Podcast appearances and mentions of John Booth

Send us a textMeet our round 3 contestants for DIY TUBER!!!Derick Whitley, John Booth, Jr Ersland & Dylan Chain will be this quarter's contestants -- and they join Bruce's Garage and Will's Car Care in the final round.HERE ARE THEIR YOUTUBE CHANNEL LINKS:https://youtube.com/@dylansdetailing?si=Ws1CTH57uImjbB1Dhttps://youtube.com/@completeturnarounddetailin3536...http://www.youtube.com/@knightautopcdhttps://youtube.com/@oemplus.garage?si=FKQPVWswNBcXTZn9Website: https://diydetail.com/Podcast:https://bit.ly/DIYDetailPodcastJoin the DIY Detail Facebook Group!: https://bit.ly/DIYDetailFacebookGroupFind DIY Detail products worldwide: https://diydetail.com/pages/distributors#autodetailing  #diydetail #yvanlacroix #carwash #claytowel #detailing #detalingtip #howtodetailacar #detailing101

Sustainability needs to be applied at all levels of the data center industry, and we are not doing enough, says John Booth of Carbon3IT.  In this episode of Zero Downtime, we sit down with sustainability consultant John Booth to talk about how he got where he is in his career, and the fundamental sustainability issues that he is seeing in the data center industry.  We also talk about a past trip to Belarus that proved more exciting than expected. Tune in now for the latest episode.

En 1865 aux Etats-Unis, cela fait maintenant plusieurs années que le pays se déchire dans une guerre civile entre le nord et le sud à propos de l'esclavagisme. Également à cette époque, à la programmation de nombreux théâtres, il y a John Booth. Un comédien à succès qui suscite l'admiration par son talent et sa beauté. Mais à 28 ans, le jeune homme souffre de laryngite chronique qui le contraint à arrêter la scène. Il se lance alors dans les affaires. Désormais, il est à la tête d'un groupe conspirateur. Son plan ? Organiser l'assassinat du président des états du nord des États-Unis : Abraham Lincoln. L'après-midi du 14 avril 1865, John Booth entre dans le théâtre de Washington. L'acteur est évidemment bien connu des lieux et son passage n'interpelle personne. John Booth se hisse au balcon, suit le corridor et derrière les loges, gagne l'avant-scène présidentielle. Ce soir, le président et sa femme doivent s'y rendre. Le spectacle à commencé et John Booth est dans sa cachette. C'est le début de l'acte 2. L'acteur John Booth s'élance alors et tire à bout portant sur le président, qui s'écroule, une balle dans la nuque. L'acteur saute ensuite sur la scène et sort, comme au théâtre, par les coulisses. Comment ce drame a-t-il pu se produire ? L'officier de garde rapprochée du président, également amant de madame Lincoln n'était pas présent ce jour-ci. Coup monté ou simple coïncidence ? De plus, un barrage a été élevé au niveau du pont "Navy Bridge"... alors qui a bien pu donner le mot de passe au meurtrier John Booth pour qu'il passe ? Le plus incroyable encore, c'est que le meurtre de Lincoln a été annoncé à la presse dès l'après-midi, alors que le drame n'avait pas encore eu lieu… D'ailleurs, où est passé John Booth ? Pierre Bellemare raconte cette incroyable histoire dans cet épisode du podcast "Les récits extraordinaires de Pierre Bellemare". Cette émission est issue des archives d'Europe 1 et a été enregistrée en 1976. Ce podcast est produit par Europe 1 Studio. Crédits : Réalisation et composition musicale : Julien Tharaud Production : Sébastien Guyot Patrimoine sonore : Sylvaine Denis, Laetitia Casanova, Antoine Reclus Rédaction et diffusion : Lisa Soster Promotion et distribution : Marie Corpet Création du visuel : Sidonie Mangin Remerciements à Roselyne Bellemare et Mariapia Bracchi-Bellemare

Different approaches to politics | Resistance TV:This week on Resistance TV Chris Williamson is interviewing John Booth about 2 new books coming out called Hope & Despair: Lifting the lid on the murky world of Scottish politics by Neil Findlay and But What Can I Do?: Why politics has gone so wrong, and how you can help fix it by Alastair Campbell and their different approaches to politics and a book about David Kelly called An Inconvenient Death: How the Establishment Covered Up the David Kelly Affair by Miles Goslett.Support Resistance TV byJoining the Workers Party:workerspartybritain.org/support/join/Twitter: https://twitter.com/WPB_TU_GroupSigning up for No2NatoNo2War:https://www.no2nato.org/Patreon: https://www.patreon.com/resistancetvFollow us:Twitter: https://twitter.com/ResistanceTVPodFacebook: https://www.facebook.com/ResistanceTVPodInstagram: https://www.instagram.com/ResistanceT...Threads: @ResistanceTVPodTikTok: https://www.tiktok.com/@resistancetvp... Follow Chris Williamson https://twitter.com/DerbyChrisW Check out more Videos from Resistance TV https://www.youtube.com/watch?v=GXySk... Get ready for the most exciting and thought-provoking show of the week! Join us every Wednesday at 7pm for Resistance TV live, the show that takes a bold, socialist stance on the issues that matter most to the left wing. Hosted by the former Labour MP, Derby Council Leader, founder of the Resist Movement for a People's Party, and Workers Party member Chris Williamson, we delve into the most pressing areas of concern for progressives: Anti Racism, Anti Imperialism, MMT, Injustice, Britain's role in foreign affairs, 21st century Socialism, Alternative Media, and more. But that's not all – our show is live and unfiltered, giving you a front-row seat to the discussions that shape our political landscape. And if you miss the live show, don't worry! Our audio podcast will be available every Friday, so you can catch up on all the action at your convenience. Join the Resistance TV movement and be a part of the progressive conversation. See you Wednesday! #WorkersParty #ResistanceTV #ChrisWilliamson

In this essentials episode, we explore what it feels like to be a student with undiagnosed ADHD in the classroom - their challenges, their frustrations, and the emotional impact school life can bring.In this very candid interview, John Booth reveals the truth about what it is like to be both the parent of a child with ADHD - and what how being diagnosed with attention-deficit hyperactivity disorder in his forties changed the way he viewed his school years.Important links:Get our FREE SEND Behaviour Handbook: https://beaconschoolsupport.co.uk/SEN-handbook.phpDownload other FREE behaviour resources for use in school: https://beaconschoolsupport.co.uk/resources.php

