice builds receptivity, helping you receive guidance and intuitive hits more clearly in daily lifeHow it strengthens discernment, so you can feel a visceral yes/no with new teachings, practices, and choicesWhy spending time in the field improves coherence and capacity to hold higher frequencies (including going deeper in your Records)How Akashic bathing can help practitioners recalibrate after client work, bringing you back to your own energy and baselineFollow Wisdom from the Akasha on Spotify and Apple Podcasts, or subscribe on YouTube, so you never miss an episode. New episodes are released every Friday at 7AM GMT +0.Timestamps0:20 – Free Akashic Records workshop announcement1:00 – Today's topic: 5 benefits of Akashic bathing1:04 – What Akashic bathing is NOT1:27 – Origin of the name "Akashic bathing"1:49 – Indirect vs. direct path practices explained2:55 – What Akashic bathing actually is (direct path)4:24 – Benefit #1: Strengthens your internal technology & clair sensors5:29 – Benefit #2: Strengthens receptivity6:28 – Benefit #3: Strengthens the organ of discernment7:29 – Benefit #4: Holding higher frequencies & going deeper9:58 – Benefit #5: Integrating activations & light codes10:47 – Bonus benefit: Recalibrating after client work (for energy practitioners)Wisdom from the Akasha is the podcast for spiritually curious people navigating awakening, growth, and real-life challenges with a grounded, embodied approach. Hosted by Suzie Ridley of Akashic Readings and Healing, an Akashic Records Teacher, practitioner and researcher, each episode is a deep dive into esoteric topics and spiritual development for soul expansion.Guided by her work in the Akashic Records, Suzie shares reflections and practical suggestions you can bring into everyday life, where the mystical meets the tangible. With thousands of hours in the Akashic Records and clients around the world, her intention is to offer a fun, helpful resource that supports clarity, intuition, and meaningful, sometimes miraculous shifts.Connect with Akashic Readings and Healing⁠Website⁠⁠YouTube⁠⁠Instagram⁠⁠Pinterest

Earlier this year, we took the show on the road for our first episode of the All Things Sustainable podcast recorded live in London. We sat down in front of an audience with three guests to understand the direction of travel for sustainability, climate and the energy transition: What has changed in 2026, where are the challenges and where are the opportunities?    Today, we're bringing you highlights from that April 29 event. Sonja Gibbs, who is Managing Director of Global Markets and Policy at the Institute of International Finance (IIF), explains how sustainability is evolving into a broader conversation about business resilience that includes topics as wide-ranging as climate adaptation, innovation, infrastructure and energy security.    The IIF is a global network of financial institutions, and Sonja says that for many members, sustainability is "more integrated across business lines than so much of a separate silo."  The Iran war is contributing to this shift by bringing issues of energy security and energy affordability to the fore. "The Middle East conflict just highlights how fragile our global energy system is," Sonja tells us. "What it's leading to is really hard questions about what is the optimal energy mix in different countries and different regions."  Guest Steve Howard calls this "the next phase of the energy transition," in which renewables serve as a platform for business model innovation.    Steve is Vice Chairman of Sustainability at Singapore-based Temasek, a global investment firm with a net portfolio value of US$324 billion as of March 2025. He says that even while some business and government leaders shift attention toward energy security and affordability, they can't lose sight of the opportunities in sustainability.  "We know that tackling climate change gives us good economic growth," Steve says. "We also know an inclusive economy where you bring people out of poverty creates the best, widest economic growth. We all have to invest into that future."  And to understand the landscape for standards and reporting amid this geopolitical conflict and rising climate risks, we speak with Richard Barker, a member of the International Sustainability Standards Board (ISSB). Richard explains how the ISSB is focusing on adoption and implementation of its existing standards while setting new standards at a pace that makes sense for markets.   "In order to have a standard that works in a capital market context, it needs to be global and it needs to be mandatory," Richard says. At the same time, he says, "It's really important for us in this evolving world of sustainability reporting that we don't go faster than the market." Further listening:   How food and beverage giant PepsiCo uses AI for its 'era of resilience' | S&P Global  How Swiss food giant Nestlé tackles sustainable supply chains | S&P Global  Further reading:   May 2026 – 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. 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School Rules Podcast -- Summer Edition. For my ELDR 6433: Seminar in Educational Leadership Course.How do great leaders handle conflict, navigate corporate culture, and stay legally compliant without losing their team? Welcome to Episode 4 of our Leadership Series! Today we are stepping out of textbook theory and straight onto the office floor to look at the practical, day-to-day dynamics that shape real leadership. Whether you are prepping for your executive track or completing your Module 5 Leadership Philosophy assignment, this breakdown is your playbook for organizational dynamics.

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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. 

In this episode of the All Things Sustainable podcast, we talk to PepsiCo to understand how one of the world's biggest food and beverage companies is building resilient food systems.  PepsiCo products are sold in more than 200 countries and territories, and Executive Vice President and Chief Sustainability Officer Jim Andrew explains how the company works with its global farmer network to create long-term value. This is a challenge in a food system facing increasing stress from climate change, resource constraints and geopolitical uncertainty.  "All these things are hitting — food, water, energy, supply chains — all at once. And so what used to be the occasional rare disruption now really shows up all the time," Jim says. "So what we're preparing for here at PepsiCo is what I call the 'era of resilience.'"  Jim says AI is part of that resilience strategy, from helping farmers reduce their use of chemicals for pest control to making PepsiCo's plants and vehicle fleets operate more efficiently.   "For us, AI is not just a technology choice," Jim says. "It helps us align the resources that we rely on with sustainable long-term business growth — and those two things really have to go together."  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 listening:  Climate Week Zurich: How Swiss food giant Nestlé tackles sustainable supply chains | S&P Global   What's next for sustainable food systems | S&P Global  Infrastructure, food, finance: The complex picture for sustainability in Asia-Pacific markets | 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.

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

The rapid expansion of AI-driven data centers is putting unprecedented pressure on energy supply, emissions and water availability. At the start of 2026, S&P Global named AI and data center growth as a top sustainability trend to watch, and it was a dominant theme at both Climate Week Zurich and CERAWeek 2026 in Houston, where the conference title was "Convergence and Competition."  In this episode of the All Things Sustainable podcast, we explore how the tech and energy industries are converging to meet the growing power demands of AI while also protecting the planet and local communities. In three interviews from the sidelines of CERAWeek, we ask how companies can deliver reliable energy to power AI without sidelining affordability, emissions, water and community concerns.   Arshad Mansoor, President and CEO of the Electric Power Research Institute (EPRI), explains how the research organization is convening stakeholders across the energy ecosystem to meet growing energy demand.   "Without convergence, without the stakeholders coming together to solve critical policy issues, technical issues, regulatory hurdles, we will not be able to bring speed to power," Arshad says.     We talk to Alexis Bateman, Head of Sustainability at Amazon Web Services (AWS), the cloud-computing and technology services subsidiary of Amazon. She discusses why one of the world's largest hyperscalers takes a "multipronged" approach to powering AI infrastructure that balances grid reliability and sustainability.   "We have to play both sides of the coin," Alexis says. "We have customers that are reliant on our cloud services every single day, and so we have to be a reliable partner for them. At the same time, our first choice will always be carbon-free energy and making sure that we have a steady supply."   And we sit down with Lydia Krefta, Senior Director of Electrification and Decarbonization at one of the largest US utilities, Pacific Gas and Electric Company. PG&E operates in the heart of Silicon Valley, and Lydia explains how the utility is managing the build-out needed for both electrification and data centers.  Lydia also highlights a less-discussed bottleneck in the AI build-out: human capital. Even where capital and technology exist, utilities still need enough skilled workers to plan, permit and construct the infrastructure required to meet surging demand.  Further reading and listening:  Beneath the surface: Water stress in data centers | S&P Global  CSO Insights: California's biggest utility talks decarbonization, climate adaptation and AI energy demands | 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. 

