Podcasts about lenor

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Episode 44 (28/11/24) - The dangers of methanol in alcohol, dodgy taxi drivers, can a Lenor bed get any fresher? A look at some more Xmas adverts, the return of boy band ‘The Wanted', crappy banana art, Jason Statham's issues with electrician's working on his house, Greg tries another Baileys knock off liqueur, a Gen Z girl's favourite album picks from her dad's collection (that she'd never previously heard of), a few impressions of Greg Wallace being inappropriate, an interview with Queen Camilla and a 70's comedian, Maggie Thatcher vs The National Lottery, our improv soap opera ‘Aylesbury Market', Barry reads out another touching poem to one of his nans, Greg gets a new kettle, movie reviews, recommendations, Future Greg and a whole lot more!

In this MIKEDJKELLY SHORTER THAN SHORT 80 “MILTON & MORE” With My Digital Friend Joyce, Prof. Frank McDonough, Fake Showbiz News, Recommend a Pod, Royal Mail, Lenor, NHS, Guinea pigs, Joyce Temple Savage, Coffee Shops and a whole lot more. People ask how to subscribe - there is a button on Apple Podcasts and Spotify > press that > then your device will automatically download each new episode as it's released MIKEDJKELLY LINKS Ko-fi:  ko-fi.com/mikedjkelly goes to charity #Funny #Comedy #UK #Radio #Political #Lefty #Podcast  

2 MINUTE SAMPLE VERSION of the MIKEDJKELLY SHORTER THAN SHORT 80 “MILTON & MORE” With My Digital Friend Joyce, Prof. Frank McDonough, Fake Showbiz News, Recommend a Pod, Royal Mail, Lenor, NHS, Guinea pigs, Joyce Temple Savage, Coffee Shops and a whole lot more. People ask how to subscribe - there is a button on Apple Podcasts and Spotify > press that > then your device will automatically download each new episode as it's released. Ko-fi:  ko-fi.com/mikedjkelly goes to charity MIKEDJKELLY LINKS  

Die Betrüger hinter der Nummer 015226938252 rufen angeblich wegen eines Gewinnspiels namhafter Marken wie Lenor oder Barilla an. Schon nach kurzer Zeit wird jedoch klar, dass ihr nicht wirklich gewonnen habt und vielleicht sogar noch verliert.

În februarie 2017 Adina a devenit PRO Makeup artist RIMMEL LONDON, după ce în martie 2016 a câștigat concursul “Live The London Look” din 3000 de înscrieri. A reprezentat România, alături de bloggeri de beauty din toată lumea, mergând la Londra și cunoscând-o pe Rita Ora. Înainte de experiența RIMMEL, Adina a fost make-up artist pentru Oriflame (2015-2017) participând la toate campaniile majore cu vedetele lor: Adela Popescu, Alina Eremia, Razvan Fodor, Teo Trandafir, Andreea Raicu. În paralel, portofoliul a crescut de la publicații locale: VIVA, Beau Monde, Gentleman's Car până la coperți GLAMOUR, Marie Claire și Harper's BAZAAR, pentru care a fost colaborator extern beauty. Dintotdeauna a participat la proiecte independente, a predat cu drag ateliere de makeup și a fost parte din echipe internaționale pentru campanii de publicitate importante: Vodafone, LIDL, Samsung, Dunhill, Lenor. Recent a lansat cartea - Machiaj de bună purtare - un ghid de makeup simplificat, în pași simpli, menit să aducă încredere și frumos pe chipul femeilor. Cartea o gasiti aici: https://adinavlad.ro/

On this Sit Down With Mole sits down with DJ Lady Verse and his daughter Lenor to talk about Miracle Muck, a new product from Lady Verse that is aimed to help people with many different skin problems from pimples to rashes to athletes foot and all in between. We also talk about the importance of mental health due to feeling good about your appearance. So sit back listen and don't mind Mole's loud ass voice he tends to be louder in general than most of his guests anyway. Go visit Valen (Lady Verse) on her website MiracleMuck.com also hit her up on the FB at Facebook.com/miraclemuckmask and Instagram at Instagram.com/miraclemuckmask and catch Lenor on her socials at boreo.brain.rot on tik tok , and at @softcore_inc on instagram and tumblr be sure to catch all the randomness at www.digitalzoneent.com and everywhere you get your podcasts from like IHeartRadio , Spotify etc.....Stay Random yall Hosted on Acast. See acast.com/privacy for more information.

Zmiany klimatu są nieuchronne, a ich wpływ na przyszłość planety coraz większy. Wiedzą o tym konsumenci, którzy są coraz bardziej skłonni do zmiany zachowań, aby spowolnić ten proces. Z pomocą przychodzą im innowacje Procter & Gamble. W ostatnim czasie koncern wprowadził szereg rozwiązań w opakowaniach marek takich jak np. Ariel, Lenor, Gillette czy Always, redukując zastosowanie plastiku – wszystko po to, by ekologiczne wybory na co dzień były łatwiejsze i bardziej kuszące. (Materiał powstał w ramach współpracy reklamowej z P&G)

Esperanza and Irwin both have a connection to Longhouse; Esperanza is Head of Education and Community Engagement while Irwin has been a Docent. Sure, Longhouse is a stunning physical property; 12 acres of gardens, pond, sculpture. But the true story of Longhouse is Jack Lenor Larsen, a 20th century visionary. Jack purchased the property, a former potato field of flat land completely overgrown with bramble, invasive plants and poison ivy. Jack's ability to conceptualize this transformation from a potato field is nothing short of extraordinary. A dunescape, created by re-using the soil dug for the foundation. A series of pathways of mystery, where you see the start, but not the finish. A series of structures, often built with things recycled from the property. Jack transformed the property much as he transformed the textile industry, with the ability to see things in three dimensions. We tried to provide insight into all things Longhouse, and Jack. But seeing is believing. Longhouse is worth a trip from anywhere.

Dans cet épisodes découvrez mes indispensables pour nettoyer et avoir une maison qui sent bon! N'hesitez pas à venir me rejoindre sur Instagram: https://www.inshttps://www.instagram.com/amandine_mour/  Voici les liens des produits cités dans ce podcast: Vinaigre blanc:  https://www.carrefour.fr/p/vinaigre-d-alcool-blanc- Bicarbonate de soude:  https://www.amazon.fr/STARWAX-FABULOUS-Bicarbonate-soude-1kg/ `Nettoyant a tout faire Prowin: https://prowin-international.fr/fr/produit/nettoyant-%C3%A0-tout-faire  Pink Stuff salle de bain: https://www.action.com/fr-fr/p/nettoyant-mousse-pour-salle-de-bain-the-pink-stuff/  Brosse canapé: https://www.amazon.fr/BSMstone-nettoyage-souples-meubles-v%C3%AAtements/dp/B0978WTBVV/ref=sr_1_7?keywords=balayette+poil+souple+bois&qid=1692787131&sr=8-7  Brosse biseauté: https://www.temu.com/fr/1pc-brosse-a-crevasses-en-forme-de-v-brosse-a-couture-de-sol-multifonctionnelle-brosse-de-nettoyage-de-fenetre- Lingettes parfumées: https://www.amazon.fr/Lenor-chiffons-s%C3%A9chage-abrilant-lingettes/ Billes parfumées: https://www.action.com/fr-fr/p/endless-scent-parfum-linge-morning-energy/ 

Lenor is a creative and practical problem-solving attorney, a mother, and a writer. She is passionate about evolving law into an inclusive and diverse profession. She lives and works in North Carolina, and has received prestigious awards both for her legal work, and her literary skills.  https://www.linkedin.com/in/lenormarquissegal/ Learn how to Work with Angela:  angela-han.com