About AerinAerin is a Cloud Sustainability Advocate and neurodiverse founder in tech on a mission to help developers understand the real impact that cloud computing has on the world and reduce their carbon emissions in the cloud. Did you know that internet and cloud computing contribute over 4% of annual carbon emissions? Twice that of the airline industry!Aerin also hosts "Public Cloud for Public Good," a podcast targeted towards developers and senior leaders in tech. Every episode, they also donate £500 to charities and highlight organisations that are working towards a better future. Listen and learn how you can contribute towards making the world a better place through the use of public cloud services.Links Referenced: Twitter: https://twitter.com/aerincloud LinkedIn: https://www.linkedin.com/in/aerinb/ Public Cloud for Public Good: https://publicgood.cloud/ duckbillgroup.com: https://duckbillgroup.com TranscriptAnnouncer: Hello, and welcome to Screaming in the Cloud with your host, Chief Cloud Economist at The Duckbill Group, Corey Quinn. This weekly show features conversations with people doing interesting work in the world of cloud, thoughtful commentary on the state of the technical world, and ridiculous titles for which Corey refuses to apologize. This is Screaming in the Cloud.Corey: This episode is sponsored in part by our friends at Uptycs, because they believe that many of you are looking to bolster your security posture with CNAPP and XDR solutions. They offer both cloud and endpoint security in a single UI and data model. Listeners can get Uptycs for up to 1,000 assets through the end of 2023 (that is next year) for $1. But this offer is only available for a limited time on UptycsSecretMenu.com. That's U-P-T-Y-C-S Secret Menu dot com.Corey: Cloud native just means you've got more components or microservices than anyone (even a mythical 10x engineer) can keep track of. With OpsLevel, you can build a catalog in minutes and forget needing that mythical 10x engineer. Now, you'll have a 10x service catalog to accompany your 10x service count. Visit OpsLevel.com to learn how easy it is to build and manage your service catalog. Connect to your git provider and you're off to the races with service import, repo ownership, tech docs, and more. Corey: Welcome to Screaming in the Cloud. I'm Corey Quinn and I am joined what feels like roughly a year later by a returning guest, Aerin Booth. How long have you been?Aerin: I've been really great. You know, it's been a journey of a year, I think, since we sort of did this podcast even, like, you know, a year and a bit since we met, and, like, I'm doing so much and I think it's doing, like, a big difference. And yeah, I can't wait for everything else. It's just yeah, a lot of work right now, but I'm really enjoying it. So, I'm really well, thank you.Corey: Normally, I like to introduce people by giving their job title and the company in which they work because again, that's a big deal for an awful lot of people. But a year ago, you were independent. And now you still are. And back when I was doing my own consulting independently, it felt very weird to do that, so I'm just going to call you the Ted Lasso of cloud at this point.Aerin: [laugh].Corey: You've got the mustache, you've got the, I would say, obnoxiously sunny disposition. It's really, there's a certain affinity right there. So, there we go. I feel like that is the best descriptor for what you have become.Aerin: I—do know what, I only just watched Ted Lasso over Christmas and I really found it so motivational in some ways because wow, like, it's not just who we'd want to be in a lot of ways? And I think, you know, for the work that I do, which is focused on sustainability, like, I want to present a positive future, I want to encourage people to achieve more and collaborate, and yeah, basically work on all these problems that we need to be worked on. And yeah, I think that's [laugh] [crosstalk 00:02:02]—Corey: One of the challenges of talking to you sometimes is you talk about these depressing things, but there's such a—you take such an upbeat, positive approach to it that I, by comparison, invariably come away from our conversations during, like, I'm Surly McBastard over here.Aerin: [laugh]. Yeah, you can be the bad cop of cloud computing and I'll try and be the good cop. Do you know, you say that the stuff I talk about is depressing, and it is true and people do worry about climate change. Like I did an online conference recently, it's focused on FinOps, and we had a survey, “Do you worry about climate change?” 70% of the people that responded said they worry about it.So, we all know, it's something we worry about and we care about. And, you know, I guess what I'm really trying to do is encourage people to care a bit more and start taking action and look after yourself. Because you know, when you do start taking action towards it, when you join those communities that are also working on it, it is good, it is helpful. And, you know, I've gone through some ups and downs and some of this, like, just do I throw in the towel because no one cares about it? Like, we spoke last year; I had attended re:Invent for the first time.This year, I was able to speak at re:Invent. So, I did a talk on being ethical in tech. And it was fun, it was good. I enjoyed what I delivered, but I had about 35 people sign up to that. I'm pretty sure if I talked about serverless or the next Web3 blockchain product, I would have got hundreds more. But what I'm starting to realize is that I think people just aren't ready to, sort of, want to do this yet. And yeah, I'm hoping that'll change.Corey: Let's first talk about, I guess, something that is more temporally pressing than some other things. Not that it is more important than climate change, mind you, but it feels like it's on a shorter timeline which is, relatively soon after this recording, there is a conference that you are kicking off called The State of Open. Ajar, Aerin. The State of Open is ajar. What is this conference? Is it in person? Is it virtual? Is it something where you and three friends are going to show up and basically talk to each other? How big? How small? What is it? What's it about? Tell me more, please. I'm riveted.Aerin: So, State of Open conference is a conference that's been in the works now for maybe about two weeks, a little bit longer in the planning, but the work we've been putting in over the last two weeks. It'll be on the seventh and eighth of February in London as a physical event in the QEII Conference Centre, but it will also be available online. And you know, when we talk about the State of Open, it's that question: what is the State of Open? The state of open-source, the state of open hardware, and the state of open data. And it is going to be probably the first and hopefully the biggest open-source conference in the UK.We already have over 100 confirmed guest speakers from Jimmy Wales, the co-founder of Wikipedia, to many of our great guests and headliners who haven't even announced yet for the plenary. So, I'm really excited. And the reason why I wanted to get involved with this is because one of the coolest things about this conference—compared to some others like re:Invent, for example—is that sustainability and diversity run through every single thing that we do. So, as the content director, I reviewed every single CFP for both of these things. I mean, you couldn't get a better person than someone like me, who's the queer person who won't shut up about sustainability to sort of do this thing.So, you know, I looked after those scorings for the CFPs in support of the CFP chairs. And now, as I'm working with those individual speakers on their content and making sure that diversity is included in the content. It's not just the diversity of the speaker, for example it's, who were the other people whose voice you're raising? What other people if you worked on this? Are there anyone that you've mentored, like, you know, actually, you know, let's have this as a wider conversation?Corey: Thank God. I thought you were about to say diversity of thought, and I was about to reach through the screen to strangle you.Aerin: [laugh]. No, no. I mean, we're doing really well, so of the announced speakers online, we are 40% non-male and about 18% non-white, which to be honest, for a fair sheer conference, when we didn't really do that much to specifically call this out, but I would probably raise this to Amanda Brock, who is the CEO of OpenUK, you know, she has built a community in the UK and around the world over the last few years which has been putting women forward and building these links. And that's why we've had such a great response for our first-year conferences, the work she's put in. It's hard.Like, this isn't easy. You know, we've had to do a lot of work to make sure that it is representative, at least better than other conferences, at least. So, I'm really excited. And like, there's so much, like, open-source is probably going to be the thing that saves the world. If we're going to end up looking at two different futures with monopolies and closed systems and all the money going towards cloud providers versus a fair and equitable society, open-source is the thing that's going to get us closer to that. So yeah, this conference will be a great event.Corey: Is it all in person? Is it being live-streamed as well? What is the deal here?Aerin: So, in person, we have loads of different things going on, but what will be streamed online if you sign up for virtual ticket is five different tracks. So, our platform engineering track, our security track, government law and policy, open data, and open hardware. And of course, the keynote and plenaries. But one of the things I'm also really proud about this conference is that we're really focusing on the developer experience, like, you know, what is your experience at the conference? So, we also have an unconference, we have a sub-conference run by Sustain OSS focused on workshops related to climate change and sustainability.We have loads of developer experience halls in the event itself. And throughout the day, over the two days, we have two one-hour blocks with no speaking content at all so that we can really make sure that people have that hardware track and are out there meeting each other and having a good time. And obviously, of course, like any good conference, the all-hands party on the first night. So, it really is a conference that's doing things differently from diversity to sustainability to that experience. So, it's awesome.Corey: One of the challenges that I've seen historically around things aiming at the idea of open conferences—and when we talk open-source, et cetera, et cetera—open' seems like it is a direction parallel to, we haven't any money, where it's, “Yes, we're a free software foundation,” and it turns out conferences themselves are not free. And you wind up with a whole bunch of folks showing up to it who are, in many cases, around the fringes of things. There are individual hobbyists who are very passionate about a thing but do not have the position in the corporate world. I'm looking through the lengthy list of speakers you have here and that is very much not this. These are serious people at serious companies. Not that there are not folks who are individual practitioners and passionate advocates and hobbyists than the rest. This is, by virtually any way you look at it, a remarkably diverse conference.Aerin: Mmm. You know, you are right about, like, that problem in open-source. It's like, you know, we look at open and whether we want to do open and we just go, “Well, it won't make me any money. I can't do that. I don't have the time. I need to bring in some money.”And one of the really unique things, again, about this conference is—I have not even mentioned it yet—we have an entrepreneurship room. So, we have 20 tables filled with entrepreneurs and CEOs and founders of open-source companies throughout the two days where you can book in time to sit at that table and have conversations with them. Ask them the questions that you want to ask about, whether it's something that you want to work on, or a company you want to found, and you'll be able to get that time. I had a very similar experience in some ways. It was re:Invent.I was a peer talk expert and you know, I had 15 or so conversations with some really interesting people just because they were able put that time in and they were able to find me on the website. So, that's something we are replicating to get those 20 also entrepreneurs and co-founders out to everyone else. They want to be able to help you and support you.Corey: That is an excellent segue if I do say so myself. Let's talk about re:Invent. It's the one time of the year you and I get to spend time in the same room. One thing that I got wrong is that I overbooked myself as I often do, and I didn't have time to do anything on their peer talk expert program, which is, you more or less a way that any rando can book time to sit down and chat with you. Now, in my case, I have assassination concerns because it turns out Amazon employees can read that thing too and some of them might work on billing. One wonders.So yeah, I have to be a little careful for personal reasons but for most people, it's a non-issue. I didn't get as much time as I wanted to talk to folks in the community. That is not going to repeat itself at the end of this year. But what was your take on re:Invent, because I was in meetings for most of them?Aerin: So, comparing this re:Invent to the re:Invent I went to, my first re:Invent when we met in 2021, you know, that was the re:Invent that inspired me to get into sustainability. They'd announced stuff to do with the shared responsibility model. A few months later, they released their carbon calculator, and I was like, “Yeah, this is the problem. This is the thing I want to work on and it will make me happy.” And a lot of that goes into, you know, finding a passion that keeps me motivated when things aren't that great.When maybe not a lot of money is coming in, at least I know, I'm doing everything I can to help save the world. So, re:Invent 2021 really inspired me to get involved with sustainability. When I look at re:Invent 2022, you might have Adam Selipsky on the main stage saying that sustainability is the problem of our generation, but that is just talk and bluster compared to what they were putting out in terms of content and their experience of, like, let's say the sustainability—I don't know what to call it—tiny little square in the back of the MGM Grand compared to the paid hall in the expo. Like, you know, that's the sort of thing where you can already see the prioritization of money. Let's put the biggest sponsors and all the money that we can bring it in the big hall where everyone is, and then put the thing we care about the most, apparently—sustainability—in the back of the MGM.And that in itself was annoying, but then you get there in the content, and it was like a massive Rivian van, like, an advert for, “Oh, Amazon has done all this to electrify Rivian and deliver you Prime.” But where was the people working on sustainability in the cloud? You know, we had a couple of teams who were talking about the customer carbon footprint tool, but there was just not much. And I spoke to a lot of people and they were saying similar things, like, “Where are the announcements? Where are the actual interesting things?” Rather than just—which is kind of what I'm starting to realize is that a lot of the conversations about sustainability is about selling yourself as sustainable.Use me rather than my competitors because we're 88% more, kind of, carbon neutral when it comes to traditional data centers, not because we are really going to solve these problems. And not to say that Amazon isn't doing innovative, amazing things that no one else can't do, because that is true, and cloud as part of the solution, but you know, sustainability shouldn't be about making more sales and growing your business, it should be about making the world a better place, not just in terms of carbon emissions, but you know, our life, the tech that we can access. Three billion people on this planet have never accessed the internet. And as we continue to grow all of our services like AI and machine learning and new Web3, bloody managed services come online, that's going to be more carbon, more compute power going towards the already rich and the already westernized people, rather than solving the problems we need to solve in the face of climate change.So, I was a little bit disappointed. And I did put a tweet thread out about it afterwards. And I just hope it can be different next year and I hope more people will start to ask for this. And that also what I'm starting to realize is that until more Amazon customers put this as their number one priority and say, “I'm not going to do business with you because of this issue,” or, you know, “This is what we really care about,” they're not going to make a change. Unless it starts to impact their bottom lines and people start to choose other cloud providers, they're not going to prioritize it.And I think up until this point, we're not seeing that from customers. We're kind of getting some people like me shouting about it, but across the board, sustainability isn't the number one priority right now. It's, like what Amazon says, security or resiliency or something else.Corey: And I think that, at least from where I set, the challenge is that if you asked me what I got out of re:Invent, and what the conversations I had—going into it, what are my expectations, and what do I hope to get and how's it going to end up, and then you ask you that same question—though maybe you are a poor example of this—and then you ask someone who works out as an engineer at a company that uses AWS and their two or three years into their career, why don't you talk to a manager or director or someone else? And the problem is if you start polling the entire audience, you'll find that this becomes—you're going to wind up with 20 different answers, at least. The conference doesn't seem like it has any idea of what it wants to be and to whom and in that vacuum, it tries to be all things to all people. And surprise, just like the shooting multifunction printer some of us have in our homes, it doesn't do well with any of those things because it's trying to stand in too many worlds at the same time.Aerin: You know, let's not, like, look at this from a way that you know, re:Invent is crap and, like, do all the work that everyone puts it is wasted because it is a really great event for a lot of different things for a lot of different people. And to be honest, the work that the Amazon staff put into it is pretty out of this world. I feel sorry though because you know, the rush for AWS sell more and do this massive event, they put people through the grinder. And I feel like, I don't know, we could see the cracks in some of that, the way that works. But, you know, there's so many people that I speak to who were like, “Yeah, I'm definitely not going again. I'm not even going to go anywhere near submitting a talk.”And, sort of, the thing is, like, I can imagine if the conference was something different; it was focused at sustainability at number one, it was about making the world a better place from everything that they do, it was about bringing diverse communities together. Like, you know, bringing these things up the list would make the whole thing a lot better. And to be honest, it would probably make it a lot more enjoyable [laugh] for the Amazon staff who end up talking at it. Because, you know, I guess it can feel a bit soulless over time is all you're doing is making money for someone else and selling more things. And, yeah, I think there's a lot more… different things we can do and a lot more things we can talk about if people just start to talk about, like you know, if you care about this as well and you work at Amazon, then start saying that as well.It'll really make a difference if you say we want re:Invent to look different. I mean, even Amazon staff, [laugh] and we've not even mentioned this one because I got Covid straight after re:Invent, nine days and staring at a wall in hotel room in Vegas was not my idea of a good time post-conference. So, that was a horrible, horrible experience. But, you know, I've had people call it re:Infect. Like, where are the Covid support?Like, there was hardly any conversation about that. It was sort of like, “Don't mention it because oh, s”—whatever else. But imagine if you just did something a little bit differently to look like you care about your customers. Just say, “We recommend people mask or take a test,” or even provide tests and masks. Like, even if it's not mandatory, they could have done a lot more to make it safer for everyone. Because, yeah, imagine having the reputation of re:Infect rather than re:Invent?Corey: I can only imagine how that would play out.Aerin: Only imagine.Corey: Yeah, it's it feels like we're all collectively decided to pretend that the pandemic is over. Because yeah, that's a bummer. I don't want to think about it. You know, kind of like we approach climate change.Aerin: Yeah. At the end of the day, like, and I keep coming across this more and more, you know, my thinking has changed over the last year because, like, you know, initially it was like a hyperactive puppy. Why are we caring about this? Like, yeah, if I say it, people will come, but the reality is, we have to blinker ourselves in order to deal with a lot of this stuff. We can't always worry about all of this stuff all of the time. And that's fine. That's acceptable. We do that in so many different parts of our life.But there comes to a point when you kind of think, “How much do I care about this?” And for a lot of people, it's because they have kids. Like, anyone who has kids right now must have to think, “Wow, what's the future going to look like?” And if you worry about what the future is going to look like, make sure you're taking steps to make the world a better place and make it the future you want it to look like. You know, I made the decision a long time ago not to have kids because I don't think I'd want to bring anyone into the world on what it might actually end up being, but you know, when I speak to people who are older in the 60s and they're like, “Oh, you've got 100 years. You don't need to worry about it.” Like, “Maybe you can say that because you're closer to dying than I am.” But yeah, I have to worry about this now because I'll still be eighty when all this shit is kicking off [laugh].Corey: This episode is sponsored in part by our friends at Strata. Are you struggling to keep up with the demands of managing and securing identity in your distributed enterprise IT environment? You're not alone, but you shouldn't let that hold you back. With Strata's Identity Orchestration Platform, you can secure all your apps on any cloud with any IDP, so your IT teams will never have to refactor for identity again. Imagine modernizing app identity in minutes instead of months, deploying passwordless on any tricky old app, and achieving business resilience with always-on identity, all from one lightweight and flexible platform.Want to see it in action? Share your identity challenge with them on a discovery call and they'll hook you up with a complimentary pair of AirPods Pro. Don't miss out, visit Strata.io/ScreamingCloud. That's Strata dot io slash ScreamingCloud.Corey: That I guess is one of the big fears I have—and I think it's somewhat unfounded—is that every year starts to look too much like the year before it. Because it's one of those ideas where we start to see the pace of innovation is slowing at AWS—and I'm not saying that to piss people at Amazon off and have them come after me with pitchforks and torches again—but they're not launching new services at the rate they once did, which is good for customers, but it starts to feel like oh, have we hit peak cloud this is what it's going to look like? Absolutely not. I don't get the sense that the world is like, “Well, everything's been invented. Time to shut down the patent office,” anytime soon.And in the short term, it feels like oh, there's not a lot exciting going on, but you look back the last five years even and look at how far we've come even in that period of time and—what is it? “The days are long, but the years are short.” It becomes a very macro thing of as things ebb and flow, you start to see the differences but the micro basis on a year-to-year perspective, it seems harder to detect. So longer term, I think we're going to see what the story looks like. And it's going to be satisfying one. Just right now, it's like, well, this wasn't as entertaining as I would have hoped, so I'm annoyed. Which I am because it wasn't, but that's not the biggest problem in the world.Aerin: It's not. And, you know, you look at okay, cool, there wasn't all these new flashy services. There was a few things are announced, I mean, hopefully that are going to contribute towards climate change. One of them is called AWS Supply Chain. And the irony of seeing sort of like AWS Supply Chain where a company that already has issues with data and conversations around competition, saying to everyone, “Hey, trust us and give all of your supply chain information and put it into one of our AWS products,” while at the same time their customer carbon footprint tool won't even show the full scope for their emissions of their own supply chain is not lost on me.And you do say, “Maybe we should start seeing things at a macro level,” but unless Amazon and other cloud hyperscalers start pulling the finger out and showing us how they have got a vision between now and 2040, and now in 2050, of how they're going to get there, it kind of just feels like they're saying, “It'll all be fine as long as we continue to grow, as long as we keep sucking up the market.” And, you know, an interesting thing that just kicked off in the UK back in November was the Competition and Markets Authority have started an investigation into the cloud providers on how they are basically sucking up all these markets, and how the growth of things that are not hyperscale is going. So, in the UK, the percentage of cloud has obviously gone up—more and more cloud spending has gone up—but kind of usage across non-hyperscalers has gone down over that same period. And they really are at risk of sucking up the world. Like, I have got involved in a lot of different things.I'm an AWS community builder; like, I do promote AWS. And, you know, the reason why I promote cloud, for example is serverless. We need serverless as the way we run our IT because that's the only way we'll do things like time shifting or demand shifting. So, when we look at renewable energy on the grid if that really high, the wind is blowing and the sun is shining, we want more workloads to be running then and when they're tiny, and they're [unintelligible 00:21:03], and what's the call it serverless generally, uh—Corey: Hype?Aerin: Function as a Code?Corey: Function—yeah, Function as a Service and all kinds of other nonsense. But I have to ask, when you're talking about serverless, in this context, is a necessary prerequisite of serverless that scale to zero when it's [unintelligible 00:21:19].Aerin: [laugh]. I kind of go back to marketing. What Amazon releasing these days when it relates to serverless that isn't just marketing and saying, “Oh, it's serverless.” Because yeah, there was a few products this year that is not scaled to zero is it? It's a 100-pound minimum. And when you're looking at number of accounts that you have, that can add up really quickly and it excludes people from using it.Corey: It's worse than that because it's not number of accounts. I consider DynamoDB to be serverless, by any definition of the term. Because it is. And what I like about it is I can have a separate table for every developer, for every service or microservice or project that they have, and in fact, each branch can have its own stuff like that. I look at some of the stuff that I build with multi-branch testing and whatnot, and, “Oh, wow. That would cost more than the engineer if they were to do that with some of the serverless offerings that AWS has put out.”Which makes that entire philosophy a complete non-starter, which means that invariably as soon as you start developing down that path, you are making significant trade-offs. That's just from a economics slash developer ergonomics slash best practices point of view. But there's a sustainability story to it as well.Aerin: Yeah. I mean, this sustainability thing is like, if you're not going to encourage this new way of working, like, if you're not going to move everyone to this point of view and this is how we need to do things, then you kind of just propagating the old world, putting it into your data center. For every managed service that VMware migrated piece of crap, just that land in the cloud, it's not making a real difference in the world because that's still going to exist. And we mentioned this just before the podcast and, you know, a lot of focus these days and for a lot of people is, “Okay, green energy is the problem. We need to solve green energy.”And Amazon is the biggest purchaser of power purchase agreements in renewable energy around the world, more than most governments. Or I think that the biggest corporate purchaser of it anyway. And that all might sound great, like, “Oh, the cloud is going to solve this problem for me and Amazon is going to solve it for me even better because they're bigger.” But at the end of the day, when we think about a data center, it exists in the real world.It's made of concrete. You know, when you pour concrete and when you make concrete, it releases CO2. It's got racks of servers that all are running. So, those individual servers had to be made by whoever it is in Asia or mined from rare earth metals and end up in the supply chain and then transported into the data centers in us-east-1. And then things go wrong. You have to repair you have to replace and you have to maintain them.Unless we get these circular economies going in a closed system, we can't just continue to grow like this. Because carbon emissions related to Scope 3, all those things I've just been talking about, basically anything that isn't the energy, is about 80 to 90% of all the carbon emissions. So, when Amazon says, “Oh, we're going to go green and get energy done by 2030”—which is seven years away—they've then got ten years to solve 90% of the problem. And we cannot all just continue to grow and think of tech as neutral and better for the world if we still got that 90% problem, which we do right now. And it really frustrates me when you look at the world and the way we've jumped on technology just go on, “Oh, it must be good.”Like Bitcoin, for example. Bitcoin has released 200 million metric tons of CO2 since its inception. And for something that is basically a glorified Ponzi scheme, I can't see how that is making the world a better place. So, when cloud providers are making managed services for Web3 and for blockchain, and they're selling more and more AI and machine learning, basically so they can keep on selling GPU access, I do worry about whether our path to infinite growth with all of these hyperscalers is probably the wrong way of looking at things. So, linking back to, you know, the conference, open-source and, you know, thinking about things differently is really important in tech right now.And not just for your own well-being and being able to sleep at night, but this is how we're going to solve our problems. When all companies on the planet want people to be sustainable and we have to start tackling this because there's a financial cost related to it, then you're going to be in the vogue. If you're really good developer, thinking about things differently can be efficient, then yeah, you're the developer that's going to win in the future. You might be assisted by ChatGPT three or whatever else, but yeah, sustainability and efficiency can really be the number one priority because it's a win, win, win. We save the world, we make ourselves better, we sleep better at night, and you just become a better developer.I keep monologuing at this point, but you know, when it comes to stuff like games design, we look at things like Quake and Pokemon and all these things when there's like, “How did they get these amazing games and these amazing experiences in such small sizes,” they had boundaries. They had boundaries to innovate within because they had to. They couldn't release the game if they couldn't fit into the cartridge, therefore, they made it work. When the cloud is sold as infinitely scalable and horizontally scalable and no one needs to worry about this stuff because you can get your credit card out, people stop caring about being innovative and being more efficient. So yeah, let's get some more boundaries in the cloud.Corey: What I find that is super helpful, has been, like, if I can, like, descri—like, Instagram is down. Describe your lunch to me style meme description, like, the epic handshake where you have two people clasping hands, and one side is labeled in this case, ‘sustainability advocates,' and the other side should be labeled ‘cloud economists,' and in the middle, it's, “Turn that shit off.” Because it's not burning carbon if it's not running, and it's not costing you anything—ideally—if it's not running, so it's one of those ideas where we meet in the middle. And that's important, not just because it makes both of us independently happy because it's both good for the world and you'll get companies on board with this because, “Wait. We can do this thing and it saves us money?” Suddenly, you're getting them aligned because that is their religion.If companies could be said to have a religion, it is money. That's the way it works. So, you have to make it worth money for them to do the right thing or you're always going to be swimming upstream like a depressed salmon.Aerin: I mean, look at why [unintelligible 00:27:11] security is near the top: because there's so many big fines related to security breaches. It will cost them money not to be secure. Right now, it doesn't cost companies money to be inefficient or to release all this carbon, so they get away with it or they choose to do it. And I think that's going to change. We see in regulations across you're coming out.So, you know, if you work for a big multinational that operates in Europe, by next year, you'll have to report on all of your Scope 3 carbon emissions. If you're a customer of AWS right now, you have no ability to do that. So, you know, this is going to be crunch time over the next 18 months to two years for a lot of big businesses, for Amazon and the other hyperscalers, to really start demonstrating that they can do this. And I guess that's my big push. And, you know, I want to work with anyone, and it's funny because I have been running this business for about, you know, a couple of years now, it's been going really well, I did my podcast, I'm on this path.But I did, last year, take some time, and I applied into AWS. And you know, I was like, “Okay, maybe I'll apply for this big tech company and help Amazon out.” And because I'll take that salary and I'll do something really good with it afterwards, I'll do my time for three years and attend re:Invent and deliver 12 talks and never sleep, but you know, at the end of it, I'll say, “Okay, I've done that and now I can do something really good.” Unfortunately, I didn't get the role—or fortunately—but you know, when I applied for that role, what I said to them is, “I really care about sustainability. I want to make the world a better place. I want to help your customers be more sustainable.”And they didn't want me to join. So, I'm just going to continue doing that but from the outside. And whether that means working with politicians or developers or anyone else to try and make the world better and to kind of help fight against climate change, then, yeah, that's definitely what I'm doing.Corey: So, one last question before we wind up calling it an episode. How do we get there? What is the best next step that folks can take? Because it's easy to look at this as a grand problem and realize it's too big to solve. Well, great. You don't need to solve the entire problem. You need take the first step. What is that first step?Aerin: Individuals, I would say it's just realizing that you do care about it and you want to take action. And you're going to say to yourself, “Even if I do little things, I'm going to move forward towards that point.” So, if that is being a more sustainable engineer or getting more conversations about climate change or even just doing other things in your community to make the world a better place than it is, taking that action. But one thing that I can definitely help about and talk a bit more of is that at the conference itself, I'll be running a panel with some great experts called the, “Next Generation of Cloud Education.” So, I really think we need to—like I said earlier in the podcast—to think differently about the cloud and IT.So, I am doing this panel and I'm bringing together someone like Simon Wardley to help people do Wardley Mapping. Like, that is a tool that allows you to see the landscape that you're operating in. You know, if you use that sort of tool to understand the real-world impact of what you're doing, then you can start caring about it a bit more. I'm bringing in somebody called Anne Currie, who is a tech ethicist and speaker and lecturer, and she's actually written some [laugh] really great nonfiction books, which I'd recommend everyone reads. It starts with Utopia Five.And that's about asking, “Well, is this ethical? Can we continue to do these things?” Can't—talks about things about sustainability. If it's not sustainable for everyone, it's not ethical. So, when I mentioned 3 billion people currently don't use the internet, it's like, can we continue to just keep on doing things the same way?And then John Booth, who is a data center expert, to help us really understand what the reality is on the ground. What are these data centers really look like? And then Amanda Brock, from OpenUK in the conference will joining as well to talk about, kind of, open-source and how we can make the world kind of a better place by getting involved in these communities. So, that'll be a really great panel.But what I'm also doing is releasing this as an online course. So, for people who want to get involved, it will be very intimate, about 15 seats on each core, so three weeks for you to actually work and talk directly with some of these experts and me to figure out what you want to do in the world of climate change and how you can take those first steps. So, it'll be a journey that even starts with an ecotherapist to help us deal with climate grief and wonder about the things we can do as individuals to feel better ourselves and be happier. So, I think that'd be a really great thing for a lot of people. And, yeah, not only that, but… it'll be great for you, but it also goes towards making the world a better place.So, 50% of the course fees will be donated, 25%, to charity, and 25% supporting open-source projects. So, I think it kind of just win, win, win. And that's the story of sustainability in general. It's a win, win, win for everyone. If you start seeing the world through a lens of sustainability, you'll save money, you'll sleep better at night, you'll get involved with some really great communities, and meet some really great people who care about this as well. And yeah, it'll be a brighter future.Corey: If people want to learn more, where can they find you?Aerin: So, if you want to learn more about what I'm up to, I'm on Twitter under @aerincloud, that A-E-R-I-N cloud. And then you can also find me on LinkedIn. But I also run my own podcast that was inspired by Corey, called Public Cloud for Public Good talking about cloud sustainability and how to make the world a better place for the use of public cloud services.Corey: And we will, of course, put a link to that in the [show notes 00:32:32]. Thank you so much for your time. I appreciate it, as always.Aerin: Thank you.Corey: Aerin Booth, the Ted Lasso of cloud. I'm Cloud Economist Corey Quinn, and this is Screaming in the Cloud. If you've enjoyed this podcast, please leave a five-star review on your podcast platform of choice, whereas if you've hated this episode, please leave a five-star review on your podcast platform of choice, along with an angry and insulting comment that I will immediately scale to zero in true serverless fashion.Corey: If your AWS bill keeps rising and your blood pressure is doing the same, then you need The Duckbill Group. We help companies fix their AWS bill by making it smaller and less horrifying. The Duckbill Group works for you, not AWS. We tailor recommendations to your business and we get to the point. Visit duckbillgroup.com to get started.Announcer: This has been a HumblePod production. Stay humble.