This episode is sponsored by Stratos Cloud Alliance. In this episode, we dive into the evolving Microsoft partner landscape and what it means for growth-minded organizations navigating CSP changes, AI adoption, and cloud strategy. The conversation explores how partners can adapt their go-to-market approach, build sustainable recurring revenue, and take advantage of new opportunities across Microsoft Dynamics 365, Business Central, and Copilot. Our guests share practical insights on aligning your business with Microsoft's direction, strengthening customer relationships, and leveraging programs like Stratos Cloud Alliance to scale more efficiently. More from Stratos Cloud Alliance: With ongoing CSP changes and increasing pressure on Direct partners, now is the time to evaluate your next move. Don't wait until requirements impact your margins or operations. Learn how the Stratos Indirect Partner Program can help you scale faster with less overhead—or explore your path to successfully transition from Direct to Indirect with the right support in place. Reach out to Scott May to learn more: Direct-Bill Recruit Book a Meeting with Scott May | Stratos Cloud Alliance

In this episode of the All Things Sustainable podcast, we're examining global uptake of standards created by the International Sustainability Standards Board (ISSB).   The ISSB launched in 2021 to create standardized sustainability reporting rules, establishing its first two standards in 2023. Since then, around 40 jurisdictions have either adopted ISSB standards or are planning to adopt them in future.    Canada was one of the early adopters, and in today's episode we speak to Wendy Berman, Chair of the Canadian Sustainability Standards Board (CSSB), which formed in 2022. Wendy explains the challenges Canadian companies face in adopting sustainability standards in a tense geopolitical environment and her expectations for greater global convergence in sustainability reporting.   "Despite these headwinds, we're not seeing any significant pullback in Canadian companies on their journey to full implementation of these standards," Wendy says. "They see sustainability issues as mainstream business risks and opportunities, and they're advancing on their journey."   She also explains how the CSSB is working with the ISSB to embed the interests of Canada's Indigenous peoples into sustainability standards. "It's important to have Indigenous rights, interests and voices heard by the ISSB," Wendy says.   We'll be back in upcoming podcast episodes to explore how other jurisdictions are adopting ISSB standards. In the meantime, you can read our latest quarterly tracker on ISSB adoption: May 2026 – 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.

Contact us flatlanderkennelschannel@gmail.comIn this episode, Chris breaks down one of the most talked about topics in retriever training: direct vs indirect pressure.We walk through what each one actually means, when to use them, and why so many handlers get confused when trying to apply pressure during casting. Chris explains how pressure should be introduced, why timing matters, and what to do when indirect pressure isn't getting the job done.We also dig into real world scenarios including casting refusals, stubborn dogs, and how to properly correct without creating more confusion. If you've ever struggled with handling or felt unsure about when to apply pressure, this episode will help clear things up.Partners:Mammoth Guardian Dog Crateshttps://www.mammothpet.comSearch “Mammoth Dog Crate” on AmazonMarino Decoyshttps://www.marinodecoys.comJoin us on Patreon:Get access to live Q and A sessions, priority questions, and exclusive contenthttps://patreon.com/flatlanderkennels

Have you ever avoided a difficult conversation with your team, hoping it would resolve on its own? In this episode of the Successful Stylist Academy, Ambrosia Carey breaks down the real reason salon culture falls apart, and why it's not pricing, marketing, or retention… it's leadership. This conversation is for salon owners who are struggling with team dynamics, gossip, staff turnover, and the uncomfortable truth that the culture of your salon is a direct reflection of the conversations you are (or aren't) having. Backed by real industry data and personal experience, Ambrosia shares the true cost of avoidance, the most common leadership mistakes salon owners make, and a clear 4-step framework for having hard conversations with confidence. This isn't about being a better stylist, it's about becoming a better leader. Join The SSA LAB: https:Join The SSA LAB by @ambrosiacarey | Stan Get our FREE Client Retention Guide Get the Replay: Profit Maker Webinar Key Take-Aways: 1. Avoiding hard conversations doesn't protect your team, it protects the behavior that is driving your best people away. 2. Salon culture is not built through policies or meetings, it is shaped by the conversations you choose to have and the ones you avoid. 3. High staff turnover in salons is often not a compensation issue, it is a leadership and culture problem rooted in poor communication. 4. Indirect communication (group texts, vague meetings, passive reminders) weakens leadership credibility and rarely solves the issue. 5. Gossip is inevitable in close team environments, but failing to address it directly allows it to become part of the culture. 6. The fear of "losing a stylist" often leads to protecting the wrong person, while your strongest team members quietly disengage or leave. 7. The cost of avoiding conversations compounds over time, what could be solved in minutes can turn into full team breakdowns. 8. Effective leadership conversations require privacy, clear observation (not accusation), curiosity, and defined expectations. 9. Clarity is kindness; when expectations and consequences are not communicated, it creates confusion and erodes trust. 10. The culture of your salon is a direct reflection of your behavior as a leader, your team will mirror what you tolerate and model. Take 15% off our favorite skincare line, Pharmagel with code SSA15: https://pharmagel.net/?ref=SSA15 Find us on YouTube: http://www.youtube.com/@successfulstylist Might as well follow us on Instagram ;) @successfulstylistacademy

On this episode of Research Like a Pro, Diana and Nicole discuss how to transform unsuccessful searching into powerful proof by distinguishing between negative search results and negative evidence. Diana mentions that she is reading an article from the National Genealogical Society Quarterly about a DNA cluster that links two distant lines of descent. Diana shares that a search that yields "nothing" may be exactly the evidence a genealogist needs, drawing from her presentation at RootsTech 2026 on this topic. She uses her research on Henderson Weatherford as a case study for understanding the value of recording negative searches. Nicole then defines the three foundations of sound genealogical analysis. Direct evidence directly answers a research question, such as a death certificate stating a date of death. Indirect evidence requires combining multiple pieces of information to reason one's way to a conclusion. Negative evidence is a form of indirect evidence inferred from the absence of information that should exist under specific circumstances. Nicole clarifies that a negative search result is simply a logged research outcome, whereas negative evidence is only created after ruling out common causes for finding nothing, such as record loss, incomplete databases, or indexing errors. Diana then walks listeners through the seven steps of the Research Like a Pro process for systematically assembling negative evidence, which include defining a focused objective, conducting a locality study, citing every search, and writing a reasoned conclusion. Nicole notes that this process often requires several research phases to gather sufficient evidence, as in the Weatherford research. Listeners learn that when negative evidence is built through systematic, well-documented research, it is a legitimate and powerful form of proof. This summary was generated by Google Gemini. Links Negative Search Results vs. Negative Evidence: When Nothing Found Means Something - https://familylocket.com/negative-search-results-vs-negative-evidence-when-nothing-found-means-something/ Diana's negative evidence RootsTech Talk - https://www.familysearch.org/en/rootstech/session/when-nothing-found-means-something-negative-search-results-vs-negative-evidence Sponsor – Newspapers.com For listeners of this podcast, Newspapers.com is offering new subscribers 20% off a Publisher Extra subscription so you can start exploring today. Just use the code "FamilyLocket" at checkout.  Research Like a Pro Resources Airtable Universe - Nicole's Airtable Templates - https://www.airtable.com/universe/creator/usrsBSDhwHyLNnP4O/nicole-dyer Airtable Research Logs Quick Reference - by Nicole Dyer - https://familylocket.com/product-tag/airtable/ Research Like a Pro: A Genealogist's Guide book by Diana Elder with Nicole Dyer on Amazon.com - https://amzn.to/2x0ku3d 14-Day Research Like a Pro Challenge Workbook - digital - https://familylocket.com/product/14-day-research-like-a-pro-challenge-workbook-digital-only/ and spiral bound - https://familylocket.com/product/14-day-research-like-a-pro-challenge-workbook-spiral-bound/ Research Like a Pro Webinar Series - monthly case study webinars including documentary evidence and many with DNA evidence - https://familylocket.com/product-category/webinars/ Research Like a Pro eCourse - independent study course -  https://familylocket.com/product/research-like-a-pro-e-course/ RLP Study Group - upcoming group and email notification list - https://familylocket.com/services/research-like-a-pro-study-group/ Research Like a Pro Institute Courses - https://familylocket.com/product-category/institute-course/ Research Like a Pro with DNA Resources Research Like a Pro with DNA: A Genealogist's Guide to Finding and Confirming Ancestors with DNA Evidence book by Diana Elder, Nicole Dyer, and Robin Wirthlin - https://amzn.to/3gn0hKx Research Like a Pro with DNA eCourse - independent study course -  https://familylocket.com/product/research-like-a-pro-with-dna-ecourse/ RLP with DNA Study Group - upcoming group and email notification list - https://familylocket.com/services/research-like-a-pro-with-dna-study-group/ Thank you Thanks for listening! We hope that you will share your thoughts about our podcast and help us out by doing the following: Write a review on iTunes or Apple Podcasts. If you leave a review, we will read it on the podcast and answer any questions that you bring up in your review. Thank you! Leave a comment in the comment or question in the comment section below. Share the episode on Twitter, Facebook, or Pinterest. Subscribe on iTunes or your favorite podcast app. Sign up for our newsletter to receive notifications of new episodes - https://familylocket.com/sign-up/ Check out this list of genealogy podcasts from Feedspot: Best Genealogy Podcasts - https://blog.feedspot.com/genealogy_podcasts/