Have you or someone you love found a renewed sense of life and purpose after discovering the life-changing benefits of cannabis? Meet the incredible Lenor Rivera and listen as she shares her journey of overcoming chronic pain and rediscovering a life, in her words, filled with love and joy. Lenor's story is one of resilience and determination. For years, she battled with a chronic inflammatory pain condition, migraines, insomnia, and skeletal muscular issues. The undiagnosed nature of her condition led to her losing her dream job, leaving her in constant pain and limited mobility. With little relief from traditional medications and the side effects taking their toll, Lenor eventually found hope in cannabis. Two years ago, she met a compassionate doctor who guided her toward using cannabis, and the results were life-changing. Through a carefully curated regimen of cannabis, Lenor has been able to naturally manage her pain, migraines, and insomnia. Today, she travels around the world, volunteers in her community, plays with her grandchildren, swims regularly, and walks an impressive five miles a day. Join us as we explore Lenor's incredible journey of regaining creativity and joy after chronic pain. Her story will inspire you to never lose hope, to embrace alternative solutions, and to live life to the fullest. Resources: • Well With Cannabis Show Notes - https://emilykylenutrition.com/episode-36/ • Well With Cannabis Community - https://shop.emilykylenutrition.com/product/membership/ Join us today and use the coupon code insider to get 50% off your membership!   

Lenor Marquis, Head of Litigation Operations at Hitachi Energy, joined Alex Kelly this week for a conversation about her career journey. Lenor discussed the key differences between working for firms and working in-house, the specific skills needed for leading litigation, and her thoughts on the benefits of legal technology.

In this episode we get to meet Emily Lenor and hear about her awesome whitewater adventure. This is a remote recording and the call got dropped a few times creating a few kinda choppy spots in the conversation please bear with us through these technical issues, hope you enjoy!! Please feel free to leave a review on whatever platform you listen to the podcast and stay safe out there!

Leute, diesmal melden wir uns direkt aus der Schiedsrichter-Kabine, um euch, waschecht weichgespült, den ganzen Schmutz des Wochenendes aus den Poren zu schleudern. Diesen Staub der Stagnation, den Ruß den Arbeitssieges, das Blut des harten Aufschlags. So erwartet euch ein Kessel Buntes, Frührot und Schwarzgelb, der nach Lenor riecht und nach Luzifer, der große Trommelwirbel der Tragödie. Denn wir schauen auf einen Trainer, der versehrt im Flutlicht steht, der Schnitt schlecht, die Stimmung vergiftet. Sein Ego so groß, dass er am Ende vielleicht doch eine Nummer zu klein ist, für diesen Verein, der die Show liebt, den Showman aber verabscheut. Und wir schauen nach Dortmund, wo jetzt schon Flanken ohne Beine fliegen. Der Schenkel-Trick, dann weint die alte Dame. Und wir, Rosenmontagsmaler, tupfen die Tabelle nach, in den schönsten Farben, weil sie in diesen Wochen ja tatsächlich sowas wie Spannung verspricht. Die Bundesliga, dank der Fohlen nun ein echtes Rennen um die Meisterschaft. Dazu gibt es die große Schneeschmelze in Frankfurt, den ordentlichen Aberglauben in Neapel, Schunkel-Mitschnitte aus dem Kölner Keller und, natürlich, Neues von den Tröten-Eltern in Erkenschwick. Und wer jetzt noch wissen möchte, was der modebewusste Hool in Hamburg tragen sollte und wie es klingt, wenn Alain Sutter auf Uli Hoeneß trifft, der sollte unbedingt reinhören. In diese neue Folge. FUSSBALL MML - denn alles andere ist nur Karneval. Viel Spaß!

