Podcasts about Langley

Jeffrey Epstein's story has long been framed as a failure of the Department of Justice, but the emerging picture suggests something far larger, deeper, and more strategically protected than bureaucratic incompetence. While the DOJ files may eventually expose mid-level accomplices and enablers—from recruiters to financial fixers—those records are widely seen as the leftovers, not the main course. The patterns surrounding Epstein's rise, protection, wealth, connections, plea deals, and death point toward a man operating not as an independent criminal, but as an intelligence asset whose true handlers operated far above prosecutors and judges. The extraordinary legal shielding he enjoyed for decades, the global scope of his operation, and the immediate clampdown on information following his arrest and death align more with a covert intelligence compromise operation than with the actions of a rogue financier.Increasingly, investigators and observers argue that the CIA, not the DOJ, holds the real archive—tapes, testimonies, leverage files, operational memos, and the materials that could explain how a former prep-school math teacher became the center of a multinational blackmail network involving presidents, billionaires, royalty, and corporate and scientific elites. The stakes are not embarrassment, but system collapse: public acknowledgment that Epstein was a U.S.-built intelligence tool used to manufacture leverage over global power figures would undermine the myth of democratic control and reveal the extent of unelected power inside American governance. The pressure to release DOJ documents is important, but the real battlefield is Langley, where the answers to the central question—who built Jeffrey Epstein, and why—remain sealed behind national-security justifications. Until that vault opens, the truth remains incomplete, and accountability remains impossible.to contact me:bobbycapucci@protonmail.com

Jeffrey Epstein's story has long been framed as a failure of the Department of Justice, but the emerging picture suggests something far larger, deeper, and more strategically protected than bureaucratic incompetence. While the DOJ files may eventually expose mid-level accomplices and enablers—from recruiters to financial fixers—those records are widely seen as the leftovers, not the main course. The patterns surrounding Epstein's rise, protection, wealth, connections, plea deals, and death point toward a man operating not as an independent criminal, but as an intelligence asset whose true handlers operated far above prosecutors and judges. The extraordinary legal shielding he enjoyed for decades, the global scope of his operation, and the immediate clampdown on information following his arrest and death align more with a covert intelligence compromise operation than with the actions of a rogue financier.Increasingly, investigators and observers argue that the CIA, not the DOJ, holds the real archive—tapes, testimonies, leverage files, operational memos, and the materials that could explain how a former prep-school math teacher became the center of a multinational blackmail network involving presidents, billionaires, royalty, and corporate and scientific elites. The stakes are not embarrassment, but system collapse: public acknowledgment that Epstein was a U.S.-built intelligence tool used to manufacture leverage over global power figures would undermine the myth of democratic control and reveal the extent of unelected power inside American governance. The pressure to release DOJ documents is important, but the real battlefield is Langley, where the answers to the central question—who built Jeffrey Epstein, and why—remain sealed behind national-security justifications. Until that vault opens, the truth remains incomplete, and accountability remains impossible.to contact me:bobbycapucci@protonmail.comBecome a supporter of this podcast: https://www.spreaker.com/podcast/the-epstein-chronicles--5003294/support.

On today’s explosive episode of Stinchfield, Grant lays out a disturbing truth the media refuses to touch: the Department of Justice is about to give us the saucy, click-bait Epstein files — the tabloid junk meant to distract the public. But the real intel, the real power, the real dirt isn’t sitting at DOJ at all. It’s buried deep inside the State Department and the CIA, locked away in vaults we will likely never be allowed to see. Grant walks you through his conclusion: Jeffrey Epstein wasn’t just some rogue pervert with a private island — he was paid hundreds of millions of dollars as a foreign agent working for the United States government. His mission?A two-pronged operation:• Blackmail high-profile individuals across business, academia, and politics• Gather intelligence on wealthy foreign leaders, especially throughout the Middle East It was a covert influence network so valuable that the deepest parts of our intel community will do anything to keep it sealed. Epstein wasn’t just connected — he was useful, and that’s why the truth remains hidden behind layers of classified protection. Today, Grant exposes the government’s strategy, the motives behind the limited “document dump,” and why the State Department and CIA remain the final black boxes in the Epstein saga. https://GrantLovesGold.com www.EnergizedHealth.com/Grant www.PatriotMobile.com/Grant Https://Twc.Health/Grant Use "Grant" for 10% Off See omnystudio.com/listener for privacy information.

Brandon Langley talks with Liam Garvie about his chapter of Churches Planting Churches on how associations can foster collaborative church planting, including the biblical precedent and value of associations, formalizing associations, teaching congregations about partnership and more. 

Unstoppable drones over military bases? In this explosive interview, UK journalist Christopher Sharp, Editor-in-Chief of The Liberation Times, joins Matt Ford to break down the mysterious drone incursions shutting down airports and buzzing nuclear bases across Europe.From Belgium to Denmark, Sweden to Germany, unidentified drones are breaching restricted airspace, outmaneuvering jamming systems, and baffling military forces. Are these Russian? Chinese? Or… something far more extraordinary?Chris Sharp has been leading global reporting on these incursions — from the Langley drone swarms to the RAF Lakenheath incidents — and tonight, he brings the latest intel, context, and uncomfortable questions the mainstream media refuses to ask.In this episode: • Why European governments can't stop these drones • Whether these craft show UAP-like anomalies • Why jamming systems are failing • How intelligence agencies may be hiding the real origin • The eerie similarities to the 2019–2020 Midwest drone wave • Why no government is shooting these drones down • The media “blackout” on the drone/UAP connection • The mysterious patterns seen in New Jersey, Denmark, Belgium & more • What insiders fear these drones might actually beChristopher Sharp also discusses the coming documentary “The Age of Disclosure,” starring senior intelligence officials and former U.S. leaders — and why it may be the most important film on UAPs ever made.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-good-trouble-show-with-matt-ford-uap-politics--5808897/support.Sponsorship Inquires:  sponsors@thegoodtroubleshow.comSubstack:  https://substack.com/@thegoodtroubleshowLinktree: https://linktr.ee/thegoodtroubleshowPatreon: https://www.patreon.com/TheGoodTroubleShowYouTube: https://www.youtube.com/@TheGoodTroubleShowTwitter: https://twitter.com/GoodTroubleShowInstagram: https://www.instagram.com/thegoodtroubleshow/TikTok: https://www.tiktok.com/@goodtroubleshowFacebook: https://www.facebook.com/The-Good-Trouble-Show-With-Matt-Ford-106009712211646Threads: @TheGoodTroubleShowBlueSky: @TheGoodTroubleShow

A new MP3 sermon from Free Reformed Church of Langley is now available on SermonAudio with the following details: Title: Funeral of Petrus Pretorius Speaker: Rev. Ben Van Liere Broadcaster: Free Reformed Church of Langley Event: Funeral Service Date: 11/12/2025 Bible: Colossians 1 Length: 25 min.

In this episode Justin and Lydie @Channel6chick dive into the Psychology of the TMNT. Our guest is an Author and co-editor of the Pop Culture Psychology book Spider-Man Psychology Untangling Webs. Alex has also written several books on Nerd and Geek culture including The Geek Handbook series, Make a Nerdy Living, 100 Greatest Graphic Novels, and his own Graphic Novel Kill The Freshmen.We are taking an in-depth look at The Teenage Mutant Ninja Turtles from a Pop Culture Psychology perspective.Join us as we dive deep into the Psyche of the Leonardo, Michelangelo, Donatello and Raphael.Pizza Time with a Pizza Recipe: Individual Mushroom Pizzas with Arugula.Find Alex on Instagram @Therocketllama and @Rocketllama on all social media platforms.

In Part 2 of our Fall 2025 Expo recap, the BoothMates crew goes deep into the pickups, stories, people, and pure hobby energy that made this show unforgettable. Jeremy, Sam, Jay Z, Daniel, and Josh continue the conversation from Part 1 — this time focusing on the cards that came home with them, the surprising deals that unfolded, and the post-Expo adrenaline that kept everyone buying even after the show closed. Jeremy kicks things off with the vintage pickup that haunted him from the moment he entered the show: a beautifully centered 1953 Parkhurst Maurice Richard PSA 1.5 with exceptional registration despite its light creasing. This leads into a long, thoughtful discussion about grade vs. eye appeal, registry chasing, and the real differences between buying numbers and buying cards. The crew shares stories of their own swaps, upgrades, and “upgrade by downgrade” moves — including a Gretzky deal that proves sometimes the lower grade is the better card. The episode then shifts into modern PC pickups, with Jeremy revealing a stack of SP Authentic Limited Autos, Ultimate patches, Emblems of Endorsement cards, Cup honorable numbers, and multiple Fleury, Crosby, Thornton, Nash, Francis, Ovechkin, Lemieux and Kucherov additions. Even after four full days at the booth, the guys laugh about making “post-Expo hotel room deals” because, as Sam says, the hobby doesn't stop when the show closes. There's also a powerful moment when a longtime Hobby Insider member Matt gifts Jeremy a funeral program from Dale Hawerchuk's memorial, a gesture that catches him off guard and nearly brings him to tears. The group talks about staying “in the hobby zone” after returning home, the upcoming Langley and Chicago Spectacular shows, and the joy of seeing collectors find cards they never expected — from a massive Steve Yzerman want list to Jason Allison binders to PC grails that made the trip worthwhile for collectors who flew across the continent. They wrap with Expo reflections: • the best show energy in years • corporate and community presence at an all-time high • the hobby family that forms around a shared booth • the Expo's continuing growth — more halls coming, more vendors, more momentum • and why the show feels less like a card show and more like a true annual event Part 2 closes with final highlights, gratitude, and plans for future Expos, the National, and beyond. BoothMates is all about the people first, cards second — and this episode is exactly why. Learn more about your ad choices. Visit megaphone.fm/adchoices

Prime MInister Mark Carney announces Canada's next batch of nation-building projects. CBC provincial affairs reporter Katie DeRosa breaks down the details and what it means for B.C. B.C. Premier David Eby reacts in Langley to Mark Carney's latest slew of nation-building projects.

Today's guest is David McCloskey — former CIA analyst, bestselling author, and co-host of the hit podcast The Rest is Classified.Before becoming a novelist, David served at the Central Intelligence Agency where he wrote for the President's Daily Brief, testified before Congressional oversight committees, and briefed senior White House officials, ambassadors, and military leaders.  He spent years stationed across the Middle East during the Arab Spring and later worked in the CIA's Counterterrorism Center focused on the conflicts in Syria and Iraq.David's acclaimed thrillers — DAMASCUS STATION, MOSCOW X, THE SEVENTH FLOOR, and THE PERSIAN — have established him as one of the most authentic new voices in modern espionage fiction. Damascus Station was a finalist for the 2022 International Thriller Writer's Award for Best First Novel and is currently in development for television. His latest release, The Persian, takes readers deep into a shadow war in Iran and follows a dentist living in Sweden who builds an international front to conceal a covert operation.In this episode, Jack and David discuss the inspiration behind The Persian, the real-world dynamics of the intelligence community, and the meticulous craft of writing espionage fiction rooted in truth. They talk about the creation of The Rest is Classified — a top-charting podcast exploring untold spy stories, manhunts, and historical intrigue. David also shares insights into the writing process, balancing podcasting with novel deadlines, the surprising bureaucracy of the intelligence world — past and present — and a humorous story of running into Ben Affleck at Langley during research for Argo.His new novel, THE PERSIAN, is available now.FOLLOW DAVIDX: @mccloskeybooksInstagram: @mccloskeybooksFacebook: @mccloskeybooksWebsite: https://www.davidmccloskeybooks.com/ FOLLOW JACKInstagram: @JackCarrUSA X:  @JackCarrUSAFacebook:  @JackCarr YouTube:  @JackCarrUSASPONSORSCRY HAVOC – A Tom Reece Thriller https://www.officialjackcarr.com/books/cry-havoc/Bravo Company Manufacturing - https://bravocompanyusa.com/ and on Instagram @BravoCompanyUSATHE SIGs of Jack Carr:Visit https://www.sigsauer.com/ and on Instagram @sigsauerinc Jack Carr Gear: Explore the gear here https://jackcarr.co/gear

An immersive rumination on the gay cruising nightlife captured in Andrew Holleran's 1978 masterpiece Dancer from the Dance, its modern day shadow offspring, and the morals of the story...   Guest starring Zach Langley of I'm So Popular   For the full 2+ hour dance -- and twice the feature eps plus regular "smoke break" mini eps on spiritual gossip of the day -- subscribe to the show at patreon.com/filthyarmenian   Follow us on X/insta @filthyarmenian   If you like what you hear, spread the word

What if your 30-minute workout could change someone's life? This November, your everyday FASTer Way habits—hydrating well, moving your body, eating whole foods—aren't just transforming your health. They're fueling real-world impact through our Generosity Drive, helping fund cancer research, patient housing, and lifesaving resources for families in need.   In this inspiring episode, Senior Program Director Haven Hennessey sits down with Lindsey Langley-Liboreiro, Senior Executive Director at the American Cancer Society (and proud FASTer Way VIP), to share how your consistency and compassion are creating lasting change.   You'll hear stories of strength and hope from the Hope Lodge, where patients and caregivers find community during treatment—and learn how simple lifestyle choices like nutrition, movement, and sleep can help prevent disease before it starts.   Because at the FASTer Way, every action matters. Each workout, each meal, each act of generosity adds up to something bigger. We're helping build a healthier, stronger, and more hopeful world, one 30-minute workout at a time. Join FASTer Way's next 6 Week Program: https://www.fasterwaytofatloss.com/ Don't forget to check out our merch, supplements and other great deals: https://fasterwayshop.com/ Subscribe: youtube.com/FASTerWaytoFatLoss Follow us on Instagram: Amanda Tress: https://www.instagram.com/amandatress Lindsey Langley-Liboreiro: https://www.instagram.com/lynclair FASTer Way to Fat Loss: https://www.instagram.com/fasterwaytofatloss  

For Veterans Day, my guest is Enrique “Ric” Prado. He is, at the time of this post, the highest-ranking covert warrior to offer a glimpse into the covert wars that America has fought since the Vietnam Era in his memoir Black Ops: Life Of A Shadow Warrior.About Enrique “Ric” Prado:Enrique Prado found himself in his first firefight at age seven. The son of a middle-class Cuban family caught in the midst of the Castro Revolution, his family fled their war-torn home for the hope of a better life in America. Fifty years later, the Cuban refugee retired from the Central Intelligence Agency as the CIA equivalent of a two-star general. Black Ops is the story of Ric's legendary career that spanned two eras, the Cold War and the Age of Terrorism. Operating in the shadows, Ric and his fellow CIA officers fought a little-seen and virtually unknown war to keep USA safe from those who would do it harm.After duty stations in Central, South America, and the Philippines, Black Ops follows Ric into the highest echelons of the CIA's headquarters at Langley, Virginia. In late 1995, he became Deputy Chief of Station and co-founding member of the Bin Laden Task Force. Three years later, after serving as head of Korean Operations, Ric took on one of the most dangerous missions of his career: re-establish a once-abandoned CIA station inside a hostile nation long since considered a front line of the fight against Islamic terrorism. He and his team carried out covert operations and developed assets that proved pivotal in the coming War on Terror.https://ricprado.com/*****Across The Socials @TheAndresSegovia & Twitter/X @_AndresSegoviahttps://TheAndresSegovia.comBuy Coffee: https://rangercandycoffee.com/theandressegovia/Use Promo Code THEANDRESSEGOVIA for free shipping on your order!Buy Gainful Protein: http://gainful.com/ANDRESSEGOVIABuy From BUBS Naturals Wellness Products: https://shop.bubsnaturals.com/TheAndresSegoviaBuy The Goat Farm Skin Care: https://thegoatfarm.idevaffiliate.com/25.htmlBuy Vegan Skin Care From Vibey Soap Company:https://loox.io/z/HAu__cQPT?s=rafAll Affiliate Links: https://theandressegovia.start.page To hear more, visit theandressegovia.substack.com

Garrett Langley is the co-founder and CEO of Flock Safety, an Atlanta-based public safety technology company recently valued at $7.5 billion. Flock manufactures hardware like license plate recognition cameras, drones, and gunshot detection systems, as well as software used by thousands of communities and law enforcement agencies across the U.S.In this episode of World of DaaS, Garrett and Auren discuss:The broken state of law enforcement data infrastructureWhy 60% of murders go unsolved in AmericaManufacturing high tech hardware in the United StatesHow AI and drones are changing public safetyWhy Atlanta is winning at hard tech over Silicon ValleyLooking for more tech, data and venture capital intel? Head to worldofdaas.com for our podcast, newsletter and events, and follow us on X @worldofdaas.  You can find Auren Hoffman on X at @auren and Garrett Langley on X at @glangley.Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com)