John Booth is a well-known figure in EU data centre circles, primarily for his role as reviewer for the EU Code of Conduct for Data Centres and his work with the Certified Energy Efficiency Data Centre Award.  I started by asking John if he thinks data centers are doing enough to conserve energy, water and materials in this time of crisis. I gave an example of a 2021 survey which found that 63% of data center managers thought “there is no business justification for collecting water usage data.” Yes, thought there are laws coming from the EU that should change that attitude. Learn more about your ad choices. Visit megaphone.fm/adchoices

John Booth is a well-known figure in EU data centre circles, primarily for his role as reviewer for the EU Code of Conduct for Data Centres and his work with the Certified Energy Efficiency Data Centre Award.  I started by asking John if he thinks data centers are doing enough to conserve energy, water and materials in this time of crisis. I gave an example of a 2021 survey which found that 63% of data center managers thought “there is no business justification for collecting water usage data.” Yes, thought there are laws coming from the EU that should change that attitude.

For this special TMR Movie Roundtable, we welcome back the veteran British journalist John Booth—who joins Mark Campbell, Antony Rotunno and Yours Truly—for an extended four-way conversation on the highly perceptive and well-made British TV series from 1988 entitled A Very British Coup. Based upon the 1982 novel of the same name by journalist and Labour politician Chris Mullin, A Very British Coup follows the career-in-office of fictional UK Labour Prime Minister Harry Perkins (brilliantly played by Ray McAnally) whose radical policies ruffle the feathers of the Establishment. Opposed from its inception by deep-state actors in the media, intelligence services and civil service—and indeed by political and corporate interests on the other side of the Pond—Perkins' democratically elected left-wing government and Perkins himself quickly become the targets of smear campaigns and "dirty tricks" aimed at undermining him and reshaping his government along establishment lines. But Perkins is no fool; this working-class "man of the people" is also a shrewd observer of elite power, and the forces that oppose him find themselves locked in a contest for dominance that will not easily be won. Join us as we discuss the series and consider similarities to, and differences from, the real-life Labour leaders Jeremy Corbyn (who referenced Harry Perkins in a recent interview) and Harold Wilson (against whom the "secret state" plotted in the 1970s). [For show notes please visit https://themindrenewed.com]

For this special TMR Movie Roundtable, we welcome back the veteran British journalist John Booth—who joins Mark Campbell, Antony Rotunno and Yours Truly—for an extended four-way conversation on the highly perceptive and well-made British TV series from 1988 entitled A Very British Coup. Based upon the 1982 novel of the same name by journalist and Labour politician Chris Mullen, A Very British Coup follows the career-in-office of fictional UK Labour Prime Minister Harry Perkins (brilliantly played by Ray McAnally) whose radical policies ruffle the feathers of the Establishment. Opposed from its inception by deep-state actors in the media, intelligence services and civil service—and indeed by political and corporate interests on the other side of the Pond—Perkins' democratically elected left-wing government and Perkins himself quickly become the targets of smear campaigns and "dirty tricks" aimed at undermining him and reshaping his government along establishment lines. But Perkins is no fool; this working-class "man of the people" is also a shrewd observer of elite power, and the forces that oppose him find themselves locked in a contest for dominance that will not easily be won. Join us as we discuss the series and consider similarities to, and differences from, the real-life Labour leaders Jeremy Corbyn (who referenced Harry Perkins in a recent interview) and Harold Wilson (against whom the "secret state" plotted in the 1970s). [For show notes please visit https://themindrenewed.com]

In this episode I am joined by James Rix and John Booth. We discuss the ever growing focus on sustainability and what it actually means to the data centre sector.First we cover what sustainability is and why it is important, not only to the data centre sector but to future generations. James and John both outline their views on what sustainability means and how it is measured (or not) within the data centre sector.We then talk about regulation in the data centre sector and whether sustainability requires a unified standard measurement. Are we able to say we are sustainable if we have no unified measurement?Finally we look to the future and how the sector will evolve as the focus on sustainability increases. What is net-zero and is it actually achievable?

================================================== ==SUSCRIBETEhttps://www.youtube.com/channel/UCNpffyr-7_zP1x1lS89ByaQ?sub_confirmation=1================================================== == DEVOCIÓN MATUTINA PARA ADULTOS 2022“NUESTRO MARAVILLOSO DIOS”Narrado por: Roberto NavarroDesde: Chiapas, MéxicoUna cortesía de DR'Ministries y Canaan Seventh-Day Adventist Church 03 DE AGOSTOTU DECIDES«Escoge [...] la vida, para que vivas tú y tu descendencia». Deuteronomio 30: 19EL NOMBRE DE EDWIN BOOTH no resulta familiar hoy para muchos, pero durante una buena parte del siglo XIX este actor estadounidense conoció la fama, no solo en Estados Unidos, sino también en Europa, especialmente por la manera magistral de representar al príncipe Hamlet, la conocida obra de William Shakespeare. Según los críticos de la época, nadie superaba a Edwin Booth a la hora de representar la tragedia teatral. De hecho, una estatua suya representando a Hamlet está ubicada en Gramercy Park, en Manhattan, Nueva York.Lo que Edwin Booth nunca imaginó es que la tragedia, que tan magistralmente representó en las tablas, también lo acompañaría en la vida real, pues fue su hermano, John Booth, también actor, quien asesinó al presidente Abraham Lincoln. El impacto de ese suceso fue tan duro para Edwin que, según comenta Paul Aurandt, esa fatídica noche de abril de 1865 en realidad hubo dos asesinatos, el de Lincoln y el de la carrera artística de Edwin. *¿Por qué grabamos el nombre de Edwin Booth? Por otro hecho singular que también marcó la vida de este actor, pero en un sentido muy diferente. Antes del trágico suceso del Teatro Ford, en el que su hermano asesinó al presidente Lincoln, Edwin se encontró en la estación del tren en New Jersey, cuando un joven perdió el equilibrio y cayó sobre los rieles mientras el tren se acercaba. Con un rápido movimiento, Edwin agarró al muchacho por el traje y lo salvo de una muerte segura. Aunque Edwin no reconoció al joven, este sí lo reconoció a él. Semanas más tarde, el famoso actor recibió una carta de la oficina del presidente, transmitiendo las gracias por haber salvado la vida del joven. ¿El nombre del muchacho a quien Edwin salvó? Robert Todd Lincoln, hijo del presidente Abraham Lincoln. **¡Qué circunstancia tan curiosa! John Booth le quita la vida al presidente, Edwin Booth salva al hijo del presidente. Uno escoge la muerte; el otro, la vida. Extraño, ¿verdad? Pero no es un caso único: ¿Recuerdas a Caín y Abel? ¿Saúl y David? ¿Judas y Juan?¿Cómo puede ser que dos personas, con las mismas oportunidades en la vida, tomen caminos tan diferentes? Nuestro texto para hoy responde: Dios ha puesto delante de ti y de mí la vida y la muerte, pero nos toca a nosotros elegir. El anhelo de nuestro buen Padre celestial es que escojas hoy la vida, «para que vivas tú y tu descendencia». Gracias, Padre celestial, por darme la facultad de elección. Hoy quiero elegir a Jesucristo como mi Salvador, pues él es el camino, la verdad y la vida.*Paul Aurandt, El resto de la historia de Paul Harvey, Doubleday & Company, 1977, p. 72. ** Jacopo Della Quercia, «¿Cuáles son las probabilidades?», en Reader's Digest, mayo de 2011, p. 182.

Drive the family just a few miles north of Harrisburg and discover the Ned Smith Center for Nature and Art where the arts and nature are merged through education, exhibition, and many fabulous experiences. Sylvia talks with John Booth, Executive Director, about the Ned Smith Center and upcoming events!www.nedsmithcenter.org/

In difficult times, people are often drawn to make and create with their hands. Throughout the pandemic, activities like baking bread, gardening, and sewing have resurfaced as small acts of resistance to a culture that celebrates overabundance and digital distraction, and as joyful acts that help to restore our mental health. Mending has been widely embraced as a practice that subverts throwaway culture while allowing people to slow down and repair clothing with their own hands. Mending and repair are also important parts of a thriving, circular fashion system that reduces consumption and waste, redesigns the whole textile industry to be waste-free and inclusive, and regenerates the natural world. Arounna Khounnoraj joins Reseed to discuss Visible Mending: Repair, Renew, Reuse the Clothes You Love, her book that guides readers how to mend, based on her experience as a fibre artist and force in the vibrant mending movement. Arounna is a Canadian artist and maker working in Toronto where she immigrated with her family from Laos at the age of four. She has a master's degree in fine arts in sculpture and ceramics, and in 2002 she started bookhou, a multi-disciplinary studio with her husband John Booth, where Arounna explores screen printing and a variety of textile techniques such as embroidery and punch needle. In addition to being a sought-after mentor and educator, Arounna is the author of two books, with her third book on embroidery being released in spring 2022. Against a backdrop of pandemic, climate change, inequality, and war, mending can seem inconsequential and insufficient, and of course it cannot solve the many pressing crises we face. Mending, however, can be a powerful personal act that helps us to slow down, reduce consumption, and take care of our mental health so that we are more resilient and able to rise to looming problems. This conversation looks at reclaiming the joy of simple and slow homemade creativity in complex times.Read more at reseed.ca. 

In this episode I am joined by John Booth, a specialist data centre consultant at Carbon3IT Ltd. John has an excellent reputation within the sector and market leading knowledge on sustainability and how it impacts the data centre sector.John explains how he started his career in networking and how this resulted in a career in the data centre sector. John also shares his views on how the sector has changed during his career.We then discuss sustainability. John gives his views on exactly what sustainability is, why it is important, and how it is going to impact the long term growth of the data centre sector. John also shares his views on renewable energy and how government regulation could impact the long term growth. John shares some excellent views that will make you think about how the data centre sector will evolve in the coming years.

Today we talk with Arounna Khounnoraj of Bookhou. It's no secret that Arounna is a powerhouse in the creative world. Whether working as an artist, designer, maker, instructor–and even as a student–Arounna's passion for one-of-a-kind creations has followed her throughout her life's journey.Arounna's story tells of her deeply personal connection to making that began in the home during childhood and continues in the creative spirit shared by her children. From inspiration to finished product, Arounna's passions for material, form, process and experimentation are key to her personal and creative growth.Together with her husband John Booth, Arounna co-founded Bookhou–a multidisciplinary studio showcasing their individual and collaborative work from textiles to woodwork–including patterns, tools, and finished goods for makers.Arounna is the author of Visible Mending: A Modern Guide to Darning, Stitching and Patching the Clothes You Love and Punch Needle: Master the Art of Punch Needling Accessories for You and Your Home available now, and the upcoming book Embroidery: A Modern Guide to Botanical Embroidery coming soon. View the shop at bookhou.com and follow on Instagram @bookhou.This week's giveaway is sponsored by Harrisville Designs, and we're giving away one of their amazing punch needle kits designed in collaboration with Arounna Khounnoraj of Bookhou punch needle kits.The perfect introduction to the punch needle process–each kit provides everything you need to create a unique wall hanging inspired by the colors and shapes of Autumn foliage and flora, including 5 balls of Harrisville Designs' Turbine yarn, punch needle template, monk's cloth, and an 8x10 inch frame.To enter this giveaway, download our new app, Making, and leave a comment on today's podcast episode post. Find us in the Apple App Store with a search for "Making." And if you don't have an iPhone–not to worry. We'll be releasing the Android app in the coming weeks. In the meantime, you can enter by commenting on the episode blog post at makingzine.com.The biggest of thanks to everyone involved in this weeks episode, Arounna, Harrisville Designs, the Making team and our producer Alice Anderson. I hope you'll join me each week as we talk and learn from more fascinating makers. For podcast notes and transcription, visit makingzine.com. Have a wonderful week!