Bio  Chris Boeckerman is currently Vice President of Research & Development for Fabric & Home Care. Prior to this she was R&D Vice President for P&G Ventures, the company's internal startup studio that partners with entrepreneurs and startups to create new brands and businesses in spaces where the company doesn't play today.   Known as a “change agent” during her 30-year career with Procter & Gamble, Chris co-founded P&G's Lean Innovation movement, known as GrowthWorks, and has specialised in developing dynamic teams worldwide to strengthen the company's innovation capabilities.  Her impressive P&G career also includes more than 20 years in the company's Global Fabric Care business, working to create breakthrough innovations with iconic brands such as Tide, Ariel, Downy, Gain and Bounce.     Chris holds a B.S. in Chemical Engineering from the University of Cincinnati.  She has been honoured as a YWCA Rising Star, is an active leader in the Girls in STEM program for P&G and across Cincinnati and serves on the Advisory Board for the Greater Cincinnati STEM Collaborative.     Chris resides in Cincinnati, Ohio with her family.    LinkedIn: https://www.linkedin.com/in/chris-boeckerman-06577110/       Interview Highlights  Timestamp  02:12 - Growing up in Cincinnati, Ohio  07:07 - Studying engineering in a cooperative education setting  12:25 - R&D Vice President at P&G Ventures  19:38 - Productive failure  37:00 - Co-founding GrowthWorks  44:30 - No one size fits all  53:22 - Never doubt that a small group of thoughtful , committed citizens can change the world; indeed it's the only thing that ever has    Books/ Resources Mentioned The Lean Startup by Eric Ries https://www.amazon.co.uk/Lean-Startup-Innovation-Successful-Businesses/dp/0670921602/  The Startup Way  by Eric Ries https://www.amazon.co.uk/gp/product/B06Y1G9RVC  The Leader's Guide by Eric Ries https://www.audible.co.uk/pd/The-Leaders-Guide-Audiobook/B07K8WQHYW  New to Big: How Companies Can Create Like Entrepreneurs, Invest Like VCs, and Install a Permanent Operating System for Growth by David Kidder and Christina Wallace https://www.amazon.co.uk/New-Big-Companies-Entrepreneurs-Permanent-ebook/dp/B07FC3C51Z  Scrum: The Art of Doing Twice the Work in Half the Time by Jeff Sutherland https://www.amazon.co.uk/Scrum-Doing-Twice-Work-Half/dp/1847941109  Four Thousand Weeks by Oliver Burkeman https://www.amazon.co.uk/Four-Thousand-Weeks-Embrace-limits/dp/1784704008    Episode Transcript  Ula Ojiaku (Intro): Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener.  Ula Ojiaku (Guest Intro): My guest today is Chris Boeckerman. She is the Vice-President of Research and Development with the startup studio for Procter & Gamble that partners with entrepreneurs and startups to create new brands and businesses in spaces where the company doesn't play today. Known as a change agent during her 29 year career with Procter & Gamble, Chris co-founded P & G's lean innovation movement known as GrowthWorks and has specialised in developing dynamic teams worldwide to strengthen the company's innovation capabilities. In this episode, Chris talks about herself and gives us a glimpse into the influences that shaped her into who she is today and how she got into Procter & Gamble and developed her career, as well as her experience setting up GrowthWorks within Procter & Gamble. It was a very insightful conversation. I definitely will be listening to this episode again, because there were lots of gems and I know you will find it useful as well. So thank you again for tuning in and for watching. Without further ado, my conversation with Chris. Enjoy.  Ula Ojiaku  So Chris, thank you so much for making the time to join us on the Agile Innovation Leaders podcast. It is a great honour to have you here.   Chris Boeckerman  Oh, thank you. Thank you for asking me. It's a wonderful honour to be here.   Ula Ojiaku  Awesome. Now let's get to know you, Chris. Can you tell us about yourself, your background?  Chris Boeckerman  Sure. My name is Chris Boeckerman. I work at Procter & Gamble. I've been here almost 30 years, which is exciting, but going back to the beginning, so I'm actually born and raised in Cincinnati, Ohio, and I've never left. And it's kind of funny, when you're born in Cincinnati, many times you don't leave. I've been prepping my parents from the day I got my job at P & G that I would leave and I just, I never. I never left. So it's very fun, but yeah, so I'm born and raised. My family is still here, and yeah, I love it.   Ula Ojiaku  Wow. So you, based on what you said, it seemed like you had expectations growing up that you would leave. So what was it about, you know, the whole set up that made you end up not leaving Cincinnati?  Chris Boeckerman  I don't know that I ever thought I would leave because, like Cincinnati is a great place and a lot of people I know don't leave, but when I got my job at Proctor & Gamble, which is a multinational company, I expected that I might have to, but really no, I, went to grade school in Cincinnati and then high school. And then I ended up going into chemical engineering at the University of Cincinnati. And I co-oped and ended up, you know, getting this great job at P & G. So that's just kind of how it all happened, which is why I ended up staying in Cincinnati. It's a great place. It's a wonderful place to raise a family. I'm married. My husband works full time, at a company called Turner Construction. And, I have two children, my oldest child is 21 and he's at the University of Dayton doing mechanical engineering. And then my daughter is 17 and she's at a local high school here in Cincinnati. So, and my family and my husband's family, we met at the University of Cincinnati. So I think a lot of those things kind of keep you in a place.   Ula Ojiaku  I can imagine. Well, whilst I didn't grow up in the town I studied, I also graduated with an engineering degree, but it's an electronic engineering degree and I met my husband in the university as well. But that's about, you know, the parallel, I've moved a lot, I've kind of lived everywhere else in the world.  Chris Boeckerman  Well, what I'm happy about is, I'm so happy that I work at P & G, because P & G has introduced the world to me. And so I've been able to travel all over the place and then it sparked that interest in my husband and my family being able to travel. So we definitely, because of P & G we now know it, but I've just never lived anywhere else, that's all.  Ula Ojiaku  And there's nothing wrong with that. I mean, you travelled when you wanted to. And I can only imagine, because that's not been my experience having family and friends, you know, it makes things easier as a full time working mother, a family person.  Chris Boeckerman  Yes, yes. I don't know how you do it otherwise. So I bow to you, to all my friends. It's difficult, but we all figure it out.   Ula Ojiaku  Exactly. Yeah, exactly. That's great. So, what do you do, Chris? When you're not working, what would you say you do to recharge yourself?  Chris Boeckerman  Well, I am, as you've already found out, I'm very family oriented. And so, we are a family of SciFi lovers. And so we like movies and shows and things like that. We just celebrated my husband's 50th birthday at Disney at Galaxy's Edge.   Ula Ojiaku  Wow. Happy birthday to him.   Chris Boeckerman  I know, it was great. We both turned 50 this year, so it's a big year. But that was fun. We were able to get my son back from college and my daughter, and we were able to spend a fun long weekend there. We love rollercoasters and so we've organised family vacations around rollercoasters and getting to rollercoasters all over the world. And we all love to golf. And so that's something I picked up later. My husband's a wonderful golfer. And so now we really enjoy that as the kids have gotten older, I can spend more time golfing along with my full-time career, but yeah, so it's a lot of fun. I just really like to be outdoors. I think that's the common theme. I love to read, I love to do, but I love to do it outdoors. So that's my favourite.   Ula Ojiaku  Yeah, that sounds very interesting. The first and the only time I tried golf, I was so horrible at it. I think I gave myself an advisory, you know, just to do it not in public.  Chris Boeckerman  It's not for everybody, it's not for everybody.   Ula Ojiaku  Yeah. Okay. I also got the, when you're talking about yourself, that you studied chemical engineering at the University of Cincinnati. What made you choose that discipline, that line of study?   Chris Boeckerman  Yeah, and that's kind of a funny, it's kind of a funny story. So, my parents didn't get to go to college, but I've known since I can remember that I was going to college. So, they worked their whole life, I'm blue collar raised. The one thing I can tell you is I work hard. That's what, you know, my parents really instilled that in me. And so I really liked chemistry in school, and I was pretty good at maths. And so my counselor was like, oh, chemical engineering. My grandpa was actually a chemical engineer. So it was a familiar term, even though I think it's hard to just understand what engineering is by talking to people. But I did some shadowing and I thought, okay, engineering sounds good. And University of Cincinnati was close by, but they invented cooperative education. So, this kind of go to school, go to work. It helps pay for your school, and what I didn't even realise at the time is I'm a very practical person. And so University of Cincinnati was the best for me because I didn't always love the theory. I could learn it, I got the theory, but I'm an applied learner is what I've learned since then. And so by having a co-op job, I could take the theory, apply it, and then I loved it. And so I got the chance to co-op six quarters at P & G in all different parts of the company. So I got to see how, I got to see the company, the company got to see me. It's really how we hire now is through interns and co-ops. But back then, it was just perfect for me. So I'm so glad I made the choice. Like I said, when your parents don't go to college, I don't think you even realise there's that many opportunities, what all the colleges are. But I just got really lucky and then obviously had to work hard because engineering is extremely difficult, and like I said, I think if I wouldn't have had co-op, I may not have stayed in chemical engineering, but because I had the experience of what I could do with it, I made it through.  Ula Ojiaku  Well done you and it's people like you, that paved the way for people like us women to get more into engineering as well. So the co-op, was it the University of Cincinnati, did the university help you with getting the job with P & G as part of the studies?  Chris Boeckerman  Yeah, it's integrated into a five-year program at the University of Cincinnati. And so you have to co-op to graduate and therefore they have a very structured way of introducing you to many companies, and so they have great relationships with local companies, with national companies. And so, because you know you have to, it's just part of the curriculum, and so they work hard to make sure you get a job. You work hard to make sure you get a job, and then you graduate with experience. So, yeah, I encourage anybody who's going into engineering, even if it's not integrated, like it was at UC, to do internships over the summer. It's a very popular thing to do here in the US so like my son did internships, most of the colleges have support here to be able to do an internship or they have co-op abroad, learning abroad. Any of that I think is amazing.   Ula Ojiaku  Yes, it helps with the balance, you know, to know what reality is and what the theory is of this discipline. Okay. And how did you, you said you made it through, so how was it for you as a student?   Chris Boeckerman  I am the person that you should send anybody to who struggled, because I struggled. You know, in high school I was a straight A student, and I memorised everything. I, like I said before, I know how to work hard. I worked hard, grades were very important to me, but it was more of a memorisation thing in high school. I understood the problem solving up to that point, but then I got into university, and yeah, it was just a whole other ball game. One of the things that I think I just learned about engineering is, in the real world, you never have enough time. You never have enough money to do what you want to do. Well, engineering preps you for that because you walk into a test and there's not enough time to finish the test. You're never going to get the right answer. Right. And it's hard to go through that, but I think it creates this grit and tenacity of like, I just have to keep going now.  And that is, I mean, that's kind of what I learned when I got into the workforce, is that engineers are problem solvers and that experience, that difficult experience through school just preps you for real life. And you know, when you feel like you can't keep going, you're like, I am, let's just, you know, this is the way it is. There's not enough time. There's not enough money. We've got to keep moving.  Ula Ojiaku  Exactly, let's make the most of the situation. So, you were co-opting with P & G, they loved you and they said they wouldn't let you go. And here you are. So how did you get to your current position as the Vice President? You're now for R & D right?  Chris Boeckerman  Right, it's R & D Vice President in a part of the company called P & G Ventures, which I can explain. So I'll try to take 30 years and give you the shortened version of it. So I started with Procter & Gamble and I worked 20 years actually in the part of the business called fabric care, so Tide, Gain, Ariel, Lenor… like I could talk to you about laundry all day long. So I worked there for 20 years. I worked upstream, downstream, consumer facing, technical facing, internal, external. Like, if you're going to stay somewhere for 20 years, you better do it all, and it was a wonderful, great experience. I've always lived in Cincinnati, but I've had teams all over the world, and so, you know, getting to know the cultures and how people work and the diversity, it's just, it's been amazing. You know, even the different brands and the different countries was great. And so I did that for 20 years, loved it, but I had this wonderful boss who said, hey, it's time to go try something else. And so I went into corporate R & D, and I wasn't sure about it because I come from the business and I have a P & L and I know what I'm delivering to the company, but I really trusted her. And she said, this is where you should go. And the minute I met with the leader of that organisation, he convinced me because he said, hey, my goal is that we are tailwinds for the business units. So, we're not off on the side, but we have the time to look internally and externally at all the best practices. And then we become tailwinds for our businesses who don't have time to do that because they're running the business. And I just loved that vision. And you know, P & G, our mission, our purpose at P and G is to improve the lives of consumers every day. I always say I love my job. I don't love it every day, but I do really love my job. I think if anybody tells you, they love it every day, they're just lying, but I really do love my job. And I think it's because my personal mission in life is to nurture and inspire the people in my work, my community, my family, and P & G's mission and purpose to improve the lives of consumers comes together in a great place. And that role in particular, in corporate R & D, it all really came together because, you know, I did feel like it was a mission. So when I got into that organisation, it was when, I like to say Dollar Shave Club had happened to us. So it was something where we stand for irresistibly superior products, and that is what our business model was made of. And this was a new, digital business model and it was new to the world and we were trying to figure it out. And so right as I got into this role, the Chief Technical Officer, Kathy Fish, and the Chief Brand Officer kind of came to me and my boss and said, you know, the world is changing really fast and we need to make sure that we are sustainable in this changing environment. So can you go find out what's happening and figure out, you know, how to make sure that we survive, right. How to make sure that we can live in this changing world.  