The path to progressing as a leader isn't always linear. SUMMARY Col. (Ret.) Mike Ott shows how a childhood dream can evolve into a lifetime of impact—from commanding in uniform to leading innovation in healthcare and national defense. Hear more on Long Blue Leadership. Listen now!   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK   MIKE'S LEADERSHIP TAKEAWAYS A leader worth his or her salt should be comfortable not being the smartest person in the room. Striving for a lack of hubris is essential in leadership. Setting a clear vision is a fundamental leadership skill. Moving people without authority is crucial for effective leadership. Resource management is key to achieving organizational goals. Acknowledging what you don't know is a strength in leadership. Effective leaders focus on guiding their teams rather than asserting dominance. Leadership is about influencing and inspiring others. A successful mission requires collaboration and shared vision. True leadership is about empowering others to succeed.   CHAPTERS 00:00: Early Inspiration 06:32: Academy Years 13:17: Military Career Transition 21:33: Financial Services Journey 31:29: MOBE and Healthcare Innovation 40:12: Defense Innovation Unit 48:42: Philanthropy and Community Impact 58:11: Personal Growth and Leadership Lessons   ABOUT MIKE OTT BIO Mike Ott is the Chief Executive Officer of MOBĒ, a U.S.-based company focused on whole-person health and care-management solutions. He became CEO in April 2022, taking the helm to lead the company through growth and operational excellence following a distinguished career in both the military and corporate sectors.  A graduate of the United States Air Force Academy, Mike served as a Colonel in the U.S. Air Force Reserves before shifting into financial services and healthcare leadership roles including private wealth management at U.S. Bank and executive positions with UnitedHealth Group/Optum. His leadership ethos emphasizes alignment, acceleration, and human potential, building cultures where teams can thrive and leveraging data-driven models to improve health outcomes.   CONNECT WITH MIKE LinkedIn MOBE CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     OUR SPEAKERS Guest, Col. (Ret.) Mike Ott '85  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   FULL TRANSCRIPT Naviere Walkewicz 0:00 A quick programming note before we begin this episode of Long Blue Leadership: This episode will be audio-only, so sit back and enjoy the listen. Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. Today, on Long Blue Leadership, we welcome Col. (Ret.) Mike Ott, Class of 1985, a leader whose vision was sparked at just 9 years old during a family road trip past the Air Force Academy. That childhood dream carried him through a 24-year Air Force career, culminating in retirement as a colonel and into a life of leadership across business, innovation and philanthropy. Mike is the CEO of MOBE, a groundbreaking company that uses data analytics and a revolutionary pay-for-results model to improve health outcomes while reducing costs. He also serves as a senior adviser to the Defense Innovation Unit, supporting the secretary of defense in accelerating commercial innovation for national security. A member of the Forbes Councils, Mike shares his expertise with leaders around the world. A former Falcon Foundation trustee and longtime supporter of the Academy, Mike has given generously his time, talents and resources to strengthen the Long Blue Line. His story is one of innovation and service in uniform, in the marketplace and in his community. Mike, welcome to Long Blue Leadership. We're so glad to have you here.   Mike Ott 1:29 Naviere, thanks a ton. I'm glad to be here. Naviere Walkewicz 1:31 Yes, yes. Well, we're really excited. I mean, you're here for your 40th reunion.   Mike Ott 1:35 Yeah, it's crazy.   Naviere Walkewicz1:37 You came right in, and we're so pleased that you would join us here first for this podcast.   Mike Ott 1:39 Right on. Thanks for the time.   Naviere Walkewicz 1:41 Absolutely. Well, let's jump right in, because not many people can say at 9 years old they know what they want to do when they grew up, but you did. Mike Ott 1:48 Yeah. I guess some people can say it; might not be true, but for me, it's true, good or bad. And goodness gracious, right? Here for my 40th reunion, do the math team, and as a 9-year-old, that was 1972, And a lot was going on in the world in 1972 whether it was political unrest, Vietnam and all of that, and the Academy was in the thick of it. And so we had gone — It was our first significant family vacation. My father was a Chicago policeman. We drove in the 1968 Buick LaSabre, almost straight through. Stopped, stayed at a Holiday Inn, destination Colorado, simply, just because nobody had ever seen the mountains before. That was why. And we my parents, mom, mom and dad took myself. I have two younger sisters, Pikes Peak, Academy, Garden of the Gods, Royal Gorge. And I remember noon meal formation, and the bell going off. Guys at the time — we hadn't had women as cadets at that point in time — running out in their flight suits as I recall lining up ready to go. And for me, it was the energy, right, the sense of, “Wow, this is something important.” I didn't know exactly how important it was, but I knew it was important, and I could envision even at that age, there was they were doing good, Naviere Walkewicz 3:21 Wow. Nine years old, your family went on vacation, and it just struck you as this is important and something that I want to do. So what did that conversation look like after that experience that you had as a 9-year-old and kind of manifest this in yourself? How did that go with your parents? Mike Ott 3:36 Well, I didn't say too much about it, as I was in grammar school, but as high school hit, you know, I let my folks know what my plans were, and I had mom and dad — my mother's still alive, my father passed about a year ago. Very, very good, hard-working, ethical people, but hadn't gone to college, and we had been told, “Look, you know, you need to get an education.” They couldn't. I wish they had. They were both very, very, very bright, and so I knew college was a plan. I also knew there wasn't a lot of money to pay for it. So I'm certain that that helped bake in a few things. But as I got into high school, I set my sights. I went to public high school in Chicago, and I remember freshman year walking into my counselor's office, and said, “I want to go to the Air Force Academy,” and he kind of laughed.   Naviere Walkewicz 3:21 Really?   Mike Ott 3:22 Well, we had 700 kids in my class, and maybe 40% went on to college, right? And the bulk of them went to community college or a state school. I can count on one hand the number of folks that went to an academy or an Ivy League school or something of that. So it was it was around exposure. It had nothing to do with intelligence. It was exposure and just what these communities were accustomed to. A lot of folks went into the trades and pieces like that. So my counselor's reaction wasn't one of shock or surprise insofar as that's impossible. It was, “We haven't had a lot of people make that commitment this early on, and I'm glad to help.”   Naviere Walkewicz 5:18 Oh, I love that.   Mike Ott 5:19 Which is wonderful, and what I had known at the time, Mr. Needham...   Naviere Walkewicz 5:23 You Remember his name?   Mike Ott 5:24 Yeah, he was in the Navy Reserves. He was an officer, so he got the joke. He got the joke and helped me work through what classes to take, how to push myself. I didn't need too much guidance there. I determined, “Well, I've got to distinguish myself.” And I like to lean in. I like a headwind, and I don't mind a little bit of an uphill battle, because once you get up there, you feel great. I owe an awful lot to him. And, not the superintendent, but the principal of our school was a gentleman named Sam Ozaki, and Sam was Japanese American interned during World War II as a young man, got to of service age and volunteered and became a lieutenant in the Army and served in World War II in Europe, right, not in Asia. So he saw something in me. He too became an advocate. He too became someone that sought to endorse, support or otherwise guide me. Once I made that claim that I was going to go to the Academy. Naviere Walkewicz 6:30 Wow. So you mentioned something that really stuck with me. You said, you know, you didn't mind kind of putting yourself out there and doing the hard things, because you knew when you got to the top it was going to feel really great. Was that something you saw from your father? Was that something, there are key leaders in your life that emulated that? Or is that just something that you always had in yourself? Mike Ott 6:51 I would say there's certainly an environmental element to it — how I was raised, what I was exposed to, and then juxtaposition as to what I observed with other family members or other parts of the community where things didn't work out very well, right? And, you know, I put two and two together. y father demonstrated, throughout his entire career what it means to have a great work ethic. As did mom and, you know, big, tough Chicago cop for 37 years. But the other thing that I learned was kindness, and you wouldn't expect to learn that from the big, tough Chicago cop, but I think it was environment, observing what didn't occur very often and how hard work, if I apply myself, can create outcomes that are going to be more fulfilling for me. Naviere Walkewicz 7:48 Wow, you talked about kindness. How did you see kindness show up in your journey as a cadet at the Air Force Academy? Or did you? Mike Ott 7:58 Yeah, gosh, so I remember, started in June of 1981, OK, and still connected with many of the guys and women that with whom I went to basic training and all that. The first moment of kindness that I experienced that it was a mutual expression, but one where I recognized, “Wow, every one of us is new here. None of us has a real clue.” We might have some idea because we had somebody had a sibling or a mother that was in the military or father that went to the academy at the time, but none of us really knew, right? We were knuckleheads, right? Eighteen years old. Maybe there were a couple of prior-enlisted folks. I don't recall much of that, but I having gone to a public high school in Chicago, where we had a variety of different ethnicities. I learned how to just understand people for who they are, meet them for who they are, and respect every individual. That's how I was raised, and that's how I exhibited myself, I sought to conduct myself in high school. So I get to the Academy, and you're assigned, you know, the first couple three nights, the first few weeks before you go to Jacks Valley, you're assigned. It was all a alphabetical, and my roommate was an African American fellow named Kevin Nixon. All right, my God, Kevin Nixon, and this guy, he was built. I mean, he was rock solid, right? And he had that 1000-yard stare, right? Very intimidating. And I'm this, like, 6-foot-tall, 148-pound runner, like, holy dork, right? And I'm assigned — we're roommates, and he just had a very stoicism, or a stoic nature about him. And I remember, it was our second night at the Academy, maybe first night, I don't quite recall, and we're in bed, and it's an hour after lights out, and I hear him crying, and like, well, what do you do? Like, we're in this together. It was that moment, like we're both alone, but we're not right. He needs to know that he's not alone. So I walked around and went over his bed, and I said, “Hey, man, I miss my mom and dad too. Let's talk. And we both cried, right? And I'll tell you what, he and I were pals forever. It was really quite beautiful. And what didn't happen is he accepted my outreach, right? And he came from a very difficult environment, one where I'm certain there was far more racial strife than I had experienced in Chicago. He came from Norfolk, Virginia, and he came from — his father worked in the shipyards and really, really tough, tough, tough background. He deserved to be the Academy. He was a great guy, very bright, and so we became friends, and I tried to be kind. He accepted that kindness and reciprocated in ways where he created a pretty beautiful friendship. Naviere Walkewicz 7:48 Oh, my goodness. Thank you for sharing that story. And you got me in the feels a little bit, because I remember those nights, even you know me having family members that went through the Academy. There's just something about when you're in it yourself, and in that moment, it's raw.   Mike Ott 11:13 Raw is a good word. Naviere Walkewicz 11:15 Oh, thank you for that. So you're at the Academy and you end up doing 24 years. I don't mean to, like, mash all that into one sentence, but let's talk… Mike Ott 11:22 I didn't do very much. It was the same year repeated 24 times over. Like, not a very good learner, right? Not a very good learner. Naviere Walkewicz 11:30 Yeah, I was gonna ask, you know, in that journey, because, had you planned to do a career in the Air Force? Mike Ott 11:36 Well, I didn't know, right? I went in, eyes wide open, and my cumulative time in the Air Force is over 24 but it was only it was just shy of seven active duty, and then 22, 23, in the Reserves, right? I hadn't thought about the Reserves, but I had concluded, probably at the, oh, maybe three-year mark that I wanted to do other things. It had nothing to do with disdain, a sense of frustration or any indignation, having gone to the Academy, which I'm very, very proud of, and it meant an awful lot to who I am. But it was, “Wait, this is, this is my shot, and I'm going to go try other things.” I love ambiguity, I'm very curious. Have a growth mindset and have a perhaps paradoxical mix of being self-assured, but perhaps early on, a bit too, a bit too, what's the word I was thinking of? I wrote this down — a bit too measured, OK, in other words, risk taking. And there were a few instances where I realized, “Hey, man, dude, take some risk. What's the downside? And if it isn't you, who else?” So it was that mindset that helped me muscle through and determine that, coupled with the fact that the Air Force paid for me to go to graduate school, they had programs in Boston, and so I got an MBA, and I did that at night. I had a great commander who let me take classes during the day when I wasn't traveling. It was wonderful. It was there that I was exposed to elements of business and in financial services, which ultimately drew me into financial services when I separated from active duty. Naviere Walkewicz 13:17 Well, I love that, because first you talked about a commander that saw, “How can I help you be your best version of yourself?” And I think the other piece of financial service, because I had to dabble in that as well — the second word is service. And so you've never stopped serving in all the things that you've done. So you took that leap, that risk. Is that something that you felt developed while you're at the Academy, or it's just part of your ethos. Mike Ott 13:41 It developed. It matured. I learned how to apply it more meaningfully at the Academy after a couple, three moments, where I realized that I can talk a little bit about mentoring and then I can come back to that, but mentoring — I don't know, I don't recall having heard that term as a mechanism for helping someone develop. I'm sure we used it when I was a cadet at the Academy and out of the Academy, and having been gone through different programs and banking and different graduate programs, the term comes up an awful lot. You realize, wow, there's something there helping the next generation, but also the reciprocity of learning from that generation yourself. I didn't really understand the whole mentoring concept coming out of Chicago and getting here, and just thought things were very hierarchical, very, very command structure, and it was hit the standards or else. And that that's not a bad mindset, right? But it took me a little while to figure out that there's a goodness factor that comes with the values that we have at the Academy, and it's imbued in each one of you know, service excellence, all of those pieces. But for the most part, fellow cadets and airmen and women want to help others. I mean, it's in service. It's in our DNA. Man that blew right past me. I had no idea, and I remember at one point I was entering sophomore year, and I was asked to be a glider instructor. I'd done the soaring and jumping program over the summer, and like, “Hey, you know you're not too bad at glider. You want to be an instructor?” At the time, that was pretty big deal, yeah, glider instructors. Like, “Yeah, no, I'm not going to do that, you know? I've got to study. Like, look at my GPA.” That didn't really matter. “And I'm going to go up to Boulder and go chase women.” Like, I was going to meet women, right? So, like, but I didn't understand that, that that mechanism, that mentoring mechanism, isn't always bestowed upon a moment or a coupling of individuals. There are just good people out there that see goodness in others that want to help them through that. I had no clue, but that was a turning point for me.   Naviere Walkewicz 15:56 Because you said no.   Mike Ott 15:58 I said no, right? And it was like what, you know, a couple months later, I remember talking with somebody like, “Yep, swing and a miss,” right? But after that, it changed how I was going to apply this self-assuredness, not bravado, but willingness to try new things, but with a willingness to be less measured. Why not? Trust the system. Trust the environment that you're in, the environment that we're in, you were in, I was in, that we're representing right now, it is a trusted environment. I didn't know that. And there were a lot of environments when I was being raised, they weren't trusted environments. And so you have a sort of mental callous mindset in many ways, and that that vigilance, that sense of sentinel is a good protection piece, but it prevents, it prevents... It doesn't allow for the membrane to be permeated, right? And so that trust piece is a big deal. I broke through after that, and I figured it out, and it helped me, and it helped me connect a sense of self-assuredness to perhaps being less measured, more willing to take ambiguity. You can be self-assured but not have complete belief in yourself, OK? And it helped me believe in myself more. I still wish I'd have been glider instructor. What a knucklehead. My roommate wound up becoming one. Like, “You, son of a rat, you.”   Naviere Walkewicz 17:29 So tell me, when did the next opportunity come up where you said yes, and what did that look like in your journey? Mike Ott 17:36 I was a lieutenant. I was a lieutenant, and I was looking for a new role. I was stationed at Hanscom Field, and I was working at one program office, and I bumped — I was the athletic officer for the base with some other folks, and one of the colonels was running a different program, and he had gotten to know me and understand how I operated, what I did, and he said, “Hey, Ott, I want you to come over to my program.” And I didn't know what the program was, but I trusted him, and I did it blindly. I remember his name, Col. Holy Cross. And really good guy. And yeah, I got the tap on the shoulder. Didn't blink. Didn't blink. So that was just finishing up second lieutenant. Naviere Walkewicz 18:26 What a lesson. I mean, something that stuck with you as a cadet, and not that it manifested in regret, but you realized that you missed that opportunity to grow and experience and so when it came around again, what a different… So would you say that as you progress, then you know, because at this point you're a lieutenant, you know, you took on this new role, what did you learn about yourself? And then how did that translate to the decision to move from active duty to the Reserve and into… Mike Ott 18:56 You'll note what I didn't do when I left active duty was stay in the defense, acquisition, defense engineering space. I made a hard left turn…   Naviere Walkewicz 19:13 Intentionally.   Mike Ott 19:14 Intentionally. And went into financial services. And that is a hard left turn away from whether it's military DOD, military industrial complex, working for one of the primes, or something like that. And my mindset was, “If I'm not the guy in the military making the decision, setting strategy and policy…” Like I was an O-3. Like, what kind of policy am I setting? Right? But my point was, if I'm not going to, if I may, if I decided to not stay in the military, I wasn't going to do anything that was related to the military, right, like, “Let's go to green pastures. Set myself apart. Find ways to compete…” Not against other people. I don't think I need to beat the hell out of somebody. I just need to make myself better every day. And that's the competition that I just love, and I love it  it's greenfield unknown. And why not apply my skills in an area where they haven't been applied and I can learn? So as an active-duty person — to come back and answer your question — I had worked some great bosses, great bosses, and they would have career counseling discussions with me, and I was asked twice to go to SOS in-residence. I turned it down, you know, as I knew. And then the third time my boss came to me. He's like, “OK, what are you doing? Idiot. Like, what are you doing?” That was at Year 5. And I just said, “Hey, sir, I think I'm going to do something different.” Naviere Walkewicz 20:47 Didn't want to take the slot from somebody else.   Mike Ott 20:49 That's right. Right. And so then it was five months, six months later, where I put in my papers. I had to do a little more time because of the grad school thing, which is great. And his commander, this was a two-star that I knew as well, interviewed me and like, one final, like, “What are you doing?” He's like, “You could have gone so far in the Air Force.” And I looked at the general — he was a super-good dude. I said, “What makes you think I'm not going to do well outside of the Air Force?” And he smiled. He's like, “Go get it.” So we stayed in touch. Great guy. So it had nothing to do with lack of fulfillment or lack of satisfaction. It had more to do with newness, curiosity, a challenge in a different vein. Naviere Walkewicz 21:30 So let's walk into that vein. You entered into this green pasture. What was that experience like? Because you've just been in something so structured. And I mean, would you say it was just structured in a different way? Mike Ott 21:48 No, not structured. The industry… So, I separated, tried an engineering job for about eight months. Hated it. I was, I was development engineer at Ford Motor Company, great firm. Love the organization, bored stiff, right? Just not what I wanted to do, and that's where I just quit. Moved back to Chicago, where I'm from, and started networking and found a role with an investment bank, ABN AMRO, which is a large Dutch investment bank that had begun to establish itself in the United States. So their headquarters in Chicago and I talked fast enough where somebody took a bet on me and was brought into the investment banking arm where I was on the capital markets team and institutional equities. So think of capital markets, and think of taking companies public and distributing those shares to large institutions, pensions funds, mutual funds, family offices.   Naviere Walkewicz 22:48 So a lot of learning and excitement for you.   Mike Ott 22:51 Super fun. And so the industry is very structured. How capital is established, capital flows, very regulated. We've got the SEC, we've got the FDIC, a lot of complex regulations and compliance matters. That's very, very, very structured. But there was a free-wheelingness in the marketplace. And if you've seen Wolf of Wall Street and things like that, some of that stuff happened. Crazy! And I realized that with my attitude, sense of placing trust in people before I really knew them, figuring that, “OK, what's the downside? I get nipped in the fan once, once or twice. But if I can thrust trust on somebody and create a relationship where they're surprised that I've trusted them, it's probably going to build something reciprocal. So learn how to do that.” And as a young fellow on the desk, wound up being given more responsibility because I was able to apply some of the basic tenets of leadership that you learned and I learned at the Academy. And face it, many of the men and women that work on Wall Street or financial services simply haven't gone to the Academy. It's just, it's the nature of numbers — and don't have that experience. They have other experiences. They have great leadership experiences, but they don't have this. And you and I may take it for granted because we were just four years of just living through it. It oozed in every moment, every breath, every interaction, every dialog, it was there.But we didn't know it was being poured in, sprinkled across as being showered. We were being showered in it. But I learned how to apply that in the relationships that I built, knowing that the relationships that I built and the reputation that I built would be lasting and impactful and would be appropriate investments for the future endeavors, because there's always a future, right? So it wasn't… again, lot of compliance, lot of regulations, but just the personalities. You know, I did it for the challenge, right? I did it because I was curious. I did it because I wanted to see if I could succeed at it. There were other folks that did it simply because it was for the money. And many, some of them made it. They might have sold their soul to get there. Some didn't make it. Maybe it wasn't the right pursuit for them in the first place. And if I go back to mentoring, which we talked about a little bit, and I help young men and women, cadets or maybe even recent grads, my guidance to them is, don't chase the money, chase the environment, right? And chase the environment that allows you to find your flow and contribute to that environment. The money will come. But I saw it — I've seen it with grads. I've seen it with many of the folks that didn't make it in these roles in financial services, because I thought, “Hey, this is where the money is.” It might be. But you have to go back to the basis of all this. How are you complected? What are your values? Do they align with the environment that you're in? And can you flow in a way where your strengths are going to allow success to happen and not sell your soul? Naviere Walkewicz 26:26 Yeah, you said two things that really stood out to me in that —the first one was, you know, trusting, just starting from a place of trust and respect, because the opportunity to build a relationship faster, and also there's that potential for future something. And then the second thing is the environment and making sure it aligns with your values. Is that how you got to MOBE? Mike Ott 26:50 Yeah, I would say how I got to MOBE, that certainly was a factor. Good question.   Naviere Walkewicz 26:57 The environment, I feel, is very much aligned Mike Ott 27:00 Very much so and then… But there's an element of reputation and relationship that allowed me to get there. So now I'm lucky to be a part of this firm. We're 250 people. We will do $50 million of revenue. We're growing nicely. I've been in health care for four years. Now, we are we're more than just healthcare. I mean, it's deep data. We can get into some of that later, but I had this financial services background. I was drawn to MOBE, but I had established a set of relationships with people at different investment banks, with other families that had successfully built businesses and just had relationships. And I was asked to come on to the board because MOBE, at the time, great capabilities, but struggled with leadership during COVID. Lot of companies did. It's not an indictment as to the prior CEO, but he and the team struggled to get through COVID. So initially I was approached to come on to the board, and that was through the founders of the firm who had known me for 20 years and knew my reputation, because I'd done different things at the investment bank, I'd run businesses at US Bank, which is a large commercial bank within the country, and they needed someone that… They cared very little about health care experience, which is good for me, and it was more around a sense of leadership. They knew my values. They trusted me. So initially I was asked to come onto the board, and that evolved into, “No, let's just do a whole reset and bring you on as the CEO.” Well, let's go back to like, what makes me tick. I love ambiguity. I love a challenge. And this has been a bit of a turnaround in that great capabilities, but lost its way in COVID, because leadership lost its way. So there's a lot of resetting that needed to occur. Corpus of the firm, great technology, great capabilities, but business model adaptation, go to market mechanisms and, frankly, environment. Environment. But I was drawn to the environment because of the people that had founded the organization. The firm was incubated within a large pharmaceutical firm. This firm called Upsher-Smith, was a Minnesota firm, the largest private and generic pharmaceutical company in the country, and sold for an awful lot of money, had been built by this family, sold in 2017 and the assets that are MOBE, mostly data, claims, analysis capabilities stayed separate, and so they incubated that, had a little bit of a data sandbox, and then it matriculated to, “Hey, we've got a real business here.” But that family has a reputation, and the individuals that founded it, and then ultimately found MOBE have a reputation. So I was very comfortable with the ambiguity of maybe not knowing health care as much as the next guy or gal, but the environment I was going into was one where I knew this family and these investors lived to high ethical standards, and there's many stories as to how I know that, but I knew that, and that gave me a ton of comfort. And then it was, “We trust you make it happen. So I got lucky. Naviere Walkewicz 30:33 Well, you're, I think, just the way that you're wired and the fact that you come from a place of trust, obviously, you know, OK, I don't have the, you know, like the medical background, but there are a lot of experts here that I'm going to trust to bring that expertise to me. And I'm going to help create an environment that they can really thrive in. Mike Ott 30:47 I'm certain many of our fellow alum have been in this experience, had these experiences where a leader worth his or her salt should be comfortable not being the smartest gal or guy in the room. In fact, you should strive for that to be the case and have a sense of lack of hubris and proudly acknowledge what you don't know. But what I do know is how to set vision. What I do know is how to move people without authority. What I do know is how to resource. And that's what you do if you want to move a mission, whether it's in the military, small firm like us that's getting bigger, or, you know, a big organization. You can't know it all. Naviere Walkewicz 31:30 So something you just mentioned that I think a lot of our listeners would really like, would love a little bit to peel us back a little bit. You said, “I know how to set a vision. I know how to…” I think it was move…   Mike Ott 31:45 Move people without authority and prioritize.   Naviere Walkewicz 31:47 But can we talk a little bit about that? Because I think that is really a challenge that some of our you know younger leaders, or those early in their leadership roles struggle with. Maybe, can you talk a little bit about that? Mike Ott 32:01 For sure, I had some — again, I tried to do my best to apply all the moments I had at the Academy and the long list of just like, “What were you thinking?” But the kindness piece comes through and… Think as a civilian outside looking in. They look at the military. It's very, very, very structured, OK, but the best leaders the men and women for whom you and I have served underneath or supported, never once barked an order, OK? They expressed intent, right? And you and I and all the other men and women in uniform, if we were paying attention, right, sought to execute the mission and satisfaction of that intent and make our bosses' bosses' jobs easier. That's really simple. And many outsiders looking in, we get back to just leadership that are civilians. They think, “Oh my gosh, these men and women that are in the military, they just can't assimilate. They can't make it in the civilian world.” And they think, because we come from this very, very hierarchical organization, yes, it is very hierarchical — that's a command structure that's necessary for mission execution — but the human part, right? I think military men and women leaders are among the best leaders, because guess what? We're motivating men and women — maybe they get a pat on the back. You didn't get a ribbon, right? Nobody's getting a year-end bonus, nobody's getting a spot bonus, nobody's getting equity in the Air Force, and it's gonna go public, right? It's just not that. So the best men and women that I for whom I've worked with have been those that have been able to get me to buy in and move and step up, and want to demonstrate my skills in coordination with others, cross functionally in the organization to get stuff done. And I think if there's anything we can remind emerging graduates, you know, out of the Academy, is: Don't rely on rank ever. Don't rely on rank. I had a moment: I was a dorky second lieutenant engineer, and we were launching a new system. It was a joint system for Marines, Navy and Air Force, and I had to go from Boston to Langley quite often because it was a TAC-related system, Tactical Air Force-related system. And the I was the program manager, multi-million dollar program for an interesting radio concept. And we were putting it into F-15s, so in some ground-based situations. And there was this E-8, crusty E-8, smoked, Vietnam, all these things, and he was a comms dude, and one of the systems was glitching. It just wasn't working, right? And we were getting ready to take this thing over somewhere overseas. And he pulls alongside me, and it's rather insubordinate, but it was a test, right? He's looking at me, Academy guy, you know, second lieutenant. He was a master sergeant, and he's like, “Well, son, what are we going to do now?” In other words, like, “We're in a pickle. What are we going to do now?” But calling me son. Yeah, it's not appropriate, right? If I'd have been hierarchical and I'd relied on rank, I probably would have been justified to let him have it. Like, that's playing short ball, right? I just thought for a second, and I just put my arm around him. I said, “Gee, Dad, I was hoping you're gonna help me.” And mother rat, we figured it out, and after that, he was eating out of my hand. So it was a test, right? Don't be afraid to be tested but don't take the bait. Naviere Walkewicz 35:46 So many good just lessons in each of these examples. Can you share a time at MOBE when you've seen someone that has been on your team that has demonstrated that because of the environment you've created? Mike Ott 35:57 For sure. So I've been running the firm now for about three and a half years. Again, have adapted and enhanced our capabilities, changed the business model a bit, yet functioning in our approach to the marketplace remains the same. We help people get better, and we get paid based on the less spend they have in the system. Part of some of our principles at MOBE are pretty simple, like, eat, sleep, move, smile, all right. And then be thoughtful with your medication. We think that medicine is an aid, not a cure. Your body's self-healing and your mind controls your body.   Naviere Walkewicz 36:32 Eat, sleep, move, smile. Love that.   Mike Ott 36:35 So what's happening with MOBE, and what I've seen is the same is true with how I've altered our leadership team. I've got some amazing leaders — very, very, very accomplished. But there are some new leaders because others just didn't fit in. There wasn't the sense of communal trust that I expected. There was too much, know-it-all'ing going on, right? And I just won't have that. So the easiest way to diffuse that isn't about changing head count, but it's around exhibiting vulnerability in front of all these folks and saying, “Look, I don't know that, but my lead pharmacist here, my lead clinician here, helped me get through those things.” But I do have one leader right, who is our head of vice president of HR, a woman who grew up on a farm in southern Minnesota, who has come to myself and our president and shared that she feels liberated at MOBE because, though this firm is larger than one that she served as a director of HR, previously, she's never had to look — check her six, look right, look left and seek alignment to ensure she's harmonizing with people. Naviere Walkewicz 37:49 Can you imagine being in an environment like that? Mike Ott 38:51 It's terrible, it's toxic, and it's wrong. Leaders, within the organization, I think you're judged more by what you don't do and the actions that you don't take. You can establish trust, and you will fortify that trust when you share with the team as best you can, so long as it's nothing inappropriate, where you made a mistake, where we went wrong. What did we learn from that? Where are we going to pivot? How we're going to apply that learning to make it better, as opposed to finding blame, pointing the finger or not even acknowledging? That happens all the time, and that toxicity erodes. And regretfully, my VP of HR in prior roles experienced that, and I don't have time. Good teams shouldn't have time to rehearse the basic values of the firm. We don't have time the speed of business is like this [snaps]. So if I can build the team of men and women that trust one another, can stay in their lanes, but also recognize that they're responsible for helping run the business, and look over at the other lanes and help their fellow leaders make adjustments without the indictful comment or without sort of belittling or shaming. That's what good teams, do. You, and I did that in the Air Force, but it is not as common as you would think. Naviere Walkewicz 39:11 20 we've been talking about MOBE, and you know, the environment you're creating there, and just the way that you're working through innovation. Let's talk a little bit how you're involved with DIU, the Defense Innovation Unit. Mike Ott 39:21 Again, it's reputation in relationships. And it was probably 2010, I get a call from a fellow grad, '87 grad who was living in the Beltway, still in uniform. He was an O-5 I was an O-5. Just doing the Academy liaison work, helping good young men and women that wanted to go to the Academy get in. And that was super satisfying, thought that would be the end of my Reserve career and super fun. And this is right when the first Obama administration came in, and one of his edicts and his admin edicts was, we've got to find ways to embrace industry more, right? We can't rely on the primes, just the primes. So those were just some seeds, and along with a couple other grads, created what is now called Joint Reserve Directorate, which was spawned DIUX, which was DIU Experimental, is spawned from. So I was the owner for JRD, and DIUX as a reserve officer. And that's how we all made colonel is we were working for the chief technology officer of the Defense Department, the Hon. Zach Lemnios, wonderful fellow. Civilian, didn't have much military experience, but boy, the guy knew tech — semiconductors and areas like that. But this was the beginning of the United States recognizing that our R&D output, OK, in the aggregate, as a fund, as a percentage of GDP, whether it's coming out of the commercial marketplace or the military DoD complex, needs to be harnessed against the big fight that we have with China. We can see, you know, we've known about that for 30 years. So this is back 14 years ago. And the idea was, let's bring in men and women — there was a woman in our group too that started this area — and was like, “How do we create essential boundary span, boundary spanners, or dual-literacy people that are experiences in capital markets, finance, how capital is accumulated, innovation occurs, but then also how that applies into supporting the warfighter. So we were given a sandbox. We were given a blank slate.   Naviere Walkewicz 41:37 It's your happy place.   Mike Ott 41:38 Oh, super awesome. And began to build out relationships at Silicon Valley with commercial entities, and developed some concepts that are now being deployed with DIU and many other people came in and brought them all to life. But I was lucky enough after I retired from the Reserves as a colonel to be asked to come back as an adviser, because of that background and that experience, the genesis of the organization. So today I'm an unpaid SGE — special government employee — to help DIU look across a variety of different domains. And so I'm sure many of our listeners know it's key areas that we've got to harness the commercial marketplace. We know that if you go back into the '70s, ‘60s and ‘70s, and creation of the internet, GPS, precision munitions and all of that, the R&D dollars spent in the aggregate for the country, 95% came out of DOD is completely flip flopped today. Completely flipped. We happen to live in an open, free society. We hope to have capital markets and access a lot of that technology isn't burdened like it might be in China. And so that's the good and bad of this open society that we have. We've got to find ways. So we, the team does a lot of great work, and I just help them think about capital markets, money flows, threat finance. How you use financial markets to interdict, listen, see signals, but then also different technologies across cyberspace, autonomy, AI. Goodness gracious, I'm sure there's a few others. There's just so much. So I'm just an interloper that helps them think about that, and it's super fun that they think that I can be helpful. Naviere Walkewicz 43:29 Well, I think I was curious on how, because you love the ambiguity, and that's just something that fills your bucket — so while you're leading MOBE and you're creating something very stable, it sounds like DIU and being that kind of special employee, government employee, helps you to fill that need for your ambiguous side.   Mike Ott 43:48 You're right. You're right.   Naviere Walkewicz 43:49 Yeah, I thought that's really fascinating. Well, I think it's wonderful that you get to create that and you just said, the speed of business is this [snaps]. How do you find time in your life to balance what you also put your values around — your health — when you have such an important job and taking care of so many people? Mike Ott 44:06 I think we're all pretty disciplined at the Academy, right? I remain that way, and I'm very, very — I'm spring loaded to ‘no,' right? “Hey, do you want to go do this?” Yeah, I want to try do, I want to do a lot of things, but I'm spring loaded. So like, “Hey, you want to go out and stay, stay up late and have a drink?” “No,” right? “Do you want to do those things?” So I'm very, very regimented in that I get eight hours of sleep, right? And even somebody, even as a cadet, one of the nicknames my buddies gave me was Rip Van Ott, right? Because I'm like, “This is it.” I was a civil engineer. One of my roommates was an astro guy, and I think he pulled an all-nighter once a week.   Naviere Walkewicz 45:46 Oh, my goodness, yeah.   Mike Ott 45:50 Like, “Dude, what are you doing?” And it wasn't like he was straight As. I was clearly not straight As, but I'm like, “What are you doing? That's not helpful. Do the work ahead of time.” I think I maybe pulled three or four all-nighters my entire four years. Now, it's reflected in my GPA. I get that, but I finished the engineering degree. But sleep matters, right? And some things are just nonnegotiable, and that is, you know, exercise, sleep and be kind to yourself, right? Don't compare. If you're going to compare, compare yourself to yesterday, but don't look at somebody who is an F-15 pilot, and you're not. Like, I'm not. My roommate, my best man at my wedding, F-15 pilot, Test Pilot School, all these things, amazing, amazing, awesome, and super, really, really, happy and proud for him, but that's his mojo; that's his flow, right? If you're gonna do any comparison, compare yourself to the man or woman you were yesterday and “Am I better?”. Naviere Walkewicz 44:48 The power of “no” and having those nonnegotiables is really important. Mike Ott 45:53 Yeah, no, I'm not doing that. Naviere Walkewicz 45:56 I think sometimes we're wired for a “we can take on… we can take it on, we can take it on, we can take it on. We got this.” Mike Ott 46:03 For sure. Oh, my goodness. And I have that discussion with people on my team from time to time as well, and it's most often as it relates to an individual on the team that's struggling in his or her role, or whether it's by you know, if it's by omission and they're in the wrong role, that's one thing. If it's by commission, well, be a leader and execute and get that person out of there, right? That's wrong, but from time to time, it's by omission, and somebody is just not well placed. And I've seen managers, I can repatriate this person. I can get him or her there, and you have to stop for a second and tell that leader, “Yeah, I know you can. I'm certain that the only thing you were responsible for was to help that person fulfill the roles of the job that they're assigned. You could do it.” But guess what? You've got 90% of your team that needs care, nurturing and feeding. They're delivering in their function, neglect, there destroys careers, and it's going to destroy the business. So don't, don't get caught up in that. Yeah. Pack it on. Pack it on. Pack it on. You're right. When someone's in the crosshairs, I want to be in the crosshairs with you, Naviere, and Ted, and all the people that you and I affiliate with, but on the day-to-day, sustained basis, right to live, you know, to execute and be fulfilled, both in the mission, the work and stay fit, to fight and do it again. You can't. You can't. And a lot of a little bit of no goes a long way. Naviere Walkewicz 47:40 That is really good to hear. I think that's something that a lot of leaders really don't share. And I think that's really wonderful that you did. I'd like to take a little time and pivot into another area that you're heavily involved, philanthropy side. You know, you've been with the Falcon Foundation. Where did you find that intent inside of you? I mean, you always said the Academy's been part of you, but you found your way back in that space in other ways. Let's talk about that. Mike Ott 48:05 Sure. Thank you. I don't know. I felt that service is a part of me, right? And it is for all of us, whether you stay in the military or not. Part of my financial services jobs have been in wealth management. I was lucky enough to run that business for US Bank in one of my capacities, and here I am now in health care, health care of service. That aligns with wanting things to be better across any other angle. And the philanthropic, philanthropic side of things — I probably couldn't say that word when I was a cadet, but then, you know, I got out and we did different volunteer efforts. We were at Hanscom Field raising money for different organizations, and stayed with it, and always found ways to have fun with it. But recognized I couldn't… It was inefficient if I was going to be philanthropic around something that I didn't have a personal interest in. And as a senior executive at US Bank, we were all… It was tacit to the role you had roles in local foundations or community efforts. And I remember sitting down with my boss, the CFO of the bank, and then the CEO, and they'd asked me to go on to a board, and it had to do with a museum that I had no interest in, right? And I had a good enough relationship with these, with these guys, to say, “Look, I'm a good dude. I'm going to be helpful in supporting the bank. And if this is a have to, all right, I'll do it, but you got the wrong guy. Like, you want me to represent the bank passionately, you know, philanthropically, let me do this. And they're like, “OK, great.” So we pivoted, and I did other things. And the philanthropic piece of things is it's doing good. It's of service for people, entities, organizations, communities or moments that can use it. And I it's just very, very satisfying to me. So my wife and I are pretty involved that way, whether it's locally, with different organizations, lot of military support. The Academy, we're very fond of. It just kind of became a staple. Naviere Walkewicz 50:35 Did you find yourself also gravitating toward making better your community where you grew up? Mike Ott 50:41 Yeah, yeah, yeah. One of my dear friends that grew up in the same neighborhood, he wound up going to the Naval Academy, and so we're we've been friends for 50 years. Seventh grade.   Naviere Walkewicz 50:53 Same counselor? Mike Ott50:54 Yeah, no. Different counselor, different high school. His parents had a little bit of money, and they, he wound up going to a Catholic school nearby. But great guy, and so he and I, he runs a business that serves the VA in Chicago, and I'm on the board, and we do an awful lot of work. And one of the schools we support is a school on the south side, largely African American students and helping them with different STEM projects. It's not going to hit above the fold of a newspaper, but I could give a rat, doesn't matter to me, seeing a difference, seeing these young men and women. One of them, one of these boys, it's eye watering, but he just found out that he was picked for, he's applying to the Naval Academy, and he just found out that he got a nomination.   Naviere Walkewicz 51:44 Oh my goodness, I just got chills.   Mike Ott 51:46 And so, yeah, yeah, right, right. But it's wonderful. And his parents had no idea anything like that even existed. So that's one that it's not terribly formal, but boy, it looks great when you see the smile on that kid and the impact on that individual, but then the impact it leaves on the community, because it's clear opportunity for people to aspire because they know this young man or this young woman, “I can do that too.” Naviere Walkewicz 52:22 Wow. So he got his nomination, and so he would start technically making class of 2030?   Mike Ott 52:27 That's right. Naviere Walkewicz 52:28 Oh, how exciting. OK Well, that's a wonderful…   Mike Ott 52:27 I hope, I hope, yeah, he's a great kid. Naviere Walkewicz 52:33 Oh, that is wonderful. So you talk about, you know that spirit of giving — how have you seen, I guess, in your journey, because it hasn't been linear. We talked about how you know progression is not linear. How have you grown throughout these different experiences? Because you kind of go into a very ambiguous area, and you bring yourself, and you grow in it and you make it better. But how have you grown? What does that look like for you? Mike Ott 53:02 After having done it several times, right, i.e. entering the fray of an ambiguous environment business situation, I developed a better system and understanding of what do I really need to do out of the gates? And I've grown that way and learn to not be too decisive too soon. Decisiveness is a great gift. It's really, really it's important. It lacks. It lacks because there are too many people, less so in the military, that want to be known for having made… don't want to be known for having made a bad decision, so they don't take that risk. Right, right, right. And so that creates just sort of the static friction, and you've just got to have faith and so, but I've learned how to balance just exactly when to be decisive. And the other thing that I know about me is I am drawn to ambiguity. I am drawn… Very, very curious. Love to learn, try new things, have a range of interests and not very good at any one thing, but that range helps me in critical thinking. So I've learned to, depending on the situation, right, listen, listen, and then go. It isn't a formula. It's a flow, but it's not a formula. And instinct matters when to be decisive. Nature of the people with whom you're working, nature of the mission, evolution, phase of the organization or the unit that you're in. Now is the time, right? So balancing fostering decisiveness is something that that's worth a separate discussion. Naviere Walkewicz 54:59 Right. Wow. So all of these things that you've experienced and the growth that you've had personally — do you think about is this? Is this important to you at all, the idea of, what is your legacy, or is that not? Mike Ott 55:13 We talked a little bit about this beforehand, and I thought I've got to come up with something pithy, right? And I really, I really don't.   Naviere Walkewicz 55:18 Yeah, you don't.   Mike Ott 55:19 I don't think of myself as that. I'm very proud of who I am and what I've done in the reputation that I have built. I don't need my name up in lights. I know the life that I'm living and the life that I hope to live for a lot longer. My legacy is just my family, my children, the mark that I've left in the organizations that I have been a part of.   Naviere Walkewicz 55:58 And the communities that you've touched, like that gentleman going and getting his nomination. I'm sure.   Mike Ott 56:04 Yeah, I don't… having been a senior leader, and even at MOBE, I'm interviewed by different newspapers and all that. Like I do it because I'm in this role, and it's important for MOBE, but I'm not that full of myself, where I got to be up in lights. So I just want to be known as a man that was trustworthy, fun, tried to meet people where they are really had flaws, and sought to overcome them with the few strengths that he had, and moved everything forward. Naviere Walkewicz 56:33 Those are the kind of leaders that people will run through fire for. That's amazing. I think that's a wonderful I mean that in itself, it's like a living legacy you do every day. How can I be better than I was yesterday? And that in itself, is a bit of your living and that's really cool. Well, one of the things we like to ask is, “What is something you're doing every day to be better as a leader?” And you've covered a lot, so I mean, you could probably go back to one of those things, but is there something that you could share with our listeners that you do personally every day, to be better? Mike Ott 57:05 Exercise and read every day, every day, and except Fridays. Fridays I take… that's like, I'll stretch or just kind of go for a walk. But every day I make it a moment, you know, 45 minutes to an hour, something and better for my head, good for my body, right? That's the process in the hierarchy of way I think about it. And then read. Gen. Mattis. And I supported Gen. Mattis as a lieutenant colonel before I wanted to and stuff at the Pentagon. And he I supported him as an innovation guy for JFCOM, where he was the commander. And even back then, he was always talking about reading is leading none of us as military leaders… And I can't hold the candle to the guy, but I learned an awful lot, and I love his mindset, and that none of us can live a life long enough to take In all the leadership lessons necessary to help us drive impact. So you better be reading about it all the time. And so I read probably an hour every night, every day.   Naviere Walkewicz 58:14 What are you reading right now?   Mike Ott 58:15 Oh, man, I left it on the plane! I was so bummed. Naviere Walkewicz 58:17 Oh, that's the worst. You're going to have to get another copy. Mike Ott 58:22 Before I came here, I ordered it from Barnes & Noble so to me at my house when I get home. Love history and reading a book by this wonderful British author named Anne Reid. And it's, I forget the title exactly, but it's how the allies at the end of World War I sought to influence Russia and overcome the Bolsheviks. They were called the interventionalists, and it was an alliance of 15 different countries, including the U.S., Britain, France, U.K., Japan, Australia, India, trying to thwart, you know, the Bolshevik Revolution — trying to thwart its being cemented. Fascinating, fascinating. So that's what I was reading until I left it on the plane today. Naviere Walkewicz 59:07 How do you choose what to read? Mike Ott 59:10 Listen, write, love history. Love to read Air Force stuff too. Just talk to friends, right? You know, they've learned how to read like me. So we get to talk and have fun with that. Naviere Walkewicz 59:22 That's great. Yeah, that's wonderful. Well, the last question I'd like to ask you, before I want to make sure you have an opportunity to cover anything we didn't, is what is something you would share with others that they can do to become better leaders? Maybe they start doing it now, so in the future, they're even stronger as a leader. Mike Ott 59:42 Two things I would say, and try to have these exist in the same breath in the same moment, is have the courage to make it try and make it better every day, all right, and be kind to yourself, be forgiving. Naviere Walkewicz 59:59 That's really powerful. Can you share an example? And I know I that's we could just leave it there, but being courageous and then being kind to yourself, they're almost on two opposite sides. Have you had, can you share an example where I guess you've done that right? You had to be you were courageous and making something better, and maybe it didn't go that way, so you have to be kind to yourself. Mike Ott 1:00:23 Yeah, happy to and I think any cadet will hear this story and go like, “Huh, wow, that's interesting.” And it also plays with the arc of progress isn't linear. I graduated in '85 went to flight school, got halfway through flight school, and there was a RIF, reduction in force. And our class, our flight class, I was flying jets, I was soloing. I was academically — super easy, flying average, right? You know, I like to joke that I've got the fine motor skills of a ham sandwich, right? You know, but, but I didn't finish flight school. And you think about this, here it is. I started in 1981 there were still vestiges of Vietnam. Everyone's going to be a fighter pilot. Kill, kill, kill. Blood makes the grass grow. All of that was there. And I remember when this happened, it was very frustrating for me. It was mostly the major root of frustration wasn't that I wasn't finishing flight school. It was the nature by which the determination that I wasn't finishing was made. And it was, it was a financial decision. We had too many guys and gals, and they were just finding, you know, average folks and then kicking them out. So our class graduated a lower percent than, I think, in that era, it was late '85, '86, maybe '87, but you can look at outflows, and it was interesting, they were making budget cuts. So there was a shaming part there, having gone to the Academy.   Naviere Walkewicz 1:02:02 And knowing since 9 years old. Mike Ott 1:20:04 Right, right, right, and I knew I wanted to go the Academy. I'd like to fly, let's check it out and see if it's for me. I would much rather have been not for me, had I made the decision I don't want to do this or that I was just unsafe and didn't want to do it. The way it turned out is, and this is where I learned a little bit about politics as well. In my class, again, I was very average. Like, nobody's ever going to say, like, yeah, I was going to go fly the Space Shuttle. Like, no way, right? Very, very average, but doing just fine. And a lot of guys and gals wanted to go be navigators, and that's great. I looked in the regs, and I learned this as a cadet, and it's helped me in business, too. If there's a rule, there's a waiver. Like, let me understand the regs, and I asked to go to a board. Instead of just submitting a letter to appeal, I asked to go to a board. And so I went to a board of an O-5 five, couple of threes O-4 four, and ultimately shared the essence of why I shouldn't be terminated in the program. And son of a gun, they agreed, and I still have the letter. The letter says, “Recommend Lt. Ott for reinstatement.” Nobody in my class has that letter, nobody makes the appeal. And I'm like, I'm going downstream. I'm going downstream. And that's the Chicago in me, and that's the piece about… but also move forward, but forgive yourself, and I'll get to that. And so I, I was thrilled, My goodness, and the argument I had is, like, look, you're just not keeping me current. You put me in the sim, and then you're waiting too long to put me in the jet. The regs don't allow for that. And like, you're right. So I'm assigned to go back to the jet. My pals are thrilled. I'm going to stay in the same class. I don't have to wash back. And then I get a call from the DO's office — director of operations — and it was from some civilian person so the DO overrode the board's decision. Heartbreaking. Heartbreaking.   Naviere Walkewicz 1:04:12 You were so high, you did all of your work. And then… Mike Ott 1:04:15 Yeah, and then heartbreaking and frustrating, and I guess the word is indignant: anger aroused through frustration. In that I figured it out. I knew exactly what's happening. I made the appeal and I won. And it wasn't I was expecting to be assigned to fly a fighter. It was like, “Just let me, let me express the merits of my capabilities. It's how the system is designed.” The son of a gun, I jumped in my car and I ran to base and I waited and reported in. He didn't really know who I was. That's because he didn't make a decision. It was just it was that decision, and that's how life comes at you. That's just how it is. It isn't linear. So how do you take that and then say, “Well, I'm going to be kind to myself and make something out of it.” And he went through, you know, a dissertation as to why, and I asked him if I could share my views, and it's pretty candid, and I just said, If my dad were something other than the Chicago policeman, and maybe if he was a senator or general officer, I wouldn't be sitting here. That lit him up, right? That lit him up. But I had to state my views. So I knew I was out of the program. Very, very frustrating. Could have had the mayor of Chicago call. Didn't do that, right? Like, OK, I understand where this is it. That was very frustrating and somewhat shaming. But where the forgiveness comes in and be kind to yourself, is that I ran into ground. I ran into ground and drove an outcome where I still… It's a moment of integrity. I drove an outcome like, there you go. But then what do you do? Forgive yourself, right? Because you didn't do anything wrong, OK? And you pivot. And I turned that into a moment where I started cold calling instructors at the Academy. Because, hey, now I owe the Air Force five years, Air Force is looking for, you know, things that I don't want to do. And thank goodness I had an engineering degree, and I cold called a guy at a base in Hanscom. And this is another tap on the shoulder.   Naviere Walkewicz 1:06:24 That's how you got to Hanscom. Gotcha.   Mike Ott 1:06:27 There was a friend who was Class of '83, a woman who was in my squadron, who was there. Great egg. And she's like, “Hey, I was at the O Club.” Called her. I said, “Hey, help me out. I got this engineering degree. I want to go to one of these bases. Called Lt. Col. Davis, right? I met him at the O Club. I called a guy, and he's like, “Yeah, let's do this.”   Naviere Walkewicz 1:06:44 Wow, I love that..   Mike Ott 1:06:46 It was fantastic So it's a long winded way, but progress isn't linear. And progressing through that and not being a victim, right, recognizing the conditions and the environment that I could control and those that I can't. Anything that I could control, I took advantage of and I sought to influence as best possible. Ran into ground and I feel great about it, and it turns out to be a testament of one of my best successes. Naviere Walkewicz 1:07:17 Wow. Thank you for sharing