John Booth is an experienced IT professional who has worked in all areas of the industry, including presales, bid management, installations of server, networking and desktop IT equipment, surveys and auditing, structured cabling installations (Fibre & Copper), project management, team management, remote and onsite support. He is an active committee member of the BCS Data Centre & Green IT Specialist Groups. https://www.linkedin.com/in/johnbooth1/ He gave a great analogy of leaving a running car outside your doorstep just because you may have to go shopping anytime during your day. It is related to how data centres are run. Listen to the episode to know more. Do you want to be a guest on our podcast? I will be waiting for your email at vikram@73bit.com http://www.73bit.com/

Off the pitch, Lascelles Hall Cricket Club has contained more drama and turbulence than a typical Line of Duty series. The last ten years of this bastion of local cricket have seen moments which makes it incredibly hard to think how they've survived. But survive they did and it's no more thanks to dedicated and devoted players and club committee members like Richard Shaw; our most recent guest to Castle Hill Cricket Chat. Richard has just begun his 35th season as a cricket player for Lascelles Hall and, it's fair to say he has just about seen it all. From the highs of their 80's pomp and Sykes Cup Finals of the 00's to the lows of repeated and senseless attacks on the club, a fraud that ripped the heart out of the finances and the tragedy of losing a player a long way before his time. In this fascinating interview, Richard shared with us his fondest personal memories as a player, growing up amongst the fine names that graced the club such as Tim Cox, Craig Horner, John Booth and more. He also spoke about the raw, bitter experiences that have blighted the club in more recent times and how they have rebuilt from what looked like an impossible situation to sow the seeds to a much brighter future. It was a virtual washout on Saturday unfortunately; the second in succession. But the Sykes Cup, Paddock Shield and Oddfellows Cup all saw their next round draws take place so we discussed the standout ties from those and in ‘The Opener', we mulled over whether there is a place for the humble cricket tea any more and discover which club were once warned to tone their tea down!

It's hard to imagine the classroom experience of kids with an ADHD diagnosis - because they often find it hard to articulate how it feels (and how it affects them).In today's episode, we speak to John Booth, who not only has a son diagnosed with attention-deficit hyperactivity disorder, but also received a diagnosis of ADHD himself in his forties. He speaks honestly and openly about how ADHD affected his schooling (and his perception of himself as a learner), and the struggles involved in successfully parenting a child with ADHD.Important links:Get our FREE SEN Behaviour Handbook: https://beaconschoolsupport.co.uk/SEN-handbook.phpJoin our Inner Circle membership programme: https://beaconschoolsupport.co.uk/inner_circle.phpJoin our FREE Classroom Management and Student Behaviour FB Group: https://www.facebook.com/groups/school.behaviourDownload other FREE behaviour resources for use in school: https://beaconschoolsupport.co.uk/resources.php

Hah! EPM doesn’t get a lot of polymaths, does it. Yet Mike is exactly one of those.A polymath is, “a person of great and varied learning” although Mike is too modest to agree with that description. If you but listen to this conversation, you (and he) will see that it is a fair characterization.But wait, there’s moreIn addition to Yr. Obt. Svt., this conversation also has Natalie Delemar as our guest host and regular John Booth. This varying cast of characters is what I hope is the (or at least a) future of EPM Conversations. Tim, Celvin, John, and I are wonderful (ahem) hosts but there’s much, much, much more to EPM than us, cf. our guests and Natalie. I’ve known (at least I was at the same conference although as I really and truly worked 100 hours that week in addition to presenting and working a booth so if I did meet Mike I have no recollection of it) Mike since Kscope 2009 in Carmel.What I didn’t know was how much Mike has done: Atari 600xl owner, COMPUTE! magazine subscriber, English school teacher, roofing product computer operator/developer, operations management, Hyperion course writer, Essbase consultant, Planning consultant, Essbase PM, Big 4 consultant, startup analytics evangelist, Big 4 (but a different one) leader, and I’m sure a few more roles I’ve missed. What is crucial to understand and what is central to what Mike does and cares about is making sense of data, i.e. analytics. Hear the conversation Start - 2:55 Introduction 02:55 - 14:56 How Mike Started with Analytics and EPM14:56 - 25:41 EPM vs Analytics25:41 - 28:05 Adoption of Tools in Different Organizational Functions28:05 - 36:04 Tools That Can Merge Financial and Operational Datasets36:04 - 43:44 What EPM Technologists Should Know About Analytics43:44 - 53:30 The Medium Term Future of Analytics53:30 - End Outroduction We hope you like the episode as much as we do. If you do enjoy it, please give us a good rating on the provider of your choice as it both bathes our ever-needy egos and also – and rather more importantly – allows listeners to more easily find us.Join us, won’t you?

What could be better than the Three EPM Conversations Cohosts?What whole number is greater than three? Four, totes obvs. And here we are, with Yr. Obt. Svt., Celvin Kattookaran, Tim German, and now John Booth.John and I did the very first EPM-in-the-cloud presentation at Kscope11: EPM 11.1.2.something-or-other running on AWS. John did all of the heavy lifting and I did…something. No matter, he still talks to me as you will gather below if you but listen.John has been a writer in the Developing Essbase Applications books, is an ACE Director alumni, a contributor to the late and lamented Essbase Network54 message board, a frequent conference presenter, and always has a provocative and interesting viewpoint on the state of the industry, the value of performance management applications, and where on earth the Earth is heading. Heady stuff, no?That’s quite an introduction and one that is well deserved. I am very happy to share that John will be a regular cohost on EPM Conversations.With that, this episode’s précis:Start - 8:10 Introductions8:10 - 11:00 Running Hyperion on Lesser-Used Operating Systems11:00 - 13:15 Whatever Happened To Exalytics?13:15 - 22:55 Specialization in Infrastructure22:55 - 25:20 Is Software Supporting Fewer Operating Systems A Problem?25:20 - 28:00 Is On-Premises Software Going Away Altogether?28:00 - 31:00 Whatever Happened To Infrastructure Consultants?31:00 - 37:15 Industry Diversification in Tools (especially Integration)37:15 - 45:00 Does Toolset Diversification Call for More Technically Adept Practitioners?45:00 - 50:45 Doing Integration with “Real” Programming Languages50:45 - 52:30 John’s Future in EPM Consulting52:30 - 63:30 How are People Forming Professional Connections in COVID Times?63:30 - 66:45 Virtual Conference Structures66:45 - End Outroduction Yes, long, but lots of goodness are contained within and it will give you a taste of the ever-evolving aka we-cannot-make-up-our-minds direction of the podcast.We hope you like the episode as much as we do. If you do enjoy it, please give us a good rating on the provider of your choice as it both bathes our ever-needy egos and also – and rather more importantly – allows listeners to more easily find us. Join us, won’t you?

Talk Art exclusive!!! We meet a living LEGEND!! For episode 8, Russell and Robert meet the iconic British fashion designer Sir Paul Smith CH CBE RDI (born 5 July 1946). We discuss a lifetime of collecting art, his recent award of Companion of Honour from the Queen, setting up a new foundation with the aim of giving advice to creative people, his support of artists at the Royal Academy Schools and Slade including Lynette Yiadom-Boakye and James Lloyd and the lasting impact artists like David Hockney, Patti Smith, R. B. Kitaj, Peter Blake, Frank Auerbach and David Bowie had on his life. We learn about the exhibitions he put on in his first shop in the 1960s including works by Andy Warhol and how this has continued to the present day with exhibitions in his London and Los Angeles stores by Joy Yamusangie and John Booth amongst many others!This special episode was recorded in Paul Smith's office in London. Visit Paul Smith's Foundation online at www.PaulSmithsFoundation.com or Instagram @PaulSmithsFoundation. Paul's eponymous new 50th Anniversary Book is available now (published by Phaidon). This inspiring new book captures his unique spirit and one-of-a-kind creativity by selecting 50 highly personal objects, charting his and his brand’s half century of struggle and success, from a small menswear concern in Nottingham, UK, through to a globally recognised international fashion house.Follow Paul on Instagram @PaulSmith and @PaulSmithDesign, visit Paul's official website www.PaulSmith.comFor images of all artworks discussed in this episode visit @TalkArt. Talk Art theme music by Jack Northover @JackNorthoverMusic courtesy of HowlTown.com We've just joined Twitter too @TalkArt. If you've enjoyed this episode PLEASE leave us your feedback and maybe 5 stars if we're worthy in the Apple Podcast store. Thank you for listening to Talk Art, we will be back very soon. For all requests, please email talkart@independenttalent.com See acast.com/privacy for privacy and opt-out information.