And so I was like, wow, that is like a very clear work plan. And I have no idea how to do that, right. It was very big, the company is big, it's a hundred thousand people, and you know, but I did what I do and I just went and started talking to everybody. And as I was talking to everybody, there were two very clear themes that came out. One was fear of failure, and the second one was that commercial and technical were working in silos. We weren't really a connected team, and so we just kind of looked around and said, what other industry or what other space is tackling these two issues in this dynamic world? And it was the startup Ecosystem. And so we just went to school. I mean, I, the number of podcasts I looked into, like everything I had to learn. We are lucky enough to be a big company. We were able to get to the likes of like David Kidder from Bionic and Ian Berkowitz and Eric Ries. And I could give you the five names of the people that I would go to, but we were lucky enough to get those experts to come in and counsel us, which, that's one of the things I'm so proud of us to do is we didn't pretend we knew how to do it. Yeah. And that's one of the advice I would give everybody is don't pretend, go seek external help, always, because they're always going to give you a different perspective. But anyway, we just kind of, that's how we got into lean innovation, that's how we got into, hey, there is a different way in which we can, you know, learn quickly, learn fast, fail fast. We kind of learned nobody wants to fail, but if you can fail fast and early, then it's, it feels much more like learning. How fascinating, why did that happen? If you fail later and expensive, that's bad. And so, you know, we were, we had to get to school on it. We had to learn how to do it. And then the organisation I was able to create really was a small organisation that was meant to enable the business unit. So we created a framework that was agile and could kind of meet the business units where they were and helped them to understand this is the framework that you can apply to wherever you're at in this journey, because we were all at a different place in the journey, but we enabled startups inside the company is the easiest way for me to talk about that.  And then I did that and now I got the great opportunity, about two years ago, to come into a part of the company called P & G Ventures, which had actually, they were the first part of the company to kind of work like a startup, and they worked internally and externally to start up, what are the next businesses going to be? So we have 10 existing business units. Their job was, how do you develop the next business unit, which, talk about a high hurdle. Right. But, so I basically got to take the five years of kind of learning and enabling the business units, and I got to apply it to one of the toughest problems, which is how do you create a new business unit in an already very big and successful company?   Ula Ojiaku  That sounds exciting. And the journey so far, it sounds really impressive and exciting. So, given that P & G, you know, already is renowned for, you know, research, the extensive research and development, would you say that you already had that culture where it's okay to fail because not everything in the research would, you know, go on to be commercialised and end up on the shelf, or did you have to also change people's mindsets towards failure to know that if you fail fast it's okay. You know, was there any, from a leadership perspective, did you need to change anything in terms of people's perception?   Chris Boeckerman  Yeah, I mean, we really did, and it's still, you know, it's never perfect inside of an organisation because, you know, it is a large organisation. It was more around though, the speed of learning is what I would say is the biggest difference, was get something out there faster, to let people react. So it was almost and we do, we have a great, behavioural learning mindset now as well, but it was earlier back then. Right. And so I think what happens is, you know, you have your standard, large base qualification tests. That was, you know, the standard process that we had, and it worked well, but the world was shifting. And so it was like, if you were going to need to be more dynamic in how you evolved it, you needed, we needed to follow more of what the lean innovation process would be, which is, you create a quick and early prototype. It doesn't have to be perfect because you're only going to test it with 10 people, get it out to those 10 people and you're going to learn much more, very fast. I always joked, I had this old project or I'm in a project I did a long time ago and I had a bad package, but I knew the product was amazing. And I had this team and the packaging group did not want to place this package. Of course, we all knew it was bad and nobody wanted to look bad, right. And I was like, listen, I promise, I'm going to get the highest level person to say, he knows the package is going to fail. Well, if that's okay, will you let us place this test? Because I've got to find out if the juice is good, right. I've got to find out if the product is good, and I promise when I come back, I'm going to have even better information about what the package needs to do to be amazing. And so, you know, this was what this was way before, but it like, it just took people, you know, a little bit of time. And they needed to be reassured that it wasn't going to come back on them, right. And it's the difference, it's not the qualification test or I'm spending a million dollars, it's a small test, but you just need to make sure you're intentional about that, right. And we did, we learned a ton. We learned that the juice was magical. The product was great, and the package was bad, and this is exactly what we needed from the package. And we wrote up probably the most beautiful package brief ever. So I really think that's the difference, is you had to make sure that there weren't repercussions. You had to take the risk lower. And if you can take the risk lower, then the failure, like I said, it's more of, oh, you learned that, awesome, you learned it fast, you learned it cheap and now we know what to go do. I always used to say in the early days of GrowthWorks, because everybody's polarised by the term failure, which I totally understand, but it was like productive failure is failure that enables you to know fast, cheap, and easy what to go do next. And as long as you do that, that is productive failure. I had these great managers one time who, I was very uptight about a very large test market that was going to get delayed. It was under my charge and I felt very responsible. And as you can tell, I'm very passionate and you can read my emotions on my face. So I walked into my two leaders and they're new too, they don't know me, so I don't have a relationship with them, but they can just tell, I haven't slept for a week and, like, things are bad and, you know, and they kind of looked at me and they said, hey, Chris, is this the worst thing that's ever happened to you at work? And I was like, uh, yeah, like million dollar test market, right. And they're like, oh, okay, we're going to talk to you about that tomorrow. Today, we're going to talk to you about things that have gone wrong in our career, and what we learned from them. And I just, this was a transformative conversation that my leaders, I'm so thankful, took the time because when I found out what went wrong in their history, I was like, that's not even close to what is happening. Put things in perspective, right. They really, they were able to put things in perspective for me, and they were able to help me see you learn more from your mistakes than your successes. Don't make the same mistake twice and make your mistakes, or do your failures as early and as cheap as possible. And you know, this was 10 years before I did GrowthWorks, but that stuck with me and it turned me, it turned me from a micro-managing crazy person, which is what I was doing at that time into a learning leader is what I would say. I learned to then, when things came to me that were surprising, I always try to say, no matter what the data is, I try to say, oh, how fascinating, why do we think that happened? And it's, you know, like the results are awesome, clean, fascinating. Why do we think they're great? Like, why do we think that happened? The results are bad, fascinating, why? Why do we think that happened? And what we learned is if leaders can approach everything that way, then the team moves into a learning mindset and you learn a lot faster. It's hard to do. And I don't do it every day. If my team were here with me, they would be like, we're going to remind Chris on Monday about that. So, you know, nobody can do it all the time, but that learning mindset, which is something P & G has, you know, focused on a lot, it makes all the difference in the world of creating a culture in which people can learn fast, because everything's fascinating and you need to understand why you got good data, just as much as you need to understand why you got bad data. That's just good science.   Ula Ojiaku  I love that term productive failure. I think this is the first time I'm hearing. So do you get to share your failures, you know, after experiments do you get to share that with the rest of the organisation or how does that work?  Chris Boeckerman  Yeah, I mean we try hard. We actually try hard in P & G Ventures, because anybody who's listening, who's done any type of venture, new business building type stuff, you have to shut down more things than you keep going and it's really hard to shut a program down, and so we really try to celebrate when we stopped something as much as we celebrate when we're moving forward, because Kathy Fish had this, she would say to us, she was our past, Chief R & D officer when we were doing GrowthWorks, and she was like, it's so important to shut things down because you need to shut the good things down so that you have people to work on the great things, right. And it's, but I'd say that that's the hardest thing to do. And we just did it this week and I compliment the team and it's so exciting to see it's not all roses all the time, I'm telling you, it's not, this is very hard work.  Everybody's job is hard, but when you have a team that really does the sprint together to get to the bottom of how big is it, how big is the problem? Does P & G have a unique, proprietary gift to solve it? And, you know, they come back and the answer is, hey, we did all the due diligence and we don't think that we should pursue it. It's like, I am so excited that they had the confidence and they gave us the confidence because you just want to be confident in your decision, whether it's to go forward or to not, this world of disruptive innovation is uncertain, right? It is just uncertain. It's hard to live in uncertainty every day. But if you have clarity of, we did the due diligence in the team, like I always used to say in GrowthWorks, I want the teams to shut the programs down, or the teams to be the ones that are driving it forward. But it's hard, it is hard to create a culture where people can be agile enough to move to different programs, and we are in the learning, we don't have it all figured out, but you know, we've been at it for a while, and so it's just really, it's exciting to be part of this organisation at this time, to see how far we've come.   Ula Ojiaku  Wow. So, for them, because you said something about clarity in times of uncertainty and, you know, the teams actually come to you and say, they've done the due diligence, it doesn't meet the criteria. That suggests to me that you've, you know, and you, as a leadership team have taken the time to sit down with them to identify what those clear criteria are. Are you able to share what these are, or at least the process, you know, that made you arrive to those criteria that is open and transparent to everyone that it makes the team, you know, that helps the team to determine if it meets the, it aligns with what P & G is looking for?  Chris Boeckerman  Right. Well, I can share it in general terms, right. And so a lot of people listening into the podcast would understand a funnel, right? You know, you have big, broad ideas in the beginning of the funnel and you're trying to figure out, and that's what this particular project was at, is you're trying to figure out really at that point in time, how big is the problem? It's got to be a problem big enough that P & G will care about it. Right. But the problem itself, that's more of a, how many people have it? How many solutions are out there already? What are the dissatisfiers with the solutions? So you kind of go through the essence of how big is the problem? And could we do something about it? So how big is the problem? Does P & G have a proprietary, unique reason why we should go after this versus somebody else? Do we have the capability and the technology, or do we have the partnerships? We do external scouting, right? So do we have external solutions that look viable? And then you put that together to figure out financially, what do the signals look like? Does it look big enough that it's going to be a business that P & G would care about? Because there are plenty of businesses. I've done this myself, I've fallen in love with the business, I want to do this business, and at the end of the day, it's not going to look attractive to P & G, you, at the end of the day, you are choosing to put resources on different programs at different times, and they have to not compete, that's not a great way of saying it, but they have to be big enough that it's worthy of putting a team on it. So we take a small team, they do that early work, and there's a sprint that you go to it, but it's not the same for everybody. Like it's not hard and fast numbers at this point in time. But it is all around, is the problem big enough? Do we have a reason to think that we can deliver a breakthrough solution? And then, when you put that together financially, does it look good? And so we have, I would say, what we have, the leadership team has determined is, there are some ranges that the teams work within, but what really helped this team in particular, which is something that I think people could value is we really enabled the team to focus, right? So they did this broad, like what are the parts of this problem that we think are interesting? And they did a sprint, they identified those spaces. We were like, great. We love it. Now, with that criteria go run some sprints to figure out quickly, how big is it? Is it growing? What are the gifts we have in the company? What is the quick scouting? And is this something that makes sense for, you know, P & G to create a new brand VR work or not. And they really, they came back and they said, thank you for the focus, we met with them every month after the sprint, we made decisions, but they made the recommendations and then they were like, this one isn't big enough, it's not growing, we're going to stop work on that one, do you agree? They were like, yeah, because you made such a compelling case, how can we not agree? And then the other, you know, the other, we were like, we are still really interested in the other two. Do you have enough time? And do you have the right people to do that? They went after it, they came back and you know, and then it becomes much more of a discussion because it's like, is it really something we should do? Is it something the other businesses have a better, do they already have a brand? It is expensive to create a new brand. So, we have amazing brands in this company. And so, many times it's like, wait, do we need to influence, or do we want to try to influence another brand to really take this on, because it's big and growing. So that's how it, early in the funnel, as we go later in the funnel, it becomes much more of, the first question is, could we do it, the second question is, should we do it? Right. And so the, should we do it is all based on can you create the business? Right, so then you really start pulling in all of the business aspects, the full qualification that we tend to do, transactional learning tests, incubations either in stores or in small markets or in direct to consumer. So you really start to get that behavioural and transactional data giving you the signals that this is a business. Janice Fraser, who was also one of these external experts, she would always say, you know you're ready to scale when you've put the variables together and you know where to pour the money to make it grow, you know where the money should be poured to make it grow. If you don't know where to pour the money, you're not ready to scale. And, you know, those are always, so it's complicated. Business is complicated. The channels are complicated, the platforms are complicated. So, you know, that's when you really have to figure out, do I have, you know, should I invest the big money in this? And I think one of the things that you have when you're doing intrapreneurship, you're creating startups inside the company, is you should be able to get through that funnel faster, if you can get all those parts to come together and that's, you know, that's our goal, that's what we're getting to. In P & G Ventures,  I mean, we have a new opportunity area around safe and effective insect control. And it's a brand called Zevo and it's amazing, right. And so it's nice to have a program that has been through those parts and is really kind of in that space now that we can all look to and, you know, say, all right, how are we looking compared to where they were looking at the time? Because it's like, that uncertainty and clarity, like you said, it is just uncertain space. You don't know, you can't predict a billion dollar brand, you just can't, but what are the things that you can start running after and you can learn fast and you can validate that gives you the signals at all different fidelities and levels to then go, all right, we're going. So anyway, that's the goal.   