The Dangers of Single-Use Plastic BagsSingle-use plastics are extremely harmful to the environment, both in terms of their production and disposal. All plastic creates issues regarding fossil fuel emissions and waste, but single-use plastics are specifically detrimental because they contribute to the immense amounts of waste piling up on our planet. Because these plastics are not biodegradable, according to EarthDay, “79% of plastic that has ever been made still sits in landfills or the natural environment.” While numerous efforts have been made to reduce the amount of single use plastics available, the amount of plastic entering our landfills has yet to substantially decrease. For example, in 2014, California enacted a ban on thin plastic shopping bags at supermarkets and other stores, but allowed customers to purchase bags made with thicker plastics, which retailers argued would make them recyclable and reusable. In reality, consumers were not reusing or recycling the thicker plastic, ultimately leading to an increase in the poundage of plastic trashed per person. Reusable Bags as a Climate SolutionLotus Sustainables aims to eliminate single-use plastic by providing eco-friendly alternatives, with reusable grocery bags and food storage pouches. Founded by Jennifer and Farzan Dehmoubed in 2017, the company aims to eliminate the need for single use plastic. Since its founding, they have been able to divert 5 billion bags from landfills. Lotus also prioritizes ethical and sustainable manufacturing efforts by closely monitoring the production and studying the life cycle of their products. The bags are made with eco-friendly materials such as recycled plastic bottles for fabric and renewable resource products like jute, a plant based fiber. Using these materials ensures that the product is durable and reusable. The process reduces the amount of waste that enters landfills both by using recycled products, and creating a long-term, reusable alternative.Lotus' mission also contains environmental justice initiatives. In pursuit of these goals, Lotus donates 10% of their profits to likeminded companies, including The Plastic Pollution Coalition, the Surfrider Foundation, and Project New Village. Further, according to co-founder Jennifer Dehmoubed, the company donates to “Black-created organizations that focus on food justice, the preservation of land, and enriching agriculture,” with hopes to “repair horrific injustices imprinted in the Earth and bring ownership of the land and agriculture education into the hands and lives of Black people.”Challenges of ImplementationIn order to realize Lotus' goals, consumer demand and legislation must respond to the planet's growing need to eliminate single-use plastic. Without the support of consumers, no amount of legislation or innovation can have an impact. According to Jesse Langley, CEO of Lotus Sustainables, “ Legislation doesn't happen unless there's people behind it…And same thing with businesses, these businesses are not gonna get behind an initiative if Consumers are not looking for it.” About Our GuestJesse Langley is the CEO of Lotus Sustainables and a seasoned entrepreneur in the environmental space, helping to develop climate action plans and greenhouse gas reductions for local governments in California. Lotus Sustainables is a certified B-corp on a mission to eliminate single-use plastic bags.ResourcesNational Resource Defense Council: Single-Use Plastics 101EarthDay: Fact Sheet: Single-Use PlasticsUConn: Lifecycle of Single Use PlasticsABC7: California passed a ban on plastic bags in 2014. Here's why Gov. Newsom has now signed a similar lawLotus Sustainables: About UsLotus Sustainables: Environmental and Social JusticeSan Diego Business Journal: Lotus Sustainables Offers Plastic Bag Alternative Ahead of New RegulationFor a transcript, please visit https://climatebreak.org/eliminating-single-use-plastic-bags-with-jesse-langley