Billion dollar companies rely on competitive intelligence to stay ahead in their markets. What lessons can the rest of us take from how they use CI to make better decisions? This week on The Inbound Success Podcast, Cipher Systems VP of Marketing John Booth talks about what competitive intelligence is, and how companies can use it to inform decision making. Cipher's customers are some of the largest companies in the world, and they have highly specialized units dedicated exclusively to competitive intelligence. Not every company has the budget, or the team, to support that, so John explains what the rest of us should be looking at, and how we should use information about our competitors to develop marketing and business strategies. Highlights from my conversation with John include: Many marketers use the terms data, information and intelligence interchangeably, but they are very different things. Intelligence is the product of analyzing information and data, and it requires people to do it. There's also a lot of confusion around the difference between business intelligence, market intelligence and competitive intelligence. BI is the information you have within your own business, whereas MI is the information about what is happening in the market.  Competitive intelligence is information about your markets and also your competitors and how that influences your ability to sell within your markets or deliver the services that your business does. There are three kinds of software tools used in competitive intelligence: 1) Generic tools like Sharepoint or Google Alerts that can be used or many things: 2) Specific tools like Klue that are built to fulfill a very particular need, such as sales enablement; and 3) Purpose-built tools like Cipher's Knowledge360, which are built specifically for competitive intelligence professionals. Before any business engages in competitive intelligence, it should start by developing a deep understanding of its differentiators, strengths and weaknesses. Resources from this episode: Connect with John on LinkedIn Visit the Cipher Systems website Listen to the podcast to learn more about competitive intelligence and how businesses both large and small can use it to get an edge.   Transcript Kathleen Booth (Host): Welcome back to the Inbound Success Podcast. I'm Kathleen Booth and I'm your host. This week, my guest is none other than my husband John Booth. Welcome John. John Booth (Guest): Well, I mean, it only took 150 some odd episodes for me to get an invitation. Kathleen: Saving the best for last. So I don't know if my listeners know this, but John and I, so John and I used to own a marketing agency together for 11 years and somehow miraculously, we're still married. And when people ask me what he does now, I always say he does the same thing I do just at a different company. He is also a vice president of marketing. He is VP of marketing for a company called Cipher Systems, which is in the competitive intelligence space. So John, for those who may not know you, who may not know Cipher, can you just tell my audience a little bit about yourself as well as about Cipher systems and what it does? About John Booth and Cipher Systems John: Sure. So as Kathleen said, I was a part of our digital agency for about a dozen years or so. And before that I held different sales positions started out in the staffing world and then held lots of different positions there. But since Quintain, I have joined Cipher systems and Cipher is a small, there's probably about 20 of us now, competitive intelligence firm. John: And we'll give to the definition of that because it's, I think it's very important. I see a lot of similarities in the competitive intelligence to what I saw in the content inbound marketing world maybe 10 years ago. So it's it's a, it's a developing industry and I think more and more people within the organizations, particularly certainly larger organizations are finding the need for, and using competitive intelligence today. But so we have a classic kind of services side of the business. And, and then in addition to that, we have a technology or a software side of the business where we have a software platform. It's a cloud based competitive intelligence platform that acts as a knowledge management system, as well as the competitive intelligence tools for all of your competitive Intel and dashboards and reports and newsletters and, and information like that. Kathleen: And what kinds of companies does Cipher work with? John: So Cipher works with large organizations. So our ideal buyer has more than a billion dollars in revenue. Typically at least 5,000 employees, they're headquartered in the United States and they operate in industries that have one or one of two key kind of characteristics. The first is they're either highly regulated. So think financial services, insurance, healthcare, or the industries are incredibly competitive. So think about things like technology government contractors those types of industries. So those are, those are kind of the, the ingredients that make for the need for competitive intelligence. Kathleen: So side note, I just think it's really funny this doing this interview because I am interviewing you like I don't know the answers to these questions already. But everyone listening doesn't so I still need to ask them. So one of the reasons I wanted you to talk about who you work for or with the kinds of companies you work for is that, it's the thing that I have found interesting, kind of watching as you've worked there is that prior to you working at Cipher, you know, I was familiar with the field of competitive intelligence, you know, roughly but there are such different levels of it, right? I mean, the stuff that you guys do, like you were saying, it's really big companies that have, you know, the stakes are high. They have a lot to lose. It's highly competitive or regulated or this or that. It's serious business. And they have teams of people whose jobs are just to do competitive intelligence. And then you have like the kind of competitive intelligence that, that smaller companies do where you're like, I've got a Google alert on my competitor, you know, that sort of thing. And so it's, it's very interesting to me the different shades of it. So segwaying from that, you mentioned defining competitive intelligence. So like how do you guys see it? What is it, how do you define it? What is competitive intelligence? John: So so there are a couple of key definitions, just so the audience and, and the two of us are on kind of the same page here. So the first one is the difference between let's define data, information and intelligence. So an example of data might be the number three. Okay. So that is data. Alright. Information is a series of data pieces. So an example, a pretty example of information is a streetlight. So a streetlight has three different colored lights, right? Red, yellow, and green. All right. And so when red is on, I stop when yellow is, I slowed down or hit the gas. And when green is, I continue on my way. So that is, so that is information. So there's several different data points there. There's the number of lights, what the, the, the meaning of those lights. Intelligence is the product of analysis. So intelligence requires people today. So so you might hear a lot of the impact of artificial intelligence on competitive intelligence and market intelligence and things like that. So today, intelligence requires a human being to perform some type of analysis and deliver some types of insights to the business that's intelligence. And that is that's what has value. So just simply gathering information, there's no value that's delivered to the organization. It's not until a person actually applies the filters and understandings and kind of teases out what this might mean that there is any value delivered, and that is intelligence. So then I'm going to define three other terms that are often kind of used interchangeably. And they shouldn't be much like a, when we had our agency often found that people would use marketing, advertising and PR interchangeably, when, as marketers, we all know that those are completely different you know, services and they mean different things, but to the lay person, they kind of get interchanged interchangeably. So competitive intelligence market intelligence and business intelligence are often interchanged kind of the same way. So let's use business intelligence. So business intelligence, we define that as the, the information that the business intelligence is based off of information on your business. So if you think about if all of the information that we have within our four walls of our business, that is our business intelligence. Okay. So if you manufacture something that might be how many widgets that you can manufacture in an hour and how many people you need and the profitability of those widgets, et cetera. So business intelligence really means focused on your business, right? No external sources or information, it's all internal data. Market intelligence is just that it is the market. It might be trends in the market. It, it might be consumer behavior and how consumers are responding to certain trends or, or things along those lines. And then competitive intelligence is information about your markets and also your competitors and how that influences your ability to sell within your markets or deliver the services that your business does. Kathleen: So earlier you mentioned that competitive intelligence requires people, but you guys sell competitive intelligence software. So like, how does that work? John: Because software, obviously it doesn't have people in it, but so think of it as think of it as this. What's a good analogy? So if I am a marketer and I have a tool like HubSpot, which we love, because it allows me to host my website, allows me to post and schedule my social. It allows me to have my content and edit it and do keyword work. All of that helps me with my marketing strategy and deliver a strategy. So you wouldn't buy HubSpot and say, Oh, well, HubSpot is going to do my marketing strategy. It's, you know, it's going to, you know, help me be a better marketer. Yes. But it still requires people to deliver that strategy. You know, you you're using a tool. Yes. but the tools can never, they, there are at least the tools today can not replace what an analyst, a researcher, a strategist, a person, a marketer, could be a product marketer. You know, what a person does. What kinds of tools are available to support competitive intelligence? Kathleen: And I feel like there's this vast array of tools out there for competitive intelligence. Like I mentioned earlier, it's everything from a simple Google or all the way up to a platform like you guys have that is used by huge corporations. So maybe you could speak to like, kind of what that landscape looks like. John: Right. So one of the one of the things that we're trying to educate people that are looking for tools are the different types of tools. We believe there are three different kinds of tools out there. There are what we call generic tools, and those are tools that are typically they've been built for a different purpose, but they're often adopted or adapted to a competitive intelligence use. And a good example of that is SharePoint. So SharePoint wasn't built for competitive intelligence, but SharePoint is, it can be an adequate kind of knowledge management source. It can, you know, you can have teams adding information to it and downloading information. You could even, you know, use some of the collaborative features there, et cetera. And so that's like the use of a generic tool. And then you have your your second type of CI tools, a tool that is built for a specific really for a specific person purpose. And, and an example of that is, so there's a company, one of our competitors, Klue. And they do a very good job of sales enablement. So if you have a large sales team and you want to empower your sales team to close more deals, and you want to give your sales team the resources that they need to have the right information at their fingertips, when they're on calls and and kind of, and, and sell against other competitors, they're a great tool for that. And then you have the third category, which is kind of that the tool that is built specifically for competitive intelligence and, and those are tools that do primarily three things. They gather information. So they're going to allow you to aggregate information and that information could come in from newsfeeds. It might come in from subscriptions to information, the research that you have it, it might be internal documents that you have kind of those business intelligence documents that we talked about. It might be information that your sales or marketing team uncovers maybe during the course of their day. So one of the things that, that we help companies with is most companies have just, just dozens, if not hundreds of nuggets of information within the organization, but they just don't have the ability to give it visibility. So, you know, it's, you know, the salesperson that knows what he's up against for a particular deal, because the prospect shared this with them and it's sitting within his inbox and he's the only person that has access to his inbox. So the product marketing team that is getting ready to do the roadmap for their product, can't see what the customer, the prospect is looking for because they don't have access to this information. So that third tool allows all of this information to go into it. And then with our tool, we use artificial intelligence and natural language processing to automatically tag this information. And we use semantic learning for it to identify things like location company and individuals by reading through and analyzing the, the, the content that you're adding to the system. So, there are those types of tools and, and it's interesting. We did some research a couple of years ago. The pharmaceutical industry is by far kind of the most advanced commercial, competitive intelligence kind of industry. Most other industries, they're still kind of developing CI practices and, and most outside of the pharmaceutical industry. And I kind of call that life sciences. So not strictly just pharmaceuticals. Most organizations have I think it's like 1.2 people working on their CI. So not big teams, not, not at all. How can marketers use competitive intelligence? Kathleen: Yeah. It's so interesting. It's such a specialized field. I feel like you know, now coming back to kind of, the focus of this podcast obviously is inbound marketing. So a lot of marketers are listening and this can seem very unapproachable because like, for example, if you guys, you work with really large companies and they have these dedicated people let's start with what, how are those companies using competitive intelligence and how is that helping them make better business decisions or get better results from their businesses. And then we can kind of bring it back down to, for smaller companies, what are ways they could begin to approach this? So let's begin some like actual examples of how this plays out. John: Okay. So so I think that that, that the marketers marketers today, this is, this is my own belief. I believe they're, they're waking up to this need for competitive intelligence because your inbound marketing is no longer delivering the results that you were seeing before. So for just about a decade or so, we have as marketers, we've been really focused on the content I'm creating and attract, creating content, solving problems, answering questions, et cetera. And we've been rewarded with that with prospects and customers and results, and kind of the, you know, Marcus shared approach. They have questions kind of, you know, answer their questions and, and, you know, you'll be rewarded well. In the beginning that was really, really successful because there were fewer people doing it and, and the people that were doing it for the most part were really doing it. You know, it's not until much later that you're downloading the ebook and it's actually just 18 PowerPoint slides with two bullets on each slide and has nothing to do with an actual book. So we have to, as marketers look for things that are going to give us results. And so, as we were focused kind of internally on what we're talking about, what our prospects and customers are talking about, we're really ignoring what was going on in our market and our competitors. And so we were ignoring these macro issues. And so competitive intelligence is kind of the other side of the equation. So you know, you've take your prospects and your customers, and that's one piece of success. And then, but, but you can't do that in a vacuum. Those that do SEO work understand that. So you find out what your teams are, you know, what you want to rank for and what your competitors are ranking for. And then you do SEO work to help change those rankings. Well, your competitors, don't just sit still. They're also looking at what's going on in the market and looking at the actions that you're doing. And so, you know, we found this need to to address, well, how do I understand what's going on in the marketplace and how do I position myself against my competitors or the other options that that my prospects and customers have. So that's a long roundabout way of explaining how companies are using competitive intelligence to better deploy their resources. And so when, when you're doing this before, you can get to actually doing competitive intelligence work, you have to have a really clear understanding of your differentiators and, and your vulnerabilities. So that's where, you know, somebody who wants to begin doing competitive intelligence work, I would challenge them to to, to sit down and do the, the work on how are you different from your competitors, you know, and, and where do you have overlap and where is that overlap? Where does that lead to, or where could you be vulnerable because of that overlap? What impact does competitive intelligence have on businesses? Kathleen: So the larger companies that you guys work with, obviously have that part figured out. They, you know, they have their teams in place, they understand their differentiators. So when they undertake competitive intelligence, how are they using it? Like in practical terms to get better business results? Do you have some case studies or some success stories or anything like that that you can share of how, like, how does competitive intelligence produce better outcomes for these companies? John: Yes. So this was this was a very kind of rude awakening coming from the marketing agency world where you know, you have clients and you're working with clients and you're doing great work for them. And you ask your clients, Hey, you know, would you mind providing a testimonial, a quote, being a part of a, you know, a white paper case study you know, sharing your experience and, and usually it's, Oh yeah. You know, they're very supportive of that when you are in the competitive intelligence world, nobody wants to talk about the tools that they're using, what you're doing for them, because by nature of it, you are, you know, you're giving away intelligence for your competitors to use against you. Kathleen: You know what other industry is like that? Cybersecurity. I know that, of which you speak. John: So let me, I can talk in some kind of in general terms. So we estimate and Cipher has been around for 20, 25 years. We estimate that most most people doing CI work spend about 70% of their time gathering and organizing information. If we go back to the definitions that we had of data, information, and intelligence, data and information add zero value to the business. So you're spending 70% of your time on things that have no value add to the business. Only 30% of your time is on the analysis, developing the insights, you know, all of that information that your CI consumers, whether it be your sales teams, your, your C suite, your product development team, your marketers, they all need this information, but the bulk of your time is spent gathering it and, and organizing it. And, that is because your business is complicated and information comes in lots of different forms, and some of it is structured. And some of it is unstructured. You know, you have information internal reports. You have, as I mentioned before, you have emails that are received from salespeople. You have teams that are out in the field and going to trade shows and seeing you know, what your competitors, their messages at their trade show boots, you have competitor websites that are changing and messaging. And so so what our tool does is it automates a lot of that. For example we have many customers before they started using our tool Knowledge360, that would have 18 number. And some of them would have more that would manually go out to competitors' websites and look at their websites and look for changes in their websites. And that could be pricing changes if you're in an industry or, or, you know, a market that is price sensitive, you want to know about those changes. And, you know, it could be messaging changes. So by using a tool like Knowledge360, we can automate that. And so the tool goes out, it gathers the information. It says, Hey, this page has changed. It highlights the, the, the new information, you know, and, and that's, that's there in one color, it highlights the information that has been changed or removed and another color. And now an analyst can take a look at that and say, Oh, this is really meaningful. You know, so that's, that's an example of how are a tool like ours or how anyone can use competitive intelligence. So, to monitor the messaging that your competitors are using, or if they have a pricing page, you know, you can, you can monitor that for changes in their pricing. How do companies use competitive intelligence? Kathleen: So it sounds like the tool itself can be used to save time to streamline the process, but like, what are these companies doing with this information? How, like, why are they spending all this money on competitive intelligence? What is it doing things successful? John: So if you think about this so it's helping them be successful by giving insights and providing this intelligence that your decision makers are looking for. And ultimately, hopefully you're, you're enabling them to make better informed decisions. So if you think about think about someone that has you know, you're wearing glasses, but they have blinders on, and you can only see right in front of you. And you're making your decisions based on your field of vision that is just in front of you. Now, you take those away and you have a wider field of vision, and you have more information. You may, you may make a different decision. Kathleen: What's an example of something, a marketing thing that I might do differently based on the information I would find? John: So here's, here's an example. So if I have a, let's say I'm a nationwide company and I compete with someone on the East coast. Okay. And they're a good competitor. I went against them. Sometimes they went against me sometimes. But I have offices on the East coast and also on the West coast. Well, if I had a CI department, one of the things they might be monitoring or looking for is job postings with my competitors. So if all of a sudden, one of my competitors is posting a sales manager position in the Seattle market, and they're not in the Seattle market. And one of my key customers is in the Seattle market. Oh, that's something that I want to know about because it looks like my competitor is coming into, if they're going to invest in building out a sales team, putting an office in Seattle. Now, all of a sudden, my sales people that have only had to deal with maybe the competitors that were in that local market without this East coast competitor, they now need to be aware of this new competitor coming into the market. And that may change how we position ourselves. It may change how we price things. It may change, you know, the terms of her contracts. It could have all types of different information, you know, of, of business decisions that we make. How Cipher uses competitive intelligence for itself Kathleen: So I'm assuming that you guys are, as I like to say, drinking your own champagne, because I don't like the phrase eating your own dog food. So how does Cipher use competitive intelligence? John: So so we use this fantastic tool called Knowledge360. It's very comprehensive. We have several dashboards that we use. And one in particular that is called our competition crusher. And so with our competition crusher dashboard, it's a feed of news announcements on it's a feed of social. It has intelligence that our salespeople gain talking to prospects and customers. Our marketing team will add information like messaging changes that we might see and all of this battle cards. So if we know we're going up against a particular competitor, we want to, you know, we want to draw attention to these benefits of using our product. And, and if we know that there are gaps, you know, we want to ask our prospects about, you know, the gaps that we know our competitors have. So, that's one example of how we're using it to kind of gather all of that information, organize it in a way, you know, and the beauty of using something you're using a tool that provides dashboards is the dashboards are updated in real time. So unlike, you know, most people, if they have any experience or exposure to CI work it's typically a part of the, you know, quarterly sales meeting. And there's somebody that comes up that says competitor ABC is doing this. And then, you know, they share the PowerPoint deck and, you know, a quarter later another report comes out, but there's a lot of time and a lot of change that goes on between, you know, the publishing of those two different reports. And, you know, you may make different decisions having a dashboard that's always on always available, always monitoring. You're always getting the most up to date information. And so we share that with our leadership team, our sales team, marketing team, customer, all of them add to, and, and consume information from those dashboards. Prediction markets and the future of competitive intelligence Kathleen: And then real quickly, because I feel like this could be an entirely other podcast episode. I feel like with competitive intelligence, you're looking at things that have already happened, right? You guys have something I find fascinating, which is this other side to your business where you can do much more predictive stuff. It's super cool. And you have something called predictive markets. So can you, somewhat quickly because we are coming up on our time, just give people a sense of what I mean, cause that's really like competitive intelligence looking into the future, if you will, or trying to figure out what's gonna happen in the future. So how does that work? John: So that is really cool stuff and it is relatively new. So Cipher systems and another company Consensus Point, we merged towards the end of last year. Consensus Point is a a research company. So as competitive intelligence professionals, they gather information and they do research. You have two primary types of research yet. Primary research and secondary research, secondary research being research that's available to anyone and those might be market reports or things that are publicly available and anyone has access to those or they're not restricted. Primary research is research that you do, you hire someone to do on your behalf and that's information that you have. And that if, if done correctly and on the appropriate things could be a competitive advantage having this primary information or more information about a particular topic. Well, what you're talking about is predictive markets research. So if you think about primary research, most people are familiar with polls and surveys. And so that is a traditional kind of primary research method that is it's, it's very effective for certain things. It's also riddled with problems for other things, for example human beings in general, we are very poor predictors of our own performance. So you know, just ask anyone with a child and ask them how bright their child is. Nobody is going to tell you that their child is below average average, you know, they're Oh, you know, top 1%, 10%, 5%. Well, that's not true because most of us are average. Kathleen: That's why it's the definition. 90% of us are not in the top 10%.  John: That's exactly right. So what a prediction market is, is it is think of a market, probably one of the most common is the stock market. So, you know, the stock market is a platform where people have are placing wagers on whether or not, you know, the value of a company is going to increase or decrease. So if you think about this, and this is a great book that I'll have to give you. It's by a poker player. I'll give it to you so you can add to the show notes, but basically if you ask somebody, you know, do you think Apple stock is going to be higher than it is the value of it is going to be higher in one month from today's point you know, you might say, yes. Okay, well, how much are you willing to bet it's up? So if you put real money, your hard earned money, like how many shares of Apple stock are you willing to purchase at today's price? Check out "Thinking In Bets" by Annie Duke John: You know, and it is, are your beliefs, do they change? So a prediction market is, you are using the social behavioral characteristics of individuals and their collective kind of wisdom of the crowd, thinking about whether or not the probability of something becoming true or taking place. And so that is a much more accurate indicator of actual events that happen than simply asking someone in a survey or a poll. So now, what we're so excited about is the two of those together. So now you know, our platform, not only do we help aggregate information that you're gathering and do that analysis on it, we are now adding this research component to the tool as well, so that you can do your research. You can, you know, you can store it within one central repository and you can make it available to the organization as it needs to be Kathleen: Cool. And I know you guys are using it for things like trying to predict what the world post COVID is going to look like and all kinds of other really interesting forward looking applications. So thank you for sharing that. Kathleen's two questions Kathleen: We are now coming towards the end of our time, so I wanna make sure I squeeze in my couple of questions that I ask everybody. The first is, of course we are all about inbound marketing on this podcast. So is there a particular company or individual that you think is really killing it with inbound marketing right now? John: Let's see, you know, I I just recently became aware of a tool MarketMuse. I think that they're doing a very good job with their messaging, kind of very classic, kind of inbound marketing freemium model, et cetera. So I would say that they're one company that does a really good job of inbound marketing. And I have to say then another one that comes to mind and you know, full disclosure here, I'm a customer and and a big fan of Databox. I think Databox, and Pete Caputa's doing a phenomenal job there. He cranks out more content and they use their chat panel to support customers and are really all about helping customers solve problems. And they're, they're doing a fantastic job. I think, of inbound marketing. Kathleen: Yeah, Pete's awesome. And fun fact, he was a very early guest of this podcast. So if you want to get some insight into how Pete does marketing, you can listen to that episode with him. And I will put that link in the show notes. Question number two. The biggest challenge I hear marketers share with me is that so much changes so quickly in the world of digital marketing. So how do you personally keep yourself educated and up to date on everything that's going on? John: I have a hugely unfair advantage being married to a fantastic marketer who is constantly scouring the interweb for the latest and greatest tool and slacking me at home because yes, we have our own personal Slack channel for our youngest son and Kathleen and myself. But, selfishly I rely heavily on what you share with me. Kathleen: Well, that's a valid answer and it's true. I mean, it's so funny. So we're sitting here, it's during the COVID pandemic and of course we're still working from home. So I am up in my office, which is on the second floor of our house. John is in his current office, which is smack dab in the middle of our kitchen. And we are Zooming with each other from two rooms away and yes, we Slack each other from two rooms away all week long. So we are the big old marketing nerds that do that. How to connect with John Kathleen: All right. If somebody wants to connect with you learn more about Knowledge360, ask you a question about competitive intelligence. What is the best way for them to connect with you online?  John: I would say the best way to connect with me is via LinkedIn. John Booth, like the guy that shot Lincoln, but not related. And if you want to learn more about Knowledge360, you can go out to Cipher-sys.com or TryK360.com and learn. You know what to do next... Kathleen: Awesome. I will share that in the show notes. Thank you for joining me, John. I know you have a busy day. We are recording on a Sunday and I'm pretty sure there's like some kind of house project that you want to be working on instead of recording a podcast with me. And if you're listening and you learn something new and you like what you heard, please, head to Apple podcasts, leave the podcast at five star review. That is how other people find us. And I would really appreciate it. But that is it for this week. Thank you, John. John: Thank you, Kathleen. Kathleen: And happy father's day. Because we are recording on father's day. You're the best for doing this for me. Thank you. Alright. That's it for this week. Thanks for listening everyone.

