Podcasts about isr

Planeación Fiscal 2025 y pagos trimestrales de ISR e ISO

AGORACOM TALKS | Weekly RoundupThe Top 5 Small-Cap Press Releases You Need to KnowProduction In Sight And Now Believes It Is The “Tip Of The Iceberg”ESGold Corp. (CSE: ESAU) (OTCQB: ESAUF) is transforming Quebec's Montauban Project from a legacy mine into a potential district-scale polymetallic discovery. A cutting-edge 1,200m deep seismic survey revealed vertically stacked mineralized zones—hinting at a system comparable to the Skellefte district in Sweden. Special Committee Formed to Evaluate Unsolicited Offer  Loncor Gold Inc. (TSX: LN) (OTCQX: LONCF) has formed a Special Committee to review an unsolicited, non-binding acquisition offer. With a flagship asset in the DRC's gold-rich Adumbi deposit and growing interest in African exploration plays, this signals a potential strategic inflection point. Will more suitors follow?Bulk Sample Greenlit — First Drill Set for September at High-Grade Gold ZoneGreat Atlantic Resources (TSXV: GR) received bulk sampling approval for its high-grade Jaclyn Main Zone at the Golden Promise Project in Newfoundland. Using Novamera's Surgical Mining™ tech for the first time commercially, this initiative blends high-grade gold, digital precision, and innovation-backed funding—just steps from Calibre's $2.6B Valentine Mine.Delivered $9.3M Hydrogen Project — Converts Toxic Gas for Tata SteelPyroGenesis Inc.(TSX: PYR) (OTCQX: PYRGF) has completed its $9.3M hydrogen recovery system with Tata Steel in India. The system purifies hazardous coke-oven gas into 99.999% hydrogen, now running 24/7 at industrial scale. This milestone puts PYR at the forefront of real-world hydrogen deployment—not just theory, but impact.Draganfly Drones tapped by Major Branch of U.S. Department of Defense for Advanced OperationsDraganfly Inc. (NASDAQ: DPRO) (CSE: DPRO) just delivered its Commander3 XL drone to the U.S. Department of Defense for next-gen reconnaissance missions. Designed for real-time ISR and modular adaptability, this is a major leap from commercial drone tech to military-grade operations—and it's happening now.59.44m of 1.25 g/t Au and 68.5m of 0.90 g/t AuWest Point Gold Corp. (TSXV: WPG) (OTCQB: WPGCF) expands its Tyro Main Zone in Arizona with drill hits like 59.4m @ 1.25 g/t gold, providing depth and strike continuity. With mineralization extending beyond the historic pit and a 10,000m program coming in Q4, WPG is unlocking serious gold potential in an underexplored U.S. corridor.That's a wrap for this week's AGORACOM TALKS Roundup.Follow AGORACOM for real-time small-cap news, interviews, trailers, and investor insight.Listen now on Spotify: https://open.spotify.com/show/74mVPkfalaWXFYY65A2XLM

Nous entendons souvent parler de RSE, ESG, ISR et ODD. Pouvez-vous nous dire ce qui se cache derrière ces acronymes ? La RSE correspond à la Responsabilité Sociétale des Entreprises Celle-ci désigne la prise en compte par les entreprises, sur base volontaire, des enjeux sociaux et éthiques dans leurs activités. Des agences de notation analysent et notent les entreprises et les États sur leur RSE. Pour le faire, elles regroupent les enjeux de RSE sous 3 grands piliers : Environnement, Social et Gouvernance. Elles attribuent ainsi des notations ESG. L'ISR, ou Investissement Socialement Responsable, repose quant à lui sur la prise en compte de ces facteurs ESG en plus des critères financiers. Enfin, l'Organisation des Nations Unis a adopté en 2015 des Objectifs de Développement Durable, ODD. Ils répondent aux objectifs généraux que sont le fait d'éradiquer la pauvreté, de protéger la planète et de garantir la prospérité pour tous. Ces 17 objectifs de développement durable deviennent un véritable cadre de référence pour les États, les entreprises, les ONG et les investisseurs.Hébergé par Ausha. Visitez ausha.co/politique-de-confidentialite pour plus d'informations.

Scott Hennen returns to the mic with a loaded edition of What's On Your Mind, blending tech innovation, national politics, smoky frustrations, and a healthy helping of North Dakota pride. He kicks off reflecting on his recent solo-hosting stint, explains what really happened with co-host Kevin's mysterious "disappearance," and launches into a vibrant lineup of guest interviews and political insights. Highlights include: A deep dive into North Dakota's role as the epicenter of ag tech innovation, featuring Senator Terry Wanzek and Grand Farm visionary Greg Tehven. A grassroots-level explanation of how Employee Stock Ownership Plans (ESOPs) are transforming local businesses like Hot Spring Spas & Pool Tables 2. A fiery chat with Senator Kevin Cramer about the "One Big Beautiful Bill" (OBB), wildfire frustrations with Canada, and concert reflections from the record-breaking Lauren Daigle show. A practical, plain-English tax breakdown from Congresswoman Julie Fedorchak, who outlines how OBB provisions could affect your paycheck, farm, and local economy. ⏱️ Standout Timestamps & Segments: 0:00 – 1:43

Episode 198 - July 14, 2025 - The Angry 2 Of Us - Violations Counter - DJ Intence 1 x Ceddy - 30 - Shameless plug “Alamo Drafthouse”  - Ceddy Ced review of the new Superman Movie & DC Universe under James Gunn  - African French Super Hero saves family from burning building  - Is R&B dead because it's missing soul within the music? From the desk of @whoisadiv & “Jeremine Dupri”  - Giving Bad Bunny his roses…. - Jim Jones on a FULL ON “Crash Out” & ANYBODY CAN GET IT!!!  - Texas Flood News Update  - GameStop Lawsuit Settlement for Customer Data  - The Trump Administration doesn't want to RELEASE the Jeffery Epstein Files  - P. Diddy Trial Jury Skit @Mack_A_Fool https://www.instagram.com/p/DLBcjzhRWgb/   - Sydney Sweeney sells her bathwater in a bar of soap - Wise Guy Segment - Why do Women in the modern age, love to expose their former lovers & spouses?  - Wise Guy Segment - Is it time for WOMEN to take accountability for how POOR the dating pool has been?

Send us a textPeaches returns with a scorched-earth breakdown of America's latest military moves—and screwups. From counter-UAS task forces to the Pentagon's $330M-per-jet regrets, this episode tears into drone threats, Space Force drama, and Operation Midnight Hammer's massive flex… that also accidentally exposed all our weak spots. We're talking fleet gaps, busted tankers, munitions shortages, and decision-makers who keep canceling the wrong programs. Plus: the Air Force ditches sit-up alternatives (again), the F-47 enters the chat, and Iran just keeps poking the bear. If you want strategic insights laced with sarcasm, this is your ammo drop.

0:00 Intro; 6:40; NBA Finals; 21:21 NBA News; 52:13 NHL; 1:05:54 Giants; 1:20:45 5 Years of ISR; 1:34:18 Last Call