Send us a textHost Matt Langley welcomes Andrew Farrell and Micah Roberson, co-founders of Locker Room (L-K-R-M), a new sports technology company aimed at helping high school coaches manage their basketball programs more efficiently.The conversation begins with light-hearted banter about college traditions and leads into a deeper discussion about how lessons from playing sports translate into life skills and professional success.Andrew shares his background — growing up near a high school where his mom worked as an administrator — and how seeing coaches stay late inspired him to build a platform that saves them time. Despite majoring in physics and politics, he turned down a lucrative job offer to pursue Locker Room full-time, driven by the belief that technology can simplify coaching and program management.Micah reflects on his basketball journey in Alabama, realizing early that his playing career wouldn't extend to college but that the teamwork, discipline, and perseverance he learned through the sport carried over into his medical school pursuits and his work with Locker Room.Together, they describe Locker Room as a coach-first platform designed to eliminate paperwork, streamline scheduling, manage rosters, track budgets, and even integrate with platforms like MaxPreps. Their goal is to save coaches 20 hours a week and help them focus more on their players and program culture.Langley praises the platform's intuitive design and relates it to his own experience as a high school coach who once had to manually call newspapers to report scores. The episode emphasizes how technology, teamwork, and passion for the game can intersect to make high school sports more effective and enjoyable for everyone involved.