How did IMPACT grow the subscriber base for its email newsletter to 40,000+ in under two years? This week on The Inbound Success Podcast, IMPACT Editorial Director Liz Moorehead talks about THE LATEST, IMPACT's email newsletter. Created in 2018, THE LATEST is written by Liz and sent out three times a week. It's one of several email newsletters that were created around the same time and are really disrupting the world of email marketing. In this episode, Liz shares the story of THE LATEST, from how she writes it, to the newsletter format and design, how they grew the subscriber base, and the impact the newsletter has had on IMPACT's business. Best of all, she shares her advice for anyone who wants to start an email newsletter, or is interested in revamping the one they currently publish. Highlights from my conversation with Liz include: Liz is the Editorial Director at IMPACT, where she overseas a team that publishes approximately 25 articles a week and a thrice weekly email newsletter, THE LATEST. In 2018, IMPACT had a large audience and a lot of content, but no email newsletter. THE LATEST was originally created as a way to consolidate all of the email that IMPACT was sending and create a better experience for its subscribers. When THE LATEST launched, there were only about 1,200 subscribers. Today, there are around 42,000. The newsletter goes out three times a week and every issue is personally written by Liz, and sent directly from her email address. Each issue begins with a personal story by Liz, where she often includes very personal details. This choice to mix a business newsletter with very personal stories was a deliberate one that has helped THE LATEST connect with its audience. Liz's advice to anyone writing an email newsletter is to be honest and vulnerable, but keep the stories somehow relevant to the content and audience. Liz tested a variety of different formats for THE LATEST, and eventually landed on one that is very text heavy, with few if any images. This ran counter to what she thought would work, but testing proved it to be the best performing format.  She uses emojis to break up the text and draw the reader's eye to what she wants them to see. IMPACT uses HubSpot to measure the performance of its marketing and through that, can tell that THE LATEST has influenced more than 2 million dollars in revenue. Resources from this episode: Visit IMPACT's website Check out THE LATEST Connect with Liz on LinkedIn Follow Liz on Instagram Listen to the podcast to learn what makes an amazing newsletter and how you can use your newsletter to grow an audience and drive revenue for your company. Transcript Kathleen Booth (Host): Welcome back to the Inbound Success Podcast. I'm your host Kathleen Booth. And this week my guest is my good friend Liz Morehead, who is the editorial director at impact. Welcome, Liz. Liz Moorehead (Guest): I am so excited. Can you believe it's taken us this long to have the idea to have me on this podcast? Liz and Kathleen having WAY too much fun recording this episode. Kathleen: And if I'm being honest, I honestly think I thought I had already done it, which is why I didn't do it because I thought I already had.  Liz: I'm going to try not to take this personally. You may get an official demerit in the mail. The jury's still out on that. We'll see how today goes.  Kathleen: I don't know how this happened, but we're making it right now. I'm so excited to have you on because you are somebody who is doing so much amazing work in so many different areas. To be candid, when I invited you, I had to choose because there were so many topics we could have covered. You're the pillar content pro and all these other things. But the thing I really wanted to talk with you about is email newsletters. But before we get into that, pose people out there who may not know who you are or who or what IMPACT is, can you please talk a little bit about yourself as well as the company? About Liz Moorehead and IMPACT Liz: Absolutely. So as you mentioned, I'm the editorial director here at IMPACT. IMPACT is a digital sales and marketing company. That basically breaks out into a couple of different things. Number one, we consider ourselves the top educators in the space of digital sales and marketing, and that manifests itself through our publishing. We publish the anywhere between 20 and 25 articles a week, seven days a week, even on Christmas. We have IMPACT Plus, which is a self guided learning platform for digital marketers, sales pros and business leaders. And then we also have our agency services as well. So we originally started out as an agency, you know, the traditional inbound marketing HubSpot partner agency before we really started getting our claws into the education piece of it. One thing I will say though that is a little bit different about our agency services is that instead of the traditional model of, you know, "Hey, just, you know, kick your marketing over here, we'll take care of it. Like don't worry about it. We got it, we'll take care of it," we have more of the "Teach a man to fish" model. So we do a lot of empowering businesses to bring their content in house, bring their video in house, really take ownership of their marketing technology stack with things like HubSpot. So that's, that's IMPACT in a nutshell. All things digital sales and marketing. If you have questions about it, basically just come to us. Kathleen: You've had an interesting journey because you're like part marketer, part editor, part writer. You're a different kind of a person than we've traditionally had on the show. So could you talk about your journey a little? Liz: My journey is strange. I never fancied myself ever getting into marketing. I only ended up in marketing and quite frankly, landing in your lap Kathleen, as the result of a layoff. Prior to being in the inbound marketing and content management space, I had been working in communications and I had been working as a senior editor at a digital publisher that catered exclusively to trade associations and then they overhired, or there was a market contraction, and there were a bunch of us, since we were the last in, we were the first out. So my editorial team, we all just like, 50% of the people, left like overnight. Then, the next day, a mutual friend of ours who was working at your agency Quintain at the time said "you should come out for lunch." I'm like, "I don't want to," like, "I want to stay in pajamas, I want to be sad, I want to keep crying cause I just lost this job that I really loved." And it turned out it was when you were guys were doing the Inbound Marketing Summit at The Metropolitan in Annapolis. And I walked over to her and I said, "I had no idea the rest of everyone that you worked with would be here." And that's how you and I met, because you said "You're the one who writes the beer column for the Capital Gazette. Right?" And I said, "yes". And the next thing you said was, "I don't like beer". And then I, there was a little pause and in that pause I'm like, "This is the worst 48 hours". I'm like, "I look like I just got dumped. I feel like I just got dumped. This lady in front of me, dressed to the nines, and I looked like, just awful." And then you said, "But I like your writing". Kathleen: Yes, it's true. I was a devotee of your beer column, which I just think, it's hysterical because you're right, I don't like beer. I don't drink any beer, but I loved reading about beer because you made it so interesting. So go figure. Liz: Yeah. So I came on board at Quintain and I'm going to make this part of the story pretty short, but it was kind of, it was a, it was the first time I had really failed at something. I was very excited to be in marketing. It was a new challenge. I had done each piece of that job desperately across different roles throughout my career. Things that I had done historically very well, and it just wasn't working. I think about a year or so afterward, you and I had one of those “carefrontations”, a candid conversation, a crucial conversation, whatever you want to brand it as. And you and I were sitting there talking and you and John Booth, your husband, who ran the agency with at the time said essentially, you know, we have a right person, wrong seat. So you put me in a content management role. That was, I feel like, when my career changed, because prior to that moment working in marketing, I had always been brought on in the way we had discussed it. As, you know, "you needed a marketer who knew how to write". And the reality is I was a writer who had a strong marketing backbone. It was the flip. And so once I really went into that role, which at that time I remember you saying like you had heard about it from Marcus Sheridan and you know, there were all, you know, people were starting to realize that you couldn't just like market, you had to have someone who knew how to write, who knew how to communicate, who knew as a native skillset, the way people know how to build dimensional, like email marketing strategies and revenue campaigns and like all of these things that are not native skillsets. To me, brand storytelling, interviewing, voice and tone development -- like, how do you make content that is so memorable that people not only remember the answer that you told them, they remember that you're the one that said it to them. That's the kind of stuff I was really good at. So to be able to really focus on that exclusively in the role just really changed it. But that is something we're still seeing today. You know, there's more traction, there are more content managers now, but at the time, you did something that was atypical. You created that role that I think was, in a way, ahead of its time. Kathleen: Well, you're giving me a lot of credit, but you are an incredibly talented writer. And for those listening, Liz and I have had the opportunity, and I would say for myself, the good fortune, of working closely together several times. We don't work together now. You've had a really an amazing career and, I would say, she has set the bar for what it means to be a Head of Content in many ways, in the sense that not only does she do an amazing job, but she also teaches others how to do it. Why IMPACT started THE LATEST Kathleen: So that being all said, let's talk about email newsletters. I want to preface this with, when we were working together back in 2018, we were both at IMPACT and IMPACT produces a lot of content and has a big audience. But at the time, it didn't have a newsletter, which I always thought was interesting because it had this huge, built in audience. So we were talking about creating one, but we really wanted to create something special and not just kind of check the box with a newsletter. It just so happened that that all happened around the same time that I feel like newsletters were undergoing a Renaissance. It's funny, I just gave a talk on this last night. 2018 was the same year that Morning Brew was founded, that The Hustle was founded, that Ann Handley started writing Total Annarchy. That was a pivotal year for email newsletters. And I think I would hold up the newsletter that you're involved in right alongside those others in terms of the, you know, how it's kind of breaking new ground on what it to send an email newsletter. So with that as an intro, maybe you could rewind the clock and start at the beginning. For people who are listening and might not be familiar with the newsletter, could you talk a little bit about, you know, what it is, how frequently it is sent, who the audience is, et cetera? Liz: I like how you phrased the history, by the way, of THE LATEST, because I remember that conversation. "Liz, how would you feel about writing our newsletter?" And I said, "Nope." I waffled, was a bit wishy washy. I was trying to say no, but with as many yes words as possible. And then you did that thing that you're so good at doing, which is like basically communicating that you're voluntelling me. Like, "So you're going to try it out and see what you think about it." So that went pretty great. So we have THE LATEST. It's meant to give digital sales and marketing pros everything they knew need to know to make smarter decisions, faster, and to do their job better in around five minutes. It hits inboxes Tuesdays, Thursdays, and Saturdays. I do emphasize to people who may not have heard of this newsletter before or are new to this, yes, an actual human being writes it. That human being is me. I spend about six to eight hours a week working on it and it is a labor of love. Now, Kathleen, you remember the discussions that we had. We had already been doing some passive email distribution of our content, but we were starting to run into a couple of challenges. You know, HubSpot, for those who may or may not be familiar, has an option where you can automatically generate instant, daily or weekly digests of the content that you're publishing. We had scaled up rapidly from the traditional model of like, a few times a week of publishing content, to what I mentioned before, you know, seven days a week. No holidays off, 20 to 25 articles a week. That's a large volume. And we were running into a situation where we had emails competing with each other. You know, we had events we wanted to promote. We had all of this content that was going out and it was just this passive valuable-ish maybe kind of thing that we'd been sending previously. So THE LATEST was really meant to solve for that, as the centralized location where we could put all of our most important information. And we had a new opportunity to show one of the things that we believe about the most at IMPACT, which is our people, our products. So if that's the case, we're going to make it as personal and as impacting and as thoughtful and hand curated as possible. We wanted it to be as valuable as it could possibly be. Kathleen: So that was the nice things about newsletters, is it's their ability to consolidate a lot of what you want to communicate to your audience. And I do remember at the time that, you know, we have those instant blog notifications going out, but we were emailing people about events, and webinars and you know, social groups that we were running. There was a time, I think we counted and people were getting, you know, an email every day from us, if not more than that. And that can quickly lead to major email fatigue, which you know, really can hurt your sender score. So that was a great reason to shift over to the newsletter in and of itself, was let's email people less and let's be more efficient about it. But I think you're right, there was so much more to it in terms of being able to really cultivate a voice and develop a relationship with the audience. Getting personal in a corporate email newsletter Liz: I believe though, that was the thing I didn't expect out of it. And I'll admit, I'll still get the heebie jeebies every time I have to smash the send button on a newsletter that goes to I think 42,000 people at this point. That's still something where in the pit of my stomach, I'm like, "fine". The thing I never really expected out of it is that piece you just mentioned, which is really developing a relationship with your audience. I remember when I first started writing the newsletter, earlier issues were a little bit more pithy, a lot shorter, not very personal. I always like to embrace the Kathleen mindset of "keep doing stuff until people tell you to stop doing it", then just keep going and see what happens. And so I started using it, especially last year, to just be more emotional and honest about where I was personally because I went through quite a bit of stuff last year. I'm just ripping off that bandaid. I now live in Connecticut, but I used to live in Annapolis, Maryland with you -- not with you in the same home, but like a mile down the street. I was married at the time. I am not married anymore. I was moving up in my career. I was trying a lot of new things. I was experimenting with a lot of, just, new things professionally. It was a really big year of growth for me and I started talking about it. I started talking and I had no idea. I don't know what possessed me to do it, but very similar to Ann Handley and a lot of other newsletters you might see out there, we really focus on putting the letter in the newsletter. Now you may think to yourself, well, things like divorce and moving and all that stuff -- that's not really relevant to digital sales and marketing leaders. What was surprising to me is how many of those elements of going outside of your comfort zone, being willing to embrace change, all those things really apply personally and professionally as well. And the audience, that really ended up resonating with them. I would get start getting responses and replies. You know, we were in the middle of the coronavirus pandemic and I remember there was one where like, I was trying to be positive. I was trying to be like the little fortune cookie, you know, confused to say it's all gonna be fine. Like it's not, I couldn't get myself there. And finally I just wrote this thing about how I was just flirting with an emotional cliff. I wasn't in a really horrible spot, but it was becoming increasingly more difficult to carry the weight of my own feelings, carry the weight of the feelings of my friends and family -- the fear that for a while there was really gripping the country and the world and still is to some degree. That was one of the issues that I got the most responses to. It becomes this thing where I essentially started just writing to the people in front of me and they would respond and they would also still read all the stuff I put in there -- still read everything else. They would read all the articles, they would click through everything.  Mixing business and personal in email newsletters Kathleen: so taking a step back, as I think it's interesting, if somebody isn't familiar with the newsletter, this might be confusing. This is a corporate newsletter in the sense that it is IMPACT's newsletter as a company, but you write it pretty much every time. Every now and then somebody else jumps in if you're on vacation or, you know, for whatever reason to take a Saturday off. But really, this company newsletter starts off every time with a very, very personal introduction from you. So can you just talk about that dynamic because I think that's a dynamic that is going to be very new to a lot of people. They might be thinking, "why would you have a company newsletter come from one of the employees and start with a personal letter from him?" Liz: Well, let's face it. People trust human beings. People buy because of relationships they have with human beings. Now more than ever, since we are trapped behind our screens, my entire social life is conducted via Zoom at this point and has been for the past seven plus weeks. They don't want to talk to a nameless, faceless company. They want to talk to a human. Also, if you want to just get more technical and tactical about it for you business leaders out there going "I don't know, we're different. That's not for us guys." Just to be perfectly candid with you, your open rates will increase if it comes from a person. The moment we stopped sending things from IMPACT or "Liz from IMPACT" or "whomever from IMPACT" and just put "Liz Morehead", boom, open rates popped. Kathleen: Yeah. It's funny, I was, so I mentioned I was giving a talk. I gave a talk last night to the Public Relations Society of America about basically this topic of newsletters. I talked about having it come from a person and, and how a lot of companies are very skeptical and they think "No, our audience is too professional, we need to be more formal." The example I love to show that shatters that myth is there's a company called CB insights, which is a technology analyst firm. Like, big time tech companies, you know, are their clients -- the Googles, the Microsofts of the world. This is a very highly respected company in the analyst field. They have an email newsletter that has hundreds of thousands of subscribers and it comes from Anand Sanwal who's one of their principles. This is the part I love the best. He signs off, like at the bottom of the newsletter, he writes his intro just like you do. And at the very bottom, instead of saying "from Anand", he says, "I love you, Anand". This is a highly professional tech analyst company and one of the principals signs off the newsletter "I love you". Like, you know, I think that that to me just says, if they can do that, then anyone can kind of cross that bridge and become more personal in the way they do their email outreach. Liz: A hundred percent and I get that feedback a lot too. "Well, Liz, you're in marketing, you're allowed to do this kind of thing". I'm like, wait, hold on a second. Our target audience are high level VPs, CEOs, no nonsense business leaders, and they're reading and subscribing to my newsletter. It's still works. Yeah. I think a lot of people talk themselves out of trying things before they're even willing to see, you know, they're, they're ready to indict it. They're ready to pass judgment and say, "Oh, this won't work for us. Yada, yada, yada." But that's not true. And I would also say, you know, this is something we've been seeing with video right now too. This sounds like a strange correlation, but especially in this, you know, in the wake of Coronavirus, the threshold for production quality right now is a little bit lower, especially in video. People are expecting you to be in your homes, to be more human, to be more open. And I think this is a great opportunity for us to open that door and realize, yeah, so they're tech people or they're this or they're that, but they're also humans first. They are human beings first. The anatomy of THE LATEST Liz: But to get back to your original question, yes. So the anatomy of the newsletter in terms of how it's set up. At the very top you're always going to have a big headline that basically showcases the three top stories that we're covering in a given issue. So for example, the one that went out yesterday was "How to have really difficult conversations over video" and "Are you ready to do content marketing right?" and "How we planned and executed a 3,000 person virtual event in only three weeks." So we'll have that right underneath that. If nobody wants to read my letter, that's fine because we give you the links to those three articles in a little box right above it. So you could just like, you know, "That's fine Liz, you have a lot of feelings. Maybe later I want to read this stuff." Now underneath that then we have the letter. The letter itself usually falls into one of two categories. I would say 75% of the time it is somehow tangentially related to one of the three articles that's included. I like to keep it relevant. There are, however, the fringe cases -- that other 20% of the time where it's like, I have something I want to talk about. Maybe something big happened at IMPACT. Maybe there's just something more global that I want to talk about. For example, let's just go for it. The issue when I told everybody I was getting a divorce and I did it kind of euphemistically was the New Year's Eve issue. So it really made sense because essentially I was saying I was moving to Connecticut and doing so by myself. I'm only going with my cat. It's crazy to think about what the beginning of this year was like versus the end of this year. And I think a lot of us are feeling that way. That is something where like there's a bit of a balance. It's not always like, emotional bloodletting, but that's how I bring those types of stories in. I don't just decide, "Well I don't have anybody to talk about my feelings with. I'm going to do it here." It has to be relevant to the moment, to the context of what I'm talking about after the letter. Then it goes into a little bit more detail about each of the articles. You know, what question does it answer, what is it about, who wrote it? And then I also include some related links. So for each article, if somebody is interested in the topic, but that's not quite the article they're looking for, I'll pull in some other things. We feature our latest podcasts and