What does it take to lead at every level and shape the leaders of tomorrow? SUMMARY Long Blue Line podcast host, Lt. Col. (Ret.) Naviere Walkewicz '99 sat with Maj. Gen. Thomas P. Sherman '95, the U.S. Air Force Academy's vice superintendent, for a deep dive into leadership, humanity and building a world-class service academy. This episode is packed with wisdom for aspiring, emerging, and seasoned leaders alike.   SHARE LINKEDIN  |  FACEBOOK   GEN. SHERMAN'S TOP 10 LEADERSHIP TAKEAWAYS  - Leadership is a human experience - focus on connecting with and caring about people.  - Love what you do and love the people you lead; passion inspires others to follow you.  - Embrace failures and challenges as opportunities for personal growth and development.  - Set the right culture and values within your team to build trust and mutual support.  - Be present and engaged with your team, understanding their motivations and experiences.  - Leadership is about more than rank or position - it's about earning genuine trust and respect.  - Invest time in understanding different generations, cultural nuances, and individual perspectives.  - Balance professional excellence with personal growth and life experiences.  - Support your team's development by providing encouragement and holding them accountable.  - Your legacy is built through individual interactions and the positive impact you have on people's lives.   CHAPTERS 00:00 Introduction to Major General Thomas P. Sherman 01:29 Choosing Leadership Over Flying 07:23 The Impact of Mentorship and Values 12:46 Heritage and Evolution of Security Forces 17:43 Personal Growth in Aviano, Italy 24:17 The Importance of Work-Life Balance 29:50 Culminating Command Experience at Bagram 42:25 The Role of Family in Leadership 51:29 Continuous Self-Improvement as a Leader 56:27 Embracing Failure as a Growth Opportunity 01:00:06 Legacy and the Impact of Leadership   ABOUT GEN. SHERMAN BIO Maj. Gen. Thomas P. Sherman is the Vice Superintendent of the U.S. Air Force Academy in Colorado Springs, CO. He is serving as the chief operations officer to the Superintendent and overseeing the Academy's blend of military training, academics, athletics, and character development for cadets. Gen. Sherman commissioned in 1995 from the Academy with a Bachelor of Science in Political Science. He built a distinguished career as a security forces officer. He's held command at nearly every level. His key assignments include leadership of the 88th Air Base Wing at Wright-Patterson AFB and critical staff positions at the Pentagon. In May 2024, Gen. Sherman was tapped to serve as the Academy's Vice Superintendent   CONNECT WITH GEN. SHERMAN LINKEDIN     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS       TRANSCRIPT SPEAKERS Guest, Maj. Gen. Thomas P. Sherman '95  |  Host, Lt. Col. (ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99 today. I'm joined by a leader whose career has taken him from the flight line to the halls of Congress and now back to the very institution that launched it all. Maj. Gen. Thomas P. Sherman currently serves as vice superintendent of the Air Force Academy, where he plays a critical role in guiding the development of our future officers and ensuring the Academy remains a world class institution for leadership, character and Day 1 readiness to win the future fight. A 1995 Academy graduate, Gen. Sherman has spent nearly three decades serving in key operational, strategic and command roles. He's led at every level, from squadron to wing command, and his assignments have included everything from nuclear security enterprise to homeland defense, policy development at the Pentagon, and legislative affairs at the highest levels of the Department of the Air Force. Prior to his role as vice superintendent, Gen. Sherman served in the Office of the Deputy Secretary of Defense, where he was a principal military assistant leading policy integration across joint staff, interagency services and combatant commands. He's perhaps best known in command circles for leading the 88th Air Base wing at Wright Patterson Air Force Base in Ohio, one of the largest and most complex wings in the Air Force, with a focus on people first, leadership and mission excellence. Gen. Sherman, welcome to Long Blue Leadership. We're so glad you're here too.   MAJ. GEN. SHERMAN  01:32 It is great to be here. Thank you.   Naviere Walkewicz  01:33 We're excited and we're going to dive right in, because I think what is so special for our listeners is really hearing these moments that have changed your life. I'd like to start at the Academy. You turned down a pilot slot. You were rated, but said no.   MAJ. GEN. SHERMAN  01:48 Well, actually it was a little bit before that. You know, it's kind of interesting, because that was the draw that brought me here, is I just had this incredible passion to want to fly, and I love flying, and I truly enjoyed it, especially through all the different airmanship programs and things like and things like that we had here. The experiences were fantastic. But, you know, as I was starting to learn more about myself going through the Academy, I was starting to feel my heart getting pulled in a direction of wanting to really lead people and really spend a lot of time working with the enlisted. And I think that came from a couple different areas. I think it was some really unique exposure that I got during my ops Air Force time, which I went to Ramstein Air Base in Germany, during ops, and just had our action officer that worked this, I think just did a phenomenal job. And I really started getting pulled to what was then called security police. That is actually when Laurie and I got together and started dating, because Laurie is here in Colorado Springs, but she grew up as an Air Force brat. My father-in-law is a retired Chief Master Sgt., and so there was a lot of mentorship that was taking place around dining room table when I was a young cadet. And I think one of the things that her parents really taught me was just the value of the enlisted force, and so I was feeling my heart really getting pulled. And so obviously, there's a conundrum. There's a conundrum on what were the root desires that brought me here — what were the things that I was learning as a cadet, my joy of flying, and also, particularly the culture at that time, was that that was really the job that you needed to aspire to be, that was the expectation of cadets. And so then to really kind of run counter to that strong current was really kind of a unique, you know, almost unnavigated area, right? And so to really kind of take the story out to its next level is that I'd really gotten to a point where talking with people there — we hadn't had the AMT program, but there were these NCOs that were kind of tangentially attached to cadet squadrons. And so I got a chance to talk to one of the master sergeants that was there who was a maintainer by background. And I was kind of pouring my heart out to him on, you know, what had I been talking to him with my now in-laws, about where was my heart pulling me? And so he said, ‘Give me just a second.' And he picked up the phone, and he called my AOC and he goes, ‘Hey, you're gonna be there for a little while.' And this was a Friday afternoon. He said, ‘I got a cadet that needs to come talk to you.' And he hangs up the phone and he goes, ‘Now you go tell your AOC what you just told me.' And so I ended up going to my AOCs office that day, and we had about a two-hour conversation about this. I sat down and really, kind of took the time to explain to him what was I feeling, And obviously, I really try to see the best in people. And so I think from a noble place, he was doing his best to convince me that I was making a grave mistake. And went on to talk to me about what his concerns were, the career field that I was looking at, things along those lines. And we can save that conversation for another time, but I think really where the foundation came in is where we started to talk about leadership. And you know, what I was asking him to do was to pull my rated recommendation form, so we had just submitted them, and I was asking him to pull my rated recommendation form. I didn't want to compete for it anymore. And so we started to talk about leadership. And he says, ‘Hey, Cadet Sherman, you need to understand that leadership in this Air Force is being the lead F-16 pilot on a bombing run, you know, putting iron on target.' And that's true. It's a very important part of leadership. It is a very important part of tactical operational leadership in this Air Force. So he's not wrong in that space. But I was looking at it from a different lens, and I was looking at it, I think, on a larger level. And what I don't think he realized is that 30 seconds before I walked into his office, he set me up for success. I just happened to be waiting outside the office, and all of a sudden, I looked on his cork board, and somebody, and I don't know who it was, had pinned a note that was written to Airman Magazineby an airman first class. And this airman first class titled this, “I need a leader.” And this A1C felt so strongly about what they were feeling — and I have no idea who this person was — felt so strongly about it that they put pen to paper, and this would have been the fall of 1994, and sent this into Airman Magazine, and it says, “I need a leader.” Commissioning sources. ‘Send us lieutenants that we can look up to that will hold us accountable when we do wrong, that will encourage us when we do well, that will be an example that we can look up to, that will care about us as human beings, because you are not sending them to us now. Air Force, I need a leader.' Like that 30 seconds just before I walked into his office — that changed my life, and it changed my life, because for me, at that moment, what I was getting ready to go ask my AOC to do, what I was looking at inside myself, that became my charge. And so as we spoke, you know, 20-year-old Cadet First Class Sherman — I might have been a 21-year-old at the time — Cadet First Class Sherman pushed back on my AOC, and I said, ‘Sir, I disagree.' I said, ‘I want to be that guy. I want to be that guy that that A1c is asking for on your cork board outside, because that's leadership in this Air Force.' And so, to his credit, he said, ‘Hey, I want you to go think about this over the weekend. You know, think about what you're doing. Come back to me on Monday. No questions asked. I'll pull it if you want me to.' And I left there, and I remember feeling like, not like a weight had been lifted off my shoulder, but I almost felt like this sense of like, ‘Now I've got my purpose,' because that little article has shaped me my entire career, and I mean to this day, and at a scale. You know, as a lieutenant, my scale is this big on what I'm affecting to help do and be what that A1C needs to a wing commander. I always keep it in the back of my head, and after all of these years, I am still thinking about, Am I doing right by that A1C that 31 years ago, felt so strongly about something that they wrote a note to Airman Magazine, and that became my charge.   Naviere Walkewicz  08:09 That is incredibly powerful. I'm a little bit without words, because I'm thinking about, first off, being brave enough to disagree with an AOC. I mean, I think that takes courage in showing your leadership there. Were you always like that? Have you always been someone that is steadfast in a decision and being able to kind of speak out?   MAJ. GEN. SHERMAN  08:30 So I get that from my parents. And, you know, I grew up in Corona, California. My mom and dad are amazing people. And we didn't grow up with a lot of money, and we grew up from a pretty meager background, and my mom and dad had made a decision early on in their marriage, when they had my sister and I, that my mom was going to focus to make sure that Nancy and I got an education, and my dad was going to work as many jobs as he had to to put food on the table. And sometimes my dad was holding down three jobs to make sure that we had nutritious food to eat, and my mom was working miracles to make sure that we were fed well, but that also that she was dedicated and had the time to volunteer for things like PTA, being involved as a class volunteer, making sure that we were involved in things and had exposure to things that what they did was they also instilled in me this really strong blue collar work ethic. And it was this aspect of, if I just roll up my sleeves and put in the work, anything is possible. And so on that line, this young kid growing up with a West Coast father and an East Coast mother, and just this, really neat family background that things for me, that I believed in I would go after with all of my heart and soul. And so I found out about the Academy when I was 12 years old. And so, you know, when I at 12 years — we were going to a community event there in Corona, and there was an officer recruiter — Capt. Craig. was her name — and we started talking. She says, ‘Hey, did anybody talk to you about the Air Force Academy?' And I said, ‘No, this sounds great.' So from there, I just made this decision as a 12-year-old, and I worked all the way through junior high and high school to get here, because to go to your point like, ‘I made a decision, I'm gonna see this thing through.'   Naviere Walkewicz  10:30 Whoa. OK, so you knew you were going to the Academy before you graduated high school.   MAJ. GEN. SHERMAN  10:35 Yes, in my mind, there was no other option.   Naviere Walkewicz  10:39 And so anyone in your family serve, or were you the first one in your family to serve?   MAJ. GEN. SHERMAN  10:43 So I am the first officer and career member of the family. My dad was drafted and went to Vietnam in 1967 and stayed through Tet of 1968. I had an uncle, Harry Lee Schmidt, who was a C-47 loadmaster in World War II and Korea, and my grandfather was actually a part of the initial kind of what was the foundation of the OSS and the Navy doing beach recon on beaches in the South Pacific, prior to island hopping campaign and island landings. And so there was this real heritage of service, right? Just not career service. But even then, as a kid, I always had in my mind, ‘OK, one way or another, I'm going to serve, and if I do an enlistment and then go to college afterwards —' but I had this idea that, ‘OK, I'm going to serve,' and then all of a sudden, this became this amazing conduit that got me here, right?   Naviere Walkewicz  11:38 And they also had ties to aviation. How did they feel about your decision, your family?   MAJ. GEN. SHERMAN  11:43 It was interesting, because they knew how passionate I was about aviation growing up. I mean, we did not miss an air show at March Air Force Base, the Chino air show, which was planes of fame, which was all historic aircraft. I volunteered as a high school student to work there, and we helped restore airplanes with me and my friends. You know, it was interesting, because my parents were very supportive in ‘OK, where's your heart leading you? And, what makes you feel so strongly about this?' Because when I first talked to him on the phone, I called him from Ramstein Air Base and said, ‘Hey, I think I know what I want to do in the Air Force. I want to go to security police. And my mom was like, ‘What's that? And, so, as time went by and I explained it, I think my parents probably all along knew that that was probably going to be a very good fit. And then after commissioning and at my first assignment, I think that they were certain of it, right? Yeah, they were absolutely certain.   Naviere Walkewicz  12:37 That is amazing. Well, I want to dive into this profession a bit, because it's interesting. You know, you've mentioned, when you came in, it was security police, and, security forces and you hear people saying defenders and peacekeepers. So there's this lineage and this heritage. Can you maybe talk a little bit about that and then maybe lead us into that next transformational moment that you might have had in this role?   MAJ. GEN. SHERMAN  12:58 OK, I'm very proud of the fact that, you know, I am part of an ever decreasing group of folks that came in when we were still security police, and that was really still the peacekeeper days, because this was all kind of the follow on on the Cold War. The peacekeepers were our cold warriors and that was a huge part. Our defenders came in and really, that name started to really grow in 1997 when the name changed from security police to security forces, and we were actually going back to some of our heritage that was in Operation Safeside, which was the combat security police squadrons in Vietnam. So when you think about the courage that was displayed during the Tet Offensive at places like Tan Son Nhat that those were safe side warriors that were a part of these combat security police squadrons. And so the very — part of the lineage of the very beret, and flash that we have is actually a tip of the hat to the lighter blue berets, and that flash with the Falcon and the crossed runways that goes back, actually, to our Safeside heritage days. The beret goes back even farther than that. It goes back to Strategic Air Command, Elite Guard back in the 1950s. So it's this great lineage. And so, you know, for me, part of it was like when I got my first beret, wow, that meant something to me. And then, you know, as we then kind of transformed along the way, and this amazing career field grew, and the aspects of this air based ground defense, which was really, I would say, was kind of the draw that got me into wanting to go into security police, was I really liked this idea of, ‘How do we do base defense?' The law enforcement side was intriguing to me, but it was based defense that just had me just had me captivated.   Naviere Walkewicz  14:44 And was that something that you found out early in your career? After you graduate the Academy, you're now in security police. Is that when you kind of realized, ‘This is where I want to go in, air, base, ground defense.'?   MAJ. GEN. SHERMAN  14:54 It even happened at ops. So as we were spending time with the security police squadron, I ended up spending time with a captain who was heading up the Elite Guard, and there was an interaction we had as I was doing a ride along. He's like, ‘Hey, you need to come see me.' And so I went and met up with him, and he took me around and introduced me to all of his airmen that were part of the guard. He knew something all about them. And then we went to his office and talked, and he had gone to Ranger School and Airborne and things like that, and said, ‘Hey, like, the future of the career field is actually us looking to the past.' And really kind of got me fired up on what we call back then, air base ground defense. So when I got to McChord — McChord Air Force Base was my first duty station. And the great thing about going to AMC first is it AMC is a mobility — I mean, it is all about mobility and the operations associated with it. And so the first thing that that my task was as the second lieutenant in that squadron was, I was the air base ground defense flight commander. So that was, I mean — we would go out to Fort Lewis, and we would bivouac for days. And I had, you know, a 44 person team that was a base defense sector. I had specialized K-9 units heavy weapons. And back in those days, we had 81mm mortar teams and fire direction centers that we would set up. So I just got completely on board with the air base defense piece. And so that was that was very passionate for me, which then made the next step to Korea an absolutely logical next location, going to the wolf pack at Kunsan, not only getting a chance to then stand up Gwangju as a part of the first Air Expeditionary Unit to go back to Korea since the Korean War, but then doing the mobile reserve aspect of it. And it was just a great assignment.   Naviere Walkewicz  16:40 Wow. So you were right in from the very beginning. You got kind of just into it all.   MAJ. GEN. SHERMAN  16:45 So when we go back, when you were talking to me about, ‘Hey, when you make your mind up...' So I had this five-year plan built out. And, you know, my five-year plan was ‘OK, I'm gonna do my first assignment at the first opportunity to PCS. I need to go remote. I need to go to Korea. And then, OK, how can I get another overseas assignment after that? And then what do I need?' So the thought was, “Let me get to as many match comms as I can, as fast as I can in my career, and use that as a place — OK, because I want to build my experience base out. Because even as a lieutenant and young captain, I didn't want to come across as a one-trick pony. So my thought was, “Let me just get as much as I could under my belt early on.' And so after I left Kunsan, I ended up going to Aviano Air Base in Italy, which, for me, when you look at like those moments in life that are transformational, this was transformational on a different level. You know, some assignments you go to are very much professional growth assignments. This assignment, for me, was very much a personal growth assignment.   Naviere Walkewicz  17:52 OK, so tell me more.   MAJ. GEN. SHERMAN  17:55 I mean, when you think about it, four years at USAFA, very uniquely focused on a plate that is overflowing with things that you need to get done. So you are, you're focused on, you know, everything from grades to military training to all of those things. And then I get to my first base, and I am just working, and I'm volunteering for everything, and we have got a heavy ops tempo of exercises and things like that. And my leadership was fantastic, because they were throwing me into every opportunity I could. And then, boom, I go to Korea, and that is a unique warfighting focused — and at Kunsan especially was heavily warfighting focused. So now all of a sudden I am spending really, when you think about it, the last almost seven years being uniquely focused on mission, right? And so I get to Aviano Air Base, Italy, and the first thing that happens is Operation Allied Force kicks off. So I get there in January, boom. Allied Force kicks off. I think it was in end of February, beginning of March. And wow, what? Again, what an amazing, mission focused experience. And then after we finished up Allied Force and the base returned back to more of its steady-state standpoint, it was the Italians that took me under their wings, that because I made a specific choice, because I grew up — my mom's side of the family are all Italian immigrants — and I was always at my Nonnie and Papa's house, and there was just a lot of that growing up, which is that whole, like, you know, West Coast dad, East Coast mom thing, but I didn't know, you know, my mom and her brothers never spoke Italian. And there was a lot of that, that thought back in those days that, you know, ‘Hey, we're here to be American, so we're going to learn English, and we're not going to speak, you know, the language that we came from,' right? And so my mom and her brothers really never learned to speak Italian. And so my thought was, ‘Gosh, I grew up with this as such a strong part of my childhood that I need to put myself in a position where I can learn the language and start to kind of get an appreciation on the culture. Together.' And so I specifically — and really lucked out on a location, but I was about 20 kilometers away from Aviano. I was in an amazing town. I was the only American living in the complex that I was in. So I was like, ‘If I'm going to learn, I need to just dive in the way that you do, in the way that I do, and just start learning.' And so I ended up kind of building this support group of Italian families that all kind of took me under their wings.   Naviere Walkewicz  20:27 Wait, I have to ask you a question, because back when you're at the Academy, you said you spoke to your now in-laws. So was Laurie not a part of this?   MAJ. GEN. SHERMAN  20:35 So Laurie and I, right. So that's an important part of the story. Laurie and I dated for two years while I was a cadet, and when I was in tech school, her and I made the very difficult decision — and as painful it was — to part ways, so her and I actually parted ways for a few years. I was single at the time. Laurie was still here in Colorado Springs, and I was getting a lot of assignments under my belt, which, to be honest with you, you know, in retrospect, it was very fortunate, because I may not have made the same assignment choices had I been married at the time. And because I wasn't married, there were no other variables that I needed to factor in, other than personal experience goals, right, that I wanted to play into, and so I could just put down whatever assignment I wanted, and that allowed me the opportunity to just focus on job. And while Laurie and I stayed in touch, and I stayed in touch with her parents over the years, I was in Aviano, and her and I were not together at that point,   Naviere Walkewicz  21:39 That makes sense. I was like, why were you alone in Italy?   MAJ. GEN. SHERMAN  21:43 It's a fair question. But I also think that being single in that environment allowed me — and that's where I think it helped me develop as a person. And so there are a lot of, I think, really wonderful things that happened during that time, and that was because I was so uniquely mission focused. It was these, this amazing group of Italian friends together, that really kind of taught me about there, there's a time to relax, you know, there's a time to work, there's a time to relax, and there's also a real human need to enjoy life and enjoy time together, which is quintessentially Italian. And so, as my pool of this, these amazing people — that  by the way, for the last 25 years, we've been going to visit. It's the same families that took me under their wings when I was a lieutenant, are the same families that were all tuning in as we were doing a live stream of me pinning on my second star. And so I've never been stationed anywhere else in my career where I felt more at home. And so I think this sense of like, ‘Wow. This like independently as my own person, this feels like home.' And as time went by and I started to get an appreciation for actually things that were a part of my childhood. Because, you know, we would have these long, huge meals, we would spend four or five hours at the table as a family. And for me, this was all normal. Well, that was also a part of kind of normal Italian life and normal Italian culture. You're not going out to dinner with your friends unless you're investing at least three hours at the restaurant. But for me, this was all — this felt normal to me. And so it was about, you know, you don't need to eat your food in five minutes.   Naviere Walkewicz  So contrary to USAFA, by the way.   MAJ. GEN. SHERMAN You know, you don't need to chew no more than seven times and swallow. So it was about experiencing that, and learning even just some things that became personal passions. Like, you know, how wine is made and why wine pairing matters, and how is this process? And so all of a sudden, this personal experience — and I think growing as a human being was taking place there, and I was maturing as a human being because I had gotten all of this phenomenal job experience under my belt, but this was where I was growing as a human being. And you know what's interesting, as time has gone by, I have noticed just how impactful that time was, because there are things that I've noticed, even as a senior officer, that I feel very strongly about, that I don't think I felt as strongly about as a junior officer, and it was because of that experience, and it was the aspect of when people are on leave, let's let them take leave. There is a part of the human experience that you need to enjoy time with people that you care about, because what it does is you're not slacking off from work. You're not leaving everybody hanging. What's happening is that, because you're taking some time to just enjoy life with people you care about, when you come back, the restorative effects that have taken place because you simply breathe and you enjoyed what it was that you were doing and whatever your passion was, you know, unencumbered, you could enjoy that. And we all realize that there are times, especially as you get into positions of authority, that, hey, they're going to need to call you periodically. But what was interesting is that, especially, I mean, I'll give an example as a wing commander. As a wing commander, despite realizing how important that mission is and how big Wright-Patt was, we, Laurie and I took leave, and we took two weeks of leave, and we went back to Italia and visited our friends and enjoyed life, because the culture helps us to slow down. But what it also did is I gave my staff some parameters. ‘Hey, here are the things that I think are important, like on a scale of one to 10. Here are the things that I think are an eight. So an eight or higher, call me. Don't text me.' I said, ‘Physically call me, because I will answer the phone knowing it's for — and then you have my undivided attention.' But what it also does is it means that my vice wing commander who is there, that I am empowering my vice wing commander and showing to everybody else I trust this leader to lead this wing in my absence. And if it's something that really needs my involvement, they'll get a hold of me. But I think our junior leaders need to see that at the senior most levels, that I can physically trust and emotionally trust my vice, my deputy, to hold things down while I'm gone, and that I'm not irreplaceable, and that if I did my job as a leader, I set the conditions that allowed the wing to thrive in my absence, and didn't mean that the wing had to hang on every decision I made or every word that I said, that I set the conditions that allowed them to be successful and fostered the leadership that allowed them to lead in my absence. And I felt great while I was gone, because I knew the people that we had there, and I knew the investment that we made in them. So that was kind of a long, you know, trip around this…   Naviere Walkewicz  27:26 I mean, I think it was so powerful that you kind of learned that about yourself in Italy. And then would you say that there was anyone that you saw emulating that? Or was it just something over time, you developed this realization that you need to enjoy life and you need to allow people the space to do so.   MAJ. GEN. SHERMAN  27:43 So I would say the people that I was emulating in that aspect were a lot of the families that were there. I have been fortunate that I have worked for some commanders who, at different times in their life felt the same way. Conversely, I also worked for commanders that did not feel the same way. And, you know, an interesting case in point on something that on an experience I had in a command bill and after I had left Aviano — this is when Laurie and I were back together; we were married at this point. I had a group commander that was frustrated about me taking leave and called me every day at 1500; every day at 1500 I got a telephone call. And you know what that does is now all of a sudden, you're eating lunch, and the clock is getting closer to 1500 and you start to get that knot in your stomach and you're like, ‘OK, what are we going to talk about today?' And so, unfortunately you don't see some of the same appreciation for that across the board. So how do we deal with it? The best thing that we deal with it is that that's where the buck stops. We don't pass it down to our people. So after I got the call from him, I didn't call back to the squadron. I got the call from him. We went through the call, we answered the questions, and I didn't then immediately turn around and call back to my ops officer who was running the Squadron at the time, and say, XYZ. And we just left it there, because at that point in time, the bucks got to stop it at that point. So I think that that's kind of the, you know, the alpha and the omega of learning and then also having your own personal resilience and courage to say, ‘I accept that the buck stops here, and I'm not going to let this roll downhill to my people.'   