CoQ10 and Stroke Recovery: What the Science Actually Shows Your brain is the most energy-hungry organ in your body. It accounts for roughly 2% of your body weight but consumes about 20% of all the energy you produce. One of the key molecules driving that energy, CoQ10, quietly declines from your 30s onwards. For stroke survivors navigating fatigue, cognitive changes, and the long arc of recovery, that raises an obvious question: could supplementing with CoQ10 actually help? This mini-episode examines the peer-reviewed evidence — not marketing copy, not supplement industry claims, but what clinical research actually shows. What Is CoQ10 and Why Does It Matter After a Stroke? Coenzyme Q10, also known as CoQ10, or ubiquinol in its active form, is a molecule your body produces naturally. It lives primarily in the mitochondria, the energy-producing structures inside your cells, where it plays two roles: generating ATP (the cellular energy currency everything in your biology runs on) and acting as a powerful antioxidant that neutralises free radicals. When a stroke occurs, whether ischemic or hemorrhagic, the brain undergoes what is called ischemia-reperfusion injury. Blood flow is cut off, then restored. That restoration triggers inflammation and a surge of oxidative stress. Mitochondria in neurons start failing. Cells die not just from the original event but from the metabolic fallout that follows. CoQ10 goes directly to the site of that problem. If levels can be sustained or supplemented adequately, the theory is that it could reduce the secondary damage unfolding in the hours, days, and weeks after stroke. What Does the Clinical Research Actually Show? A landmark 2025 review published in the journal Nutrients analysed 12 animal studies and 8 human randomised controlled trials examining CoQ10’s effects on the brain. The findings are genuinely mixed, which is exactly what honest science looks like. In animal models, the evidence is consistent and compelling. Across Alzheimer’s, Parkinson’s, and epilepsy models, CoQ10 supplementation produced meaningful improvements in cognitive function via reduced oxidative stress, decreased neuroinflammation, increased ATP production in the hippocampus, and reductions in amyloid plaque burden. In humans, the picture is more complex. Of the 8 human RCTs reviewed, 4 showed evidence of benefit in specific conditions. In Progressive Supranuclear Palsy, frontal lobe cognitive function improved significantly. In Chronic Fatigue Syndrome, 150mg daily for 8 to 12 weeks improved working memory and reduced oxidative stress markers. In one Parkinson’s trial combining CoQ10 with creatine, cognitive improvements were measured at 12 and 18 months. However, trials in Alzheimer’s disease and Mild Cognitive Impairment showed no significant cognitive benefit, even at high doses. There is also an unresolved question: whether supplemental CoQ10 can cross the blood-brain barrier in meaningful quantities. Indirect pathways improved cerebral blood flow, reduced systemic inflammation, and may account for observed effects rather than direct brain-level action. What This Means for Stroke Survivors The honest assessment: the research supports a biologically plausible mechanism. CoQ10 is depleted by the conditions that cause and follow stroke. Supplementation shows real benefit in some neurological conditions. Animal evidence is consistently positive. But large-scale human RCTs specifically in stroke populations are still limited. Two practical points worth raising with your treating team before starting CoQ10: Form matters. Ubiquinol (the reduced form) has significantly higher bioavailability than standard ubiquinone, particularly important for older adults whose absorption is lower. Drug interactions. CoQ10 can reduce the anticoagulant effect of warfarin, a medication many stroke survivors take. It may also amplify blood-pressure-lowering effects of antihypertensive medications. Take the research, not the marketing, to your neurologist or GP. Ask whether it is appropriate, given your specific stroke type and current medications, what dose the evidence supports, and how long a reasonable trial period looks like. For more evidence-based tools and conversations with people who have walked this road, Bill’s book is a good place to start: https://recoveryafterstroke.com/book Support the community on Patreon: https://patreon.com/recoveryafterstroke This blog is for informational purposes only and does not constitute medical advice. Please consult your doctor before making any changes to your health or recovery plan. The post CoQ10 and Stroke Recovery: What the Science Actually Shows appeared first on Recovery After Stroke.

All Things Sustainable is the official podcast of the inaugural Climate Week Zurich taking place May 4-9, and all week we've brought you special daily episodes from Zurich.    In our final episode of the week, we're talking to Celeste Saulo, Secretary-General of the World Meteorological Organization (WMO). The WMO is a specialized agency of the United Nations based in Geneva, Switzerland, that facilitates worldwide cooperation on monitoring and predicting changes in weather, climate, water and other environmental conditions.   Celeste says Climate Week Zurich is helping raise awareness of the need to build climate resilience in the public and private sectors through collaboration and data sharing.  "If we speak about food security, you speak about climate; if you speak about water security, you speak about climate; if you speak about transportation and logistics and security associated with aviation or marine operations, you're also speaking about weather and climate," Celeste says. "The quality of climate information is not guaranteed unless every player plays an active role."   Celeste explains how the WMO is building consensus at a time when geopolitical tensions are high.   "We need to trust science," she tells us. "Scientists are also needed to provide objective information for decision-makers. It's not for scientists to decide on what to do, but it's for scientists to provide the right level of knowledge for those that are going to take decisions."   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.

All Things Sustainable is the official podcast of the inaugural Climate Week Zurich taking place May 4-9, and all week we're bringing you special daily episodes from Zurich.   In our fourth episode of the week, we're talking to a leader who spent 30 years working for Swedish retail giant IKEA: Jesper Brodin. Jesper recently retired after eight years as CEO of Ingka Group, the primary operator of IKEA's global home furnishing stores, and in March 2026 he was named Board Chair of The Earthshot Prize.  Climate Week Zurich includes a focus on how sustainability can build competitive advantage, and in our interview Jesper explains how his career continuously showed him that companies can embrace sustainability without sacrificing economic benefits, quality or affordability.  "It actually is a good business to be a good business," he says.    To navigate geopolitical headwinds, Jesper says sustainable businesses need to strike the right balance between near-term and long-term thinking. "I think a long-term view gives you perspective. Then I think you should operate with a short-term anxiety and drive," Jesper says. "Governments and presidents will come and go, but the issues about climate change and about resource scarcity will remain."    William Prince of Wales launched The Earthshot Prize in 2020 to find and scale innovative solutions to the world's biggest environmental challenges by 2030. Listen to our previous interviews with an Earthshot Prize winner and finalist here:   How Earthshot Prize winner Coral Vita tackles reef restoration | S&P Global  Climate Week, meet Fashion Week | S&P Global  The All Things Sustainable podcast will be back with more special coverage from Climate Week Zurich tomorrow, so please stay tuned.  Learn more about events S&P Global is hosting during Climate Week Zurich: Climate Week Zurich 2026 : Turning Uncertainty into Opportunity | 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. 

Why does Spanish use the phrases "se lo" and "se la" so often? And when does le turn into se? Let's explore some advanced uses of Spanish indirect objects. We'll also get lots of practice using the "redundant a" and putting our object pronouns in the right order in Spanish sentences. Practice all of today's Spanish for free at LCSPodcast.com/63  

All Things Sustainable is the official podcast of the inaugural Climate Week Zurich taking place May 4-9, and all week we're bringing you special daily episodes from Zurich. In our third episode of the week, we're talking to Zurich Insurance Chief Sustainability Officer Linda Freiner. Zurich Insurance is one of the world's largest insurers, serving over 82 million customers in more than 200 countries and territories across multiple types of insurance, including property & casualty and life insurance.   Linda explains how the insurance industry is evolving to address climate change. She says climate mitigation and adaptation are both needed to build systemic resilience amid compounding global crises.  "You can no longer look at climate risk on its own, or geopolitical risk on its own, or social risk on its own. They're all interconnected and they're all compounding," Linda says. "As an insurance company, it's our job to help our customers navigate those risks and build the right resilience measures in place to be able to withstand the shocks." This interview is the latest installment in our CSO Insights podcast series, where we talk to Chief Sustainability Officers around the world about how they're navigating the sustainability landscape. Linda says the CSO role has "changed tremendously" in recent years. Now, she says, "it's about the focus on execution. We have set all the big commitments. We have put out the plans."   The All Things Sustainable podcast will be back with more special coverage from Climate Week Zurich throughout the week, so please stay tuned.  Learn more about events S&P Global is hosting during Climate Week Zurich: Climate Week Zurich 2026 : Turning Uncertainty into Opportunity | S&P Global  Listen to all the episodes in our CSO Insights series: CSO Insights by All Things Sustainable - YouTube  Listen to previous episodes of the All Things Sustainable podcast about insurance and climate:  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  What the LA wildfires show about climate change and the future of insurance | 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. 