shows -- the usual stuff like marketing events you need to know about. And then right now, because everything is so stressed out, we used to have something called weekend nonsense in our Saturday issue. Now it's in every issue because I think we all really need a laugh right now. And then I might throw in like, "Hey, I'm reading this" or you know, I, I fool around with what's in there. But that's really the anatomy of it. The goal is essentially to make it something people are excited to open. I think if you're creating an email newsletter, yes you want to drive traffic to your own site. But when I wake up on the days that I have to put this together, my number one goal is to make it something so insanely valuable that no one will ever regret having opened it. Even if they don't click through, that's fine. I just want them to feel like I have somehow made their job easier, their life easier or made it easier to make some sort of decision that day. Designing your email newsletter Kathleen: That's awesome. Now I know way back in the beginning we had a lot of debate about what this newsletter should look like, and how it should be formatted. There's lots of different schools of thoughts on this -- you know, how many graphics do you include and pictures and videos and gifs and emojis? Liz: So many things. I was so wrong. Kathleen: So talk a little bit about that. I think it's evolved over time and you've done a really good job of testing everything so that you can make data backed decisions. Can you share a little bit of that whole evolution and what you've learned? Liz: Sure. First of all, it's good to keep in mind, just from an email deliverability perspective, the more graphicy, flashy, design-y your email newsletter is, there is a higher likelihood that people will not see it that way either due to settings in their email that automatically turn off images if you're in a particularly like cybersecurity or technology focused space. Outlook inboxes are brutal in terms of what they will let through or what they will actually show. So we tried to keep the structure of it pretty lightweight. It doesn't look all the way plain text. There's some tabling in there, there's a little bit of structure, but for the most part it's just a basic rich text editor. But it wasn't always that way. Well, originally it wasn't. We had a little bit more structure around it, but for the most part I would say as long as I've been doing it, I really try to keep it more of that loose structure. Now a couple of the things though at the beginning that I, let's just talk about the thing I was most wrong about. So, as you know, every blog article you publish on your website should have a featured image associated with it. You know, people like things to look at. So I was of the idea that every featured article -- because again, they were under that welcome letter for me, there are three articles -- that every single one should have like, a featured image with that. We did that for a while and the open rates were great, but the click through rates were fine. Then somebody said we should test it without images. I just thought that was going to be a disaster. I am always coaching people about content, when they create it, to not create giant word walls. Beause that's the first thing that makes people go, "No, no, this looks hard. I don't want to do that. That is visually, that is not a content piece I would like", you know? So this idea that we were going to have just like, so many words, really freaked me out with no visuals. Lo and behold, when we took out the three featured image, one per each of the articles, our click through rates went up. Now that I think about it, it kind of makes sense. Imagery in a newsletter. If you subscribe to it already or will be in future, you'll see that I still use images, but they're purposeful. They're only there to drive the story forward. They're only there to provide visual context where I think you actually need the context. Otherwise it's not there. There are no images. I like to use emojis, which is also another thing I was wrong about. Not really so much in the text or the letters, but we use them as visual guides. Like for example, there's always a pointing finger in front of every headline for each of the three articles. The marketing calendar always has the same little calendar box, hot topics and Elite -- I'm very proud of this one -- a little spicy pepper. Things like that. It's so that people can visually scan and they get used to knowing where things are. And it allows me to visually call things out without it being intrusive. But that was something I was always very against. Just, you know, I'm, I'm knocking on the door 40, I've never been a huge emoji fan. We had to have like two or three people in our team at the time help us try to figure out Snapchat, and I still don't understand it. I've just never been an emoji person, but it allows me to add a little bit of personality, razzle-dazzle when I want it. Occasionally I'll just like throw one in to be a little bit cheeky in my intro, but that's really the only visual compliment other than me including an image when I feel like it's necessary. Otherwise it's just, it's just words and links. Kathleen: I think this is another area, like, emojis are a great example where you hear people say, "I can't do that because my audience is older and more professional". But the audience for THE LATEST is, how would you characterize it? Liz: All over the place? I think a lot of people on the surface would say, okay, so you're a young, hip marketing agency. You can get away with this stuff. The people I hear the most from -- this reminds me a lot of my beer column. Everybody always thought that my beer column audience was like young bearded flannels, you know, the usual beer drinking crowd. And I did have a lot of those. But the people I've heard the most from, my most devoted people who still actually read me to this day, even though I retired from that like what, six, nine months ago? They're older, 40 and above. It's the same thing with this. Some of my most devoted people, the people I hear from the most, are much more established in their careers. CEOs of businesses, VPs of sales and marketing. One of the guys is actually one of our clients, was one of our clients. He's like some good old boy from Tennessee. He's a straight shooter. He's just that guy. People you would never imagine are actually reading my newsletter and they're engaging with it. The other thing I'll say about emojis, too, is that remember it doesn't always have to be a smiley face. There are emojis for things like charts or very basic things like a calendar tab. You know, take a look at what's available to you. You can get away from the kitty stuff, you can get away from like the silly stuff. There's a lot of good stuff in there. Kathleen: Yeah. And there's a great site. My favorite resource, the site getemoji.com because you could just go there and you can see them all and you can copy them and use them wherever you want. I use them a lot, not just in email newsletters but in LinkedIn posts and stuff like that. The other thing too is that going back to the conversation we had about fact that a lot of your images will get stripped depending on where it's being sent to and what the email platform is. Emojis are Unicode text. So you are able to make your visuals have a little bit of flair. Liz: It gets in there without it getting stripped out. Kathleen: Yeah. Liz: So that's really nice. It's, it's good for me. I use it for visual hierarchy the most. Kathleen: Yeah. It's very, very effective for that. What impact has THE LATEST had for IMPACT? Kathleen: So, this started in 2018. Can you talk a little bit about the results? Like how large is the list now? What are you seeing in terms of marketing results from the newsletter? Liz: Oh yeah, for sure. When we started this, I think the  number was somewhere around like 1200 people maybe because we didn't want to force opt-ins. We had people who were opted into our daily, our weekly notifications, but we didn't want to force people to come on board with it. We did an initial push, I believe, with garnering subscriptions. We brought some people over who were already opted in in certain capacities and it started as a very small list. After that, today, I think I already mentioned it, we're now at 42,000, and in terms of results of what we're seeing from it as of today, we're closing in on about $2 million in revenue associated with it via HubSpot, which is outstanding. Kathleen: That's awesome.  Liz: It's a newsletter. You watched me last year on stage at IMPACT Live. I like content that makes money. You know, a little little skin off my back there. I'm pretty happy that that's uh, that's doing well. The results really speak for itself. I think if you go into that with the same mindset that I have, whether it ends up looking like mine or not, it's not just about what articles do you want to in here? Do you want to drive traffic? If you just focus your entire energy for a couple hours that you're putting it together and say, "I want to make this the most valuable thing that my ideal buyer would have in their inbox", you will be astounded at the brand evangelists you can build out of that. Email newsletters in the time of COVID-19 Kathleen: That's great. Have you had to change anything with the newsletter as a result of this whole craziness with the Coronavirus? Liz: I think what's been surprising is how much benchmarks no longer matter. Like, we had all this benchmark data, right? We've even written the same articles, like "When's the best time to send an email newsletter?" When's the best time to do to do that? Those rules no longer apply because everyone is trapped at home. So for example, we had, you know, a pretty steady average open rate that had been growing incrementally over time. And then there were a couple of days just because, you know, I think a lot of people can relate to this, as soon as Coronavirus hit, it was, it moved like a wave across the country and around the world. But when it would hit wherever you were, it was like 24 to 48 hours of complete madness. There was shell shock. There was, what are we doing at our company? There are all these things that need to happen. And so I was talking with Vin, our VP of Marketing, one day and I said, "Look, there's no way I'm going to get to this until like, THE LATEST is actually going to be the latest my time. Like that's just how it's going to happen because I have X, Y and Z to do." And he's like, "Those are the top priorities. As long as it gets out the door today, I don't care when it gets out." We had sent it at like six or seven o'clock at night. We had almost doubled our open rate. Kathleen: Wow. Liz: It was absolutely absurd because it made sense. Right? People are now just sitting at home, not understanding boundaries between work and play because, I don't know if anybody else is like me, I know I'm done with work when I move from this side of the couch, which is the right side of the couch, to the left, just to kind of mix it up just to see what happens. That's been kind of crazy. I would say also the level of emotional honesty I'm allowed to get to has been great, but it is a balance. I really was struggling for a couple of weeks there of, you know, I used to find inspiration for the newsletter out in the world, face to face human interactions. What do you do when 80% of your stimulus for how you create as a writer for me is gone? That was really a big challenge for me. Some days I feel better than others. And I think as this has become more of a normal, as this has become more status quo, again, this is the end of week seven of this, at least for me, I'm learning to find stories in different ways. But for awhile there it was hard. You know, just, I couldn't be depressed all the time. Kathleen: You can only talk about your favorite Netflix show so many times, right? Liz: Well the other thing too though, is that there's an emotional delicacy to it. There is a reality that I need to constantly be aware of. There's a difference between humor that genuinely puts someone in a good mood for the first time in a day and humor that's tone deaf and falls flat and actually ends up offending someone. So it's been a tricky thing to figure out because I understand that everybody has a different situation. Here's a good example. IMPACT Plus is that learning platform we were talking about earlier. I run the virtual peer group for content managers. We have CEOs and business leaders, sales and videographers and content managers, yada yada yada. So I run the content manager one. We had a content manager virtual peer group scheduled for the week after everything just caught completely on fire. I had originally slated to be teaching people how to build a content strategy, and instead I was like, I'm not sure if this is what they even want to be hearing about or if this is even what they care about right now. I'm so glad I didn't do that because as it turned out, a couple of people on the virtual peer group had been laid off, weren't even content managers anymore, but they were still there, there were business owners who were concerned whether or not in a month they were going to still have the business. I mention that because I had a similar reaction to THE LATEST. I remember the first couple of issues, I sat there and said "Am I helping people who have just lost their job?" You know, I'm in a place of privilege. I still have my job. It's all relative in terms of what everybody's dealing with, but that is a privilege. I've had to maintain situational awareness that I'm not speaking to an even more diversified audience with a much more volatile emotional range. And I'd say that has been a really big challenge, but it's also been really fun. Like yesterday's issue of THE LATEST I talked about weird food and combinations and stuff. Like the other night for dinner, I had this fantastic 2015 red Bordeaux from France and I paired it with an Oscar Meyer baloney sandwich and I started getting all of these funny emails back from people. One guy was like, "The only reason I was able to build a spreadsheet last night was because I took a break and stood over the sink and ate cold pizza." I think good advice for this is to just be honest. Everybody's kind of blindly feeling around the dark room for a light switch right now, but the only way you're going to get through it is just being aware of who your audience is. Be cognizant of the emotional state they might be in, but don't let that restrict you from a place of fear. Let that give you freedom in terms of the stories you're telling because I think people are really looking for people to be honest. I'd say that's one of the big impacts that this pandemic has had on our newsletter. I was already being really honest. I was already really doing a lot of these things, but it's made me a much more creative storyteller in terms of where I find stories and it's also made me, I think, a much more empathetic storyteller. It's made me more human, more open, more personal. Whereas I think the knee jerk reaction might otherwise be to restrict, pullback, be more corporate. What Liz says you should know about starting an email newsletter right now Kathleen: if somebody is listening to this and they're thinking, well, I might want to try either starting a newsletter or revamping my newsletter and taking a different approach, if you had to give somebody advice on, if you were starting a newsletter now, what, what would you tell them? Liz: I think it's important to have a very clear idea about the why behind the newsletter. Why are you making this choice? Is it because your current email marketing isn't working? Is it like us, where you have so many different communications? We need to bring that together and there's a new opportunity to do it better. Really understand your why. I would say that's the first step. Then be very clear about what your goals are. I think that if you're going to go into this, like, "we need to check the box, we need to do a newsletter," then what I'm talking about is not for you. In fact, I'd say probably in a year or so, that kind of email newsletter stuff I don't think is going to really survive. It'll be there. People will open it, but it's never going to drive the brand awareness that you want. It's never going to create that community. It's never going to make people initially have that reflexive "I have a question about this. I should go to them after that." I would say when you're building out what goes in your newsletter, you need to put out of your mind, your priorities. You need to say, "What is it that, if I were my ideal buyer, what would make me go, 'Oh wow' every time I open that newsletter?" -- that's what you want. You want to create that moment where somebody opens it up and it's a present like on Christmas morning and they say, "My gosh, they got this just for me!" That's what you want to do and it's going to look different. You know, you may not have the crazy personal letter or like, I think one time I made like condolence cards for marketer's failing email campaigns and stuff. Like I get really weird in mine. Just make it personal, tell a story, you know, make it so people understand that there's a human behind what you're doing and then just commit to it and be willing to try different things. Be wrong about images. You know, you're going to have to fight a lot of your own instincts. You're going to have to do a lot of testing, you're going to try things, they're going to work, they're going to not work and that's okay, but be consistent. Kathleen: Yeah, and just keep doing it. Check out THE LATEST Kathleen: If somebody wants to check out THE LATEST or subscribe to it, what should they do? Liz: Just go to impactbnd.com and if you scroll down, you'll see a little bar that says THE LATEST. You could see the latest issue and then there's a big button that says "Subscribe to THE LATEST" and you'll get me -- actually me -- in your inbox three days a week. Kathleen: You can scroll through so many past issues of it, unlike many newsletters which only exists in your inbox. I think the cool thing about what you guys do is you can go back and read prior issues on the website, which is really nice. So you can try before you buy if you want. Liz: Yeah, absolutely. I mean if you follow me on LinkedIn, my username is Liz clam. Every time a new issue of THE LATEST comes out I share the web version of it, which is, you know, it's user friendly to look at.  Kathleen's two questions Kathleen: All good things must come to an end, but we're not quite done yet. I have two questions that I always ask all of my guests and now it is your turn to answer. The first one being, we talk a lot about inbound marketing on this podcast. Is there a particular company or individual that you think is really like the shining example of doing inbound marketing?  Liz: That's a great question. And the funny part is, is that I always knew these questions were coming, but I'm still racking my brain about this. I think my answer probably would have been different had we had this about a month ago before everything happened or I guess more than a month ago at this point. I've been spending a lot of time on LinkedIn recently as I think a lot of people in our space are. And I have to say, I have been blown away by three people who our names we're all familiar with. Marcus Sheridan and Ann Handley they started doing this live series about being trapped at home and talking about the most pressing questions, concerns, and fears that everybody was having now that we're all in this new reality and I just thought that was a really fascinating and new way to do inbound in a real time, human way. Kathleen: That's really cool. Liz: There's also a guy named Chris Carolan and he is a member of our content manager peer group. I'll make sure to get a link for him so you can put it in the show notes. He is in the manufacturing space and the stuff that he has been doing recently has been, I don't think he realizes what he's doing. He is a little pioneer of inbound and also now virtual selling. So doing sales demos. There's this whole idea that as a sales person, you need to be in front of a person in order to sell to them. He's doing virtual sales demos, still closing deals, and he's also creating insanely good content about it. He's probably one of my favorite people to follow on LinkedIn and I'm not even in manufacturing.  Kathleen: That sounds like me and beer. Liz: Exactly. I will never build anything but I will follow him forever. Kathleen: Yes, exactly. Awesome. Well I will put the link in the show notes for those people. Second question. The biggest pain point I always hear from marketers is that digital marketing is just changing so quickly that it's like drinking from a fire hose, trying to keep up with everything. How do you personally stay up to date and keep yourself educated about all things digital marketing? Liz: I mean, I almost have a cheat answer. I'm the editorial director at IMPACT, so I have to read pretty much everything that we publish. And it's across video, sales, and marketing. It's across HubSpot marketing technology, developing your strategy. And we also have a whole section devoted to just news reactions, which contextualizes the latest digital sales and marketing news. So by virtue of my role, I know I'm a little bit spoiled in that I have to stay up to date. But here's what I will say. I use Feedly. I've never gotten over the demise of Google reader. I think it was the biggest mistake Google ever made was getting rid of that. But Feedly is now the devil I know and I've used it to create digital marketing news and publishing newsfeeds for me. So I follow SEO Journal, Marketing Land, Search Engine Land, Forbes CMO Network, Digiday, all of these different things. And then on the publisher side, it's like, What's New in Publishing, Poynter, things like that. I just go in there and scan. Even if you're just scanning headlines, you don't have to sit there and be like, I'm going to take three hours out of my busy day and I'm going to read all these articles. I just skim and I look, I just try to stay abreast of what is happening. There is no secret sauce, no silver bullet to staying up to date. You need to come up with a process and a schedule and you stick to it. Kathleen: But I want to say, I mean you guys create THE LATEST as a way for people to stay up to date, so you can subscribe to THE LATEST and piggyback off of all the efforts of the folks at IMPACT who are trying to summarize the news every day for you. Liz: Thank you for shamelessly self promoting me so I didn't have to. How to connect with Liz Kathleen: All right, well now we really are coming to the end. If somebody does want to ask you a question or reach out to you or connect with you online, what's the best way for them to do that? Liz: So the best way for you to do that is to find me on LinkedIn. My name is Liz Morehead, L I Z M O O R E H E A D. And if you like pictures of beer and cats and the occasional Connecticut state park, you can find me on Instagram at @whatlizsaid. Also, fun fact, if you go to impactbnd.com and type the word "genius" in the search bar, you will be brought to every article I have ever written. Kathleen: That is amazing. I'm going to do that. I'm going to do that just to see it work. You know what to do next... Kathleen: All right, well, thank you so much for joining me, Liz. If you are listening and you liked what you heard here -- and how could you not because Liz is amazing -- or you learned something new, which again, how could you not because Liz is amazing, apparently she's a genius -- head to Apple podcasts and please leave the podcast a five star review. That is how we get in front of new people and they find a find the podcast and hear and learn from amazing experts like Liz. If you know someone else who is doing kickass inbound marketing, tweet me @workmommywork, because I would love to make them my next guest. That's it for this week. Thank you so much for joining me, finally, Liz. Liz: I know, I know. Talk to you again soon Kathleen.