Canadian journalist Nora Loreto reads the latest headlines for Thursday, October 30, 2025.TRNN has partnered with Loreto to syndicate and share her daily news digest with our audience. Tune in every morning to the TRNN podcast feed to hear the latest important news stories from Canada and worldwide.Find more headlines from Nora at Sandy & Nora Talk Politics podcast feed.Help us continue producing radically independent news and in-depth analysis by following us and becoming a monthly sustainer.Follow us on:Bluesky: @therealnews.comFacebook: The Real News NetworkTwitter: @TheRealNewsYouTube: @therealnewsInstagram: @therealnewsnetworkBecome a member and join the Supporters Club for The Real News Podcast today!

Brandon Langley, Phil Newton, and Nathan Baumgartner talk about how to fund a church plant from chapters 11 and 12 of "Churches Planting Churches." They discuss budgeting, vision casting, dedicated funds for planting, church documents and policies, and more. 

In private service, no two days are the same — and as time goes on, a role can change drastically.Beth Langley has worked with the same principals for two decades, and her role has continuously evolved over time. In this conversation, she shares her path from personal trainer to estate manager to fractional estate manager and remote personal assistant. Tune in to hear her tips for setting boundaries that set you up for success long-term, building long-lasting vendor relationships, and adapting as dynamics change.Subscribe to the Easemakers Podcast to hear from more experts in the private service industry, and join the Easemakers community to talk to other estate managers and PSPs on a regular basis.  Enjoying the Easemakers Podcast? Leave us a rating and a review telling us about your favorite episodes and what you want to learn next!The Easemakers Podcast is presented by Nines, modern household management software and services built for private service professionals and the households the support.

KSBM Radio: The Voice of Townview continues our Alumni Series with Gabriel D. Langley, a graduate of the School of Health Professions, Class of 2000. An entrepreneur, musician, actor, fitness professional, and author, Gabriel has built a multifaceted career that bridges entertainment, business, and community.From serving as the first Head Drum Major of the Big D Marching Band to appearing on BET's College Hill and leading initiatives through Alpha Group Innovations and the Village Inspiration Project, his journey embodies creativity, leadership, and service.Tune in as Gabriel shares how his experiences at Townview shaped his path, inspired his purpose, and continue to guide his impact today.

KSBM Radio: The Voice of Townview continues our Alumni Series with Gabriel D. Langley, a graduate of the School of Health Professions, Class of 2000. An entrepreneur, musician, actor, fitness professional, and author, Gabriel has built a multifaceted career that bridges entertainment, business, and community.From serving as the first Head Drum Major of the Big D Marching Band to appearing on BET's College Hill and leading initiatives through Alpha Group Innovations and the Village Inspiration Project, his journey embodies creativity, leadership, and service.Tune in as Gabriel shares how his experiences at Townview shaped his path, inspired his purpose, and continue to guide his impact today.

Silver Range Resources CEO Mike Power joined Steve Darling to share news that the company's partner, Walker Lane Resources, has initiated an airborne geophysical survey at the Tule Canyon Property in Esmeralda County, Nevada. Walker Lane holds an option to acquire 100% ownership of the property. Power explained that Precision Geosurveys Inc., based in Reno, Nevada, and Langley, British Columbia, has been contracted to conduct the airborne total magnetic field and radiometric survey. The work is set to begin once Precision completes its current survey programs in West Central Nevada and California. The upcoming survey will cover approximately 212 line-kilometres, flown along 100-metre spaced lines at an altitude of 30 metres above ground level, ensuring detailed and high-resolution magnetic and radiometric data. The Tule Canyon Property lies across a major deflection in the regional magnetic field linked to the Sylvania Pluton, a geological feature known to host high-grade gold and silver mineralization in the surrounding district. The primary objectives of this survey are to precisely map the magnetic deflection and to identify secondary anomalies that may indicate structurally controlled precious metal deposits. Power noted that the results from this work will play a key role in refining future exploration targets and advancing the property's understanding at the structural and mineralization level. #proactiveinvestors #silverrangeresources #tsxv #sng #mining #mikepower #nevada #eastgoldfield #GoldExploration #SilverMining #TuleCanyon #SilverRangeResources #MiningNews #AirborneSurvey #JuniorMining #GeologyExploration #ResourceStocks #RadiometricSurvey

Send us a textA rental truck idles near a federal gate, commands echo across the asphalt, and then the driver jolts into a pattern we've seen before. We walk step by step through the Alameda U-Haul incident and connect it to a longer history of vehicle rammings against secured facilities—from Langley and Little Rock to Quantico and repeated attempts near the White House. The details matter: rental vehicles, symbolic targets, barrier designs, and the small choices that add or subtract seconds when things break bad.We go beyond the headline to study how security evolves after each event. Hydraulic wedges, reinforced bollards, standoff zones, and traffic choke points shape outcomes long before a driver shifts into gear. Just as important is mindset. The internet rush to cry hoax can turn into a deadly habit. Denial stalls your feet when you need them moving. We break down why treating first reports as real, especially when local, is the safer default—and how to verify fast without feeding panic. We also examine the idea of probing: false alarms and misreads that quietly map responder playbooks and condition communities to ignore alerts.You'll hear a clear, sourced timeline of the Alameda event, an overview of relevant case studies, and a practical set of cues that signal intent: sudden reversals at barriers, rental trucks loitering at perimeter lines, and erratic movement inside narrow approach lanes. We explain investigative delays, including psychiatric holds and round accounting, so you can separate process from conspiracy when updates are thin. The goal is simple and serious: build a common-sense approach to personal safety that works under stress.If this conversation sharpens your plan, tap follow, share it with someone who needs the mindset shift, and leave a quick review so more listeners can find it.https://augasonfarms.com?sca_ref=9315862.VpHzogdDNuAugason FarmsSupport the podcast. Click on my affiliate link and use coupon code PODCASTPREP for 10% discount!Disclaimer: This post contains affiliate links. If you make a purchase, I may receive a commission at no extra cost to you.Support the showHave a question, suggestion or comment? Please email me at practicalpreppodcast@gmail.com. I will not sell your email address and I will personally respond to you.

Brandon Langley and Matt Rogers talk about developing a healthy leadership team for a plant from chapters 7 and 8 of "Churches Planting Churches." They discuss why to send a team rather than an individual planter, recruiting from sending churches and partner churches, clear communication and expectations, and more. 

In this episode of The PDB Afternoon Bulletin:   First up—America's secret war at sea. New reporting says it's the CIA—not the Pentagon—calling the shots in the Caribbean drug-boat campaign. We'll break down how Langley became the hidden hand behind America's strikes.   Later in the show—Europe signals support for President Trump's renewed ceasefire push in Ukraine, insisting that current battle lines must serve as the starting point for any peace talks.   To listen to the show ad-free, become a premium member of The President's Daily Brief by visiting https://PDBPremium.com. Please remember to subscribe if you enjoyed this episode of The President's Daily Brief. YouTube: youtube.com/@presidentsdailybriefRidge Wallet: Upgrade your wallet today! Get 10% Off @Ridge with code PDB at https://www.Ridge.com/PDB #Ridgepod   American Financing: Call American Financing today to find out how customers are saving an avg of $800/mo. NMLS 182334, nmlsconsumeraccess.org. APR for rates in the 5s start at 6.196% for well qualified borrowers. Call 866-885-1881 for details about credit costs and terms. Visit http://www.AmericanFinancing.net/PDB.   Birch Gold: Text PDB to 989898 and get your free info kit on gold Learn more about your ad choices. Visit megaphone.fm/adchoices

JT Langley Why Sunday Starts on Monday Ps 34:1-9

The Agency. The Company. Langley.Without the Central Intelligence Agency, would we talk about conspiracy theories as much as we do? Who would be in power in Guatemala? What about Iran? Would the Bourne films ever have been made?Don is joined by Jeffrey Rogg to discuss what would have happened had the CIA never been founded. Jeff is a Senior Research Fellow at the Global and National Security Institute at the University of South Florida. His book is The Spy and the State: The History of American Intelligence.Edited by Tim Arstall. Produced by Sophie Gee. Senior Producer was Charlotte Long.Sign up to History Hit for hundreds of hours of original documentaries, with a new release every week and ad-free podcasts. Sign up at https://www.historyhit.com/subscribe.  You can take part in our listener survey here.All music from Epidemic Sounds.American History Hit is a History Hit podcast. Hosted on Acast. See acast.com/privacy for more information.

The boys are joined by Jordan Langley fresh off his stint on Dating Naked UK and he talks about becoming a main cast member on season 2 after travelling to Columbia as a reserve on season 1, the process of getting onto the show, dropping in some killer chat up lines and meeting his girlfriend Nina. Jordan talks about playing football in the Welsh league, injuring his ACL while playing in America, travelling the world and moving to Australia to work in the mines. The boys discuss Benidorm bouncers, Beaujolais Day and Paddy's surreal time in Dubai plus much much more…..@ambitioniscritcal1997 on Instagram @TheAiCPodcast on Twitter

Nearly a year ago, mysterious drones of unknown origin began buzzing military bases and other sensitive sites, mostly in the eastern U.S. They swooped in out of nowhere, hovered and maneuvered over airfields, didn't try to hide their presence, and could not be tracked when they abruptly departed. Entire U.S. bases were shut down, including Langley and Wright-Patterson AFB. Similar incursions were reported at joint bases in the UK, where personnel deployed advanced anti-drone tech - with no effect. Now, several European countries are experiencing similarly troubling incursions. In recent weeks, mystery drones have caused fear and confusion in Norway, Sweden, Denmark, Germany, and Belgium. Governments suspect the drones are being controlled by Russia, though there isn't a shred of evidence to prove that, and these drones cannot be tracked or brought down. In this episode of WEAPONIZED, Jeremy and George are joined by British journalist Chris Sharp, editor and founder of the Liberation Times, whose insightful coverage of the mystery drones over the past year is among the best in the world. Chris shares new information about the most recent incursions, has insight about attempts to track and disable the mystery drones, and speculates about why the drone invasions might be a measured response by earthly forces, payback for something that was initiated by NATO allies. Also in this episode, additional information about a gigantic black triangle spotted hovering over a runway at Eglin Air Force Base, as described by an eyewitness in a previous episode. Check out Chris Sharp's publication https://LiberationTimes.com GOT A TIP? Reach out to us at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠WeaponizedPodcast@Proton.me⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ••• Watch Corbell's six-part UFO docuseries titled UFO REVOLUTION on TUBI here : ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://tubitv.com/series/300002259/tmz-presents-ufo-revolution/season-2⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Watch Knapp's six-part UFO docuseries titled INVESTIGATION ALIEN on NETFLIX here : ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://netflix.com/title/81674441⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ••• For breaking news, follow Corbell & Knapp on all social media. Extras and bonuses from the episode can be found at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠WeaponizedPodcast.com Learn more about your ad choices. Visit podcastchoices.com/adchoices

We're back with another AFTN Soccer Show packed full of Vancouver Whitecaps, Major League Soccer, and FIFA World Cup chat and interviews. Some late drama and some Thomas Müller magic saw the Whitecaps hit the summit once again in the MLS Western Conference with one game of the regular season to go. With first place and the number one seeding on the line for the 'Caps on Decision Day, we look back at the dramatic late win in Orlando and who shone in the Floridian heat, hear some postgame thoughts from Jesper Sorensen and Nelson Pierre, and look at what lies in store in the final week of the regular season and the potential playoff path ahead. Our feature interview this week is with Whitecaps goalkeeper Isaac Boehmer. We chat with the stopper about the season that's been, what's still to come, his eventful year off the pitch, goalkeeping rule changes, and taking Thomas Müller fishing. Plus we look at what the goalkeeping situation might look like in Vancouver next year with both Boehmer and current number one Yohei Takaoka at the end of their contracts and becoming free agents. Plus we find out if Whitecaps assistant coach Michael D'Agostino fancies a chocolate digestive. The Whitecaps successful weekend was also good news for Vancouver FC of Langley who have now booked their berth in next year's CONCACAF Champions Cup as Canadian Championship runners-up. We look at what that will mean for the club and their controversial ending this weekend in Ottawa. All of that plus we talk FIFA World Cup 2026 tickets and qualifiers, and music-wise, Kneecap continue their residency as our Album of the Month, we've Britpop songs from Ash and Marion, and Halftime Oranges return to Wavelength with a song about what could have been. Here's the rundown for the main segments from the episode: 01.27: Intro - giving thanks, flying worms, and U20 World Cup chat 14.30: Müller magic sends Whitecaps top after last-gasp win in Orlando 54.55: Orlando v Vancouver postgame chat with Sorensen and Pierre 65.00: How Decision Day shapes up in the MLS West 70.15: Vancouver FC confirmed for CONCACAF Champions Cup 94.40: Isaac Boehmer interview 105.47: Whitecaps 2026 goalkeeping discussion 119.20: Anyone Fancy A Chocolate Digestive? - Michael D'Agostino 125.20: More World Cup ticket talk 140.20: Will winter World Cup become the norm? 145.50: This week in international football 162.15: Wavelength - Halftime Oranges - Occupations

Join Sandra for an incredible conversation with fellow afterlife explorer and podcast host, Gary Langley. Gary's life has been a series of profound spiritual encounters, from being awakened by a spirit voice moments before his bed burst into flames, to receiving a clairaudient warning that helped him avoid a head-on car collision. These experiences propelled him on a lifelong journey to understand the greater reality and prove to himself that we are eternal beings. In this episode, Gary shares his most powerful evidential stories, including a stunningly accurate reading with medium Suzanne Wilson and a message from a world-class athlete, delivered by a medium in a room of 150 people, that left him with zero doubt. He also opens up about his own journey through immense grief, including the recent and tragic loss of his beloved dog, Bear, and everything he owned in a devastating house fire. Discover how his deep "knowing" of the afterlife allowed him to move through this tragedy not as a victim, but with a sense of freedom and purpose. This conversation is a masterclass in resilience and the power of shifting your perspective. Learn how to open up to your own intuitive abilities, the importance of being of service, and why finding things to be grateful for every day can completely change your reality. Gary's journey reminds us that even when we lose everything, our connection to Spirit is the one thing that can never be taken away. Find out more about Gary Langley, his Afterlife Book Club, and his show, the Soul Explorers Podcast on YouTube:  https://www.youtube.com/@SoulExplorersPodcast OR by searching "Soul Explorers Podcast" on YouTube at or your favorite podcast app. Thanks for listening! ***Connect with Sandra Champlain: * Website (Free book by joining the 'Insiders Club, Free empowering Sunday Gatherings with medium demonstration, Mediumship Classes & more): http://wedontdie.com *Patreon (Early access, PDF of over 750 episodes & more): Visit https://www.patreon.com/wedontdieradio  *Don't miss Sandra's #1 "Best of all things afterlife related" Podcast 'Shades of the Afterlife' at https://bit.ly/ShadesoftheAfterlife  

Brandon Langley, Dave Kiehn, and Matt Rogers talk about two of the chapters in Pillar's upcoming book, "Churches Planting Churches." They discuss how to find planters, where to plant a church, trusting God's providence in the church planting process, and more.