A screencast from Chapter 16 in CH 223 entitled “Direct and Indirect Redox Reactions”

All Things Sustainable is the official podcast of the first-ever Climate Week Zurich taking place May 4-9, and all week we're bringing you special daily episodes from Zurich.   In our second episode of the week, we're talking to Switzerland-based EFG International, a global private banking and asset management group. We sit down on the sidelines of Climate Week Zurich with Melanie Beyeler, the bank's Global Head of Sustainable Investing.   Melanie outlines the landscape for sustainable finance and where she sees continued investment opportunities. "If you listen to the market chatter, you might think that sustainable investing is out of fashion, there is hardly any demand left — but then if you look at the data, you get a very different picture," she says. "For us, sustainable investing starts with a very practical question: What will the world need more of in the future, and which companies are well-positioned to provide it?"  Melanie says companies need to treat sustainability as a strategic management tool to build value.  "If sustainability is only done for the photo opportunity, for the annual report, you will always struggle to justify the cost," she says. "But if it's used to make the business more efficient, more resilient, better prepared for the future — then the case becomes much, much stronger."  The All Things Sustainable podcast will be back with more special coverage from Climate Week Zurich throughout the week, so please stay tuned.  Learn more about events S&P Global is hosting during Climate Week Zurich: Climate Week Zurich 2026 : Turning Uncertainty into Opportunity | 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. 

Download Free Lesson PDF: https://espressoenglish.lpages.co/free-pdf-direct-indirect-questions/  Direct questions are the "normal" questions that we can ask friends, family members, and people who we know well.  Example of a direct question: "Where's the bathroom?" Indirect questions are a little more formal and polite. We use them when talking to a person we don't know very well, or in professional situations, and their form is a little different. Example of an indirect question: "Could you tell me where the bathroom is?" MORE FLUENT ENGLISH IN A FEW MINUTES A DAY: $1 English Grammar E-Books Advanced English Grammar Course Espresso English Academy

All Things Sustainable is the official podcast of the first-ever Climate Week Zurich taking place May 4-9, and all week we're bringing you special daily episodes from Zurich.   In our first episode of the week, we're talking to the world's largest food and beverage company: Nestlé. Switzerland-based Nestlé has around 271,000 employees and sells food and snacks, coffee, petcare and nutrition products in 185 countries.   To learn how the company is managing sustainability across its global supply chain, we sit down  with Benjamin Ware, Global Head of Climate and Sustainable Sourcing. Benjamin describes how Nestlé is enhancing its supply chain traceability, how it is using nature-based solutions to address emissions, and how it works with farmers to improve sustainability outcomes alongside productivity.   "Climate change has to be put in balance versus food security and economical social development," Benjamin says.   The All Things Sustainable podcast will be back with more special coverage from Climate Week Zurich throughout the week, so please stay tuned.  Learn more about events S&P Global is hosting during Climate Week Zurich: Climate Week Zurich 2026 : Turning Uncertainty into Opportunity | 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 second annual DC Climate Week took place April 20-26, and in this episode of the All Things Sustainable podcast we're exploring two key themes that are front and center in Washington, DC: the proliferation of data centers, and diminished federal support for science and research.  All Things Sustainable was the official podcast of DC Climate Week and in today's episode we sit down with some of the week's speakers to unpack the climate implications of both topics.    DC is where federal regulations and laws are passed, and DC Climate Week co-founder C'pher Gresham explains how developments in the nation's capital often reverberate across the US and globally.  We talk with Brandon Jones, President of the American Geophysical Union, a professional society for earth and space scientists. He says waning support for science is causing major ripple effects throughout society that will require courage, connection and creativity to solve.  "We have to rethink how we're going to engage to make sure we have the future that we want and we need," Brandon says.  AI and data center demand were another big area of focus during DC Climate Week. The Northern Virginia communities around DC are home to rapid data center growth, and Udit Garg tells us how this could impact the energy transition. Udit is Senior Vice President of Research & Development at Arcadia, a global utility data and energy solutions platform. He says the current process for permitting energy and electric transmission infrastructure needs to be fixed to allow projects to come online faster to meet growing energy demand.  And we speak to Xan Fishman, Vice President of the Energy Program at DC-based think tank the Bipartisan Policy Center. Xan says energy permitting reform is one area that could garner bipartisan support in Congress.  Further listening:   California's biggest utility talks decarbonization, climate adaptation and AI energy demands  The rise of billion-dollar US weather and climate disasters | S&P Global  All Things Sustainable is the official podcast of the inaugural Climate Week Zurich May 4-9. Learn more here: Climate week Zurich 2026 : Turning Uncertainty into Opportunity | 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. 

Well, pilots. We're returning to the Land of Near Constant Cockpit Pisschat and, well, I'd never thought I'd say this, but I'm glad to be here with all of you. It's Coquette Dragoon (2023), let's launch into it! Mechs discussed: Coquette Strawberry Honey Bee All images: on our website. Content warnings for this episode: Indirect mention of sexual assault, suicide, gun violence, accidental death, apocalypse, physical and emotional abuse, and good ole imperialism. On the Shoulders of Giants is hosted by Alice (she/her), Brian (he/they), and Niko (she/her). We have an obligation-free tip jar on Ko-Fi. Join OSG's Discord here. We stream on Twitch! You can find us on Bluesky @osgpod, YouTube @osg_pod, and Tumblr @osg-pod as well. Visit our website at osgpod.com and send questions/feedback to questions@osgpod.com. Our intro song is “She Loves Your Fusion” by PartyFactor. Other royalty-free sound effects also sourced from Pixabay. Other CC music used includes Hope for Tomorrow by Tokyo Music Walker, Creative Commons — Attribution 3.0 Unported — CC BY 3.0. If you've read this far, please consider leaving us a 5-star review on your podcatcher of choice. It really means a lot!

Indirect peace talks between Iran and the U.S. have stalled. Iran's Foreign Minister met with Pakistani mediators today, but a U.S. delegation did not. President Donald Trump abruptly cancelled that trip, throwing fresh uncertainty over the already bumpy efforts to end the war.Also: In Labrador, a years long inquiry into the deaths of six Innu youth is moving toward its final phases. They died at different times, and from different causes. But they all shared one thing: they were part of the child protection system. And this week, a report presented to the inquiry highlights how that system fails Innu children.And: With its tropical climate and verdant landscape, Colombia is the perfect breeding ground for coffee, avocados, and...hippos! The amphibious mammals were first brought there by a drug lord decades ago. Now, they're an environmental hazard. You'll hear about the drastic steps the Colombian government is taking to control their hippo problem. Plus: Ontario agriculture faces flooding risk, Reforming paternity leave in Italy, Akheem Mesidor becomes first round draft pick for the NFL, and more.

Feeling constantly drained, foggy, or just not quite right, even with a healthy diet? The invisible culprit might be chronic stress, silently stealing my body's vital micronutrients. In this episode, we uncover the profound and often-overlooked connection between stress, cortisol, and the essential vitamins and minerals your body desperately needs. I dive deep into how chronic stress directly depletes crucial nutrients like magnesium, B vitamins, vitamins C, E, D, zinc, and calcium, revealing the intricate biological mechanisms at play. Topics discussed: - The impact of stress on overall health and micronutrient status- Direct micronutrient depletion by chronic stress- Mechanisms of direct depletion - Indirect micronutrient depletion by stress- The link between stress, gut health, and absorption of nutrients - The role of poor food choices- Identifying signs of micronutrient depletion- Strategic supplementation - Utilizing tools---------- ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠My Live Program for Coaches: The Functional Nutrition and Metabolism Specialization ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.metabolismschool.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠---------- [Free] Metabolism School 101: The Video Series⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠http://www.metabolismschool.com/metabolism-101⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------Subscribe to My Youtube Channel: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://youtube.com/@sammillerscience?si=s1jcR6Im4GDHbw_1⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Grab a Copy of My New Book - Metabolism Made Simple⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠---------- Stay Connected: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram: @sammillerscience⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Youtube: SamMillerScience⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Facebook: The Nutrition Coaching Collaborative Community⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠TikTok: @sammillerscience⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠----------“This Podcast is for general informational purposes only and does not constitute the practice of medicine, nursing or other professional health care services, including the giving of medical advice, and no doctor/patient relationship is formed. The use of information on this podcast and the show notes or the reliance on the information provided is to be done at the user's own risk. The content of this podcast is not intended to be a substitute for professional medical advice, diagnosis, or treatment and is for educational purposes only. Always consult your physician before beginning any exercise program and users should not disregard, or delay in obtaining, medical advice for any medical condition they may have and should seek the assistance of their health care professionals for any such conditions. By accessing this Podcast, the listener acknowledges that the entire contents and design of this Podcast, are the property of Oracle Athletic Science LLC, or used by Oracle Athletic Science LLC with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. No other use, including, without limitation, reproduction, retransmission or editing, of this Podcast may be made without the prior written permission of Oracle Athletic Science LLC, which may be requested by contacting the Oracle Athletic Science LLC by email at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠operations⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠@sammillerscience.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. By accessing this Podcast, the listener acknowledges that Oracle Athletic Science LLC makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in this Podcast."