Ula Ojiaku  So, the listeners might be wondering, especially for those of us who are not so familiar with the intricate, you know, organisation, the way P & G is organised. So, what's GrowthWorks and then, what role did you play in that?   Chris Boeckerman  Perfect. Well, I ended up being able to be the co-founder of GrowthWorks. And GrowthWorks, in a simple term, is, a framework that you can apply to nurture startups inside the company. So, we are a big company and we know how to do big, big programs. Right. As we got into this disruptive world and we were being disrupted and, you know, we were looking for how to become agile, it, you know, it was sort of like we needed to shift how we did our innovation. And so we needed to be able to apply these principles from lean innovation, but in a way that made sense for P & G. So one of the things we learned, you know, very early on and everybody would know is, you know, at the end of the day, our goal is to build a business that we cultivate. We're not trying to sell to somebody. That's a very different aspect of being a startup, in a startup you want to get bought, right. But here we need to create a value creating business. And it is interesting during this time is when, Marc Pritchard, who's our Chief Brand Officer, really started to talk quite a bit about constructive disruption, and it was really important, and I think it's important for any big company to understand as they're doing this, is our job is always to build categories, to build the industry. We don't ever want to take the industry down. We want to build the industry. So we want to be disruptive, but in a building way, and so as we were thinking about that, it was just like, okay, there's probably three components that we were pulling together that you can apply, whether you're doing sustaining innovation, or disruptive innovation.   There's a, how do you learn, right. So it's the build, measure, learn, but how do you handle this, helping an organisation feel okay about sending five prototypes to consumers and not being concerned that it's going to fail. Right. So that is sort of the build, measure, learn loop. We base everything in the consumer love and the consumer need. And so we wrapped that together to kind of give it, this is how P & G applies the lean innovation model. There's also, how do you think about the type of innovation you're doing? And so, like I said, whether it's sustaining, disruptive or anything like that, but visualising that is really important, helping everybody understand, what are the new spaces that we're looking at? Placing lots of bets in these new spaces and knowing the high percentage is going to fail, right. And so, how do you measure progress in this uncertain space? That was a part of the framework as well. And then the last part of the framework was how do you organise to do this work? And I'd say the biggest thing we learned then is yeah, when you're early in the funnel, a small team can make tremendous progress, make it less hierarchical, let the team lead, leaders learn, because this is new. So I used to always joke. I was 20 years in fabric care, right. And so I would be working with an internal startup team in fabric care. And my 20 years of knowledge of fabric care wasn't what was helping the team. I was holding them back because I have all these biases of the past and they needed to go into the future and I needed to learn, so you just have to let the teams lead at that point in time and you have to learn, and be supportive. Then you do get to the point though, where my 20 years of knowledge of fabric care does become important. And that's where every startup runs into as well, is you get it to a certain point, but if you need to industrialise something, that is the core capability the company has, and you can't do that with three people, and you need hierarchy and you need to, so it's like, how do you take the best of both worlds and bring them together? And so that was how we had to figure out how to organise for where you're at and what you need at the time.  And then how do you shift to that when you need to shift it quickly? And so those were the three aspects, how you learn, what is the type of innovation you're going after, and then how do you organise, and that we made it a broad enough framework so that we have 10 business units and P & G Ventures who were at the tip of the sphere of doing this for the company anyway. And we were trying to help the rest of the company, but you wanted to give them that framework and then no matter what they were working on, could they fit themselves into that framework or could the framework enable them? And so we started as two people and our leader, and I was able to grow that organisation to about 25 people across every function of the company, but just a small group, like we just had, you know, 25 people out of a hundred thousand, right. But each of us were a function in the company, but we were one team across all functions. And so that's how we were able to kind of like be like the Navy Seals, we could come in and we could help support the business unit for what they were doing. And then the business unit would take it on. That was the only way we could become sustainable because we weren't, I never wanted to create a 500 person organisation.  Everything I learned about from all my predecessors who've tried this at other companies as well, that just gets to be too heavy. And it doesn't integrate into the entire company because you're reliant on the coaches or the experts versus our job was eventually like when we were about three years in and we kind of knew what we were doing, when we would come in and help train some part of the organisation, we would only do it if they offered up a person that would then take it from us and do the next training. And so, you know, then you start to really get into the fibre of the company to really drive the change. And it's not perfect, right. But it really was able to shift how we did our innovation and the BUs own it, right, the business units own it.   Ula Ojiaku  That's the only way it's going to be sustainable, if there's ownership from them.   Chris Boeckerman  Exactly. And they applied it in different ways, our beauty care business is very different than our fabric care business. So one size fits all was never going to work.   Ula Ojiaku  Oh my gosh, sorry, that was a theme at the conference I spoke at, you know, it was like, no, there's no one size fits all approach.   Chris Boeckerman  I'm very thankful that I had the support around me, and that the company invested to bring external people in, right. One of the people I haven't mentioned yet is Maxine Friedman and she started with Bionic and, you know, now has her own work that she does, but she was my partner day in and day out as we were trying to figure out how to make this change. And without having people like that near me, Karen Hershenson's an internal person that was with me. They're the ones that really helped me see it was more than us. And in order to make it more than us, we had to enable others. We had to give it away. So first we had to figure out what it was. So don't get me wrong. That was not easy. It took us an entire year of really crazy experiments that the business units did. And we were just learning and running and helping and doing everything that we could, but we were pulling together the learnings. We were strategically figuring out what was working and what wasn't working so that we could land within the first year with this framework. Then once we had the framework, then we had something more intentional that we could work with the business units on. And we showed up for free. That was the other thing is, when they called, we showed up, right? Like nobody paid for us, we were helping them, but then they started to pay with their people, and they became the experts who then moved it forward and they moved it forward in different ways, because the external experts were the ones telling us we've seen other companies try this, don't try to mandate, don't force it, help figure out an agile framework that people can fit for what they need. And to this day it still exists. I mean, I'm not on it anymore, there's a small team that's still is working through it and, you know, but the businesses own it. They're the ones who really drive it in the way that they need.   Ula Ojiaku  Wow. I respect your time. I could delve in more. I think, Chris, this is an official invite to have you back sometime, you know, for a sequel to this conversation.   Chris Boeckerman  I would love it. I would love it. This has been so much fun. I really, I have a ton of passion for this type of work and our motto in GrowthWorks was unleash people to unleash growth. I do think P & G has the best people. I think everybody thinks that about their company, but I just really, I believe it, you know, when I was 20 years in fabric care, when I was, you know, 5 years in GrowthWorks, and now in P & G Ventures, that we just have the best people. And as we unleash them, we're growing, and so it's just a ton of fun, so happy to come back.   Ula Ojiaku  Your passion shines through and for you to say P & G has the best people, speaking with you, I am left with no doubt about it because you are a great ambassador for that. So thank you for that. So, in terms of a few more questions, so what books, if you had, because you said you had to go to school to learn more about innovation and you got in coaches. Are there any books that have helped you, you know, in this learning journey?  Chris Boeckerman  Yeah, there's a group of books just on lean innovation that definitely helped. So the Eric Ries, like kind of trilogy of books, I would say is The Lean Startup, The Startup Way, but he also had a small printing of something called, The Leader's Guide, which I think you can only get on audio now. And Janice Fraser, Eric introduced us to Janice and she had a lot of that, that really helps you to figure out how to help an organisation, how to help leaders to bring this to life. So those were really critical. And then David Kidder from Bionic wrote a book called New to Big, and I would say that's a great synopsis of what they taught us. And so, that's a good one to go to. And then there's a Scrum book that, I'm going to have to look up afterwards to give you the actual title, but twice the work and half the time.  Ula Ojiaku  That'll be Jeff Sutherland, Scrum, How to do Twice the Work in Half the Time. Dr Sutherland was my guest a few episodes ago.   Chris Boeckerman  Yes, it was life-changing for me, not necessarily because I became, I did not become a Scrum master. We have people inside the company that have done amazing things, but that was the book where he really articulated the questions that we started to ask, that helped us with teams lead, leaders learn. So he articulated that leaders, you know, should ask, what did you learn? How do you know? What do you need to learn next? And how can I help you as a leader? And, you know, that simple articulation was really great for us. So those are the ones that I kind of went back to again and again, to really figure out how to do lean innovation. I have another book for you just in general to share, and that's called Four Thousand Weeks, and it's a productivity book that somebody had just shared with me and it's by Oliver Burkeman and this, I just really liked because it's made a big impact in my life right now. If you live to be 80, you live 4,000 weeks. So it puts a finite amount of time, which can be scary, but we all know is real. But what I loved about this, it's the first productivity book that I received the message because I'm sure other productivity books have told me this, but it's the first time I was able to openly receive the message that you cannot do it all, so stop trying. You need to be choiceful. You need to be intentional on what it is you want to do and what it is you're going to intentionally not do. And that was just really impactful for me. And I think it can be impactful for a lot of people that really, the quality of your life is based on the choices that you make, and it's part of the reason I'm here because I'm a very busy person, but I just decided, no, I really, this is a passion that I have. I have a unique experience, I would really like to share that with other like-minded people who are on this, you know, what I call rollercoaster journey. It is like high highs and low lows when you are a change agent in big companies, but it's so fulfilling. So that book just had a big impact on me, that I really am in control of my destiny, but I need to make some choices.  Ula Ojiaku  Well, I've made a note of those books and they would be in the show notes of your episode. So thank you for that. Would that be, if the audience wants to get in touch with you, how can they find you?  Chris Boeckerman  The best way is through LinkedIn, I'm on LinkedIn, and while I would love to talk to everybody in the world, right. The way that I kind of make my choices, like I just said, which is exactly when you reached out to me is, anything that enables P & G and you know, what, what we all have passion for, I make time for, so yeah, so LinkedIn is the best way.   Ula Ojiaku  Definitely. I mean, you're a busy person, so LinkedIn would be the best place. And any final words for the audience so we wrap this up.   Chris Boeckerman  Yeah. I think, you know, I think it just really is, if you can, you follow your passion and people are everything. I just, everybody in the startup world, everybody in a corporate environment will tell you that the team and the people, they make all the difference in the world. And I just have found through my career as well, the more I invest in the people, the better, and so, yeah, I mean, if there's a way that you can ever really drive together your passions and then the ability to kind of bring an amazing team around you, you can do anything. My favourite quote is, never doubt that a small group of thoughtful, committed citizens can change the world; indeed it's the only thing that ever has. It's by Margaret Mead. And I just really, I really believe it. I think, and, in what we've been able to do at P & G, we had the people, the groundswell, and we had the leadership support in, and you need both, but it just really starts with a small group of people that have a lot of passion and are amazing. And so that's what I would focus on.   Ula Ojiaku  Wow. Thank you so much, Chris. This has been an inspiring conversation, more like me learning from you. So I do think, and I know that the audience, the viewers and listeners would also find this episode very useful. So thank you again for your time.   Chris Boeckerman  Oh, thank you very much. And I've listened to all your podcasts now. And so I'm learning a ton from this forum as well. And just thank you for taking the time and doing it. I love your story and I was really happy to be part of it. So thank you.  Ula Ojiaku   That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show.   I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com  Take care and God bless. 