What does leadership look like at the highest levels of service?  SUMMARY In this episode of Long Blue Leadership, Col. (Ret.) Michael Black '85 discusses his journey from cadet to commanding the White House Communications Agency. He reflects on what it means to be a calm, steady presence in high-pressure environments — and how small daily practices can shape a lifetime of leadership. The full episode is now available.   SHARE THIS PODCAST FACEBOOK  |  LINKEDIN   MICHAEL'S LEADERSHIP TAKEAWAYS Develop a personal leadership philosophy that guides your actions (like Michael's 5F's: Family, Fitness, Flying, Fairness, and Fun). Always be aware that people are watching you and learning from your example, even when you don't realize it. Nurture relationships continuously - they are critical for long-term success and mentorship. Practice empathy and compassion, especially during difficult moments like delivering challenging news Maintain a holistic approach to fitness - physical, mental, and spiritual well-being are interconnected. Take pride in leaving organizations better than you found them and focus on developing future leaders. Be fair and be perceived as fair - understanding different perspectives is crucial to effective leadership. Incorporate fun and balance into your professional life to maintain team morale and personal resilience. Stay connected to your roots and be willing to mentor the next generation, sharing your experiences and lessons learned. Continuously practice self-reflection and ensure you're living up to your core values and leadership principles.   CHAPTERS Chapter 1 - 0:00:00 - 0:08:55: Family and Military Roots   Michael Black shares his background as a military brat and the educational legacy of his family. Chapter 2 - 0:08:55 - 0:12:10: Delivering a Difficult Notification A profound leadership moment where Black sensitively delivers news of a combat-related death to a staff sergeant's family. Chapter 3 - 0:12:10 - 0:18:40: The 5F Leadership Philosophy Introduction Col. Black explains the origin and core components of his leadership framework: Family, Fitness, Flying, Fairness, and Fun. Chapter 4 - 0:18:40 - 0:25:59: Detailed Exploration of 5F Philosophy   In-depth breakdown of each leadership principle, including personal anecdotes and practical applications. Chapter 5 - 0:25:59 - 0:32:21: Family Legacy and Academy Experience   Discussion of his son's Air Force Academy journey and the importance of nurturing relationships across generations. Chapter 6 - 0:32:21 - 0:38:36: Mentorship and Relationship Building Michael shares his approach to mentoring cadets and the significance of maintaining long-term professional connections. Chapter 7 - 0:38:36 - 0:40:13: Leadership in Civilian and Nonprofit Sectors Reflection on applying military leadership principles in private and nonprofit environments. Chapter 8 - 0:40:13 - 0:41:28: Personal Reflection and Leadership Advice  Final thoughts on leadership, self-improvement, and the importance of continuous personal development.   ABOUT COL. BLACK BIO Michael “Mike” B. Black, vice president for Defense, joined the nonprofit Armed Forces Communications and Electronics Association International in July 2022. He is a senior cyber/information technology leader with more than four decades of experience in cyber operations, communications, project/program management, leadership disciplines and organizational development. As AFCEA's vice president for Defense, Col. Black builds strong professional relationships with government, industry and academia partners to position AFCEA International as a leader in the cyber, defense, security, intelligence and related information technology disciplines. Col. Black leads defense operations in support of planning and executing global, large-scale, technically focused, trade shows/conferences supporting Army, Navy, Marine Corps, Air Force, Space Operations, Cyber and Homeland Security.  Col. Black is focused on providing opportunities for engagement between and among government, industry and academia. Prior to joining AFCEA International, Col. Black served as chief operating officer at Concise Network Solutions for four years, directly supporting the CEO in developing, executing and managing CNS's master business plan. Prior to joining CNS, he served as the COO and chief corporate development officer at JMA Solutions for two and a half years, working in concert with senior executives to lead operations and the planning and execution of strategies. Prior to joining JMA Solutions, he served as the COO at Premier Management Corporation for four years, where he was responsible for day-to-day operations, all business units and the company's profit and loss. Prior to joining the private sector, Col. Black spent 26 years in the U.S. Air Force holding various communications and leadership positions at many levels. He culminated his distinguished military career as a colonel, commander, White House Communications Agency, leading a 1,200-person team of selectively manned military, then-Department of Defense civilian and contract personnel to provide “no fail” telecommunications services for the president, vice president, named successors, first lady, senior White House staff, National Security staff, U.S. Secret Service and the White House Military Office. Col. Black holds a Bachelor of Science in basic science from the U.S. Air Force Academy, where he was a Distinguished Military Graduate. He holds a Master of Science in national resource strategy, with an information operations concentration, from the National Defense University, Industrial College of the Armed Forces; a Master's Degree in military arts and science from the Army Command & General Staff College; and a Master of Arts Degree in management from Webster University. He is a published author, including writing several leadership articles for The New Face of Leadership Magazine as well the thesis Coalition Command, Control, Communication, and Intelligence Systems Interoperability: A Necessity or Wishful Thinking? BIO EXCERPTED FROM AFCEA.ORG   CONNECT WITH MICHAEL IG: @chequethemike FB: @michael black LinkedIn: Michael Black   CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer:  Ted.Robertson@USAFA.org    Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS   TRANSCRIPT SPEAKERS Guest, Col. (Ret.) Michael Black '85 | Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz Welcome to Long Blue Leadership, where transformative journeys of Air Force Academy graduates come to life. There are moments in a leader's life that leave a permanent mark. For my guest today, Col. (Ret.) Michael Black, USAFA Class of '85, one such moment came when he was actually sent to deliver news of a combat-related death. It was the first time he'd ever been tasked with that duty, and knew he only had one chance to get it right. As he sat with the widow, Michael found the strength to guide the family through their grief. That part of Michael's story speaks to the depth of his empathy and the calm steadiness that defines him as a leader. We'll explore much more of Michael's journey, from leading the White House Communications team to mentoring cadets at the Academy to daily practices that ground him and the framework that guides him today, what he calls the five Fs of leadership: family, fitness, flying, fairness and fun a guide not only for his life, but for the leaders he inspires. Michael, welcome to Long Blue Leadership. Michael Black Naviere, thank you for having me, and thank you for that very kind introduction. I'm so happy to be here, and I'm just thankful for what you guys do, the AOG and putting this together and telling stories. I think this is amazing. So thank you for the opportunity. Naviere Walkewicz Well, we're grateful you're here. You got your silver on. You got your ‘85 Best Alive, you know, I mean, I'm just blown away here. The class crest… Michael Black Yeah, got it all, you know, the crest and the two squadrons that I was in. I'm just excited, back here for our 40th reunion. Yeah. So that's amazing. So fellowship and fun with your classmates, and just seeing the mountains, you know. Getting off the plane and looking west and seeing the mountains and seeing God's creation is just amazing. And then, of course, the Academy in the background, you know, pretty excited. Naviere Walkewicz Wonderful, wonderful. Well, we're going to jump right in. And actually, the topic is a bit sensitive, but I think it's really important, because we know that when we all raise our right hand, some are prepared and they give all. But not everyone has to actually give the news to the family when their loved one is lost, so maybe you can share what that was like. Michael Black Thank you for allowing me to talk about that. You hit the nail on the head when you said you only have one chance to get it right when you're talking to the family. And so I had a young staff sergeant that was deployed down range at the Horn of Africa, and he happened to be a radio operator in a helicopter supporting the Marines. And there was a mid-air collision that happened while he was deployed, and he was one of the people that perished. So the first notification that I had to make was duty status: whereabouts unknown — to say that to the family. And of course, you can think about the range of emotions that are associated with that. They don't know. We don't know.   Naviere Walkewicz There's still hope. There's not hope.   Michael Black So that was the first day. So going over there with my first sergeant, a medical team, chaplain, you know, that kind of thing, to support us and the family.   Naviere Walkewicz And what rank were you at that time?   Michael Black So I was a lieutenant colonel. So I was a squadron commander of the 1st Comm Squadron at Langley Air Force Base. And I like to say, you don't get to practice that. You have one time to get it right. At least back then, there was not a lot of training to do that. It doesn't happen that often, and so having to make that notification was a tough thing. It was one of the hardest things, if not the hardest thing, I had to do in the service. Two young boys. He had two sons, and at the time, his spouse was military as well, so I go over there to do that the first day. You can imagine, you know, knocking on the door, right, and I'm in uniform, and just the emotions that they can be going through. So we're sitting on the couch in their house, two young boys. I believe their ages were 3 and 5 at the time, they were very young. And I explained to Michelle what we knew. And again, it's scripted. I can't say more or less than that, because 1) don't know, right? And 2), you just don't want to speculate on anything. And then we're waiting to find out his status. So then I have to go back the next day to make that notification, and you're representing the chief of staff of the United States Air Force, and that's kind of something that's scripted for you. “I'm here on the behalf of the Chief of Staff of the United States Air Force, and I regret to inform you of the untimely death of your spouse.” The part that was even more heartening for me was after I told her, and with the boys sitting, I believe, on either side of me, she said, “And now Col. Black is going to tell you what happened to your dad.” That was a tough thing to do. And I would say it was the hardest thing that I had to do in the Air Force, in my career, and reflect on “you have one chance to get that right.” I believe we got it right, me and my team, but that was tough. Naviere Walkewicz Wow. Have you kept in touch with the family? Michael Black Yes, I keep in touch with Michelle, just from — just a personal because I'm very personal, outgoing, as you know. And so I've kept in touch with Michelle and the boys. But we're forever bonded by that, and I think that's important to stay in touch. And that's kind of one of my things I think we'll get into a little bit later in the conversation, but that's what I do. Naviere Walkewicz Well, it touches, certainly into, I think, that the family aspect of the five Fs, and because it seems like you even take in them as your family. And I'm curious about your family, because when you're going through that, I mean, you have at least a son — you have son, right?   Michael Black Yes, and two daughters.   Naviere Walkewicz Two daughters. So were you thinking about — did you put on your dad hat in that moment?   Michael Black I certainly did put on my dad hat and, and I think that helped in things. And I think all of the training that I got along the way about dealing with tough situations, and being a leader, it helped. But I took it upon myself after that to talk to other commanders. And in fact, my wing commander at the time, Burt Field, Gen. field was a '79 grad, and we talked, and that also brought him and I closer, because he also asked me to brief the other squadron commanders on that process and how I handled that. And I know when — to this day, Gen. Field and I are still very connected, and he's pretty engaged right now with the Air Force Association's birthday and all that. But a great mentor of mine who also helped in dealing with that. But he was extremely supportive and, and I think that had a factor in just how he evaluated me, right, how I handled that situation?   Naviere Walkewicz Well, it sounds like you certainly picked up some of those traits of taking care of your people recognizing empathy within processes and sharing it. I'm curious, were you always like this, or did you see some of this emulated from your family? Michael Black No, it's a great question. I am a military brat. My dad was in the Army. My dad went to Tuskegee — it was called Tuskegee Institute at that time. My mom went to Alabama A&M, so two schools in Alabama. They're from a very small towns in Alabama. My dad's from Beatrice, Alabama — which is less than 200 people today — and my mom is from Vredenburgh, Alabama. It's about 15 miles away, and it's even smaller than Beatrice. But they went to the same elementary school and high school, so high school sweethearts, and then they went off to college. And then dad got a direct commission in the Army, the Signal Corps. Well, he started out Medical Service Corps, but getting back to your question, so yes, family with that, and even take a step further back to my grandparents, on both sides of the family, but particularly with my paternal grandparents, they went out and visited the Tuskegee Institute at that time, and they saw the statue of Lifting the Veil of Ignorance there, and they decided at that point that they wanted their kids to go to that school. And so there's seven kids within my dad's family, and six of them went to Tuskegee. Naviere Walkewicz   Wow. So I want to fast forward a little bit, and you can certainly share whether it was during the Academy or after graduation, but you have kind of had this great foundation from your family. Let's talk a little bit about the Academy or after-Academy experience, where you had seen additional time where you had grown as a leader. Was there a particular experience that can come to mind, where another shaping of this leadership journey that you've been on? Michael Black Yeah, I think there's multiple throughout my career. I mean, I went to the Army Command and General Staff College for my intermediate professional military education. And there's a story there too. My dad was in the Army, and so I wanted to experience some of the things that my dad did, even though I was Air Force. And so one of my mentors, now-retired Lt. Gen. Harry Raduege, was instrumental in me getting selected for Army Command and General Staff College. And so I went there, and I think that was a big portion of my shaping, although had mentors and folks and coaches in my life leading up to that were, you know, helped shape me, but going to that school… And what I noticed when I got there that the Army was very serious about leadership and leadership philosophy, so much so that we took a class on that where we had to develop a leadership philosophy. And so in taking that class, before the Christmas break, I found out that I was going to be a squadron commander. So I was a major, and I was going to be a squadron commander. And so in that leadership course, I said, “Well, I'm going to go be a squadron commander. I'm going to the fifth combat con group in Georgia. Let me make this philosophy that I'm doing in class be my philosophy, so that when I get there…” And that was really the first time that I thought very serious about, “OK, what is my leadership philosophy?” And I had been a flight commander before, and had people under my tutelage, if you will. But being a squadron commander, you know, being on G series orders. And you know, we know how the military takes the importance of being a commander. And so having that so I did decide to develop my philosophy during that time. And you mentioned the five Fs earlier. And so that was — that became the opportunity to develop that. So family, that's what it was. That's when I developed that — in that course. So family, fitness, flying, fairness and fun — the five Fs. I worked on that when I got there. And so then when I got to take command, I had prepared all of that stuff in this academic environment, and I used it to a T and I briefed the squadron after I took command. I think this is my command philosophy, the five Fs. I subsequently had the opportunity to command two more times after that, another squadron, and then at the White House Communications Agency, which is now wing command equivalent. So had the opportunity to tweak and refine, but the foundation was still the five Fs. And so in doing that, and I can go into a little detail. So you know, family is your immediate family, your your blood family, and that that kind of thing. But family also encompasses your unit, your extended family, you know, and part of that. And so I always tell people you know, your family, you don't want to be the only one at your retirement ceremony because you neglected your family. And I've done many retirement ceremonies. In fact, I've done 25-plus since I retired. Well, that shows you really made no so family is, is important, take care of your family. And I, you know, one of the things I said about that to the folks was if you in your unit, if folks are getting assigned unit, permanent changes, station, PCS to your unit, and they haven't found the place to live in the due time and whatever the house hunting days are, I always gave my folks the option of give them some more time to find a place. They may be looking for schools, I mean looking for a place that just fits the environment that they need. And let's give them that time now, because they're not going to be effective in the organization if they're worried about where they have to live, where their kids are going to go to school and that kind of thing. So take care of all of that, and then get them to work, and they'll be that much more effective because they won't have to worry about where they're living, where the kids are going to school. So take care of your family fitness. You understand physical fitness and what you do and all of that, and I admire all of your accomplishments in that. And so physical fitness in the military kind of goes without saying. You have to maintain certain standards and do that, and do a PT and take a test and that kind of thing. But fitness is more than just physical fitness. It's spiritual and mental fitness. Now I would never be one to tell somebody this is how you need to nurture your spiritual and mental fitness. I think that's personal. But if your spiritual mental fitness is not being nourished, you're not going to be doing yourself any good, your team any good. And honestly, you would be able to tell if an individual is struggling with their spiritual or mental fitness, particularly as a leader and just kind of looking and observing characteristics and the behavior of folks. So I basically told my team, I want you to do whatever it takes to nurture your spiritual and mental fitness, whatever you need to do — if it's meditating, if it's praying, if it's walking, whatever is personal to you, but make sure that it's nurtured. But I also told my folks that if you think my spiritual fitness and mental fitness is out of balance, I want you to tell me, because I might have blinders on. I could be focused on things, just like they could be focused on things, and I would tell them. And I think folks really appreciated the candor and the openness of the leader, the commander, you know, saying that, yes, I want you to tell me if you think my spiritual mental fitness is, you know, is out of balance.   Naviere Walkewicz Did you ever have anyone tell you that?   Michael Black I did. I had strong relationships with my first sergeant, or my command sergeant major, the senior enlisted adviser. So we were, you know, we're hand-in-hand and all the places I was at. And so, yes, I've had them. I've had my wife tell me that. So I think that's important. I just — like I said, you can easily have blinders on and maybe just not see that or have blind spots. And speaking of that, I've written a leadership article on blind spots. I've kind of studied that and understand that. Flying — at the time the primary mission of the Air Force was flying. And so I'd always say, “What is your role in supporting the primary mission, or what is our role in supporting the primary mission of the Air Force?” So make sure you understand that. As a communicator, how do you contribute to the primary mission, or as a logistician, or as information management? But understand what your role is in the primary mission of the Air Force. Fairness, as a leader — it is so important for the leader to be fair, right? It can affect good order and discipline if you're not fair, but equally important is to be perceived as being fair. So I could think I'm being fair, I could think that I'm being fair, but if the perception of the unit, the team, is that I'm not being fair, that's just as detrimental to the mission as actually not being fair. And so I think perceptions are important, and you need to understand that. You need to be aware of the perceptions; you need to be ready to receive the information and the feedback from your team on that. And so I stress the importance of also the perception people have different management. I could be looking at something over there, and I say, “OK, yeah, sky is blue over there,” but somebody's looking at it from a different you know, they may see a touch of some clouds in there, and so they see some light in there, and from their vantage point. And it's just like that in life: Respect everybody's vantage point in things. And so that was the fairness aspect. Then finally, fun. I'm a person that likes to have fun.   Naviere Walkewicz You are?!   Michael Black Yes, I am. I'm a person that loves to have fun. And so for me, I grew up playing sports. And so I played sports throughout my Air Force career. So that was kind of one of the things I did for fun, intramurals.   Naviere Walkewicz What was your favorite sport?   Michael Black My favorite sport was baseball growing up. I mean, I dreamed about trying to play in the Major Leagues and that kind of stuff. And I played on a lot of baseball teams growing up, and then when I got into the service, played softball, and I played competitive softball. Back in the day, they have base softball teams, and so you would, you know, try out for the team, and I would try out, and I played on base team at probably at least four or five bases that I was at. So I was, these are my own words: I was good. So I played and was very competitive in intramurals. That's another way to bring your team together — camaraderie. They see the boss out there playing. And I always would tell folks that on the squadron team: They're not playing me because I'm the commander. They're playing me because I'm good. I can contribute to the wins in a game. But so it's very competitive. I wasn't a win at all costs, but it wasn't fun to lose. So being competitive and fun. So that's one of the things I did for fun. I also follow professional sports. San Antonio Spurs is my basketball team; Washington Commanders, my football team. So I would go to those events, those games, those contests and stuff like that. Music, concerts, still do that kind of stuff with my kids and my family incorporate fun into — so it's not all work and no play. I think you do yourself justice by, winding down relaxing a little bit and having fun and that kind of thing. And so I encourage my team to do that. Wasn't gonna tell people what they needed to do for fun. I think that's personal, but having fun is important and it helps strike that balance. So that's really the five Fs. And I carried that, as I said, every time I command, every time I've, you know, unit that I've been associated with, particularly after the 2000 graduation from Army Command and Staff College. And I still carry that five Fs today And incidentally, I think the if you bump into somebody who was in one of my units, they're going to remember the five Fs, or some portion of it. In fact, I have a couple mentees that commanded after me, and they adopted the five Fs as their command philosophy. And that's kind of something that's very satisfying as a leader to have somebody adopt your leadership style. They think that it was good for them while they were in the unit. And it's very flattering to see that afterwards. I mean, so much so that I've had people that were in my unit, and then they got assigned to one of my mentee's unit, and they would call me up and they'd say, “Hey, Col. Black, you know, Col. Packler says his command philosophy is the five Fs.” Yeah, I said Marc was in my unit at Langley, and he probably felt that. But that's, that's a true story. Naviere Walkewicz That's a legacy, right there; that's wonderful. Well, speaking of legacy, you have a son that's also a graduate. So talk about that. I mean, you were expected to go to college. It wasn't an if, it was where? How about your children? Was that kind of the expectation? Michael Black So my wife is a college graduate. She's a nurse as well. And so we preached education throughout. And just as an aside, shout out to my wife, who just completed her Ph.D.   Naviere Walkewicz Wow, congratulations!   Michael Black Yes. Wilda Black, last week, in doing that. And so between my family, my immediate family — so my wife, and my two daughters and my son, there are 15 degrees between us.   Naviere Walkewicz And you?   Michael Black And me. So five us, there are 15 degrees. My wife has two master's, a bachelor's and now a Ph.D. My oldest daughter has a bachelor's and two master's. My son has a bachelor's and a master's. My younger daughter has a bachelor's and a master's, and I have a bachelor's and three master's degrees. So I think that adds up to 15.   Naviere Walkewicz I lost count. Social sciences major here.   Michael Black So yes, education. And so my son — he really liked quality things, likes quality things growing up. And so he was looking at schools and researching and looking at the Ivy League, some of the Ivy League schools, and some other schools that, you know, had strong reputations. I purposely did not push the Air Force Academy to him because I didn't want him to go for the wrong reasons. I didn't want him to go because I went there and that kind of thing. But late in the game, you know, in his summer, going into his senior year of high school, he came to me and said, “Hey…” and I'm paraphrasing a little bit, “Dad, you know, your alma mater is pretty good, you know, pretty, you know, pretty has a strong reputation.” And I said, “Yeah, you know, you know, strong academic curriculum and everything else there.” So that summer he said, “Well, I'm thinking I might want to go there.” And I'm thinking to myself, “That's a little bit late in the game, like the summer going into senior year.”   Naviere Walkewicz Did you recruit your mom again?   Michael Black Mom got involved. And then I think you know Carolyn Benyshek. So Carolyn was the director of admissions. I reached out to her and just said, “Hey, I got my son that's interested.” They were actually coming to Baltimore, I believe, for a…   Naviere Walkewicz The Falcon Experience. Right.   Michael Black And so we went to see her, and I'll just kind of say the rest is history. Through her help and guidance, through my son's qualifications — he was able to get in. He went to the Prep School, which is great, and I just want to give a shout out to the Prep School for that. I did not attend the Prep School, but I saw the value of my son going to the Prep School and then coming to the Academy. So I just to this day, thankful for our Prep School and how they prepare folks.   Naviere Walkewicz We feel similarly about that.   Michael Black So, yeah. So he went. And so, of course, a proud dad, right? Your son following in your footsteps, and that kind of thing. So Clinton, Clinton Black is in the Space Force now, and he's assigned to Vandenberg. But my son, he was a soccer player growing up, played a lot of competitive soccer, came here and decided that he wanted to do Wings of Blue, and so he was on Wings of Blue parachute team. And the neat thing about that is that the jump wings that my son wears are the jump wings that my dad earned at Airborne School in 1964, '65 — sometime in the early ‘60s. And so my dad was still living at the time and so he was able to come out here and pin the wings on Clinton. So it skipped a generation because I didn't jump or anything. But my son jumped, and he has mid-500 number of jumps that he's had. And so my dad was able to see him jump, and that was even though Airborne is a teeny bit different than free fall, but still, you know, parachuting, and all of that. So getting to see Clinton excel and do that and see him jump into the stadium, and that kind of thing. He jumped with some of the former Navy SEALs in the X Games, you know, in the mountains. So that was just a proud parent moment. Naviere Walkewicz Wow. That is very exciting. And so, through all of these experiences that you had, I keep wanting to go back to the five Fs .yYu had mentioned earlier that you did some refinement to it. So where you are now, how are you using them? How have they been refined? I mean, flying. What is that? Michael Black So, I asked people to take a little bit of a leap in that, understand where it came from, in my 5s but that aspect refers to the mission, right? And so the Air Force mission has evolved to include space and that kind of thing. But even on the private side, the civilian side, I still use the five F's. And so the flying aspect just refers to the mission, or whatever the mission of your organization is. And so there was some refinement as we brought in space into our mission, but it really reflected on the mission. And so I had different AFSCs that worked for me in in the different units that I was at, and also different services. And so understanding the service aspect of things also was something that I had to take into consideration as far as keeping and refining that, at the White House Communications Agency, about 1,200 military — more Army than Air Force, more Air Force than Navy, more Navy than Marine Corps, and more Marine Corps than Coast Guard. And so being an Air Force commander of a joint unit that had more Army folks in it, you have to understand that lingo, and be able to speak cool and that kind of thing. Dad loved that. And so going to the Army Command General Staff College, and, getting some of that philosophy and understanding that. And then I went to what's now called the Eisenhower School, now ICAF, the Industrial College of the Armed Forces, which is another joint school. And so being around that helped me in those aspects. But really applying that throughout and after I retired, I did 10 years in the private sector with a couple of different small businesses that were government contracted focused, providing professional services, but still, as the chief operating officer of each one of those, it's a pretty high leadership position within the company and so I talked about the five Fs in some terms that my team could understand that, and so still apply that. And then now, with three years working for the nonprofit, the AFCEA organization, where we bring government, industry and academia together to do IT, cyber kind of things, machine learning, artificial intelligence — I still have that philosophy to buy that and what I do, I think it's something that's applicable across the board, not just military. At least I've made it applicable. Naviere Walkewicz I was just gonna ask that, because talk about the private sector and — some of our listeners, they take off the uniform, but they still have that foundation of the military, but they're working with people who maybe don't have that foundation of the military. So how did you translate that in a way that they could feel that same foundation, even though they hadn't gone through a military family or through the Air Force Academy? Michael Black Yeah, no, that's a great question, Naviere. And I think, as a leader, you have to be aware of that. You have to be aware of your team and their background and their experiences. You also you have to speak their lingo, right? I mean, I can't talk just Air Force or military lingo. We talk a lot in acronyms. Naviere Walkewicz Like AFCEA. And I'm sure many know it but would you mind spelling it out? Michael Black Armed Forces Communications Electronics Association. And even though we have that we are more than the armed forces now, so we really are known by just AFCEA, even though that's what that acronym stands for. So I mean, I work with Homeland Security, VA and that kind of thing. But to your point, getting folks to understand where I'm coming from, and I need to understand where they're coming from, you have to take the time, put in the work to do that, so that you can communicate with your folks, and so that they understand where you're coming from, and also, so that they feel valued, right? That you understand where they're coming from. And I think all of that is important. And I tried to make sure that I did that, and I had coaches, mentors and sponsors along the way. So I learned when some of my mentors transition from the military time, and so when they went to go work in the private sector, I still lean on them. “OK, how did you make this transition? And what is it about? And what are the similarities and what are the differences? What do I need to consider in doing that?” And I'm thankful, and that goes back to one key point that I want to make about relationships and nurturing that relationship. I mentioned Gen. Field, worked for him in the early 2000s. But here we are, 2025, and he's in my contacts, he will take my call, he will respond to a text, and vice versa. You know, building that relationship. And so he's with a nonprofit now, and so I still stay in touch with him. The director of the White House Military Office was a Navy admiral that I worked for when I was at the White House. He is now the president and CEO of the United States Naval Institute — Adm. Spicer. You know, 20-something, 15 years ago, worked for him and now we're working together on a big conference. But those relationships are important in nurturing those relationships. And I learned about nurturing from my family. You know, my grandparents, who did that. My grandfather was a farmer. He had to nurture his crops for them to produce. So the same thing, analogy applies in relationships; you have to nurture that relationship. And you know, it circled all the way back to, you know, our 40-year reunion now, and my classmates that are here and nurturing those relationships with those classmates over the years is important to me. I'm the connector within my class, or the nucleus. I mean, those are two nicknames that my classmates have given me: the Col. Connector and Nucleus, and I embrace those. Naviere Walkewicz Yes, that's wonderful. I know that you also mentor cadets. And I think my question for you, from the aspect of some of our listeners, is, did you seek out the cadets? Did they seek you out? How does that mentorship relationship start? Because you talked about how, like, for example, Gen. Field, you had that relationship years ago. That's kind of carried through. But how do you know when that mentorship is beginning? Michael Black I think both of those aspects, as you mentioned. Do they seek that? There are cadets that seek that based upon just what they've experienced and what they've learned. And then some of the cadets know people that I know, and so they've been referred to me, and all that. Some were — like their parents, I worked with their parents. I mean, particularly in the Class of 2023 there are three young ladies that I mentored in the Class of 2023 one whose father worked with me on the White House Communications Agency, one whose mother babysat my kids OK. And then one who's ROTC instructor in junior in high school was my first sergeant. So in those three instances, I was connected to those folks through relationship with either their parents or somebody that worked for me and that that kind of thing. And that was a neat thing to, you know, to be here. I did the march back with those young ladies, and then I connected those three young ladies who did not know each other at the march back, when we got back on the Terrazzo, I found all three of them and explained my relationship with each of them. And they were able to be connected throughout and two of them I actually commissioned, So that was really, really nice. And so, you know, seeking mentorship is, well, mentorship has just been important to me. I benefited from mentorship, and I want to return that favor. I am the chairman of the Air Force Cadet Officer Mentor Association, AFCOMA, whose foundation is mentorship, fellowship and scholarship, and so I'm passionate about mentorship and doing that. I've seen the benefits of it. People did it for me, and I think you can shorten the learning curve. I think you can just help folks along the way. So I'm very passionate about that. Naviere Walkewicz Well, this has been amazing. I think there's two questions I have left for you. The first one being — and I think we've learned a lot about this along the way — but if you were to summarize, what is something you are doing every day to be better as a leader? Michael Black I think every day I take a deep look inside myself, and am I living and breathing my core values? And what am I doing to help the next generation? You know, trying to put that on my schedule, on my radar, that's important to me. And whether I'm at work with AFCEA, whether I'm out here at my 40th reunion, whether I'm on vacation, I always take the time to mentor folks and pass on that. I think that's something that's passionate for me. You mentioned, when we talked about the retirement ceremonies. I mean, I've done 20-plus since I retired. In fact, I have one in November, but it will be my 27th retirement ceremony since I retired. And those things are important to me. And so I reflect, I try to keep my fitness — my physical, spiritual and mental fitness, in balance every day so that I can be effective and operate at a peak performance at the drop of the hat. You know, being ready. And so that's important to me. So there's some self-analysis, and I do live and breathe the five F's. I think that's important. And I think I've proven to myself that that is something that is relatable, not only to my time in the military, but my time in the private sector, and now my time in a nonprofit. And I just continue to do that so self-reflection and really practicing particularly the fitness aspect of the five Fs. Naviere Walkewicz Wow, that's outstanding. And then you probably share this with your mentees. But what is something that you would help our aspiring leaders — those who are already in leadership roles in any facet of it — but what is something that they can do today so that they will be more effective as a leader? Michael Black So I think being aware that people are watching you and your actions. Even when you think that somebody is not watching, they are watching. And so they are trying to learn what to do next, and to be aware of that. And so I think, again, that goes with what you asked me first: What do I do every day. But also being aware of that, so that you can be that example to folks. And then take the time, have some pride in leaving the organization better than it was when you got there. I mean, it's a cliche, but I think I take a lot of pride in that. And then, when the team does good, everybody does good, so you shouldn't necessarily be out there for any kind of glory. That's going to come. But do it for the right reasons. And provide… give the people the tools, the resources and the environment to be successful. And in… I just take satisfaction when I see one of my mentees get squadron command, go do something like the current commander of the White House Communications Agency, Col. Kevin Childs. He was a captain and a major in the organization when I was there. Nothing makes me happier than to see my mentees excel. And then, in this particular instance, he's holding a job that I had, and we still talk. I mean, he had me come out there to speak to the unit about a month ago. And those things give me a lot of pride and satisfaction and confirmation that I am doing the right thing. And so I'm excited about that. Naviere Walkewicz Well, I can say, from the time that I met you a few years ago, you are living what your five Fs. I see it every time you help champion others. Every time I'm around you I'm  energized. So this has been a true joy. Has there been anything that I haven't asked you that you would like to share with our listeners? Michael Black Well, I do want to say personally, thank you to you for all that you do and what the association is doing here. This Long Blue conversation, Long Blue Line — I think this is important to share. There's a Class of 1970 that's in the hotel with us, and I don't know, really, any of those folks, but when I see them walking around with their red hat on — that was their color — and I think about, “OK, 15 years before me.” And so I'm 62. These guys are, if I did the public math, right, 77, 78, maybe even older, depending upon what they did, and still out there doing things, and some of them here with their spouses and that kind of thing. I was just talking to one of the classmates this morning, I said, “You know, I wonder if we're going to be like this when our 55th reunion is,” and they were walking around, and most were in good health and able to do things. So that gives a lot of pride. But, what you're doing, what the rest of the folks here are doing, I think this is amazing. I love the new building, the studio that we're in. This is my first time in the new building, so I'm thankful for this opportunity, and just excited about what you guys do. Naviere Walkewicz Well, thank you so much for that. It's been an absolute pleasure having you on Long Blue Leadership. Michael Black Well, I appreciate it. It's been an honor, and I'm glad you guys timed this for my '85 Best Alive reunion and in the new studio. Naviere Walkewicz Yes, wonderful. Well, as we bring today's conversation to a close, Michael left a reminder for us that stands to me. As a leader, you're always on, you're always being watched. You know your steady presence and deep empathy were forged in life's hardest moments, from guiding a young family through unimaginable loss to breaking the barriers at the highest levels of service to mentoring cadets who will carry forward the legacy of leadership. And then there's that framework he lived by, the five Fs of leadership. It is practical as it is powerful, family, fitness, flying mission, fairness and fun, each one a reminder that leadership is about balance grounding and the courage to keep perspective no matter the challenge. His story reminds us that true leaders create more leaders, and when we anchor ourselves in purpose, faith and these five Fs, we leave behind a legacy that lasts. Thank you for listening to Long Blue Leadership. I'm Lt. Col. (Ret.) Naviere Walkewicz. Until next time. KEYWORDS Michael Black, Air Force leadership, 5F leadership philosophy, military mentorship, leadership development, combat communication, White House Communications, Space Force, veteran leadership, empathetic leadership, military career progression, leadership principles, professional growth, organizational effectiveness, cadet mentoring, military communication strategy, leadership resilience, Air Force Academy graduate, leadership philosophy, team building, professional relationships.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Michael Langley, Executive Director of the Florida Justice Institute, offers a primer on how his organization uses litigation and other means to combat systemic injustices that impact homeless, incarcerated and disabled citizens.