In this episode of the All Things Sustainable podcast, we're talking to the Chief Sustainability Officer of one of the largest utilities in the US — Pacific Gas and Electric Company (PG&E).  PG&E is a combined natural gas and electric utility serving more than 16 million people across 70,000 square miles in Northern and Central California. During San Francisco Climate Week 2026, we sat down with Aaron Johnson, who took on the CSO role at the start of the year.  Aaron explains PG&E's long-term decarbonization strategy and the utility's investments in adaptation measures to address climate hazards like wildfire and sea level rise, which are priorities in PG&E's California markets.    He also discusses growing energy demand from data centers to power booming AI usage — a topic that is front and center in the San Francisco Bay Area and Silicon Valley. Aaron says PG&E is seeking to attract data center load to PG&E's service territory while driving down costs for customers.   Across all these topics, Aaron explains how PG&E is balancing sustainability, affordability and energy security.   "I don't think it's an either/or," he says. "They all come together. The organizing principle for us as a company is that triple bottom line concept of people, planet and prosperity."  This interview is the latest installment in our CSO Insights podcast series, where we talk to Chief Sustainability Officers around the world about how they're navigating the changing sustainability landscape. Listen to all the episodes here: CSO Insights by All Things Sustainable - YouTube  Further reading:   How high-resolution data translates flood risk into financial risk | S&P Global  Why climate adaptation is key to US energy expansion | S&P Global  Upcoming events:   The All Things Sustainable podcast will be live in London April 29. Learn more and register to attend: Sustainable1 Summit 2026: Turning Uncertainty into Opportunity | S&P Global  All Things Sustainable is the official podcast of the inaugural Climate Week Zurich May 4-9. Learn more here: Climate week Zurich 2026 : Turning Uncertainty into Opportunity | 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, the Rational Reminder team unpacks the mechanics and implications of mega IPOs like SpaceX, OpenAI, and Anthropic potentially entering public indices. They explore how index funds handle IPO inclusion, why newly public stocks tend to underperform, and how structural features of indexing can lead to systematically buying high and selling low. The conversation dives into academic research on IPO returns, the role of free float in index construction, and how evolving market dynamics are forcing index providers to reconsider long-standing rules. They also examine alternative approaches from firms like Dimensional and Avantis, and whether investors are truly missing out by not accessing private markets. This episode blends market structure, empirical evidence, and investor behaviour into a nuanced look at one of the most talked-about investing topics today.   Key Points From This Episode: (0:00:04) Introduction to the Rational Reminder Podcast and hosts. (0:00:19) PWL Capital expands to Vancouver through partnership with Macdonald Shymko & Company. (0:03:45) Main topic: "Mega IPOs" and concerns about index fund exposure. (0:05:00) Why large private companies going public matters for index investors. (0:06:55) Index funds aim to represent markets—not optimize returns. (0:08:41) Massive scale of index funds and implications for IPO demand. (0:10:19) Why IPOs tend to have low expected returns. (0:12:39) How index inclusion rules differ (S&P 500 vs total market indices). (0:15:53) Research on "fast-track" IPO inclusion and front-running effects. (0:18:59) Why mega IPOs may amplify existing inefficiencies. (0:20:39) Important reminder: indexing trade-offs are small and structural—not fatal. (0:21:29) Potential solutions like pre-allocating IPO shares to index funds. (0:23:24) The role of free float in determining index weight. (0:25:00) NASDAQ rule changes and implications for low-float mega IPOs. (0:27:40) Conflict of interest concerns in index rule changes. (0:32:43) Why index providers may need to evolve with changing markets. (0:35:27) Historical changes to index methodology (e.g., float adjustment). (0:37:21) Why IPOs are historically poor investments ("new issues puzzle"). (0:40:28) Evidence from Dimensional on IPO underperformance. (0:41:14) IPOs behave like "junk" stocks (small, unprofitable, high growth). (0:43:04) Low-float IPOs and extreme underperformance data. (0:46:00) High valuations (price-to-sales) linked to worse IPO outcomes. (0:48:00) Index rebalancing as systematic "bad market timing." (0:50:03) Dimensional vs Avantis approaches to IPO inclusion. (0:52:56) Trade-offs and tracking error across different strategies. (0:54:16) Importance of investor discipline amid changing narratives. (0:56:00) Are investors missing out on private markets? (0:58:00) Risks and costs of accessing private shares (SPVs, fees, fraud). (1:00:15) Indirect exposure to private companies through public equities. (1:02:52) Final takeaway: index investing already captures most opportunities. (1:03:25) Wrap-up: IPOs are a known cost—not a reason to abandon indexing.   Links: Meet with PWL Capital: https://calendly.com/d/3vm-t2j-h3p Rational Reminder on iTunes — https://itunes.apple.com/ca/podcast/the-rational-reminder-podcast/id1426530582. Rational Reminder on Instagram — https://www.instagram.com/rationalreminder/ Rational Reminder on YouTube — https://www.youtube.com/channel/ Benjamin Felix — https://pwlcapital.com/our-team/ Benjamin on X — https://x.com/benjaminwfelix Benjamin on LinkedIn — https://www.linkedin.com/in/benjaminwfelix/ Cameron Passmore — https://pwlcapital.com/our-team/ Cameron on X — https://x.com/CameronPassmore Ben Wilson on LinkedIn — https://ca.linkedin.com/in/ben-wilson   Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com)

In this episode of We Chat Divorce, Karen Chellew and Catherine Shanahan unpack one of the most common—and costly—realities in divorce: financial blind spots within a marriage. Inspired in part by the broader conversation sparked by the popular book Strangers: a Memoir of Marriage , this discussion moves beyond the emotional narrative and into the financial truth many individuals face when divorce becomes real. Because while the emotional impact often gets the attention, it's the lack of financial clarity that can have lasting consequences. Through real client experiences, Karen and Catherine reveal how often individuals enter divorce without a clear understanding of their financial picture. Unknown accounts, overlooked debts, and incomplete visibility aren't signs of irresponsibility—they're the result of financial roles that “worked” until they didn't. The problem is, once divorce begins, you're no longer living within the system—you're being asked to evaluate, explain, and divide it. This episode reinforces a core principle: being financially supported is not the same as being financially informed. Without clarity, decisions are made under pressure, legal costs increase, and long-term outcomes can suffer. That's why My Divorce Solution focuses on financial clarity before legal action—organizing, verifying, and analyzing your full financial picture so you can move forward with confidence, not confusion. About My Divorce Solution We Chat Divorce is produced by My Divorce Solution (MDS) — a financial divorce preparation company dedicated to helping individuals navigate divorce with clarity, confidence, and a strategic financial plan. Founded by Karen Chellew, Legal Liaison, and Catherine Shanahan, Certified Divorce Financial Analyst (CDFA), MDS was created to solve one of the most common and costly mistakes in divorce: entering the legal process without fully understanding your financial picture. Divorce is not just a legal event — it is a financial transition that can shape your long-term security. Through the MDS Divorce Financial Portrait™, clients receive expert financial analysis, organized financial disclosures, and scenario planning to understand how different settlement decisions impact their future. This financial preparation often reduces legal fees, shortens the divorce process, and helps individuals negotiate from a position of knowledge rather than fear.If you are considering divorce or already in the process, you can begin by taking the Free Divorce Financial Assessment to better understand your options. You can also join the MDS Community for expert guidance, educational resources, and live Q&A events designed to help you move from uncertainty to clarity. At My Divorce Solution, the mission is simple: replace fear with knowledge so you can make informed, confident financial decisions during divorce. DisclaimerThe We Chat Divorce podcast (hereinafter referred to as the “WCD”) represents the opinions of Catherine Shanahan, Karen Chellew, and their guests to the show. WCD should not be considered professional or legal advice. The content here is for informational purposes only. Views and opinions expressed on WCD are our own and do not represent that of our places of work.WCD should not be used in any legal capacity whatsoever. Listeners should contact their attorney to obtain advice with respect to any particular legal matter. No listener should act or refrain from acting on the basis of information on WCD without first seeking legal advice from counsel in the relevant jurisdiction. No guarantee is given regarding the accuracy of any statements or opinions made on WCD.Unless specifically stated otherwise, Catherine Shanahan and Karen Chellew do not endorse, approve, recommend, or certify any information, product, process, service, or organization presented or mentioned on WCD, 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 on WCD do not necessarily reflect the opinions, standards or policies of Catherine Shanahan or Karen Chellew.WCD, CATHERINE SHANAHAN, AND KAREN CHELLEW EXPRESSLY DISCLAIM 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. Learn more about your ad choices. Visit megaphone.fm/adchoices