EP 162 Annelies Delmoitié Over Haar Passie Voor Administratie En Haar 1 Jarig Bestaan Van Haar Podcast | What's On Your Mind? (Dutch/Nederlands) Hi ik ben Peter en elke week geef ik jullie een podcast over personal development, mindset & verkoop. What's On Your Mind ? is een 1 uur conversatie. Iedereen heeft een verhaal. En ik wil dit verhaal van mijn gast naar boven brengen. In 2014 heeft Annelies AnDless opgericht, na een carrière van 16 jaar bij Procter & Gamble (1997 – 2013). Ze heeft daar altijd op de Sales & Marketing-afdelingen gewerkt als Management Assistant, eerst voor EMEA (Europe, Middle East & Africa), nadien op de Belgische afdeling, zowel op de binnendienst als op de baan. De merken Dash, Ariel, Dreft, Bonux, Vizir, Lenor, Ace Delicat, Swiffer, Antikal, Mr Propre, Dreft afwas, Febreze, Kandoo en ook Pampers hebben geen geheimen meer voor haar. Annelies is van opleiding Secretaresse (Bachelor Thomas More Mechelen 1997 & Erasmus Parijs 1997) en is dus met AnDless “back to her roots” gegaan. In 2015 werd Annelies verkozen tot Unizo Starter van het jaar: laureaat Antwerpen. Sinds 2016 werkt Annelies ook samen met andere freelancers die ze “uitstuurt” vanonder haar vleugels en expertise. We praten over haar 1 jarig jonge podcast met atypische ondernemers, want dat is ze zelf. Ze legt dit zelf uit in ons topgesprek. Daarnaast neemt ze ons mee op haar reis van haar job bij P&G naar het opstarten van haar eigen onderneming. Fan van deze positief ingestelde dame ! Connecteer met Annelies en abonneer je op haar podcast: https://www.facebook.com/AnDlessCommV https://www.linkedin.com/in/anneliesdelmoitie/ https://www.youtube.com/channel/UCoK2CpKEtJPorZz_6HNIj6Q https://www.instagram.com/andlessdelmoitie/?hl=nl https://open.spotify.com/show/6CV28q3wboQljGb2TgF4zJ Support your podcast via Patreon https://www.patreon.com/psgrow?fan_landing=true or WhyDonate https://whydonate.nl/donate/PSGROW/en For online recording, I use Riverside.fm to record high quality audio and video. I have been using Riverside.fm for more than 1 year as I was not happy about the audio quality of Zoom. Next to this, I also wanted to do something more with the video than just 2 faces next to each other. Check out Riverside.fm on https://riverside.fm/?utm_campaign=campaign_2&utm_medium=affiliate&utm_source=rewardful&via=peter-snauwaert Music: Intro Peter Snauwaert (Copyright) Voice-over: Stemmig by Sara Fiems Let's connect: LinkedIn: https://www.linkedin.com/in/petersnauwaert Twitter: @petersnauwaert Instagram: @ps_grow Facebook: https://www.facebook.com/PSGROW E-mail: peter@psgrow.com