Naviere Walkewicz  29:41 That's an excellent leadership lesson, because I was going to ask you, ‘What does that look like, and how would you how would you handle that?' And so you went right into that. Thank you so much for that. So what has it been like leading security forces — defenders? What's it been like? Has there been a moment in time where — a particular assignment or something's really stuck into your mind or into your heart, because it's just really affected you?   MAJ. GEN. SHERMAN  30:05 Absolutely. I will tell you, as we go back, as we were kind of talking about decisions that you make in your youth, and that critical decision that I made in the fall of '94 I mean, I have worked with some of the most amazing people I've worked in my life. I have gotten a chance to go to places I never thought that I would see. And so, when you kind of roll up, I would say it was my final squadron command, and I would say that that was a real culminating squadron command. So I commanded four squadrons, and we command early, and we command often, and there's a lot of responsibility that that's placed on us as young officers to command as a young officer. And so having the opportunity to command two times as a captain, or one time, you know, as a major-select, then as a major, then as a lieutenant colonel. So that culminating command would have been Bagram Airfield in Afghanistan in May of 2012 to May of 2013 and you know, it was interesting because all of my previous squadron commands had all been vested in either the contingency response or the kind of combat contingency environments. And it was almost like all of those were leading me to this moment. So let me just kind of set the conditions on what Bagram was like at that point in time. We had grown the squadron to about a 1,200-person squadron, huge squadron. And what we were also responsible for is we had taken over battle space ownership from the Army. So the Air Force was controlling 220 square miles of battle space throughout Parwan province, which is a huge. I mean, it's twice the size of Washington, D.C., if you want to try to give a comparison, more or less is fair to look at that level as just a huge amount of terrain in which our airmen were responsible from everything from humanitarian operations and goodwill outreach to engagements to literal kinetic action and combat in the battle space. And so a part of this culmination was, was an environment where as the defense force commander — as that squadron commander to them as a lieutenant colonel at that point — I mean how we are weaving ourselves into their lives, and how we are working with their section commanders, and how we're working and managing the value of our perimeter defenses with our teams that were going outside of the wire doing legitimate patrolling and engagement and things along those lines, was huge. And I think that that is an example. And when you look in the rearview mirror to say, ‘Gosh, now this, a lot of this makes sense, like all of these assignments, whether by design or whether by fate, somehow gave me an experience that at this moment, I needed it most.' And I think, as I talk, we've really enjoyed being here with the cadets and talking to them about, how does a leader really develop trust, and how does trust really manifest itself? And so, through the time that we were there, and the engagement as their leader — not just the leader who's just simply circulating, because that's important, but they also need to see your decision making and your strategic thought. And how do you react under pressure? How are you reacting as we've got incoming in, and what do you do being the person in the joint defense operations center, helping to manage that, and how are you both taking care of people, and how are you managing mission? And they see that. And so I would say that the development of that level of trust, especially in an environment where you are literally dealing with high costs, is huge. And so I think there was one, situation that really rests on my heart that and I don't talk about this to give validation, but I think I talk about it on it's about how people connect, and why do I feel so strongly that leadership is a human experience, like this is a what we are doing as a human experience. And so I was retiring my chief. So I was asked by my chief at Bagram — this was some years later. He's out of the 105th Base Defense Squadron out of the New York Air National Guard, and him and I were a phenomenal team there. Dave Pritchard and I just made a great team. And so he was retiring, and asked me to come back and do his retirement. So we had done the retirement ceremony. We were at the VFW afterwards, having his after-party and so forth. And so I had gone into the bathroom for a comfort break and washed my hands and things like that. And I noticed, as I was kind of moving towards the bathroom, there was kind of a young man who was kind of floating. You know, floating around. And so I came out of the restroom as I was finished, and he was waiting there at the exit of the restroom for me, and kind of, you know, got in front of me, and he stood there, and he looked at me, and he goes, ‘Hey, sir, I just, I needed to let you know this, that I was one of the airmen in one of your patrols that got hit by an IED, and he said, your investment in us, and the words that you used and when you came to talk to us, and the faith that you had in us gave me the courage to go back outside of the wire when you asked us to go back outside.' And so why that rests so heavy is when you think about what, what is the what is the con? The consequence there is that somebody believed in you so much that when you spoke to them and said the word, they were going to go back out and do it again, in spite of what had just happened to you. And I don't think there is any stronger level of trust that you can ask from somebody than to have one of those moments. And so that moment just resides very, very heavy on my soul, because I think it puts into real, tangible context, what is the responsibility of leadership? What is your responsibility of leadership?   Naviere Walkewicz  36:42 I'm letting that sit a little bit, because I can't even imagine the amount of feeling that you had first for him, the courage to share that with you. Because I'm sure that he really wanted to share that. I'm curious if you can remember perhaps, what he might have been referring to, like what you were sharing with the men and women there.   MAJ. GEN. SHERMAN  37:02 So, you know, it was also a part of things that, in times after Bagram have really been used for me as a senior leader on why I reinforced the importance of values. And, this was one particular incident there that really comes to mind is, and I use this when I when I talk to people, because I again, it's the consequence, and it's why our responsibility as leaders to set the right conditions and culture and all of that is so incredibly valuable. And so I talked to people about a story about we had had a situation where we had some real destabilization in the battle space. There was a particular village that we were having some unique challenges with, and we were doing a lot of kind of battlefield shaping, and we were doing some particular village engagement, and the engagement just wasn't happening. And so we were now kind of starting to escalate our interaction with the village a little bit more and as we were doing that, we were now going to start doing more shaping operations. So it just so happens that one of these nights —this was in the late fall, early winter of 2012 — and we were sending one of our patrols outside to do some shaping and engagement operation there. But this was in the evening. This was a different aspect that we were working for this particular mission. And so mounted up that the airmen are ready to go. They're pushing outside, they're right on time, and everything is going according to plan, and they are getting close to what we call the objective rally point. So that was where they were going to rally up before they actually moved into the village after that. And so everything was going according to plan. And the only thing they needed to do before they got to the objective rally point was really kind of go down a small gully over a rise, and then they meet at their objective rally point at that point. And so teams are moving out. First truck over the rise, getting to the point. Second truck over, everything's going fine. Third truck over, fourth truck after that, BOOM, off goes the IED. And what had happened is, they were waiting for this opportunity, and they knew exactly what to do. And that is, if you hit the last truck in the movement, you've got three trucks that are gone ahead of time, and now we've got folks in a very precarious situation. And so what I talk to people about, when we talk about conditions and the real impact that a leader has, is I'll talk to them about who was in that truck, who was in that MRAP that we were sending down at that point in time. And inside that MRAP was the face of America. And the explosion was significant, and it did some considerable damage. It threw the engine out of it, penetrated the hole, ripped one of the doors off the side in the front. And so, you know, the truck commander was National Guard from, actually from Tennessee, and he had gotten injured, broken an arm because that door had peeled back. And as the door peeled back, his arm got caught and broke his arm. The driver, Asian American coming out of the state of California, active duty. He had injuries to his legs because of the penetration of the hole. We had a gunner up in the turret, African American female from the New York Air National Guard. She had a broken pelvis at the time, and she just stayed on the gun the entire time despite her injuries. We had our radio operator. European American female coming from the Midwest. She was actually Air Force Reserve. She had a case of TBI from the explosion, and she was still making calls on the radio. We had two of our riflemen in the back, both came from Hispanic heritage, one of them from Puerto Rican heritage, one of them from Mexican heritage. They were very fortunate that while they got tossed around the back and had some minor TBI issues, they were more or less bumps and bruises, and they were all by themselves. Yeah, because they were all alone, they were in the middle of Afghanistan, they had just gotten hit. And so for me, what's so important about that story is that if we did not set the right culture and the right values and the right expectations and be in a leader by example, and they were harassing each other on Bagram, and they were assaulting each other on Bagram, and they weren't respecting each other on Bagram, and they didn't care about each other on Bagram, they would have died out there that night. But they treated each other like a family, and they cared about each other like a family, and they took care of each other like a family that night, and they lived and they all came home. So for me, if we're going to talk about what is the true consequence of leadership — and I use consequence deliberately, because oftentimes that's used in a pejorative manner — but this is the true result of your actions, that if you don't set those conditions, then you are legitimately putting your people at risk. And so that whole experience at Bagram, and in so many ways that we all carry our scars and our bruises and things like that. I wouldn't trade that experience for the world, but that was tough. And I often describe it as a tale of two cities. You know, it was the best of times. It was the worst of times.   Naviere Walkewicz  42:34 I think a lot of times, when leaders go through experiences like that, they have some more fortunate than others, but a support network. And I would guess it would be your family. How has your family played a role in these moments in your life, in helping you as a leader?   MAJ. GEN. SHERMAN  42:54 So I will say it's primarily my wife. I have got this wonderful support of parents and my in-laws and so forth. And what's been truly fortunate is how close I am with my in-laws. Because when Laurie and I were dating while I was a cadet, anytime I had an overnight or weekend pass, I was over at her mom and dad's house and so I think that being married to somebody that has truly known you from the beginning, you know, where, whether we got a training weekend going on, or something like that, or I'm working first BCT or whatnot, that Laurie was a unique part of all of these things. And I would say that it has been incredibly heartwarming to watch her interact with the cadets here, because it's fun, because her and I do everything together. And so as we're going to events, I'll have a group of cadets that I'm talking to, and then I'll look over and Laurie's surrounded by a group of cadets who are asking her just very insightful questions about our experiences together, and ‘Was it tough sending them away on deployments?' Or how, you know, in those tough times, ‘How do you how do you keep your marriage together?' Just really insightful questions to ask, but she has just been so central to everything that I do. And so going back a little bit and talking about, like the strength of our relationship and how much that helps, we actually needed to have that breakup period as horribly painful as that was, and wow, was I carrying a torch for her all of those years. I mean, I remember, you know, as time was going by, I would talk to my mom, and I'd be like, ‘Mom, I just wish that Laurie could see the man that I become.' But we needed that time because oftentimes, and what we found in ourselves, we didn't know it at the time, because you're living in your environment and you can't see it, right? Is that in youth, things are often absolutes. And you often will get to a place where you're starting your marriage, your relationship is growing. And if you start to talk about marriage, there are things that we have found were absolutes for us. You know, certain things that we did, how we practiced our faith. Did we open up presents on Christmas Eve or Christmas Day, but the expectation was somebody was going to have to give up their particular tradition to conform to the tradition of one of the spouses. And in your youth, that seems reasonable, and I think we needed that time to be apart, having had that time together at such an important time in each of our lives here. But we needed that time apart, because I think we needed that frame of reference as we grew as people into adults. Grew as young adults. And now all of a sudden here I'm getting multiple assignments, and now being thrust into leadership positions with accountability and authority, and then coming back to that, all of a sudden, you're realizing, ‘Gosh, the world just isn't always in absolutes. And maybe a marriage doesn't have to be zero sum, but maybe a marriage can be positive sum.' And do we really have to make somebody give up something that is important to them, that is a part of their identity? Because somehow you feel like you have to conform your marriage into one side or the other. And so, I think for us that was that was so incredibly important. So to kind of get to that story is that, you know, I left Aviano and I went to Al Dhafra. I was in Al Dhafra actually for September 11. It was my first squadron command, but it was a squadron command I wasn't expecting, because I came there as a chief of security forces for about a 70-person security forces flight as a part of the 763rd Expeditionary Air Refueling Squadron at Al Dhafra. And then all of a sudden, 9/11 happens, and we went from about 400 people on Al Dhafra to about 4,000. And you know, U-2s came in, ISR platforms came in. Everything changed. And all of a sudden, this 70-person security forces flight that I had grew into about a 350-person security forces squadron. And AFSET said, ‘Hey, Sherman, you built it, you keep it, and we'll replace you with a major when you leave.' And I was a six-year captain, and so then finishing up that assignment, and I got picked up for — there was a point to that story — but it was about coming back, is that, hey, I got these new, unique experiences that grew me under my belt. And then I came back to do an AFIT program at Cal State San Bernardino. And that was the moment that brought Laurie and I back together.   Naviere Walkewicz  In what way?   MAJ. GEN. SHERMAN And so, I had a health scare. Nobody knows what it was. We never figured it out. Doctors never figured it out. But it was one of those things, like, all of a sudden, I shotgun something out to everybody I knew. I said, ‘Hey, doctors are a little bit concerned, you know, keep me in your thoughts.' And so Laurie, Laurie is like, ‘Holy cow, you can't just send a one liner and leave it at that.' So she called my mom and dad and said, ‘What's his phone number?' And so it started to turn into ‘Hey, give me all of your test results after you get it back.' Then pretty soon we're talking a couple times a week, and then pretty soon we're talking every other day, and then we are talking every day. And the beauty of this was that we already knew each other, so we already knew what everybody's favorite color was — by the way, Laurie's is purple. We knew what music each other liked. We knew things about each other. And some of the things that actually drew us together when we were dating here was, you know, we had things like some common family traditions, like, you know, Italian fish on Christmas Eve and sitting around the table for hours and stuff like that were all things that we had in common. So we already knew that about each other. Now, her and I on the phone, we're getting into some real, like substantive discussions, children, faith. How do you how you raise children? How do you know, what are we going to do for different traditions? What happens if I have to take a remote; what does that mean? And so we were getting into these really, deep conversations. And, you know, I would come back from either class or then when I PCs to the security forces center out at Lackland, you know, I would come home from work, and this was in the old flip phone days where you had a battery that came off the back. So I would have one battery in the charger, and then I would have an earbud in, and I'd have the phone in my pocket. Yeah, and I'd come home and to call her, and we would just go throughout the evening. So I'm ironing BDUs at the time, shining my boots and stuff like that, and so, and we were just talking. And then we were just kind of like living life together. And, after that point, it became very clear that those two young people who sincerely cared about each other, now, each of us grew up and had experiences in a place that allowed us to really appreciate each other and really love each other. And you know, we were married just a little over a year after that. And it has been phenomenal, her support. And I think one of the great testaments to that was, 10 days after we got married, I went to Baghdad, but she's like, ‘I grew up in the Air Force. I know how this works. We're gonna move the house. I'll get the house put together.' And she's also a professional in her own right, which is great. So she was working in a legal office here as a paralegal and legal assistant here in Colorado Springs, and has been a GS employee for the last 18-plus years. So what's great is she, too has her own aspect of service. What I love about it is that in the jobs that she's in and then the jobs that I'm in, we can talk shop, and then we cannot talk shop, right? And so she's the first person I go to if I have to ask a question, she's the first person that I'll go to say, ‘Hey, did I do that right? Or do I need to backtrack on that a little bit?' Because she knows me, and she knows me completely, and that level of trust and love and faith that we have for each other has truly enabled me to be able to serve our airmen on a level that I don't think would have been possible without her.   Naviere Walkewicz  51:59 Would you say that she's had a role in your development as a leader, in the way that you lead.   MAJ. GEN. SHERMAN  52:05 Oh, absolutely, absolutely, because, and I love it, because her experience as a brat and her dad as a chief gives her a very unique lens to look through. And so the advice that she gives me she can give me from her teenage self in some way, you know, from that experience, watching how her dad interacted with something or knowing her aspect about this. And then as she's developed professionally, working on the E-Ring at the Pentagon a couple different times, working for very senior leaders, knows how to navigate that space. So then I'll go to her for advice, like, ‘Hey, how did your boss handle something like this?' ‘Well, let me tell you what, how we work through this...' And so I would absolutely say that that Laurie has uniquely influenced and helped me to become the best version of myself that I can be.   Naviere Walkewicz  53:03 Wow. Well, I want to ask you a little bit about developing yourself as well, because one of the questions we like to ask is, what are you doing every day to make yourself a better leader? Can you share what that might be?   MAJ. GEN. SHERMAN  53:17 I've said it a couple times during this: I truly believe that leadership is a human experience, so for me, it's about the interaction. And so oftentimes, advice that I've given to people — like there are amazing resources abound that can help people, give people leadership perspectives, and we can either learn it from history, or we can learn it through study. We can learn it through analysis. We can learn it through books. And I've always talked to people about use the external tools that help to grow you, but make sure that you're using it to influence the personality that you already have. Because oftentimes what happens is, is that people will have this really strong desire to say, “OK, I want to make sure that I do this right. And so in doing this right, let me make sure I've got my checklist, and so I'm going to greet them, I'm going to ask them how their family is, I'm going to ask them if the kid did all right in the baseball game. And I'm going to go through my checklist, and if I do that, I fulfill my leadership obligation.' Now not everybody does, and I'm making generalities on but, but I think that there can oftentimes be the allure that when you are focusing on what may be the theory or the principle of the day, and not using it to supplement and grow and mature your personality, that there is a strong allure to want to wholesale replicate what it was that you learned, and you're doing it in a noble place. It's not nefarious. It's being done in a noble, genuine place. But there's that allure to say, ‘OK, good, I really like what I've learned. I'm going to do these things and step through.' And so why I talk so much about the experience, and why I talk so much about the interaction, is that the more that you know the people that you may be influencing by just simply being there and understanding what that means. It means you're eternalizing the value of your presence. You're listening to their stories, and you're understanding for them, what are the things that are motivating them? What are the things that they value? Because each generation, each environment, each condition is going to require something a little bit different from you, and if you don't take the time to understand your environment or generation or cultural nuances or things like that on where you're at, then you are missing that opportunity to develop trust, where they start to believe in you as a person, and not just the rank and position that you hold, because they'll do the right thing for the rank and position that you hold. That's the caliber of people that we have in this Air Force of ours. They'll do the right thing. But if you transcend that in the fact that they believe in you wholeheartedly and trust you, oftentimes with their own lives, it means that you've invested something into them, where they truly know that you care. And that goes back to that A1C on the cork board that said, ‘I need somebody who cares about me as a person.'   Naviere Walkewicz  56:41 You know, as I think about what you've experienced through your career and the lessons you've learned, both professionally and personally, what would you say to yourself back then that you should be doing back then to get to where you're at now? Because we have listeners that are like, ‘What can I start planting today, that will bloom down the road?'   MAJ. GEN. SHERMAN  57:03 Absolutely. And so I think if I was to go back and put my arm around Cadet First Class Sherman, I think what I would do is — because it is, it is oftentimes easy to look in the crystal clear mirror of hindsight, right? But I think instead, what I would do is I would put my arm around him and say, ‘Keep following your heart and let the failures happen, because the failures are going to grow and let the stumbles happen and enjoy the triumphs with people and be appreciative for what got you there.' And I think it would be more of the encouragement of like, ‘You have laid out a path for you take the path wherever it goes, the joy, the pain, the triumph, the failure, all of those things, because all of that helps to develop the leader.' And oftentimes you want to go back and say, gosh, if I was going to talk to my previous self, then I would say, ‘Ah, don't do that one thing,' right? But I'm looking at it saying that if I didn't do that one thing, then I'm not sure that I would be where I'm at at a time to make sure I didn't do that thing at a moment that was incredibly catastrophic. And so while we have this desire to want to prevent ourselves from the failure, I think that what we have to do is say you're going to fail and you need to fail, and it's going to sound — relish in the failure, because it is often emotionally troubling, especially those of us that come here because we are Type A perfectionist, and that's part of the draw of coming to this amazing place. Is there a certain personality traits that help us to be successful here, but not all of those personality traits make us uniquely successful in all situations outside, and so you've got to have that failure at some point in time. And the failure that you can get up and say, ‘OK, I did this. This happened. My soul is bruised. My ego is bruised. I may have to take a little bit of accountability for this. OK, now I need to have the courage to take the next step forward again.' Because I could easily retreat back to a safe place, and I could become risk averse, and all that does is hurt the people around you. OK. I have to have the courage to breathe and take the step again and get back in there. So I would tell my — I don't think I would want to prevent myself from doing anything. I think even the growth that took place while Laurie and I were apart — and, like I said, that torch that I carried for her — I think if I had whispered in my ear and said, ‘Hey, just relax, you're gonna marry her.' I think I needed that torch, because that in my own mind and my own emotion was me needing to become a better man, and so I think I needed to go through — like, sometimes you need the struggle, and sometimes the things that are most valuable are the things that you had to go through the struggle for, right? And I think that's where my blue collar ethics background comes in. It's like, I'm just going to roll up my sleeves and I'm going to work through the struggle.   Naviere Walkewicz  1:00:36 Wow. Well, we took a look back. I just want to ask you a question forward. So do you think about legacy? And what do you want your legacy to be? Is that something that plays in your mind as you wake up each morning or go to lead people?   MAJ. GEN. SHERMAN  1:00:50 I think the way that I look at it is, I look at it in a in a different aspect, and the way that I look at it is in a very confined point to point. It's not about what is going to be Tom Sherman's legacy when he retires someday, but was that interaction that I had with somebody to give them some encouraging words when they fell down, did that matter to them at that moment? Because there are people for me in my failures that were commanders, that were leaders, that were mentors, that were senior enlisted, that, you know, grabbed that lieutenant by the arm and helped to lift me up. And their memories are etched in my fabric. And so I think that it's about that individual event that your legacy will live in the people in which you made a difference to them.   Naviere Walkewicz  1:01:49 Well, I'll share with you, I was telling my son — he's a cadet, a third-class cadet, actually, now he's about to be a C2C — that I was doing this podcast with you, and he said, ‘What an incredible leader, Mom, he motivates me. He's so inspiring.' So your legacy is already through my son—   MAJ. GEN. SHERMAN  1:02:05 Thank you! That means — thank you so much for sharing.   Naviere Walkewicz  1:02:10 —that you really made an impact. So we're going to get to your final thoughts here in a little bit. But before we do, I want to make sure that you know our podcasts publish on every second Tuesday of the month, and you can certainly listen to Gen. Sherman in any of our other podcasts on longblueleadership.org. So Gen. Sherman, what would you like to leave our listeners with today? This has been incredible, by the way. Thank you.   MAJ. GEN. SHERMAN  1:02:32 I have truly enjoyed this, and it's just been — it was just wonderful having the conversation with you, and it's in real honor to be a part of this. I truly believe in what you're doing here.   Naviere Walkewicz  1:02:43 Thank you. It's my pleasure to help share your story and help inspire others. And is there anything we might leave with our listeners that that they can part with tonight?   MAJ. GEN. SHERMAN  1:02:51 I think, for me, you need to love what you do and love I think, is one of the most powerful words in language. And I don't just say the English language. I say in language because of the strength behind the meaning and how wide the meaning can be impactful. If you love what you do, people will feel that your very presence will make a difference. They'll feel that if you love what you do, then you're being, you know, internally, inspired by the love that you have for what you're being a part of, right? If you love and care about your people, they will follow you to the ends of the Earth, because they know the passion that you have and the belief that you have in them. So I think that as we go back to these things, we oftentimes look at the terms of courage and love may seem diametrically opposed, and I would attest that you can be most courageous and that your courage will be most effective only when it's buttressed by the love that you have in what you do and who you do it with.   Naviere Walkewicz  1:04:08 Thank you, sir, for that. Thank you for being on Long Blue Leadership.   MAJ. GEN. SHERMAN  1:04:11 Absolutely. Thank you. This was a wonderful time. It was a real honor.   Naviere Walkewicz  1:04:14 Thank you. Well, until next time, I'm Naviere Walkewicz. We'll see you on Long Blue Leadership.     KEYWORDS Leadership, Air Force Academy, Major General Thomas P. Sherman, mentorship, personal growth, security forces, work-life balance, family support, continuous improvement, legacy       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation        