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

Partners Toby Eggleston, Nick Heggart and Ryan Leslie discuss Treasury's 10 April 2026 exposure draft legislation implementing and expanding the 2024 budget proposals on when non-residents pay Australian CGT. The draft materially broadens “taxable Australian real property” beyond general law real property (post the YTL and Newmont decisions) to include rights over land, contractual rights, and fixed or installed assets expected to be on land for most of their useful life (e.g., wind/solar assets, pipelines, mining equipment, tenant fixtures), plus water entitlements, with some elements proposed to apply retrospectively to 12 December 2006. It also includes a treaty-override via the International Tax Agreements Act, changes the principal asset test to a 365-day lookback, introduces a limited 50% CGT discount for certain renewable generation disposals to 1 July 2030, and tightens the non-resident CGT withholding/declaration and clearance certificate processes, all amid a 14-day consultation period. Want to go deeper? Read our briefing note here: https://www.hsfkramer.com/insights/2026-04/australias-non-resident-cgt-changes 00:10 Welcome and agenda 00:32 Budget shock announcement 02:34 Overview of reforms 02:57 Expanded real property definition 06:25 Assets newly in scope 09:07 Uncertainty and edge cases 11:25 Retrospective start dates 14:39 Treaty override explained 23:26 Indirect interest test changes 27:54 Renewables CGT discount 31:14 Withholding and notifications 34:18 Consultation and wrap up

This special Tick Boot Camp Podcast crossover features the full International Lyme and Associated Diseases Society (ILADS) webinar recording, “At the Frontlines of Chronic Illness: Conversations with ILADS Experts.” In this dynamic panel discussion, leading clinicians and specialists unpack why Lyme disease and other infection-associated chronic illnesses are so misunderstood, why testing fails so many patients, and what it really takes to heal—brain, immune system, mitochondria, and terrain included. Moderated by Rich Johannesen (Tick Boot Camp), the panel delivers practical insights and hopeful, patient-centered guidance for anyone navigating complex chronic illness—whether you're a patient, caregiver, clinician, or advocate. Featured Panelists Chris Winfrey, MD — Psychiatrist; Medical Director, New Image Wellness Nicole Bell — “The Lyme Disease Engineer”; CEO, Galaxy Diagnostics Tania Dempsey, MD — Medical Director, AIM Center for Personalized Medicine Melanie Stein, ND — Naturopathic Doctor; Author focused on cellular wellness and healing terrain Host/Moderator: Rich Johannesen (Tick Boot Camp) ILADS Intro: Ali Moresco (ILADS) Episode Highlights ILADS Mission and Why This Webinar Matters The webinar opens with ILADS' mission: improving diagnosis and treatment of Lyme disease and associated illnesses through research, education, and policy. ILADS emphasizes physician training and patient-centered care, while also supporting the educational mission of ILADEF. Rich frames the night as a rare opportunity to hear from experts working at the front lines of complex chronic illness—especially for patients who've been dismissed, misdiagnosed, or told their symptoms “don't make sense.” Segment 1: Brain Health, Neuroimmune Illness, and Why Lyme “Feels Like Dementia” Chris Winfrey, MD Dr. Winfrey introduces a core theme: Lyme is not only an infection—it often behaves like a neuroimmune illness. Key takeaways: The brain is a high-energy, high-immune-demand organ, uniquely vulnerable to infection-driven inflammation and toxicity. Lyme can disrupt brain function through: Blood flow issues Synaptic dysfunction Myelin damage Network-level disruption, not just “neurotransmitters” He describes brain function through networks that Lyme can destabilize: Default Mode Network (internal reflection) Salience Network (switching between networks) Central Executive Network (planning/organization) Action Network (execution) Autonomic Network (regulation) Limbic Network (threat/fear response) The result: patients often describe “brain shutdown,” confusion, cognitive impairment, and even dementia-like symptoms. A major reframing: Emotions are not “non-physical.” They are measurable physiological states. Lyme-driven nervous system injury can create emotional disturbance because the biology is disturbed. Segment 2: Poly-microbial Infection, Fight-or-Flight, and the Belief-Healing Loop Winfrey + Rich Discussion Rich frames humans as spiritual, emotional, and physical beings, and asks how chronic infection impacts both body and emotional resilience. Key points: Lyme can cross the blood-brain barrier and affect virtually any organ system. The nervous system becomes a “central battleground,” and measurement is hard because nervous system dysfunction isn't captured well by simple bloodwork. Rich and Dr. Winfrey explore how illness disrupts perception, decision-making, and our ability to interpret the world—especially when gut function and intuition feel “offline.” The healing paradox: Chronic stress and “fighting your way to healing” can backfire. Dr. Winfrey emphasizes that healing requires a parasympathetic state—rest, digest, repair—and that this often involves acceptance, surrender, trust, and safety. Segment 3: The State of Testing—Why So Many Patients Test Negative Nicole Bell (Galaxy Diagnostics) Nicole shares her personal motivation and professional mission: testing determines treatment, reimbursement, and belief—and too many patients are failed by existing tools. Indirect testing (antibody testing): The standard approach relies on antibodies—meaning it depends on the immune system behaving predictably. But Lyme and other stealth pathogens evade and suppress immune responses. Even in controlled research models, two infected subjects can show completely different antibody patterns. Immunosuppression (illness severity, medications like steroids, immune dysregulation) can reduce antibody reliability. Direct testing (pathogen detection):Nicole contrasts Lyme testing with illnesses like COVID—where you use tests that look for the pathogen itself (PCR/antigen), not just antibodies. Why direct detection is hard in Lyme: Pathogens can be low abundance They can be tissue-sequestered Sampling matters Why urine can matter for Lyme: Lyme may not stay in blood, but it can shed proteins/antigens that filter into urine. Galaxy's approach includes methods to capture, concentrate, and detect those markers. New diagnostics focus: Genus-level screening for the “3Bs” (Borrelia, Bartonella, Babesia) Reducing guessing when symptoms overlap and co-infections “masquerade” as each other Segment 4: Immune Dysfunction, Mast Cells, and Why Antibody Testing Can Go Haywire Tania Dempsey, MD (AIM Center for Personalized Medicine) Dr. Dempsey explains the immune system through two major branches: Innate immune system (fast, primitive defense) Adaptive immune system (antibodies, longer-term response) Mast cells as first responders: Mast cells detect “danger” and release inflammatory mediators (histamine and many others). In chronic infection, mast cells can remain persistently activated, releasing hundreds of inflammatory compounds. Why antibody tests fail (two patterns): Immune suppression → insufficient antibody production → false negatives Immune chaos → excessive, inappropriate antibody production → confusing positives - Positive Lyme bands “everywhere” - Positive autoantibodies without classic autoimmune disease patterns - “Everything looks positive” because signaling is dysfunctional Her central philosophy:It's not only about killing the bug. It's about fixing immune regulation so the body can actually clear or control infection. She also names the broader context: modern toxic load (mold, plastics, pesticides, “forever chemicals”) primes the immune system into dysregulation before infections even arrive. Segment 5: Advanced Immune-Modulating Tools Therapeutic Plasma Exchange + SOT Dr. Dempsey discusses therapies she's excited about, especially for complex, stuck cases: Therapeutic Plasma Exchange (TPE / plasmapheresis): Removes plasma (where antibodies, inflammatory mediators, and “garbage” accumulate) Replaces with albumin (and sometimes IVIG) Concept: reduce inflammatory burden + toxic load to reset the terrain SOT (Supportive Oligonucleotide Technique): Molecular targeted approach designed to reduce replication of specific pathogens More targeted than “wide-net” antimicrobial approaches Used strategically after lowering inflammatory/toxic burden She emphasizes: not for everyone, not a universal cure—but promising enough to merit formal publication. Segment 6: GLP-1 Agonists and Mast Cell Stabilization “Brain-melt” moment, revisited Dr. Dempsey explains why drugs commonly known for diabetes/weight loss may have immune benefits: Mast cells have receptors for GLP and GIP hormones Patients showed improvements beyond weight: cognitive function, inflammation, immune stability She describes: Semaglutide (Ozempic/Wegovy) Tirzepatide (Mounjaro/Zepbound) Emerging triple agonists (GLP-1/GIP/glucagon pathways) Her clinical approach has moved these agents earlier in care plans for immune stabilization in select cases. Segment 7: Cellular Healing, Mitochondria, and the Terrain Melanie Stein, ND Dr. Stein brings it home: healing often stalls when we focus only on killing pathogens, but don't repair the cellular damage. Core concepts: Lyme damages cell membranes, disrupting what goes in/out and how cells communicate. It contributes to mitochondrial dysfunction, reducing ATP (energy currency). If cells stay in “alarm mode,” healing remains blocked. Cell membrane therapy and terrain support: IV and oral lipid support (phospholipids, phosphatidylcholine, omega fatty acids) Personalized support based on lipidomic patterns Supportive therapies to reduce oxidative stress and “toxic fats” Focus on signaling safety to the body—so repair can resume Cell Danger Response:A key theme: even after infections reduce, the body may remain stuck in a persistent defense state, requiring cellular and nervous system support to exit “danger mode.” Regulation Before Eradication Panel Reflection Round As the panel closes, several themes converge: Limbic system + autonomic nervous system regulation is foundational “Regulation becomes before eradication” Healing requires safety, predictability, and nervous system calm Chronic illness can block our ability to connect—especially in relationships—because survival physiology dominates Dr. Dempsey adds that limbic retraining / nervous system reset is often the first step she starts with in her practice. Question and Answer Highlights Lyme and Cancer? The panel notes emerging signals connecting tick-borne illness and certain cancers, but emphasizes that more research is needed to determine causality. Herniated discs, connective tissue, and chronic infection The discussion highlights potential links through: connective tissue disruption collagen damage mast cell mediators (enzymes that affect tissue integrity) infection-driven inflammation Cross-reactive antibody results (example: Brucella) The group explains how antibody testing can produce confusing results due to immune dysregulation and cross-reactivity—another reason why interpretation and test methodology matter. Nasal testing / sinus terrain While not a mainstream Lyme diagnostic route, the panel references nasal/sinus colonization (especially with mold-related or chronic inflammatory patterns) as a terrain factor that can influence recovery. Resources Mentioned Center for Lyme Action – State of Lyme Disease Research paper (Nicole Bell collaboration) ILADS Provider Search International Lyme and Associated Diseases Educational Foundation (ILADEF) Donations (supports education and clinician training) Final Message to Listeners This episode is a reminder that Lyme disease and infection-associated chronic illness are not one-dimensional problems. The path forward often requires: better diagnostics immune regulation nervous system support cellular repair personalized care and hope that the body can recover when the right puzzle pieces come together