Part two of Dylan Borland's blockbuster interview just dropped on Weaponized with Jeremy Corbell & George Knapp — and it's huge.Dylan Borland, a decorated USAF imagery analyst with TS/SCI clearance, alleges crash-retrieval and reverse-engineering programs, says parts of his sworn testimony were classified by AARO, and describes a striking 2012 Langley triangle sighting. In this episode, I give a clear, respectful summary and my reaction — including the reported risks, alleged retaliation against whistleblowers, and what responsible disclosure could look like. ▶️ Watch the original Weaponized interview on YouTube:• Part 1 – https://www.youtube.com/watch?v=4H51UT2gs2g&t=31s• Part 2 – https://www.youtube.com/watch?v=-U2u43Vdt_g Episode Chapters 00:00 – Intro & Borland's background04:20 – The 2012 Langley triangle encounter08:20 – Reverse-engineering programs & the “power source”12:40 – Retaliation and psychological pressure17:00 – Testifying to Congress & AARO classification21:40 – What it means and call to action Disclaimer This podcast discusses allegations and personal accounts already shared publicly. I'm offering commentary and analysis in good faith. I do not speak on behalf of any government, military branch, intelligence organization, contractor, or agency. Listener discretion for mental-health topics. About Chris Lehto Chris Lehto is a former F-16 pilot with 18 years of USAF service. He managed multi-million-dollar simulator contracts, served as an Electronic Attack SME for the Aggressors (OPFOR), and commanded the U.S. detachment at NATO's Tactical Leadership Program (TLP). He fought in Iraq in 2006, spent three years in Turkey as an exchange pilot (fluent in Turkish), and worked as a certified crash safety investigator. Chris holds a B.S. in Chemistry-Materials Science from the U.S. Air Force Academy and a Master's in Aeronautical Science from Embry-Riddle University. His Lehto Files channel investigates Unidentified Aerial Phenomena (UAP), alternative physics, aviation safety, and future tech — aiming to foster open, uncensored discussion. Connect & Support X / Twitter – https://x.com/LehtoFilesTikTok – https://www.tiktok.com/@lehtofilesFacebook – https://www.facebook.com/profile.php?id=100090658513954Instagram – https://www.instagram.com/lehto_files Patreon – https://www.patreon.com/chrislehtoYouTube Membership – https://www.youtube.com/channel/UCVNKdkLzWuy1oLuCuCv4NCA/join NFT project – https://opensea.io/collection/uapeez Tesla referral (500 € off) – https://www.tesla.com/referral/christopher39105 ETH donations: chrislehto.eth(0x26E3c9b2A5E5b6B7FB54f5F0120B0E4840EB7B24)Become a supporter of this podcast: https://www.spreaker.com/podcast/lehto-files-investigating-uaps--5990774/support.