What's the real difference between ISR (Infant Swimming Resource) and traditional swim lessons and is one really safer? In this episode, I sit down with a certified ISR instructor to break down what ISR actually is, how it works, and why it's not the “throw-your-baby-in-the-pool” method people assume it is. With drowning being the leading cause of accidental death in kids ages 1–4, this conversation is a must-listen for any parent near water. We cover: The history and science behind ISR How ISR teaches self-rescue and survival skills How it compares to traditional swim classes (including one-on-one lessons) Why lessons are just 10 minutes a day and why that works Common misconceptions: trauma, tears, and floating myths What to look for in a swim instructor When babies and toddlers can safely start ISR Whether you're a pool owner, beach-goer, or just a parent exploring water safety, this episode will help you make informed decisions and feel more confident in protecting your child around water. Learn more about your ad choices. Visit podcastchoices.com/adchoices

What's the real difference between ISR (Infant Swimming Resource) and traditional swim lessons and is one really safer? In this episode, I sit down with a certified ISR instructor to break down what ISR actually is, how it works, and why it's not the “throw-your-baby-in-the-pool” method people assume it is. With drowning being the leading cause of accidental death in kids ages 1–4, this conversation is a must-listen for any parent near water. We cover: The history and science behind ISR How ISR teaches self-rescue and survival skills How it compares to traditional swim classes (including one-on-one lessons) Why lessons are just 10 minutes a day and why that works Common misconceptions: trauma, tears, and floating myths What to look for in a swim instructor When babies and toddlers can safely start ISR Whether you're a pool owner, beach-goer, or just a parent exploring water safety, this episode will help you make informed decisions and feel more confident in protecting your child around water. Learn more about your ad choices. Visit podcastchoices.com/adchoices

#actualidad #GuerraDeUcrania #Geopolítica 25 de junio de 2025 ️ En esta edición de Frente de Batalla, José María Rodríguez y Francisco García Campa analizan un punto de inflexión en el conflicto: el ataque aéreo masivo ucraniano en Crimea, que ha logrado cortar el eje ferroviario Melitopol–Dzhankói, clave para el suministro ruso hacia el frente sur. FOCO del día: Crimea bajo fuego – Ucrania lanza un ataque coordinado sobre infraestructura crítica en la península, inutilizando vías férreas y centros logísticos rusos. Analizamos cómo, cuándo y con qué objetivos se ha ejecutado la operación. Además: ⚔️ Contraataque ucraniano en Sumy – Las fuerzas ucranianas lanzan operaciones limitadas al norte para aliviar presión en el Donbás. Guerra logística – Rusia pierde movilidad entre el frente sur y Crimea: implicaciones tácticas inmediatas. Armas de precisión occidentales – El papel clave de los misiles Storm Shadow y las plataformas ISR en el éxito ucraniano. Todo esto y más, con el análisis riguroso, operativo y sin concesiones que caracteriza a Frente de Batalla.

Talked with Keri Morrison, Executive Director and Elizabeth Dashiell, from Live Like Jake.  Like Like Jake is a charity that was created to increase awareness for drowning prevention and provide swim lessons and scholarships for those who can't afford them.  They also provide financial and emotional support for families who have lost a child or who's child has critical care needs.  Drowning is the number one cause of death for babies and young children between 1 and 4 years old.  Families can sign their kids up for ISR swim lessons to teach them infant swimming resource where they learn to roll on their back.  The number one layer of protection is active adult supervision of kids near water.  There are 5 layers of protection, including alarms on windows/doors, locked doors/windows, pool fences, CPR, bright colored clothes, etc.  Listeners can find out more online at www.livelikejake.org   LiveLike Jake raises money for scholarships by doing events throughout the year.  They just had their annual 5K, and are doing Watermelons for Water Safety throughout the Summer.  Listeners can also follow them on Facebook, Instagram.  They have their gala coming up in the Fall and poker for prevention in August.  Folks can become sponsors and get details www.likelikejake.org

The 160th Special Operations Aviation Regiment is America's most lethal and versatile projection of combat power. When our Special Operations Forces require precision insertion, extraction and fire support, the pilots of the 160th deliver. Born from the need to develop an aviation regiment capable of anything, anywhere, anytime, the 160th SOAR is the only Special Operations Unit to have been deployed continuously since inception.To discuss the critical role of the 160th SOAR, their command team of COL Steve Smith and CW5 Pete Sullivan invited Fran Racioppi for a ride on an MH-47 Chinook and demonstration of the AH-64 Little Birds in action. From the tail ramp, we discussed the mission of the 160th, their interoperability supporting Green Berets, Navy SEALs and Army Rangers; and the various aircraft in their arsenal. We also explored the recruiting, assessment and selection process for pilots, crew and maintainers; the culture of an organization that has a no fail mission; and how technology is changing aviation as they prepare to combat both near peer adversaries and terrorist organizations. Watch, listen or read our conversation from the workhorse heavy lift aircraft responsible for the delivery of personnel and equipment in the harshest environments. Highlights0:00 Introduction3:20 Mission of 160th SOAR4:23 Creating the 160th SOAR6:42 Interoperability of the 160th9:55 Assessment & Selection Process19:50 Support from Non-SOF21:50 Importance of Cross-training26:00 Preparing for the Next fight29:30 The role on unmanned aircraft31:18 Defining a “Nightstalker”34:38 Why join Army Aviation?39:35 Night Stalkers Don't QuitQuotes“Our mission is to provide precision rotary wing support and ISR support to our SOF operators.”“A plan is only something to deviate from.” “The backbone of any great organization and what makes DoD so successful is our non-rated crew members, non-commissioned officers, and enlisted team.”“Your importance has nothing to do with your proximity to the target.” “The standard is a standard. Regardless of what your job is, if you can't meet the standard, you won't be employed in the Regiment.”“You can't do precision if you do anything else.” “We can't always look at one adversary because something else might happen that we have to react to fairly quickly.”“If we can increase our range, survivability, and lethality, we have a major advantage for any adversary.”“Manned and unmanned teaming is the future.”“Don't let a speedbump become a roadblock.”“Not everything is going to go right the first time, but you can't make the same mistake three times and expect to be successful.”“Our people are critical problem solvers.”“I've had the highest of highs and lowest of lows in the regiment, but because of the people I'm around, they've made it the best of the situation that it could be.”The Jedburgh Podcast is brought to you by University of Health & Performance, providing our Veterans world class education and training as fitness and nutrition entrepreneurs. Follow the Jedburgh Podcast and the Green Beret Foundation on social media. Listen on your favorite podcast platform, read on our website, and watch the full video version on YouTube as we show why America must continue to lead from the front, no matter the challenge.The Jedburgh Podcast and the Jedburgh Media Channel are an official program of The Green Beret Foundation.