The Power Of Being Indirect - A Subtle Artform

By Doug Green “The indirect channel is still the fastest way to scale—but only if you know how to build it right.” At the Channel Partners Conference & Expo MSP Summit in Las Vegas, I caught up with Rick Beckers of Channel Sales Pro to talk about a topic that continues to define growth strategies across the telecom and MSP ecosystem: how to effectively build and scale through the indirect channel. Channel Sales Pro focuses on helping technology vendors enter and expand within the channel—specifically by building partner ecosystems that drive revenue. As Beckers explained, many vendors recognize that the indirect model is the fastest path to scale, but they often underestimate the complexity involved in doing it successfully. That's where experience matters. Beckers brings a unique perspective, having operated across multiple roles in the ecosystem—including MSP ownership, TSD leadership, and consulting. This breadth gives him insight into the motivations and challenges of every stakeholder in the channel. One of the key realities he highlighted is that most vendors entering the channel have aggressive growth targets—often aiming for a $100 million exit. Achieving that kind of scale requires more than just signing partners; it requires building a repeatable, well-supported channel strategy that aligns incentives, enables partners, and accelerates deal flow. For MSPs and channel partners, this creates opportunity—but also complexity. Vendors that invest in structured channel programs, partner enablement, and go-to-market alignment are far more likely to succeed, while those that treat the channel as an afterthought struggle to gain traction. The conversation underscores a broader trend across the industry: the channel is not just a distribution model—it's a growth engine. But like any engine, it needs to be designed, tuned, and managed correctly. For vendors looking to scale, and for partners evaluating who to align with, the message is clear: success in the channel doesn't happen by accident—it's built.

AP correspondent Julie Walker reports 3-way talks with the US and Iran begin in Pakistan.

In this episode of the All Things Sustainable podcast, we're exploring how billion-dollar scale extreme weather and climate disasters in the US are growing in frequency and cost — and what that means for businesses, communities and  disaster recovery efforts.  The US National Oceanic and Atmospheric Administration (NOAA) previously developed and published the billion-dollar disaster report and its related historical database. In 2025, the agency discontinued the research and Climate Central picked up the baton for gathering the data and publishing related research.   Climate Central is a nonprofit made up of climate scientists and communicators, including some former NOAA staff. In March 2026, the organization published the latest report tallying US weather and climate events that caused at least $1 billion in damages.   In the episode, we speak to project lead Adam Smith, Senior Climate Impacts Scientist at Climate Central. He explains how the landscape for climate research is evolving in the US and what the business community can take away from past weather and climate disasters.  "We know that extreme events will continue to happen and we need to learn from them," Adam says. "The result will be we're better prepared in the future to minimize the loss of life and property."  Related content:  For the world's largest companies, climate physical risks have a $1.2 trillion annual price tag by the 2050s  What the LA wildfires show about climate change and the future of insurance  Physical Climate Risk | S&P Global   Upcoming events:  The All Things Sustainable podcast will be live in London April 29. Learn more and register to attend: Sustainable1 Summit 2026: Turning Uncertainty into Opportunity | S&P Global  Learn more about the inaugural Climate Week Zurich, where All Things Sustainable will be the official podcast: Climate Week Zurich | 4-9 May 2026  Register to attend DC Climate Week | 20-26 April 2026, where All Things Sustainable will be the official podcast.  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.

If your indirect costs aren't tracked—they're hiding. And what they're hiding is your true profit margin.   In this episode of Construction Genius, Eric sits down with Kathe Barrington, CPA and fractional Controller/CFO with 20 years of construction experience, to break down one of the most misunderstood areas of construction accounting: indirect cost allocations, equipment costing, and overhead structure.   Kathe explains the difference between indirect costs and G&A, how to think about owned equipment usage rates, what a clean chart of accounts should look like, and why your bank and bonding company will notice if you're burying job costs in overhead. She also shares her favorite phrase that every construction leader should internalize: every dollar needs a home and a purpose.   In this episode, you'll learn: The difference between indirect costs, overhead, and G&A—and why it matters How to cost and track owned equipment using market usage rates Why inaccurate chart of accounts structure distorts job profitability How misallocated costs affect banking, bonding, and strategic decisions Why your estimators and accounting team need to speak the same language The two biggest areas of indirect cost leakage to look for first Why you should review indirect allocations monthly, not annually   This is Part 4 of the Construction Accounting Series with Kathe Barrington. Previous Episodes in This Series Ep. 357 - WIP Reports Made Simple: The Key to Stopping Hidden Job Losses Ep. 359 - How to Use Your WIP to Protect Cash and Grow Profitability Ep. 364 - Why the Field and Accounting Are Both Right  

Discover the exact math behind calculating your true overhead and real billable hours for a two-man lawn care crew so you can stop guessing on your quotes and start pricing for actual profit.

In this episode of the All Things Sustainable podcast we speak with Dirk Forrister, President and CEO of the International Emissions Trading Association (IETA), to discuss the role of carbon markets in tackling climate change.  We sat down for the interview on the sidelines of CERAWeek, the annual S&P Global energy conference that convenes stakeholders from across the energy ecosystem. Dirk explains how carbon markets in some of the world's largest economies are undergoing fundamental changes in 2026, at a time when war in the Middle East has put energy security and affordability squarely in the spotlight.  "International cooperation on climate through markets has the potential of cutting the cost in half in achieving the Paris objectives," Dirk tells us. "And in times like these when government budgets are stressed, the only way of mobilizing the kind of capital that's needed is through market-based solutions." Despite geopolitical unrest and pushback on climate action in parts of the world, Dirk says business and industry leaders remain committed to long-term decarbonization targets. "Companies take a long view," Dirk says. "They do not start investing in climate change as a whim for just a year or two. They're investing for long term." Listen to recent podcast episodes about carbon markets:   How trade mechanisms, AI and innovation will influence global carbon markets in 2026 | S&P Global  The role of carbon markets in protecting and restoring nature | S&P Global  The All Things Sustainable podcast will be live in London April 29. Learn more and register to attend: Sustainable1 Summit 2026: Turning Uncertainty into Opportunity | S&P Global  Learn more about the inaugural Climate Week Zurich, where All Things Sustainable will be the official podcast: Climate Week Zurich | 4-9 May 2026  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.