We've talked about the financing. We've talked about the investments. Now, we're talking about the build.If you tuned in for our past discussions on attainable housing, you know that manufactured and modular homes are key to closing the housing gap. But how can the average person leverage these innovations to build wealth right in their backyard?This week on Exit Strategies Radio Show, we go straight to the source. Host Corwyn J. Melette sits down with Harrison Langley, CEO and visionary for MDLR Brands, to introduce a perspective previously unexamined on the show: the direct, technology-driven path to affordable ADU construction. Harrison breaks down his company's use of fiberglass Structural Insulated Panels (SIPs), a specialized technology that moves construction from weeks to days, radically reducing labor costs and waste. This is the new blueprint for micro-level, high-quality, and highly attainable building—especially for the owner-builder.This episode shifts the focus from lending and institutional investment to the literal nuts and bolts of the product. Harrison provides tangible costs, timelines, and the construction methods that empower individuals to take control of the building process and overcome the affordability crisis themselves.Key Takeaways:6:04 Eliminating Construction Waste: Factory building greatly reduces material waste, making the construction process cleaner, faster, and more economical.8:21 Modular is the Highest Standard: Understand why modular construction holds the top rating for factory-built systems at the state level, ensuring you get quality and durability.14:26 The Price is Right: ADU Affordability: Harrison reveals how a DIY-managed ADU project, using a kit under $24,000 for the structure, can result in all-in costs (excluding land) between $55,000 - $70,000.18:37 Financing for the Small Project: Discover why specialized national lenders are finally making construction financing accessible for these smaller, affordable ADU loans.22:30 Build Your Structure in Days: Learn how panelized systems are so fast that a structure can be erected in just 2-3 days, dramatically slashing expensive labor time.Connect with Harrison:Website: www.mdlrbrands.comFacebook: https://www.facebook.com/people/Modular-Brands/61561753104174/YouTube: https://www.youtube.com/@ModularbrandsllcEmail Address: norman@ardorpr.comConnect with Corwyn:Contact Number: 843-619-3005Instagram:⁠ https://www.instagram.com/exitstrategiesradioshow/⁠FB Page:⁠ https://www.facebook.com/exitstrategiessc/⁠Youtube:⁠ https://www.youtube.com/channel/UCxoSuynJd5c4qQ_eDXLJaZA⁠Website:⁠ https://www.exitstrategiesradioshow.com⁠Linkedin:⁠ https://www.linkedin.com/in/cmelette/⁠Shoutout to our Sponsor: Mellifund Capital, LLCNeed funding for your next real estate flip or build? MelliFund Capital makes it fast, flexible, and investor-friendly. Visit MelliFundCapital.com and fund your future today. Again, that's MelliFundCapital.com, M-E-L-L-I-L-U-N-D, Capital.com.

For Episode #196, we see the debut of our friend Zack Brown, as well as the returning Alex Langley for his second appearance. We discuss recent cultural events and changes, tech and innovation, the importance of college, the Super Bowl Halftime Show, Bloody Mary's, & SO MUCH MORE!

Stephen M. Langley, MD, Medical Director and Chief of Pediatric Cardiac Surgery at Driscoll Children's Hospital, discusses the future growth of pediatric care, including expanding access to care in the coming years. He highlights the importance of establishing a strong organizational culture, known as “The Driscoll Way,” to build high-performing teams. Dr. Langley also emphasizes the “best care model,” which ensures patients receive the highest degree of attention at every stage of care, and shares what excites him most about the future of healthcare.

Brandon Langley, Nate Akin, and Matt Rogers talk about Pillar's upcoming book 'Churches Planting Churches.' They discuss the purpose and goal of the book, building churches that multiply, biblical foundations for church planting, and more. 

We're back with another AFTN Soccer Show packed full of Vancouver Whitecaps, Major League Soccer, Canadian Championship, and Canadian Premier League football chat and interviews. What a week it's been for Vancouver and BC soccer. The Whitecaps and Vancouver FC of Langley set up a first ever meeting between the two teams in next week's Canadian Championship final after semi-final wins over Forge and Ottawa respectively. We chat about the games and the match-up to come, the showcase of soccer in the province, and hear some thoughts from Whitecaps head coach Jesper Sorensen and VFC's Martin Nash and Matteo Campagna. Heading back to league business, the Whitecaps went to Kansas City at the weekend and left with a comfortable victory that broke a multitude of club records along the way and left them controlling their own destinies in the race for first place in the MLS West and the Supporters' Shield. We chat with MLS Apple TV analyst Devon Kerr about the match and the season run-in for the 'Caps. We also chat with one of the (many) standout players for the Whitecaps this year, Uruguayan centre-back Mathias Laborda, about the season so far, what's to come, the Canadian Championship final, life in Vancouver, and find out if he fancies a chocolate digestive. Plus we talk about CPL side Pacific FC being put up for sale this week and the unsavoury public spat with the City of Langford that followed, and music-wise, Hazel O'Connor continues her residency as our Album of the Month, we've Britpop songs from Smaller and Pulp, and a Dutch band features in Wavelength. Here's the rundown for the main segments from the episode: 01.26: Intro - a little bit of politics, freedom of speech, 3I/Atlas & the end of days 14.17: It's an all-BC Canadian Championship final! 72.56: Whitecaps control own destiny after record breaking win in KC 97.25: Mathias Laborda interview 108.00: Anyone Fancy A Chocolate Digestive? - Mathias Laborda 113.26: Interview with MLS Apple TV analyst Devon Kerr 142.55: Pacific FC up for sale and in public spat with the City of Langford 171.30: Wavelength - The Nits - J.O.S. Days

JT Langley - Through Locked Doors/Jesus Appears to Disciples John 20:19-29

Schedule Your Free ConsultationWhat happens when career success comes at the cost of your health? LaTanya Langley, Chief People and Legal Officer at Edgewell Personal Care, discovered the answer when she "went to sleep fine and woke up paralyzed." Her journey from devastating neurological crisis to passionate wellness advocate offers crucial lessons for today's leaders.After years of relentless travel and endless meetings, LaTanya's body finally rebelled. The year-long recovery process—relearning to walk and speak—didn't just transform her leadership approach; it revolutionized her entire life philosophy. Now she helps other executives avoid the same painful wake-up call.Sound familiar? You're not alone. High-achieving professionals everywhere are asking, "Is this all there is?" as they grapple with exhaustion, family disconnection, and the unique stressors of leadership positions.The solution isn't working less—it's working mindfully. In this episode, you'll discover practical strategies for integrating wellness into your leadership style without sacrificing performance or ambition. Learn how small, intentional shifts in your daily routine can create profound changes in your energy, decision-making, and overall life satisfaction.Ready to transform your team's approach to leadership and life? Book a custom Mindful in 5 training session and give your employees the tools to thrive professionally without sacrificing their wellbeing. Because sustainable success starts with sustainable leaders.Schedule Your Free ConsultationMore Links and Resources Download Mindful in 5 Sample Chapters Pick up your Mindful in 5 Book and Journal from Amazon Join the Discussion on LinkedIn Join the Mindful Ninjas: Subscribe to the newsletter Website: https://www.spiwejefferson.com/ Get a Custom Signed Book and Journal Facebook Instagram YouTube Contact Us: info@spiwejefferson.com Rate Us: Goodreads and ...

10 Percent True Squadron Leader Tier subscriber? Join OP for the Live Lounge session on 28 Sept 2000Z.Want ad-free, early access? https://www.10percenttrue.com/pricing-plans/listOP Denney, Episode 75.OP Denney shares his incredible journey from growing up as the son of a Vietnam-era Army aviator to becoming an F-15C Eagle pilot, USAF Weapons School graduate and MiG killer during Operation Desert Storm. He walks us through fighter culture in the 1980s, his training with the Red Eagles, the challenges of integrating new technology into the F-15, and the dramatic encounter that led to his two air-to-air kills over Iraq. This is a candid and detailed look at the mindset, preparation, and execution of air combat from one of the most experienced Eagle drivers of his generation.0:00 intro teaser “ballsy tanker”2:02 welcome OP5:05 channel endorsed by Mig Killer! 5:45 OPs background and route to the AF (plus a roll call of the Eagle community!)17:08 Constant Peg experience 24:28 was the “Eagle standard” community wide? 30:10 Golden age of the Eagle? 35:45 The MSIP step42:25 getting ready to go to war - the Bitburg perspective 55:35 Large Force Employment from an Eagle perspective 59:50 the Eagle wall1:05:05 expectations and disposition of Eagle force1:21:00 recollections on the first 10 days1:28:00 “ballsy tanker” into story 1:29:20 Initial impressions of Iraqi AF1:31:40 Rivet Joint and Compass Call1:37:20 Maps and maintaining SA1:41:20 Mig Kill conversation starts with talk of bombing1:44:15 ground strafe aside 1:46:50 back to killing Migs!2:10:00 breaking it down (Langley kill box is yours! The enemy, Mirage intel, radar search considerations and performance)2:21:20 the human aspect/cost?2:25:28 returning to “normal” - an adjustment? 2:32:10 passing it on.

Construction workers fleeing ICE raid climb fences surrounding CIA headquarters in Langley, Virginia, Australia approves first chlamydia vaccine for koalas, Headline of the Week contender #4: Zookeeper eaten alive by pack of lions in front of horrified tourists after stepping out of truck at safari park

Since its launch, NASA's TEMPO mission has been measuring the quality of the air we breathe from its unique orbit.

Have you ever considered a radical change to mark a new chapter in your life? What fears hold you back from taking on a huge challenge, like walking for weeks on your own? Zoe Langley-Wathen talks about conquering her fears on the 630-mile South West Coast Path, and how it led to an even bigger […] The post Facing Fears And Finding Resilience In Midlife: Long-Distance Walking With Zoe Langley-Wathen appeared first on Books And Travel.

Your mission, should you choose to accept it: join Jackie and Danielle for a wild ride through Mission Impossible (1996) and Mission Impossible II (2000). From exploding gum and dangling-from-the-ceiling heists to John Woo slow-mo doves, the No More Late Fees gals are cracking open the first two Ethan Hunt adventures with plenty of nostalgia, laughs, and hot takes.In this episode, we:Revisit the iconic Langley break-in and the chaotic box office success of the original Mission Impossible.Break down John Woo's action-packed sequel, complete with motorcycles, sunglasses, and maximum melodrama.Spill behind-the-scenes trivia, including casting shakeups, production drama, and the lost “Wolverine that could have been.”Debate Roger Ebert's surprising reviews, questionable plot twists, and whether Ethan Hunt is really just Tom Cruise's ultimate vanity project.Celebrate the nostalgia of Blockbuster nights, DVD special features, and our own Y2K-era movie memories.If you love 90s and 2000s movies, fandom hot takes, and a mix of trivia and comedy, this double feature episode is for you. Don't forget to rate, review, and subscribe to No More Late Fees wherever you listen, and share your favorite Mission Impossible moment with us—we might just feature it on a future episode!Keywords: Mission Impossible podcast, Mission Impossible 2, Tom Cruise movies, 90s movie podcast, 2000s movie nostalgia, John Woo films, blockbuster movies podcast, Ethan Hunt analysis, pop culture rewatch, film trivia podcast, movie commentary podcast, No More Late Fees·Season 5 Episode 18·—No More Late Fees ⁠https://nomorelatefeespodcast.com⁠909-601-NMLF (6653)—Follow Us on Social:Instagramhttps://www.instagram.com/nomorelatefees TikTokhttps://www.tiktok.com/@nomorelatefees Facebookhttps://www.facebook.com/nomorelatefeesYoutubehttps://www.youtube.com/@nomorelatefees Twitterhttps://x.com/NoMoreLateFees —CONQUERing⁠⁠myconquering.com⁠⁠10% Off Code: JACKIE10—NostaBeautyhttps://nostabeauty.com 20% Off Code: NMLFMike & Mike: Mike and Mike Go to the Movies - https://twitter.com/MikeAndMikePodComplete Works Twitter - https://twitter.com/CompleteWrksPodMike S. Twitter - https://twitter.com/MSmithFilmBlogMike C. Twitter - https://twitter.com/MDfilmblogPast EpisodesSpider-manhttps://nomorelatefeespodcast.com/episode/spider-manWeb Slingin' with Mike & Mikehttps://nomorelatefeespodcast.com/episode/web-slingin-with-mike-and-mikeDaredevilhttps://nomorelatefeespodcast.com/episode/daredevilMCU, Bennifer and Ben & Jen with Mike & Mikehttps://nomorelatefeespodcast.com/episode/mcu-bennifer-and-ben-jen-with-mike-mikeSpider-man 2https://nomorelatefeespodcast.com/episode/spiderman-2Superhero Sequel Dreams with Mike & Mikehttps://nomorelatefeespodcast.com/episode/superhero-sequel-dreams-with-mike-mike

Bobby was helping a listener who was reluctant to let her husband use her toothbrush. Then we got into passive aggressive things that Bobby does when in an argument with his wife. We find out a time she got revenge on him after he made her mad. Amy tries to see how many of the Top 15 most famous people in America can she name. We play Easy Trivia where only Eddie has points on the board. Can anyone catch him today? Plus, in Fun Fact Friday why a famous breakfast food had to change its name. Ella Langley stops by after landing her 2nd No. 1 song, how her parents feel about her success, why she confides in Miranda Lambert, and what percentage of the things written about her online recently have been true.See omnystudio.com/listener for privacy information.