Germany's Space Strategies Unveiled: A Dialogue with Major General Wolfgang OhlIn this episode of Space Cafe Radio, host Torsten Kriening interviews Major General Wolfgang Ohl, the Deputy Director General for Military Strategy and Operations, about Germany's evolving space defense strategy. The conversation covers topics such as the importance of space situational awareness, the role of Germany's Space Command, developments in space-based communication and ISR capabilities, and the impact of geopolitical events like the Russian War in Ukraine on space security. General Ohl emphasizes the need for resilience, international collaboration, and strategic planning to ensure the usability and defense of space assets. Tune in to gain insights into Germany's current and future space defense capabilities.Useful link:National Security Strategy GermanyNational Security and Defence Industry Strategy GermanyGerman Space CommandSpace SymposiumGermany joins Space Multinational Force-Operation Olympic DefenderSpace Café Radio brings you talks, interviews, and reports from the team of SpaceWatchers while out on the road. Each episode has a specific topic, unique content, and a personal touch. Enjoy the show, and let us know your thoughts at radio@spacewatch.globalWe love to hear from you. Send us your thought, comments, suggestions, love lettersYou can find us on: Spotify and Apple Podcast!Please visit us at SpaceWatch.Global, subscribe to our newsletters. Follow us on LinkedIn and X!

Dover and Cecil started the show by reacting to Cale Makar winning his 2nd Norris Trophy. Is R.J. Harvey going to be the Broncos' starting RB over J.K. Dobbins? Dover said Dobbins is exactly what Jaleel McLaughlin can't do. How good was Bo Nix in the redzone last year and where does he rank among the league's best? 

Kesehatan menstruasi adalah aspek mendasar dari hak asasi manusia, martabat, dan kesehatan masyarakat. Hari Kebersihan Menstruasi, yang diperingati setiap tanggal 28 Mei, didedikasikan untuk menghilangkan tabu dan meningkatkan kesadaran tentang pentingnya manajemen kebersihan menstruasi yang baik. Perilaku personal hygiene yang kurang pada saat menstruasi, serta penggunaan pembalut yang tidak sehat merupakan penyebab utama dari penyakit Infeksi Saluran reproduksi (ISR). Angka kejadian Infeksi Saluran Reproduksi (ISR) tertinggi di dunia terjadi pada usia remaja (35%-42%). Data Survei Demografi Kesehatan Indonesia (SDKI) tahun 2017 menyatakan bila perilaku remaja putri dalam menjaga kebersihan pada saat menstruasi masih buruk, yaitu 63,9%. Perilaku personal hygiene pada saat menstruasi antara lain adalah malas mengganti pembalut sehingga menyebabkan bakteri berkembang pada pembalut. Perawatan diri yang baik dan tepat adalah pembalut tidak boleh dipakai lebih dari enam jam dan harus diganti sesering mungkin apabila sudah terlalu basah. Tantangan dalam pemenuhan sanitasi yang memadai tetap ada, yang secara langsung berdampak pada kemampuan perempuan menjaga kebersihan diri selama menstruasi. Kita akan membahas bersama narasumber:1. Nana Widiestu - Advocacy & Marketing Officer, AHF 2. Ni Putu Sri Archindya Trishna - Girls Act Indonesia3. dr. Sumarjati Arjoso, SKM. - Ketua Tobacco Control Support Center Ikatan Ahli Kesehatan Masyarakat Indonesia

Throughout the various ceasefire negotiations between Israel and Hamas, western news outlets have repeatedly blamed their failure on Hamas. This week, we hear a perspective that rarely features in the coverage - the group's own - on the negotiations and the media narratives that surround them. Contributors:  Tahani Mustafa – Senior Palestine Analyst, International Crisis Group Basem Naim – Politburo member, Hamas Julie Norman – Associate Professor, University College London Abdaljawad Omar – Lecturer, Birzeit University On our radar: Ukrainian drone strikes on multiple Russian airfields have further escalated the conflict, as peace talks come up short. Tariq Nafi reports on the messaging on the airwaves both sides of the border. Is logging off the cure for ‘brain rot'? After decades of increased connectivity, screen time and addictive algorithms, more and more young people are logging off. The Listening Post's Ryan Kohls looks at the community-based movements reevaluating their relationships with digital technology. Featuring: Monique Golay – Barcelona Chapter Leader, Offline Club Hussein Kesvani – Technology and culture journalist Adele Walton - Author, Logging Off

Interview withMark Chalmers, President & CEO of Energy Fuels Inc.Marty Tunney, COO of IsoEnergy Ltd.Recording date: 30th May 2025The uranium sector stands at a critical inflection point where mounting supply constraints intersect with unprecedented political support and surging nuclear demand, creating compelling conditions for sustained price appreciation and outsized returns for positioned investors.*Supply-Demand Fundamentals Favor Higher Prices*A fundamental supply shortage looms as existing high-grade uranium deposits deplete while replacement projects face significantly higher development costs. Energy Fuels CEO Mark Chalmers warns that future supply sources remain uncertain: "I don't know where it's going to come looking out five or 10 years because some of the best deposits are being mined right now and they're depleting themselves." The replacement cost dynamics are stark—new uranium production must cover exploration, permitting, infrastructure development, mining, and reclamation costs at price levels far exceeding historical norms.Current spot prices around $60-70 per pound remain well below the $100+ incentive pricing required to trigger meaningful new production. This creates a supply response lag that could persist for years even after prices reach incentive levels, given the extended timelines required for uranium project development and regulatory approval.*Political Tailwinds Accelerate Market Dynamics*Uranium benefits from rare bipartisan political support driven by energy security and decarbonization imperatives. Recent executive orders from the Trump administration targeting critical mineral supply chains reinforce government commitment to domestic uranium production. As Chalmers notes: "The ongoing support by both parties actually for nuclear power and reestablishing our ability to mine and produce nuclear power, including small modular reactors is gaining momentum."The Russian uranium ban, formally taking effect in 2028, will remove a significant supply source from Western markets. Industry leaders expect accelerated implementation due to geopolitical tensions, compressing the timeline for supply shortfalls. Simultaneously, China's aggressive nuclear expansion creates additional demand pressure, with the capability to construct reactors in 18 months versus multi-year Western timelines.Established Producers Positioned to BenefitMarket dynamics increasingly favor proven producers over development-stage companies. Many newer uranium companies have overcommitted on delivery contracts while struggling with operational challenges.  Infrastructure advantages amplify competitive positioning. Energy Fuels' White Mesa Mill serves as the primary conventional uranium processing facility in the United States, creating a strategic bottleneck that generates high-margin toll processing revenue. Companies without processing access face limited options, as IsoEnergy's Marty Tunny explains: "If you don't have access to the White Mesa Mill and you're a conventional hard rock miner in the USA, you don't have anywhere in the next 5 to seven years to process your ore."*Technical Advantages Emerge*Recent operational challenges at in-situ recovery operations highlight advantages of conventional hard rock mining methods. Conventional mining offers greater operational control, cost predictability, and flexibility compared to ISR techniques. This technical differentiation becomes increasingly valuable as the industry recognizes that uranium mining complexity exceeds that of other commodities.*Investment Implications*The uranium investment thesis centers on classic supply-demand imbalance amplified by geopolitical factors and infrastructure constraints. Companies with existing production capabilities, processing facilities, and proven operational track records appear positioned to benefit disproportionately from emerging market dynamics. The combination of political support, supply constraints, and rising demand creates conditions for sustained higher uranium prices, particularly benefiting North American producers with strategic infrastructure assets and established utility relationships.Learn more: https://cruxinvestor.comSign up for Crux Investor: https://cruxinvestor.com

Captīvus līberātus Richardus Grenell, lēgātus Americānus, nūntiāvit sē Iōsēphum St. Clair, cīvem Americānum quem Venetiolānī vinculīs ā mēnse Novembrī tenuerant, in Americam reduxisse. Mēnse Iānuāriō Grenell sex aliōs cīvēs redūxerat. Terror in Vasintōniā urbe Ēlīas Rodriguez, vir Sicagēnsis trigintā annōs nātus, reus est homicidiī. Fertur enim Vasintōniae (in urbe Columbiae prōvinciae) extrā mūsēum Iūdaicum duōs Isrāēlītās, quī in sēde lēgātiōnis muneribus fungī solēbant, occīdisse; quī et, dum comprehendēbātur, identidem clamābat ut Palaestīna līberārētur. Foederālis Sedes Investīgandō nuntiāvit sē certiōrem factam esse Rodriguez nōnnulla scrīpsisse, quae vidērentur terrōrem in Isrāēlītās prōmōvēre; necnōn participem fuisse gregum quī extrēmīs partibus sinistrīs favērent. Colloquia inter Russōs et Ūcrāīnēnsēs Colloquia prīma, quae post trēs annōs inter magistrātūs Russōrum et Ūcrāīnēnsium habita sunt, post duās hōrās nōn sine fructū sunt ad fīnem perducta. Cōnsēnsī enim sunt lēgātī mille utrīusque gentis captīvārum līberāre, quae mūtua remissiō erit hūius bellī maxima. Russī autem magistrātūs dīxērunt colloquia sibi placuisse, sē porro velle pergere cum Ūcrāīnēnsibus dē pāce conciliandā colloquī. Coniūrātī in Ceirum Starmer In Britanniā duo hominēs, Rōmānus Lavynovych Ūcrāīnēnsis et Stanislaus Capiuc Romāniānus in occidentālī Ūcrāīnā nātus, reī sunt cōniūrātiōnis adversum Ceirum Starmer: nam tria incendia fēcērunt in locīs, ubi Ceirus Starmer, minister prīmārius Britannōrum, ōlim habitāverat. Incertum est, ob quam causam illī incendia fēcerint. Eurovīsiō Basilēae in Cōnfoederātiōne Helveticā, Iōhannēs Pietsch, cantor Austriacus, victōriam tulit certāminis totīus Eurōpae, quod Eurovīsiō dīcitur. Pietsch, contrātenor altus quī “Amōrem Perditum” cecinit, spērat sē cum Conchīta Wurst, quae annō bis millēsimō quartō decimō palmam rettulit, praefūtūrum proximō certāminī, quod in Austriā habēbitur. Dan victor Comitiīs in Rōmāniā diē Sōlis habitīs, Nicūsor Dan victor ēvāsit. Geōrgius Simiōn, quī priōribus in comitiīs vidēbātur plūrimum pollēre, Nicūsōrī concessit, postquam falsō nūntiāverat sē victōrem esse. Magistrātūs autem Gallōrum negant id, quod Pavelus Durov, praefectus societātī Tēlegrammatī dictae, cūius ope hominēs clam atque ēlectronicē colloquuntur, accūsāvit, vidēlicet ā suīs speculātōribus postulātum esse, ut Tēlegramma arcēret hominēs dextrārum partium, quōminus dē rē politicā Rōmāniānōrum colloquerentur. Sed, cum rumor illīus postulātiōnis ortus esset, Simiōn dīxit sē rogātūrum esse ut iūdicēs, quī priōra comitia abrogāvissent propter rumōrem, quō Russī per TikTok comitia clam aggressī esse putābantur, etiam novissima comitia abrogārent propter similem rumōrem, quō Gallī per Tēlegramma comitia clam aggressī esse putābantur. Nāvis Cōrēāna statim dēmersa Diē Mercuriī, Chongjin in Cōrēā Boreālī, novissima nāvis bellica, quae in mare dēdūcēbātur, subitō coram multīs necnōn etiam Kim Jong-un ipsō ēversa naufrāgium fēcit. Kim ipse in nāvālia excanduit: nōn modo calamitātem esse sed crīmen negligentiæ, quæ dignitātem totīus gentis maculāret nec tolerātum īrī. Iussit porro nāvem, quae nunc mersa iacet, ante mēnsem Iūlium ē marī tollī reficīque. Ἡ ὀρύζα ἐν Ἰαπωνίᾳ ἀνατιμᾶται ἡ τῶν Ἰαπώνων πολιτῶν εὔνοια πρὸς τὸν Σιγηρέα Ἰσίβαν, τὸν τὴν μεγίστην ἐν Ἰαπωνίᾳ ἀρχὴν ἔχοντα, εἰς τὸ ἐλάχιστον κατήχθη, ὥστε ἔννεα μέρη τῶν πολιτῶν πρὸς Ἰσίβαν ἀγανακτοῦσι διὰ τὴν τῆς ὀρύζης ἐπιτίμησιν. ἡ γὰρ ὀρύζης τιμὴ σχεδὸν διπλασία ἐν τῷ αὐτῷ ἔτει γέγονεν. ὁ δὲ Τακεὺς Ἠτών, ὁ έπὶ τῇ γεωργίᾳ ἄρχων, μεγαλαυχήσας οὐδέποτε χρῆναι ἑαυτὸν, ὡς πολλὰ δῶρα δεχόμενον, ὀρύζαν πρίασθαι, τῇ μὲν Σελήνης ἡμέρᾳ συνέγνω τὸ τῆς ἀλογίας καὶ ὕβρεως ἁμάρτημα· τῇ δὲ Ἑρμοῦ ἠναγκάσθη τῆς ἀρχῆς ἀφίστασθαι. Κουαουτέμοκ τῇ Βροῦκλιν γεφύρᾳ συνέκρουσεν ἡμέρᾳ Κρόνου ἐν τῷ Νέῳ Ἐβοράκῳ μακρὰ ναῦς τοῦ Μεξικανικοῦ στόλου, Κουαουτέμοκ κεκλημένη, ἐκ τοῦ λιμένος ἀναχωρήσασα, ἐλαυνομένης δυνάμεως ἐκλιπούσης, πολλῷ ῥεύματι παλιμπρυμνηδὸν φερομένη, τῇ γεφύρᾳ τῇ Βροῦκλιν καλουμένῃ συνέκρουσεν. τῶν ναυτῶν, ὧν πολλοὶ ἐπὶ τῶν κεραιῶν ἵσταντο, ἀπέθανον μὲν δύο, ἐκομίσθησαν δὲ τραυματίαι δύο καὶ εἴκοσιν. τῆς μὲν νεὼς πάντες οἱ ἱστοὶ κατερράγησαν, ἡ δὲ Βροῦκλιν γεφύρα διὰ τὴν ἰσχὺν ἀβλαβὴς διαμένει. οἱ οὖν ἄρχοντες τοῦ Νέου Ἐβοράκου ζήτουσιν αἰτίαν τῆς συμφορᾶς. Brennus Legrānus diem obiit Brennus Legrānus, quī et Brian Reynold Bishop Anglicē nōminātus est, Britannus et strenuus fautor Latīnitātis vīvae, diem obiit. Quī nōn sōlum Latīnae linguae prōmovendae operam dedit sed etiam Volapüka linguae ūniversālis annō millēsimō nōningentēsimō octōgēsimō quartō creātus est septimus praeses, quī cifal eō sermōne vocātur. Vīxit annōs nōnāgintā et ūnum. Laudēs in Byrōnem Stayskal dicendae Byrōn Stayskal, professor ūtrīusque sermōnis quī saepissimē linguam Graecam nostrā in studiōrum Ūniversitāte docet, hōc annō acadēmicō peractō rude donābitur et in Colōrātam cīvitātem lārēs trānsferet. Septindecim enim annōs docuit apud Occidentālem studiōrum Ūniversitātem Vasintōniēnsem. Cūius gravis et melliflua vox nōnnullīs nōta est, quī Nūntiōs Latīnōs Vasintōniēnsēs auscultant. In quem laudēs dicentur quartā hōrā, secundō diē mēnsis Iūniī, in centēsimō vīcēsimō prīmō conclāvī aedium Milleriānārum.