This week's episode of the All Things Sustainable podcast brings you coverage from CERAWeek, the annual weeklong energy conference that S&P Global hosts in Houston, Texas.   Known as the "Davos of energy," the gathering convenes government and private sector leaders from across the energy ecosystem. At CERAWeek 2026, we heard how war in the Middle East is reshaping the way companies and countries manage the energy trilemma of energy security, energy affordability and energy sustainability.   "It reminds us again that energy security requires diversity of sources and supply chains," Lord John Browne tells us in an interview on the sidelines of the conference. "It will remind us again that we have to think about the energy mix."  Lord Browne was Group Chief Executive of oil and gas major British Petroleum (BP) from 1995 to 2007 and is now Chairman and Co-Founder of BeyondNetZero, the climate growth equity fund of investment firm General Atlantic. Climate remains on the agenda, he says, "but it has to be blended as always, with security and with affordability."    Learn more about CERAWeek 2026 here: CERAWeek by S&P Global | The World's Premier Energy Conference | CERAWeek  S&P Global's All Things Sustainable podcast is the official podcast of Climate Week Zurich. Learn more about the inaugural Climate Week Zurich here: Climate Week Zurich | 4-9 May 2026  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.

We discuss the diagnosis and treatment of one of EM's paradoxes: High-Output Heart Failure. Hosts: Nicolas Gonzalez, MD Brian Gilberti, MD https://media.blubrry.com/coreem/content.blubrry.com/coreem/HOHF.mp3 Download Leave a Comment Tags: Cardiology Show Notes Core EM Modular CME Course Maximize your commute with the new Core EM Modular CME Course, featuring the most essential content distilled from our top-rated podcast episodes. This course offers 12 audio-based modules packed with pearls! Information and link below.  Course Highlights: Credit: 12.5 AMA PRA Category 1 Credits™ Curriculum: Comprehensive coverage of Core Emergency Medicine,  with 12 modules spanning from Critical Care to Pediatrics. Cost: Free for NYU Learners $250 for Non-NYU Learners Click Here to Register and Begin Module 1 1. Core Definition & Hemodynamic Profile Clinical Paradox: Congestive symptoms (pulmonary edema, JVD, peripheral edema) in the setting of a hyperdynamic, supranormal cardiac function. Hemodynamic Criteria: Cardiac Index (CI): >4.0 L/min/m2. Cardiac Output (CO): >8 L/min. Systemic Vascular Resistance (SVR): Pathologically low (vasodilated or shunted state). The “Warm” Phenotype: Unlike standard HFrEF/HFpEF (often “Cold and Wet”), HOHF presents as “Warm and Wet” due to low SVR and bounding pulses. 2. Pathophysiology: The Hemodynamic Paradox Primary Insult: Decreased SVR (either via peripheral vasodilation or arteriovenous shunting). Effective Arterial Blood Volume: Paradoxically low despite high total CO. Neurohormonal Cascade: Activation of Renin-Angiotensin-Aldosterone System (RAAS). Increased Sympathetic Nervous System tone. Increased Antidiuretic Hormone (ADH) secretion. Resultant State: Avid renal salt and water retention leading to massive plasma volume expansion. Cardiac Response: Chronic volume overload → eccentric remodeling → chamber dilation → eventual secondary myocardial failure/dilated cardiomyopathy. 3. Differential Diagnosis: Etiological “Buckets” Category A: Increased Metabolic Demand (Systemic) Hyperthyroidism/Thyrotoxicosis: Direct T3 effects: increased chronotropy/inotropy. Indirect effects: metabolic byproduct accumulation causing peripheral vasodilation. Myeloproliferative Disorders: High cell turnover and increased oxygen consumption drive compensatory CO increase. Sepsis (Hyperdynamic Phase): Cytokine-mediated global vasodilation. Note: Often transient; may transition to sepsis-induced myocardial depression. Category B: Peripheral Vascular Effects (Shunting/Vasodilation) Arteriovenous Fistulas (AVF) / Malformations (AVM): Most Common Cause: Iatrogenic AVF for Hemodialysis (ESRD population). Bypasses high-resistance capillary beds, dumping arterial blood directly into venous circulation. Chronic Liver Disease (Cirrhosis): Formation of “spider angiomata” and internal AV shunts. Impaired clearance of endogenous vasodilators (e.g., Nitric Oxide). Thiamine Deficiency (Wet Beriberi): Accumulation of pyruvate/lactate → systemic vasodilation. Histopathology: Vacuolation, myofiber hypertrophy, and interstitial edema. Chronic Lung Disease: Hypoxia/Hypercapnia-driven systemic vasodilation. Concomitant pulmonary HTN (RV remodeling) but preserved/high LV output. Others: Paget's disease of bone (extensive micro-shunting), Carcinoid syndrome, Mitochondrial diseases, Acromegaly, Erythroderma. 4. Special Focus: Hemodialysis Access-Induced HOHF Physiologic Phases of AVF Creation: Acute Phase: Immediate ↓ SVR. ↑ Stroke volume and Heart Rate (SNS-mediated). Endothelial shear stress → Nitric Oxide release → further arterial dilation. Subacute Phase (Days to 2 Weeks): RAAS-driven volume expansion. ↑ Right Atrial, Pulmonary Artery, and LV End-Diastolic Pressures (LVEDP). Natriuretic peptide surge (BNP/ANP) peaks around Day 10. Chronic Phase (Weeks to Months): Adaptive hypertrophy. Decompensation occurs when dilation exceeds contractility limits. 5. Point-of-Care Physical Exam & Maneuvers Nicoladoni-Branham Sign (Pathognomonic for Shunt-driven HOHF): Maneuver: Manually compress the AVF (or inflate cuff to >50 mmHg above SBP) for 30 seconds. Positive Result: Reflexive bradycardia or a transient rise in systemic BP. Significance: Confirms the shunt is a major contributor to the cardiac workload. Peripheral Pulse Assessment: Water Hammer Pulses: Rapid upstroke and collapse. Quincke's Pulse: Visible capillary pulsations in the nail beds. Traube's Sign: “Pistol-shot” sounds auscultated over the femoral arteries. Volume Status: Rales, S3 gallop, peripheral edema (standard HF signs). 6. Diagnostic Workup (Technical Targets) POCUS / Echocardiography: Left Ventricle: Hyperdynamic function; EF typically >60%. Left Atrium: Significant dilation (Left Atrial Volume Index >34 mL/m2; Case study noted 72 mL/m2). IVC: Plethoric with minimal respiratory variation. Doppler: High flow velocities across the AV access if applicable. Laboratory Evaluation: BNP/NT-proBNP: Often markedly elevated (e.g., >70,000 in severe cases), though mean values in literature hover around 700–800 pg/mL. Hematology: CBC to evaluate for severe anemia (trigger for HOHF if Hgb7–8 g/dL to reduce demand. Beriberi: High-dose IV Thiamine (100–500 mg). Thyrotoxicosis: Beta-blockers (Propranolol) + Antithyroid meds (PTU/Methimazole). Phase 3: Surgical/Interventional Salvage (Refractory AVF Cases) Closure of Accessory Sites: If multiple fistulas exist, close the non-dominant/unused sites. Flow Reduction (Banding): Surgical narrowing of the fistula to target flow

Simon's live update for "Tonight With Andrew Marr" on the UK's LBC, as the US and Iran parry over whether talks between the two countries to end the war are taking place.

On this special, crossover episode of our members-only armed services podcasts, some of our hosts sat down to discuss their experiences with indirect fire and bombardment. With the ongoing conflict in the Middle East, they rehash some of their own personal stories, provide context on today's threat environment, and share some advice for troops both downrange and at home.

In our news wrap Tuesday, Geneva hosted rounds of high-level talks aimed at ending Russia's war in Ukraine and limiting Iran's nuclear program, repair work is underway to fix a sewer line on the Potomac River as a political battle is raging over a sewage spill and a judge ordered the Trump administration to restore a slavery-related exhibit at George Washington's former home in Philadelphia. PBS News is supported by - https://www.pbs.org/newshour/about/funders. Hosted on Acast. See acast.com/privacy

Tributes are pouring in for the late civil rights leader, international hostage negotiator and two-time presidential candidate. A new round of indirect talks between the US and Iran focused on Tehran's nuclear program. Nancy Guthrie's family are considered victims, not suspects in her kidnapping case. Warner Bros. Discovery has taken a convoluted step toward a possible merger with Netflix. Plus, we'll explain why a federal judge referenced George Orwell in a ruling involving the Trump Administration.  Learn more about your ad choices. Visit podcastchoices.com/adchoices