We catch up with Whiteknight's general manager Andy Knapper and West Denton's business consultant John Booth, there is our competition and Richies Round-up...... remember its two local lads chatting about the sport they love.

First episode of John Wilkes Booth.Come dive into the history of one of the most famous actors in America during the 1800's and learn the details of how John Booth turned from riches and fame to murdering president Abraham Lincoln.

John Booth is a multidisciplinary artist whose work spans drawings, fashion illustration, ceramics, murals and homewares.   His style is easily recognisable with its expressive lines and confident use of colour and he counts Fendi and Hem among his collaborators with new projects for The Conran Shop and Paul Smith in the pipeline.   In our conversation, we talk about John's fashion studies at Central Saint Martins, his Paris internship with John Galliano and the designer's swatch jars, finding his creative voice, constantly experimenting with new mediums and balancing the commercial work with personal growth as a creative.   Presented by Justyna Green Music and production by James Green

Welcome back to Jack The Lass, The Podcast! In this episode we dissect the adorable courting of Ann Walker by Anne Lister, how John Booth has the best joke of the series, and we talk a little bit about our own coming out stories. So sit back, pour a glass of madiera, and join us! Jack The Lass, The Podcast is a That Hipster Kid Production. Produced, edited, and narrated by Kelsey P Jones and Kerri Kearse. Music is by Epidemic sound.  Follow us on Instagram, Twitter, and Facebook at @jackthelasspod --- Send in a voice message: https://anchor.fm/jackthelasspod/message

Hey ho friends! Be forewarned we get a little turnt this episode thanks to honey whiskey and apple brandy, but we’re thinking this will be a running theme. In this second #HistoricalNightcap installment of #GentlemanJackCrack, we talk grubbling, grubbling, and then grubbling some more. Oh to toil with the petticoats! And toil she did.. Anne Lister that is, and we deep dive into a few of our favorite entries about her gay adventures with Mrs. Barlow, while also taking a look at what is known of the Lister family, her DIY moss house ambitions, and Anne and Ann’s first day date which leads to an incurred cross! Join us with a beverage of your choosing, as we take a deeper look into the extraordinary life of Anne Lister. Please see below for relevant chapter marks, and follow us on all the things for daily talk of grubbling. @gentlemanjackcrack @gentlemancrackChapter Marks:0:18 - Dranks! Let's get into it3:29 - So that happened.. a queer vortex6:48 - PREPARE YOURSELVES FOR THE FINALE!13:04 - Deep in the Lister Code Matrix14:59 - The Anne Lister DeCode Collective17:40 - Lets Talk About Grubbling19:20 - Mrs. Barlow and The Toiling of the Petticoats21:44 - Petticoat Pulsations: a scientific study25:24 - 1 grubble, 2 grubble, 3 grubble, 426:33 - A very sprung Mrs. Barlow30:34 - Vintage thirsty Anne & pretty Miss Browne33:30 - 19th Century Wall Sex, the preamble38:17 - The Patriarchy in an odd freak39:46 - Oh Miss Lister! What a gay41:43 - Lesbian sex: A scandal invented by the men45:37 - Aunt Anne Lister & Family + The irony of marriage49:00 - The early jaunty years at school52:51 - Mrs. Taylor, the "Miss Honey" of the 19th Century54:29 - Queer Anime Tangent58:00 - Georgian L Word: Isabella, Anne & Mariana1:04:25 - The Rise of Zaddy Lister1:09:24 - The Paperknife1:11:06 - Sweaty, Dirty, Anne Lister1:14:32 - The Chaumiere1:15:42 - Mr. Hinscliff plays himself in real life1:19:42 - Talking with Mrs. Priestley about the exes1:23:17 - The First Showing a.k.a. Day Date in a Bugatti1:27:45 - Incurring the first cross about Miss Walker1:30:35 - Slumbering queerness, what can be known?1:32:52 - Referencing Natasha Holmes book1:36:43 - Protect the reputation, not the petticoats1:37:45 - Crafting a Chaumiere & planning for a wife1:40:36 - Captain Lister spot on portrayal1:42:06 - A New Start for Miss L obsessing 1:45:59 - A letter from Miss Walker of House Parched1:47:57 - A letter from Mariana and the real Eugenie1:50:57 - We must keep the code alive!1:51:41 - Final Thoughts1:53:43 - Flamecon 2019 Announcement1:55:36 - Oops it's.. John Booth?1:56:13 - A jaunty toast to close it out! See acast.com/privacy for privacy and opt-out information.

Russell & Robert meet London–based artist, illustrator, ceramicist and textile designer John Booth. Best-known for his graphic works featuring multi–layered collages of textures and colours, Booth draws inspiration from artists including Karel Appel and Betty Woodman as well as from retro children’s playgrounds and postmodern Italian designers.Born in Scotland in 1984 and raised in Cumbria, Booth moved to London in 2004, where he graduated with a BA in fashion print design at Central Saint Martins in 2009. He has since taught as a lecturer both at Central Saint Martins as well as at the University of Westminster. Booth has worked for several fashion brands including Zandra Rhodes, John Galliano, Ashish, Christopher Shannon, Lou Dalton and most recently, Globetrotter and FENDI. See acast.com/privacy for privacy and opt-out information.

A plethora of all that nature has to offer is revealed by John Booth, Executive Director of the Ned Smith Center for Nature and Art.

The British artist talks about the impact of social media on today's young art scene, working with John Galliano and his love of unused stationery.

In the premiere episode of Lavender Language, Adriann Ramirez speaks with John Booth, an East London based artist whose work includes illustration, print making, furniture design and ceramics. His cheeky sense of style, use of colour and simplistic yet unique design aesthetic has garnered him a dedicated following and given him the opportunity of working with the likes of FENDI & Lou Dalton. We sit with John in his home and chat about the music he listens to when he's working, how his home environment impacts on his work, working in a studio space with other artists, successes and "failures", sitting in the discomfort of a freelance creative's life and how social media impacts on an artist's impact. Instagram: @lavenderlanguage (http://www.instagram.com/lavenderlanguage) Host: Adriann Ramirez @Adriann.Ramirez (http://www.instagram.com/adriann.ramirez) Sound Engineer: Edmund Shaw @edmund_shaw (http://www.instagram.com/edmund_shaw)   Produced by: Tahnee Cadrez Freda @tahneefreda (http://www.instagram.com/tahneefreda) Guest: John Booth @John_Booth (http://www.instagram.com/john_booth)

"The 9/11 terrorists were not just lucky once; they were lucky over and over again."—Mindy Kleinberg (9/11 widow) This week we are joined by the Yorkshire-born journalist, educator, photographer and political activist John Booth, whose career in journalism has included working for news organisations in Africa, the US and the UK. John joins us to share something of his intellectual journey into questioning, and then investigating, the events of 9/11, and to discuss his excellent new article recently published by Lobster magazine, "Fifteen Years on from 9/11". John Booth currently writes for Lobster — http://www.lobster-magazine.co.uk — and LAFZ, the magazine for Pakistani diaspora — http://www.lafzmagazine.com — and is a founder member of the Orgreave Truth and Justice Campaign. (For show notes please visit http://themindrenewed.com)

"The 9/11 terrorists were not just lucky once; they were lucky over and over again."—Mindy Kleinberg (9/11 widow) This week we are joined by the Yorkshire-born journalist, educator, photographer and political activist John Booth, whose career in journalism has included working for news organisations in Africa, the US and the UK. John joins us to share something of his intellectual journey into questioning, and then investigating, the events of 9/11, and to discuss his excellent new article recently published by Lobster magazine, "Fifteen Years on from 9/11". John Booth currently writes for Lobster — http://www.lobster-magazine.co.uk — and LAFZ, the magazine for Pakistani diaspora — http://www.lafzmagazine.com — and is a founder member of the Orgreave Truth and Justice Campaign. (For show notes please visit http://themindrenewed.com)

On today’s episode of the Craft Industry Alliance podcast we’re talking about making and selling handcrafted products with my guest Arounna Khounnoraj of Bookhou. Arounna Khounnoraj started Bookhou with her husband, John Booth, in 2002 as a place to combine and market their work. Both Arounna and John started out as artists - Arounna as a sculptor and John as a painter - but as time passed their endeavors grew to include ceramics, fiber arts, architecture and furniture making to name only a few. nNeedless to say Bookhou defines itself as a multidisciplinary studio where the husband and wife team explore a variety of mediums both individually and collectively. Most people, however, would probably know Arounna as a printmaker and surface designer through her work in creating fabric bags, personal and home items which showcase her unique pattern designs. In keeping with their art studio roots, Arounna's work emphasizes the handmade and the hand drawn utilizing references to both natural, botanical forms as well as abstract patterns with simplicity of form uniting everything she creates. +++++ This episode is sponsored by Teresa Ascone Art Tutorials. Have you ever wanted to try watercolor? Teresa Ascone's Etsy tutorials for absolute beginners age 10 and older are PDF downloads with easy-to-understand instructions, supply list, definitions, a full color framable image of the art, and line drawing. The paintings can be completed in less than 60 minutes. Check out all of Teresa's work on her website. +++++ Please note that this show used to be called the While She Naps podcast. The name has changed, but the content and host have stayed the same. To get the full show notes for this episode, visit Craft Industry Alliance where you can learn more about becoming a member of our supportive trade association. Strengthen your creative business, stay up to date on industry news, and build connections with forward-thinking craft professionals. Meet with show host, Abby Glassenberg, each month for our Craft Business Roundtable, get access to courses and webinars taught by industry leaders, and much more.

Did you know that the world's first P2P FX firm was formed in 1998 and is listed on the Toronto Venture Exchange and cross-listed on the Frankfurt Stock Exchange? No, me neither. Midpoint, formed in 1998, describe themselves as the world's first authentic peer-to-peer (‘P2P') international foreign currency and payments platform, have a US patent […]

Los garagistas regresan a platicar sobre el gran premio de Rusia, comenzando con el ya habitual análisis de las redes sociales de los pilotos y los equipos (2:10), las trácalas de Helmut Marko para quedarse con Sexy Maxie Verstappen dentro de las filas de los Red Toros (6:40), le damos amor al monoplaza de Jenson del 2009 que fue campeón con BrawnGP (10:55), platicamos sobre la llegada de John Booth a Toro Rosso (14:40), la egolatría de Vijay Mallya (17:10) y nuestra predicción del podio (20:00)

#264 Car brands: Which marque will we lose next? And which could come back? Sniff Petrol on Lewis’s fever and John Booth’s farewell. Alex Goy shares his love for the DeLorean DMC12. Plus new On Speed music as Dafydd Bowen sings “Race Car Driver”.

#262 Lewis Hamilton 3 times F1 World Champion, but what of Nico? F1 engines, back to the future? Sniff Petrol on the McLaren 570s and John Booth’s plan. The date for 10 Years On Speed Live. Plus new On Speed music as Pete Williams sings "Breaking Bad".

Geekdad writer John Booth stops by the NJ studio to talk about being a writer, Star Wars, RPGs and gaming conventions.

EPM pros Eric Helmer, John Booth, and Rob Donahue discuss what's new and upcoming in the EPM space, and look at developing trends.

Panelists Eric Helmer, John Booth, and Rob Donahue conclude their discussion of what's new in the EPM space, and then close out the series with a look at the anatomy of an EPM upgrade project.

Experts Eric Helmer, John Booth, and Rob Donahue provide a little background on Oracle EPM, and then share some of the reasons their clients give for embarking on an EPM upgrade.