Send us a textIf today's Pentagon brief were a movie, it'd be a dark comedy with no budget and a glitchy drone trying to play hero. Jared returns with another savage rundown of everything broken in military bureaucracy—from the $18B PCS debacle to the Air Force accidentally playing bumper cars with drones mid-flight.We're talking Space Force funding so bad it's practically space homelessness, transgender policy whiplash, B-21 bombers being bought like Costco bulk snacks, and a DoD so addicted to credit it'd make Congress blush. Add in China flexing its missile game and our response being “eh, maybe 145 bombers will fix it,” and you've got today's briefing.This episode's got radar bombs, hurricane hunters, lost civilian jobs, and a new Air Force Secretary who hopefully doesn't suck at graduation speeches.

As the Heroes find themselves back at the ISR headquarters they find that a reckoning is happening for their adventures in helping a labor movement gone wrong Dramatis Personae Andarta Yendall as the GM Joy is playing Keydra Javik and can be found on Twitch.tv/joyfullyme2 Erica is playing Norin Gremian and can be found in … Continue reading "The Hard Road – Questioned Characters"

Novus Pontifex Maximus Leō Robertus Prevost, Sicagēnsis, creātus est Pontifex Maximus ecclēsiae Rōmānae ac Leō ēius nōminis quartus decimus vocābitur. Leō prīmus est Americānus, quī est ad pontificātum maximum prōmōtus. Diē Sōlis ōrātiōnem Ītalicē habuit, quā verbīs pontificis Franciscī, in cūius locum successerat, ūsus est cum dīceret tertium tōtīus mundī bellum iam gerī sed articulātim, in diversīs certāminibus; sē autem precārī mīrāculum pācis mundō condōnātum īrī. Indūtiae inter Indōs et Pakistāniānōs factae Magistrātūs Americānī indūtiās fēcērunt inter Indōs et Pakistāniānōs, quī bellum inter sē gerere coeperant. Graviter enim omnibus metuendum est nē bellum atomicum inter illās gentēs concitētur. Dē pāce inter Russōs et Ūcrāīnēnsēs conciliandā Vladimīrus Pūtin, praeses Russōrum, diē Sōlis Ūcrāīnēnsibus magistrātibus colloquia Cōnstantīnopolī habenda dē pāce compōnendā prōposuit. Russī enim dīcunt sē velle causās bellī tollere et, quam indūtiās ad tempus facere, diutīnam potius pācem compōnere. Volodimīrus Zelensky, praeses Ūcrāīnēnsium, dīxit sē parātum esse cum Pūtin Cōnstantīnopolī congredī, postquam summus magistrātus Americānus palam iusserat eum statim cōnsentīre. Captīvus līberātus Hodiē Edan Alexander, cīvis Americānus quem latrōnēs Hamas dictī captīvum tenēbant, līberātus est, ut bona fīdēs dēmonstrārētur et grātia summī magistrātūs Americānōrum conciliārētur. Magistrātūs enim Americānī feruntur gestīre, ut fīnis in bellum inter Isrāēlītās et Palaestīnōs gestum impōnātur, atque clam Isrāēlītās rectē cum Palaestīnīs colloquī. Pacta commerciālia Magistrātūs Americānī Britannīque nuntiāvērunt pactum, quō commercium inter suās gentēs prōmōvērētur. Britannī igitur portōria sua dēminūtūrī sunt et faciliōrem aditum mercī Americānae praebitūrī. Americānī vērō portōrium decimae partis exigent in pleramque mercem Britannicam praeter chalybem et aluminium impositum. Sīnēnsēs porro cum Americānīs nōn sine fructū colloquuntur Genēvae in Cōnfoederātiōne Helveticā, ut commercium quam anteā aequius inter sē prōmōveātur. Wang Xiaohong, Sīnēnsium praefectus pūblicae secūritātī, missus est quī colloquiīs interesset, quod ōminārī vidētur Sīnēnsēs dīligentius quam anteā cōnsīderāre Americānōrum querellās dē illicitō venenī, ut fentanylī, commerciō cohibendō. Latrōnēs Hāītiānī dēsignātī Magistrātūs Americānī Hāītiānōs latrōnēs, et Viv Ansanm et Gran Grif appellātōs, dēsignāvērunt auctōrēs terrōris, quibuscum prohibētur nē quis Americānus commercium habeat, atque in quōs reprimendōs licet magistrātibus Americānīs extraordināriam auctōritātem exercēre. Mille et sescentī Hāītiānī hōc annō occīsī sunt, cum latrōnēs reliquiās reīpūblicae iam ēvērsae expīlārent. Principēs senātūs Colombiānōrum Suprēmī iūdicēs Colombiānōrum poscunt Īvānum Name, principem superiōris camerae senātūs, et Andrēam Calle, principem īnferiōris camerae senātūs, in iūs vocandōs crīmine corruptiōnis. Feruntur pecūniam accēpisse eō nōmine, ut lēgēs, quas cupīvit Gustāvus Petrō praesēs reīpūblicae ferrī, cūrārent ferendās. Comitia in Rōmāniā habita Populāribus suffrāgiīs dēnuō in Rōmāniā numerātīs, Geōrgius Simion, populārium partium, duās quīntās partēs tulit. Abhinc autem sex mēnsēs Callinīcus Georgescū, factiōnis dextrae, in eōdem certāmine victor ēvāserat, sed jūdicēs certāmen abrogāvērunt, victoriam Georgescū surripuērunt, eundem etiam candidātum iterum ambīre vetuērunt. Quam ob rem Jacobus Vance, vicepraeses Americānus, est contrā abrogātiōnem voluntātis populāris populāribus suffragiīs rīte expressae invectus. Quibus factīs, Geōrgius Simion, in locum Callinīcī Goergescū substitūtus, victoriam etiam māiōrem tulit. Itaque duodēvīcēsimō diē mēnsis Māiī Geōrgius Simion certābit cum Nicūsōre Dan, ut praeses creētur. Macron, Merz, Starmer nōn cum cōcaīnō dēprehēnsī Diurnāriī Gallicī strēnuissimē negant Emmanuēl Macron praesidem Gallōrum, Frederīcum Merz cancellārium Germānōrum, Ceirum Starmer ministrum prīmārium Britannōrum, deprehēnsōs esse cum cōcaīnō. Nam dum trēs illī iter trāmine ferriviāriō in Ūcrāīnam faciunt, diurnāriī repentīnam irruptiōnem in currum fēcērunt, ubi summī magistrātūs ūnā ad mēnsam sedēbant. Deinde Frederīcus Merz, cum chartās quāsdam ā se mōvisset et aliquid inopīnātum sub illīs conspexisset, nōn minimum cochlear cōcaīnō per nārēs hauriendō aptum, quod nōnnullīs falsē vidēbatur, sed bacillum potius ad pōtiōnem miscendam vultū turbātō cēlāvit. Quod Emmanuēl Macron cum animadvertisset, ipse nōn album cōcaīnī fasciculum, ut mendācēs et malevolī dictitant, sed innocentem mappam dextrā manū arreptam paulisper et ineptē sub sinistrō cubitū cēlāvit antequam ad sinistram manum etiam ineptius trānstulit quō commodius post sē abiceret. Diurnāriī igitur Gallicī, quōrum acta “Līberātiō” īnscrībuntur, negant sē quidquam in hūius reī imāginibus invenīre quod suspīciōsum esse videātur. Diurnāriīs vērō Britannīs Germānīsque nōn operae pretium rem strenuē negāre vidētur, cum nēmō aut Starmer aut Merz, ut hominēs hilaritāte aliēnōs, cōcaīnō umquam abūsōs esse crēdere posse videātur.

Darrell Castle talks about the use of politics to address the world's problems and how that use or lack of use, specifically regarding the disputes in the Middle East and in Ukraine, makes good political campaigning but fails to actually solve the problem. Transcription / Notes WHEN POLITICS FAILS Hello, this is Darrell Castle with today's Castle Report. This is Friday, the 9th day of May in the year of our Lord 2025. I will be talking about the use of politics to address the world's problems and how that use repeatedly fails. Specifically, how the use or lack of use of politics to solve the disputes in the Middle East and in Ukraine make good political campaigning but when push comes to shove politics fails to solve the problems. The dictionary defines politics as: “the activities associated with the governance of a country or other area, especially the debate or conflict among individuals or parties having or hoping to achieve power.” We might be able to glean something from that definition, but it really means that normally politics is a precursor to war rather than preventing war. This Report then is not really about politics but about war. Yes, I suppose you might be able to conclude that the Castle Report is a report on war and my opposition to it. Here is an analogy, your kid sister is waiting on the school bus to bring her home from school and some bully slaps her and runs away. When confronted the bully denies having anything to do with it but you know and everyone knows that he did it. Retaliation is therefore a must. That bully has to be shown that he cannot insult you and yours with impunity so you attack him when he is on the way home just as he did your sister. Does it end there, not likely. The bully approaches his friends for help and since his friends compete with you in local business they agree to supply the bully with people and weapons knowing that it will hurt you. The story just goes on and on without ceasing and when great nations are involved, great destruction results but also great profits for those who make the weapons. Those who make weapons and those who gain power because they are financed by those who make weapons seem to delight in war and want war to continue without end. They talk about peace but they never do anything to bring peace because they don't really want it to happen. Politics fails then to solve the problems as it almost always does because politics is quite often false and meant to fail. I look at the Middle East, specifically Gaza, and I try to apply my human reasoning to what is going on there. The story seems to change week by week or even day by day and it becomes so murky that it is very hard to make sense of it. I suppose that is because war is idiotic and senseless so how can one make sense of the Middle East. The attacks of October 7th by Hamas against civilians in Israel killed about 1200 people most were innocent meaning non-military targets. In other words, the object was to create terror and you don't do that by attacking military targets you do it by murdering women and children. That is what Hamas appears to have done, murder women and children. Stories of murder, rape and torture have been documented and if anything, they tend to downplay what really happened. I understand now that many more than 1200 were killed because many died of wounds later. I can't blame Israel for retaliating with the purpose of not letting their people continue to be exposed and vulnerable to such attacks. The question becomes then; how much retaliation is enough and how much goes way beyond what can be justified as self-protection. I read many people who report the Israelis as genocidal maniacs because of their alleged intentional killing of Palestinian children, etc. What the reporters or commentators of that version don't seem to realize is that is exactly what the Israelis accuse Hamas of doing. Those who support the Palestinians in the struggle say the Isr...

31 de julio, segunda fecha para recibir la devolución automática del ISR  Jornada gratuita de esterilización canina y felina en AzcapotzalcoEU no otorgará nuevas subvenciones a la Universidad de HarvardMás información en nuestro Podcast

We find Trelwe overseeing two ISR members learning more and more about themselves and starting to plan for a future that makes a difference in the wider galaxy. Dramatis Personae Andarta Yendall as the GM Joy is playing Keydra Javik and can be found on Twitch.tv/joyfullyme2 Erica is playing Norin Gremian and can be found … Continue reading "The Hard Road – Making Future Plans"

What's your plan for this summer? Enjoying the water? Going camping? Firing up the grill? Whatever you prefer, we have safety steps to follow. And don't forget your furry friends. There are steps you can take to help keep them safe too. Skin safety Children's skin is more susceptible to sunburns and UV damage from the sun than adults. Before going outside, apply sunscreen and dress your kids in protective clothing like rash guards and hats. Choose a sunscreen with a minimum SPF of 30 with broad-spectrum protection that blocks both UVA and UVB rays. Sunscreen is only safe for children over 6 months old. For babies under 6 months, keep them shaded and avoid direct sunlight. Children should also wear sunscreen on cloudy days. Even though the sun is hidden behind clouds, UV rays can still penetrate the skin and cause harm. Stay indoors during the peak sun hours. Warm weather can dry out skin. Apply a moisturizing cream or lotion after bath time and before bed to keep skin hydrated. Water safety Babies and small children can drown in just two inches of water. Keep a close eye on children around swimming pools, lakes, rivers, kiddie pools, and bathtubs and small containers of water like toilets, buckets, ice chests, or water tables. Make sure they stay covered, have a safety latch, or are kept out of reach. Children can be quick and slip away in an instant, so keep eyes on them at all times. Children can take swimming lessons as early as their first birthday. Other types of swimming lessons like Infant Swimming Resource (ISR) are an option for babies under 12 months. ISR lessons teach survival and self-rescue skills. Only swim in areas with a certified lifeguard. Never go into the ocean after dark.. Nutrition safety Keep your kids hydrated throughout the day by offering plenty of water to drink. Have water bottles nearby and fill them with ice to keep the water cold. Insulated stainless steel bottles keep water cold for hours. In hot weather, offer hydrating foods like watermelon, cucumbers, berries, homemade fruit pops, and smoothies. If your child doesn't like drinking plain water, try infusing it with citrus fruits or fresh herbs for added flavor. When eating and cooking outdoors, avoid leaving raw meat or prepared foods in the sun to prevent foodborne illnesses. When BBQing, use an internal meat thermometer to ensure meats reach a safe internal temperature before eating. Always supervise open flames or BBQ grills and keep kids' toys and activities away from these areas for safety. Weather safety Avoid outdoor play during peak sun hours to prevent dehydration and heat exhaustion and heat stroke. Symptoms of heat exhaustion include dizziness, fatigue, weakness, and nausea. If your child shows any of these signs, get them to a cool place right away, offer water, and use a cool bath or washcloth to help lower their temperature. If symptoms persist after an hour, seek medical attention immediately. Never leave children or pets alone in a car, even for a few minutes, as temperatures can become dangerous quickly. Avoid swimming or entering any body of water during thunderstorms or lightning. Insect safety Apply insect repellent on children before heading outdoors if bugs are around. Use an EPA-registered insect repellent. Eliminate standing water around your home to reduce the number of mosquitoes and other bugs nearby. If you live in an area with a lot of insects, plan indoor activities to avoid bug bites, especially in the evening. When planning an activity in a bug-prone area, dress children in long-sleeve shirts and long pants made from lightweight, breathable fabrics. Keep doors and windows closed whenever possible. If you want to open them, consider installing screens to keep bugs out. (credits)

Jimmy and Producer Joe celebrate their 1600th episode w/ a long and fun talk! They chat about favorite moments and guests, current likes in comics/TV/film/streaming and more. Old pal Charlie LaGreca aka Charlito of the former awesome Indie Spinner Rack  joins us for the last 30 minutes to reminisce about the early days of podcasting, the podcast arena that CNI ran at New York Comic Con, live recordings, etc. Lots of laughs and great memories.  Also, get a hold of us! Thanks for listening!