Monologue Dr. Joel Wallach begins the show today discussing MS (multiple sclerosis). Comparing the symptoms of MS to those of osteoporosis of the skull. Contending they could be the same disease because all of the symptoms are the same. Asserting both are due to nutritional deficiencies. Pearls of Wisdom Doug Winfrey and Dr. Wallach discuss a news article regarding the health benefits of eating pumpkin seeds. Containing fiber, amino acids, phytosterols, unsaturated fatty acids, flavonoids, proteins, phenolic compounds, vitamins and minerals. Supports a healthy immune system, cardiovascular health, healthy cognitive function, musculoskeletal system, digestive health, prostate, bladder health, hair growth, skin and eye health, uplifts mood and weight management. Callers Lenor has questions regarding high blood pressure and blocked arteries. Debra has diverticulosis, a mass on her breast and tumors. James has high cholesterol, high blood pressure, arthritis and is recovering from a stroke. Shelly has peripheral neuropathies, balance problems and tinnitis. Call Dr. Wallach's live radio program weekdays from noon until 1pm pacific time at 831-685-1080 or toll free at 888-379-2552.

Nachdem die beiden Recken Maxi & Janni diese Woche in Düdo zum großen Ramen-Suppen-Essen in Düdo zusammengekommen sind, musste die vorliegende Folge remote aufgenommen werden. Denn Janni hatte in einem Hotel eingecheckt und dort einen Schrein entdeckt. Stichwort: Guido Maria Kretschmer. Inhaltlich geht es um das Düsseldorfer Sperrmüll-Gate, die neuerlichen, völlig bizarren Äußerungen von Wladimir … #170: Der Duft von Lenor und Ernte Weiterlesen » Der Beitrag #170: Der Duft von Lenor und Ernte erschien zuerst auf Zeitgeist & Wunderlich.