Dr. Lauren Kim speaks with Dr. Andrea Rockall, Clinical Chair of Radiology at Imperial College London, about the growing movement toward sustainable practices in radiology. They explore global collaboration, innovative technologies, and the power of data in reducing the environmental impact of medical imaging. Sustainability in Radiology: Position Paper and Call to Actionfrom ACR, AOSR, ASR, CAR, CIR, ESR, ESRNM, ISR, IS3R,RANZCR, and RSNA. Rockall et al. Radiology 2025; 314(3):e250325. RSNA's online resources for environmental sustainability in imaging

Send us a textToday's Ones Ready Daily Drop is basically a masterclass in budget cuts, broken jets, bureaucratic gridlock, and spicy Space Force drama—with a splash of congressional nonsense and some suspicious real estate investments for good measure. Jared breaks it all down like a tactical briefing crossed with a roast.We've got $15 billion drone programs under review, a B-2 flying over Iran “just to say hi,” and service members getting offered their jobs back after being kicked out over a vaccine—because yeah, that's how leadership works now. Oh, and Space Force might finally get to move to Huntsville, so go buy some land before another general does.From Air Force “Frankenjets” stitched together in a garage like military Frankenstein, to “mil-spec” gear that barely meets minimum standards, to ISR flights over the U.S.-Mexico border triggering cartel drone wars—this drop is full of “wait, what?” energy.

After more than 3 years of war in Ukraine, the Russian military is not a spent force: indeed, the combination of more flying hours for more aircrew, 3 years of combat experience in CAS, AI, CAP, Strike and ISR missions, a war economy supporting new airframes and weapons, and low pilot attrition rates has made the Russian Air Force capable of what it was supposed to do in 2022 – and then some. It now has the ability to outmatch European NATO states in capability, experience and fighting power for the next decade. Professor Justin Bronk, Senior Research Fellow for Air Power at RUSI in London, explains why a wholesale shift to drones isn't going to be the ubiquitous answer that the speeches from military and political leaders make out. As the IAMD system in NATO states matures (albeit at differing speeds), the Russian system is also a major factor in air power planning for the future. The impact on how NATO wants to fight, and how it will have to fight, is stark. And it's not going to be good enough to continue copying the US model: for the USAF and USN, the Pacific is requiring a drive towards a different force design, way of operating, C2, and basing options from those that would work for NATO in Europe. Context matters.

The Joint Readiness Training Center is pleased to present the ninety-sixth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Task Force Senior for the BDE Command & Control (BCT HQ), LTC Timothy Price on behalf of the Commander of Ops Group (COG). Today's guests are the notorious “Geronimo 06,” LTC Mason Thornal, and a seasoned Observer-Coach-Trainer across the fire support enterprise at the JRTC, CW3 Jerrad Rader. LTC Mason Thornal is the Battalion Commander of 1-509th IN (OPFOR). CW3 Jerrad Rader is the Brigade Targeting Officer OCT for BC2 (BCT HQ) with seventeen rotations as an OCT. In this episode, we focus on the integration and employment of small unmanned aircraft systems (sUAS) at echelon during large-scale combat operations (LSCO). The conversation explores how sUAS platforms—ranging from short-range quadcopters to medium-range reconnaissance systems—are increasingly prevalent across formations, including at the squad, company, and battalion levels. While these tools enhance battlefield transparency and ISR (intelligence, surveillance, reconnaissance) capabilities, they also introduce significant challenges in areas such as target identification, airspace deconfliction, and command and control. Rather than solving new problems, sUAS platforms are reframing existing warfighting challenges with different tools and at new echelons, placing additional emphasis on defining authorities, refining standard operating procedures (SOPs), and ensuring operators understand their role within the broader targeting process.   The episode also highlights best practices and points of friction in employing sUAS across the force. A major issue is the lack of standardized processes and knowledge management systems to handle the influx of information generated by sUAS. Brigades must move beyond simply acquiring new platforms to fully integrating them into the targeting cycle, using tools like targeting synchronization matrices and engagement criteria. Proficiency and training are recurring themes—highlighting that operator skill can be the difference between mission success and failure. The episode concludes by urging leaders to invest in home station training, share lessons learned across units, and foster innovation at the lowest levels, reinforcing that success with sUAS in LSCO will come from disciplined process integration, not just hardware acquisition.   Part of S04 “Scouts Out” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

Interview with William Sheriff, Executive Chairman of enCore Energy Corp.Our previous interview: https://www.cruxinvestor.com/posts/wyoming-uranium-companies-at-heart-of-the-us-nuclear-revival-5749Recording date: 28th March 2025enCore Energy stands at a pivotal moment in its corporate journey, emerging as one of only two uranium producers in the United States at a time when domestic production capabilities carry increasing strategic importance. The company has recently undergone significant management changes, with the board deciding to replace CEO Paul Dorenson to refocus priorities from the building phase to production efficiency.Executive Chairman Bill Sheriff characterizes this transition as necessary to instill a greater "sense of urgency" throughout the organization. "We are changing the culture and the culture starts from the top down in any organization," Sheriff explains. "A sense of urgency doesn't mean panic, it means motion. You need to keep things in motion."The company's In-Situ Recovery (ISR) operations in Texas present an unusual technical challenge – the recovery process works exceptionally well, with over 80% of uranium recovered within just four months. This creates what Sheriff describes as a "double-edged sword" – rapid cash flow generation coupled with the need for continuous drilling to maintain production levels. The company's challenge has been keeping drilling activities paced appropriately to offset the steep production decline curves.This production profile differs significantly from typical ISR operations, which generally see recovery spread over 12-15 months. Sheriff compares the situation to natural gas from fracking: "You get several months of joy and then it tails off very quickly. You don't get any less product, you just get it a whole lot sooner."The management reset coincides with enCore implementing several strategic initiatives. The company has eliminated uranium spot market purchases to fulfill contracts – a practice that previously resulted in financial losses when buying at higher prices than contracted sales prices. Sheriff confirms: "Looking forward in 2025, all projections are we will not buy uranium in the spot market to deliver into our contracts this year."Cost optimization efforts are underway, with the company "rationalizing every position and every expenditure." Production costs were approximately $40 per pound according to recent filings, with management confident in their ability to improve this metric. The company has also divested its New Mexico assets to concentrate resources on production-stage projects in Texas and South Dakota, adding approximately $30 million to its balance sheet through asset dispositions.For investors, enCore represents a rare opportunity to gain exposure to actual uranium production in the United States. While the company has faced operational challenges, its focus on efficiency, cost control, and production growth positions it to potentially benefit from improving uranium market fundamentals. As Sheriff notes: "If you're looking at it as a race, we've got a heck of a head start over those that aren't in production or those that aren't even permitted yet."Investors should monitor upcoming quarterly reports for evidence that operational improvements are translating into enhanced financial performance. With many competitors facing significant hurdles to reaching production, enCore's status as an active producer with cash flow provides a meaningful competitive advantage in an increasingly supply-constrained uranium market.—View enCore Energy's company profile: https://www.cruxinvestor.com/companies/encore-energySign up for Crux Investor: https://cruxinvestor.com

Episode Summary: Heather “Lucky” Penney and Col. Mark "Chili" Howard explore one of the Air Force's largest, most diverse units: the 55th Wing. Operating from multiple installations, members of the 55th Wing execute everything from the EC-130 and EA-37B Compass Call electronic attack mission to the RC/WC/TC-135 ISR mission and elements of the nuclear command, control, and communications enterprise. They've also got a maintenance group, operations group, and medical group. We explore what these Airmen do and how their contributions connect to the broader national security picture. Every wing in the Air Force is important, but the 55th is key. They're one of those linchpin units that provide foundational capabilities that empower so much of the broader force. Without them, nothing else works. Credits: Host: Heather “Lucky” Penney, Senior Resident Fellow, The Mitchell Institute for Aerospace Studies Producer: Shane Thin  Executive Producer: Douglas Birkey Guest: Col. Mark "Chili" Howard, Commander, 55th Wing Links: Subscribe to our Youtube Channel: https://bit.ly/3GbA5Of Website: https://mitchellaerospacepower.org/ Twitter: https://twitter.com/MitchellStudies Facebook: https://www.facebook.com/Mitchell.Institute.Aerospace LinkedIn: https://bit.ly/3nzBisb Instagram: https://www.instagram.com/mitchellstudies/ #MitchellStudies #AerospaceAdvantage #MilitaryLeadership Thank you for your continued support!

In this episode of the Asking Why Podcast, Clint Davis and guest Terri Robertson discuss the importance of swimming lessons and water safety, particularly in the context of cultural barriers and misconceptions surrounding swimming. Terry shares her personal journey of starting a swim lesson business, the challenges she faced, and how her faith played a significant role in her story. The conversation also delves into the psychological aspects of fear related to swimming, especially within the African American community, and emphasizes the need for water safety education for all ages. In this conversation, the Clint and Terri discuss the importance of addressing trauma through therapy before exposing individuals to potentially triggering situations. They delve into the Infant Swimming Resource (ISR) program, exploring its benefits and drawbacks, particularly in relation to children's emotional health and the potential for trauma. The discussion emphasizes the need for parents to balance safety and fear, encouraging informed decision-making based on research rather than societal pressure. Ultimately, the conversation advocates for creating a positive and enjoyable experience around water for children, highlighting the significance of water safety education. Terri's Swim Academy Website: https://www.terrisswimacademy.com/ ISR information: https://mybabyswims.com/debunking-myths-about-isr-separating-fact-from-fiction/ https://allknoxswim.com/isr-swim-lessons-a-caution/ https://bethrowles.com/swim-lessons-paying-for-trauma/    

If you didn't have tie to listen to my broadcast in ISR on march 14, here it is. Enjoy!

Presentación de ISR anual

Interview with Bruce Lane, Executive Director, GTI EnergyOur previous interview: https://www.cruxinvestor.com/posts/gti-energy-asxgtr-boosts-wyoming-uranium-resource-by-50-advances-development-plans-6420Recording date: 3rd of March, 2025GTI Energy is making significant progress on its uranium in-situ recovery (ISR) projects in Wyoming, with a focus on the Lo Herma project that recently reached 8.57 million pounds of uranium resources, 30% in the indicated category. This resource size strategically positions the company alongside similar economic projects in the region being developed by established players like UR Energy and enCore.Executive Director Bruce Lane reports that the company has completed all fieldwork for their feasibility study, including successful metallurgical testing showing good uranium recoveries using alkaline leach processes and permeability testing confirming the project's suitability for ISR methods. The study, conducted by BRS Engineering from Riverton, Wyoming, is expected to be delivered within the next 1-2 months.The economics appear promising, with anticipated capital expenditure of approximately $50-55 million and potential production of around 1 million pounds of uranium annually over an 8-10 year mine life. At uranium prices around $80 per pound, Lane suggests the project could generate $30-40 per pound in free cash flow, offering relatively quick payback and manageable risk.GTI is exploring multiple strategic pathways forward, including growing their resource base and pushing toward permitting, developing satellite deposits, pursuing joint ventures, or potential partnerships with industry players. Lane emphasized their focus on proving the economic case by confirming the geology, metallurgy, and permeability to demonstrate the project's viability as a standalone operation.The current uranium market presents challenges, with spot prices having declined significantly since early last year. However, Lane expressed confidence in eventual improvement, citing fundamental supply-demand dynamics, particularly as the United States aims to achieve self-sufficiency in uranium production, targeting 50 million pounds annually.Given current market conditions, GTI is considering alternative financing approaches beyond traditional equity-debt structures, potentially involving strategic investment from industry participants. Lane also noted the possibility of industry consolidation in the exploration and pre-development space over the next 3-12 months.While they won't be filing development permits this year, Lane indicated it would be feasible to reach that stage within the next 18-24 months if properly funded. As the U.S. works to secure domestic uranium supply, GTI Energy's Wyoming projects represent one piece of what Lane describes as a "game of inches" approach to rebuilding American uranium production capacity.Learn more: https://www.cruxinvestor.com/companies/gti-energySign up for Crux Investor: https://cruxinvestor.com

Our guest today is Jacques Sabrie, a Principal at MITRE, a non-profit organization that operates federally funded research and development centers, which power advances in national defense and security. Mr. Sabrie has been instrumental in coordinating efforts with the National Geospatial-Intelligence Agency (NGA), leveraging his extensive experience in systems engineering and global intelligence, surveillance, and reconnaissance (ISR). Listen as Mr. Sabrie discusses how technology affects great power competition, how we balance innovation with security concerns, and the skills needed to work in national security and intelligence.  What role does technology play in this shifting landscape? How do we balance innovation with security concerns, especially when dealing with emerging technologies? What are the key skills that young professionals should develop if they want to work in national security and intelligence?  Learn all this, and more, in this episode of In the Interest of National Security.  

Interview with Marc Henderson, President & CEO of Laramide Resources Ltd.Our Previous Interview: https://www.cruxinvestor.com/posts/laramide-resources-tsxlam-secures-prime-uranium-exploration-rights-in-kazakhstan-5895Recording date: 14th February 2025Laramide Resources (TSX:LAM) is strategically positioning itself in the uranium sector with three key assets across the United States, Australia, and Kazakhstan. The company's portfolio comes at a crucial time as nuclear power gains prominence in the global push for clean energy.The company's flagship Church Rock ISR project in New Mexico holds 50 million pounds of uranium resources and is approaching the final stages of development. With most permits secured, including a U.S. Nuclear Regulatory Commission license, the project awaits one remaining state permit related to groundwater restoration. Church Rock is projected to be shovel-ready by 2026-2027, with initial production capacity of 1 million pounds annually, scalable to 3 million pounds. The ISR mining method offers advantages of lower capital costs and faster path to production.In Australia, Laramide's Westmoreland project in Queensland represents another significant opportunity with over 50 million pounds of uranium resources. The conventional mining project targets production of 5 million pounds annually and could be operational by 2028-2029, pending the state's approval of uranium mining.The company recently expanded its portfolio with a greenfield exploration project in Kazakhstan, the world's leading uranium producer. This venture, viewed as an "asymmetric upside opportunity," provides Laramide with exploration potential in a highly prospective region.CEO Marc Henderson sees strong fundamentals in the uranium market, noting that utilities are comfortable with $80/lb uranium prices, with potential to reach $100/lb. He emphasizes that success in the current market requires projects that are viable at these price levels.The company's development strategy aligns with growing uranium demand driven by nuclear power's role in clean energy transitions. Years of underinvestment in new supply, combined with existing mine depletion, has created a structural deficit in the uranium market. Henderson notes, "We need a lot more uranium, but we don't need it all to start in 2030," highlighting the strategic timing of Laramide's project pipeline.The investment thesis centers on Laramide's exposure to rising uranium prices through low-cost, late-stage development assets. Near-term catalysts include the final permit for Church Rock and Queensland's potential approval of uranium mining for Westmoreland. This positions the company to potentially become a significant supplier to Western utilities as the market faces growing supply deficits.Learn more: https://www.cruxinvestor.com/companies/laramide-resourcesSign up for Crux Investor: https://cruxinvestor.com

The age of the infantry is over after a thousands-year long reign in human warfare and conflict. The next 75 years in the 21st century will put paid to an august and enduring institution in human conflict. The combination of salvo competition, reduced costs of combat UAS munitions, targeting of exquisite platforms, intelligence/reconnaissance/surveillance (ISR) ubiquity, and anti-fragility/fragility are some of the factors informing this demise. There is no longer near peer competition and there is only peer competition, you will never hear me utter the former phase again. A hybrid of technology and the nature of sensor & effector synchronization has driven cost and opportunity so far down, it is now a rational calculation to destroy individual infantrymen and small units in detail. For the first time in conflict history, the infantry on the battlefield will be targeted in a cost-effective fashion that will annihilate them on any field they step on in any climate at any time on the planet. The difference now is that wholesale elimination of infantry forces is nearly available to every combatant force on Earth. And it will simply become more refined and deadly with time. It's time for some severe self-reflection and reassessment to question the efficacy and utility of the infantry mode of combat. This Revolution in Military Affairs (RMA) needs to be faced immediately. This is an existential crisis for combat arms in the West. Tick tock. *** Please take the time to listen to my twelve part series, Fixing Fight Club, here at WarNotes. Despite what you may think, the US conventional forces are in terminal collapse and completely unprepared for 21st century peer conflict. References: The Infantry Rifle and Platoon Squad: The Official U.S. Army Field Manual FM 3-21.8 (FM 7-8), 28 March 2007 Ranger Handbook: TC 3-21.76, April 2017 Edition Erwin Rommel Infantry Attack Siegfried Sassoon Memoirs of an Infantry Officer Paul Avallone Tattoo Zoo: A Novel of the Afghan War Karl Marlantes Matterhorn: A Novel of the Vietnam War Carl von Clausewitz On War Miyamoto Musashi A Book of Five Rings: The Classic Guide to Strategy H. John Poole The Last Hundred Yards: The NCO's Contribution to Warfare Christian Brose The Kill Chain: Defending America in the Future of High-Tech Warfare Qiao Liang & Wang Xiangsui Unrestricted Warfare: China's Master Plan to Destroy America My Substack Email at cgpodcast@pm.me

Jennifer Dunn and Scott Pettigrew from the Training and Doctrine Command (TRADOC) G2 Operational Environment Integration Directorate join the podcast and delve into the concept of the transparent battlefield—a high-tech environment characterized by ubiquitous multi-domain sensors, deception, jamming, and camouflage in modern warfare. They discuss challenges posed by China's advanced ISR capabilities and the implications for U.S. military strategies, citing the ongoing Russo-Ukraine conflict and its lessons on adaptation, electronic warfare, and operational surprise.

In this episode the team returns to its roots and original intentions to discuss some under-reported stories from around the World and their corresponding implications. From Army recruiting numbers, to the recent ISR crash in the Philippines, China's new super city built for war, and finally to Baltimore for a frivolous Glock lawsuit, there is plenty to unpack. Thank you for taking the time to join us. Meta (contrary to Zuck's claim) is actively censoring our page and we have been locked in a battle appealing their deranged content labeling. Help us make this right by giving us a follow!

Hello Young Lovers!Welcome to a special Saint Valentine's Day TWOFER from The Splendid Bohemians:Today we're featuring two enchanting, encyclopedic British song stylists: Anne Briggs and Elvis Costello. First up: the majestic Ms. Briggs.SHE MOVED THROUGH THE FAIR by Anne Briggs (Topic, 1963)Barefoot and bedraggled, Anne Briggs became the muse of the British Traditional Folk Boom in the early nineteen sixties. Her short performance career of mystical magic was retired at age 27, leaving behind a limited, but monumental discography. I first heard She Moved Through the Fair on Irish Heartbeat, made by Van Morrison and the Chieftains, and it's ethereal message left me paralyzed with romantic longing. But, that was just the prelude to my discovery of the plangent tones from this Goddess of acapella Celtic song. OPPORTUNITY by Elvis Costello and the Attractions (Columbia, 1980)This cut from my favorite Elvis Costello album, GET HAPPY!!! Is R&B funky with a Stax inspired beat and tasty organ punctuations by Steve Nieve. The music is absolutely giddy, and although the acrid lyrics - (so typical of the former Declan Patrick MacManus during this early period) - may be pessimistic and sneering, the overall effect is energizing. In fact, the recurring refrain: “this is your big opportunity….”, with the caveat: “don't turn around” indicates the intense, forward-looking dedication with which this artistic social climber fueled his rocket-like ascent to the firmament of the musical masters. Although Elvis succeeded handily, his early anti-authoritarian stance reminds me of so many other also-rans that, in preparation for their inevitable fall to irrelevance and obscurity, padded the ground below with a protective “fuck you” attitude. But, you knew all along that underneath the bravado that they really craved the gatekeepers recognition. The jaunty music belies the message of the sour lyrics, implying an alternate, more inspiring interpretation: Be alert! Recognize your opportunities and grab them while you can.

Interview with Duncan Craib, MD & CEO of Boss Energy Ltd.Our previous interview: https://www.cruxinvestor.com/posts/boss-energy-boe-47-irr-australian-uranium-producer-1150Recording date: 31st January 2025Boss Energy (ASX:BOE), an Australian-based uranium producer, is strategically positioned to capitalize on rising uranium prices through its ownership of the Honeymoon mine in South Australia and a 30% stake in Encore Energy's Alesa mine in Texas.Under CEO Duncan Craib's leadership, Boss Energy is executing a measured production ramp-up at Honeymoon, targeting 850,000 pounds through June 2025, scaling to 1.6 million pounds by June 2026, and reaching full capacity of 2.45 million pounds annually by June 2027. The company's restart of Honeymoon leverages existing infrastructure and permits, enabling a faster and more cost-effective return to production compared to greenfield projects.A key aspect of Boss Energy's strategy is its conservative approach to long-term contracts. With only 16% of production currently contracted, the company maintains flexibility to capitalize on expected uranium price increases. This unhedged position reflects management's confidence in the market outlook, as uranium prices rose 48.25% from 2023's average to the end of 2024.The company's financial position is robust, with no debt and a valuable carried-forward tax loss position. As an in-situ recovery (ISR) producer, Boss Energy benefits from relatively low operating costs, positioning it to generate significant cash flow from 2026 onwards.Beyond Honeymoon's current operations, Boss Energy is evaluating growth opportunities through satellite deposits and potential M&A activities. While maintaining strict discipline in asset evaluation, the company is open to various mining methods, including open pit and underground operations.The broader uranium market context supports Boss Energy's strategy. Growing recognition of nuclear power's role in decarbonization, combined with years of underinvestment in new mines, has created a supply deficit. Many uranium developers are struggling to meet projected timelines, which CEO Craib believes will drive prices higher to incentivize new production.Craib emphasizes the company's focus on delivering shareholder returns: "We want to build a solid footing and be corporately responsible and really deliver returns to shareholders and stakeholders alike."With its early-mover advantage, low-cost production profile, and strategic approach to market exposure, Boss Energy represents a compelling opportunity in the uranium sector. The company's disciplined expansion strategy and strong financial position make it well-placed to benefit from the growing recognition of nuclear power's role in the global energy transition.View Boss Energy's company profile: https://www.cruxinvestor.com/companies/boss-energySign up for Crux Investor: https://cruxinvestor.com

Præses Americānus inaugurātus Donaldus Iōhannēs Trump, quī quadrāgēsimus quīntus fuit praeses Americānōrum, iam summus magistrātus rīte creātus inaugurātusque est quadrāgēsimus septimus. In ōrātiōne inaugurālī Trump prōmīsit Americānōs vexillum nōn solum in novās terrās illātūrōs sed manifestō Americānōrum fatō ductōs etiam in Martem fixtūrōs. Sperāvit quoque cīvēs Americānōs, ut quī essent omnium gentium maximē mīrābilēs, in omnia bella fīnem impositūrōs et novam concordiam gentibus allātūrōs. Vladimīrus Pūtin, praeses Russōrum, et Volodomīrus Zelenskiy, praeses Ūcrāīnēnsium, Donaldō Trump gratulātī sunt, et uterque occāsiōnem laudāvit pācis inter Russōs et Ūcrāīnēnsēs compōnendae. Pūtin porrō vult cum novō Praeside Americānōrum negōtium agere dē armīs atomicīs cohibendīs. Ēdicta Prīma Inter plūrima alia, novus Praeses prīmīs suī magistrātūs diēbus ēdīxit: ut iūs sōlī, quō hominēs in terrā Americānā nātī cīvitātem consequuntur, abolērētur, id quod acerrimē coram iūdicibus disputābitur; immo Iōhannēs Coughenour, iudex Vasintōniēnsis, iam cohibit, nē ēdictus valeat; ut omnēs, quōrum mūnus fuisset dīversitātem æquitātem inclūsiōnem prōmōvēre, officiīs honoribusque dīmōvērentur; ut America dēscīsceret ā foedere Lūtētiānō, quō quaedam gentēs prōmīsissent sē minus carbōniī ēmissūrās; atque ut vīs petroleī ē terrā Americānā ducendī augērētur, ad pretium energīae dēminuendum; ut duo tantum sexūs, vidēlicet mas et fēmina, immūtābilēs agnōscerentur; nēve quis mīlitāret quī genus aliud atque illud, quō nātus est, profitērētur.  ut America dēscīsceret ab Omnium Gentium Societāte Salūtī Prōmōvendae; ut TikTok societas Sinēnsis, quā communistae Sīnēnsēs ēlēgissent quid iuvenēs Americānī vidērent, cōnservārētur donec dimidia pars illīus societātis in manūs Americānōrum dēvenīret. Aliēnigenae dēportantur Mīlitēs Americānī diē Veneris coepērunt āeroplānīs mīlitāribus in Guatimālam referre aliēnigenās, quī sine licentiā in Americam ingressī erant. Mīlitēs etiam sunt ad līmitēs missī, ubi limitāneōs adjuvārent; fierī enim potest ut ad decem mīlia mīlitum mittantur ad fīnēs inter Americam et Mexicum tuendōs. Indūtiae inter Isrāēlītās et Palaestīnōs Arma silent, quia inter Isrāēlītās et Palaestīnōs indūtiās panxit praeses Americānus. Trēs Isrāēlītae captīvae suīs sunt ā Palaestīnīs redditae, et nōnāgintā Palaestīnī captīvī sunt ab Isrāēlītīs redditī. Plūrēs captīvī ab utrāque parte intrā quadrāginta et duōs diēs sunt reddendī. Percussor in Germaniā Asciburgī prope Francofurtum diē Mercuriī vir Afghānus comprehēnsus est, quī impetum in puerōs fēcit. Percussit enim et puerum duōs annōs nātum et virum, quī cōnātus est percussōrem ā puerīs avertere. Olāvius Scholz, quī ante comitia proximō mēnse habenda locum Cancellāriī tenet, dīxit sē aegrē ferre tālia scelera identidem patrāta ab hominibus quī ideō in Germāniam confugissent ut ipsī tutī essent.

Bill Irby is the CEO of AgEagle Aerial Systems Inc. AgEagle is a global technology leader specializing in enhancing situational awareness through advanced robotics solutions. The company focuses on providing autonomous drones designed to tackle mission-critical challenges with high-value solutions. Founded in 2010, AgEagle initially pioneered professional-grade, fixed-wing drones and aerial imagery tailored to the agriculture industry. Over the years, the company has expanded its reach and is now a leading provider of full-stack drone solutions for industries including energy, construction, agriculture, and government sectors worldwide. As CEO, Bill brings a wealth of experience to AgEagle. A United States Naval Academy graduate, Bill has more than 25 years of senior management expertise in uncrewed air and maritime systems, ISR systems, actuation hardware, and communication systems. His career includes serving as Vice President at Northrop Grumman, one of the world's largest defense technology providers, generating $30 billion annually. He also served as President of MTI and Steel Partners Holdings.  Additionally, Bill is an active Board member of Ghost Robotics and the Chairman of the Association for Uncrewed Vehicle Systems International (AUVSI). In this episode of the Drone Radio Show, Bill discusses AgEagle's evolution and technology, the company's expansion into military and public safety markets and the role of AI and innovation in the Drone Industry.

Hey kids. Here is another in my project to move some of the Patreon Stuff over to the main feed for all to enjoy. This is episode two of The Patron Only Show. Here is what we had to say at the time...   On this episode of The POS your dude ISR is out and about in Santa Rosa. Mostly to the movies and stuff. Gino Vega makes an appearance. I watch the Conner Mcgregor fight and yell and stuff. It's a super fun episode. Real behind the scenes stuff.. 

Mike & Nick examine RFK Jr as the Secretary of HHS pick, plus, fmr ISR coordinator for the U.S. Army & the host of 'This Week Explained', Kervin Aucoin stops by to break down the latest on the wars in Ukraine & Gaza, plus the recent picks by fmr Pres. Trump to lead the Pentagon, DOJ & DNI.We are powered by our friends at Fresh Roasted Coffee. The weather has cooled down, and you too can cool down with a fresh cold brew, iced tea or iced coffee from our friends over at Fresh Roasted Coffee, or if you need something hot, they got you too! Visit our link - https://lddy.no/1hvgr & use our promo code CANWEPLEASEGET20 for 20% off your first purchase.And by SeatGeek -  NFL tickets, NBA & NHL seasons are back, concerts, you name it, SeatGeek has the tickets! Use our promo code CANWEPLEASETALK at checkout to get $20 off that ticket purchase!Support this show http://supporter.acast.com/can-we-please-talk. Become a member at https://plus.acast.com/s/can-we-please-talk. Hosted on Acast. See acast.com/privacy for more information.