POEME DIEU AMOUR, Lenor Kandel by Les parenthèses de Miss Agnès

Ranea Lenor Hanson's Watershed: Attending to Body and Earth in Distress (U Minnesota Press, 2021) weaves a narrative that captures life on the water, diverse classrooms, and the unique experiences from learning to cop with type-1 diabetes: constantly monitoring blood sugar and managing insulin levels. A mix of personal reflection and meditative vignettes, Watershed reflects how our bodies can become an extension to understanding the earth and dealing with large-scale climatic changes. Throughout the text, Hanson argues that listening to both our bodies and surroundings will aid in understanding the mesh of environmental, economic, cultural, and social concerns our world currently faces. Life represents a network of waterways navigated by love, trauma, transformation, stillness, and silence. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/medicine

Ranea Lenor Hanson's Watershed: Attending to Body and Earth in Distress (U Minnesota Press, 2021) weaves a narrative that captures life on the water, diverse classrooms, and the unique experiences from learning to cop with type-1 diabetes: constantly monitoring blood sugar and managing insulin levels. A mix of personal reflection and meditative vignettes, Watershed reflects how our bodies can become an extension to understanding the earth and dealing with large-scale climatic changes. Throughout the text, Hanson argues that listening to both our bodies and surroundings will aid in understanding the mesh of environmental, economic, cultural, and social concerns our world currently faces. Life represents a network of waterways navigated by love, trauma, transformation, stillness, and silence. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/environmental-studies

Ranea Lenor Hanson's Watershed: Attending to Body and Earth in Distress (U Minnesota Press, 2021) weaves a narrative that captures life on the water, diverse classrooms, and the unique experiences from learning to cop with type-1 diabetes: constantly monitoring blood sugar and managing insulin levels. A mix of personal reflection and meditative vignettes, Watershed reflects how our bodies can become an extension to understanding the earth and dealing with large-scale climatic changes. Throughout the text, Hanson argues that listening to both our bodies and surroundings will aid in understanding the mesh of environmental, economic, cultural, and social concerns our world currently faces. Life represents a network of waterways navigated by love, trauma, transformation, stillness, and silence. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/biography

Ranea Lenor Hanson's Watershed: Attending to Body and Earth in Distress (U Minnesota Press, 2021) weaves a narrative that captures life on the water, diverse classrooms, and the unique experiences from learning to cop with type-1 diabetes: constantly monitoring blood sugar and managing insulin levels. A mix of personal reflection and meditative vignettes, Watershed reflects how our bodies can become an extension to understanding the earth and dealing with large-scale climatic changes. Throughout the text, Hanson argues that listening to both our bodies and surroundings will aid in understanding the mesh of environmental, economic, cultural, and social concerns our world currently faces. Life represents a network of waterways navigated by love, trauma, transformation, stillness, and silence. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

Heute geht es nochmal um High Performance: Diesmal schauen wir auf die Zielsetzung. Es geht um nichts Geringeres als um Klarheit, Fokus und Unterscheidungsfähigkeit. Parallelen zu Yoga und Lenor sind rein zufällig! * Klarheit durch Yoga * Kommunikation * Unterscheidungsfähigkeit * Dein Geist ackert * Hast du mal 5 Minuten?

Ranae Lenor Hanson is the author of the new book Watershed: Attending to Body and Earth in Distress and she speaks with Ellie about the rural and urban cultural and political divides in Minnesota.  

As a former art teacher, indie author Ruthie Lenor (twitter: @lenor_The) knows a thing or two about the creative process. In this episode of our #writingincolour series, I talk to Ruthie about falling in love with romance, writing that matters, growing up in Texas, and how being a former art teacher (and fanfic writer) allows her to be creative within her novels. Plus, a little something about angst (LOL). A little about Ruthie: Ruthie Lenor is a former art teacher who transferred her creativity from canvas to the writing world. Although she got her introduction into writing through fanfiction, it wasn't until she read her first historical romance that she fell head over heels in love with romance. She loves reading all the ways people fall in love but writing uncomplicated, non-angsty love stories is what she does best. When she's not writing you can find her being a chauffeur to her two kids where she lives with her high school sweetheart husband in Texas. Follow Ruthie on Social Media: www.RuthieLenor.com IG:@RuthieLenor Twitter: @Lenor_The Follow us on Social Media: IG: @RomanceinColour Twitter: @RomanceNColour Facebook Groups: www.facebook.com/groups/RomanceinColour --- Send in a voice message: https://anchor.fm/romanceincolour/message

The freedom to just jump into your camper van and set off on your travels with kids is a tempting idea, particularly after a year of travel restrictions. So it's no surprise that vanlife is more popular than ever. In this episode, the Kidventures family travel podcast hosts are joined by two experts - long-term vanlife convert Katy from Otis and Us and Jenny from Travelynn Family,  who was spurred on by lockdown to finally buy her own campervan.    Listen on for really helpful tips and sound advice and what it's really like to travel in a campervan with kids. From the pros and cons,  cutting the costs and whether to convert your own, to whether a Volkswagen T5 or Mazda Bongo really is best. Oh,  and why you need a Lenor bottle handy, especially if you have boys... Find out more at kidventures.co.uk or check out the other podcast episodes and subscribe for more family travel inspiration, tips, destination advice and recommendations from some of the UK's top family travel experts, including hosts Cathy and Ting from family travel blogs MummyTravels.com and My-Travelmonkey.com

Ken je dat? Dat iets zo lekker ruikt, dat je je neus er eigenlijk niet meer uit wil halen? Laatst heb ik een dergelijke reuksensatie beleefd. De oorzaak: Lenor wasverzachter. Hoe de wasverzachter precies heet? Daar kom ik achter in deze podcast. Mijn was heeft nog nooit zo lekker geroken. Magie in een fles, bloemen overal, geweldig product.

Not many designers can count Frank Lloyd Wright, Eero Saarinen and Marilyn Monroe as clients, but Jack Lenor Larsen is no ordinary designer. A legend of the textile business, Larsen started his own studio in New York in 1952. His vivid early work convinced a once-skeptical Florence Knoll, who commissioned Larsen to create fabric for her furniture. From then on, Larsen’s business  and reputation grew and grew. Drawing on extensive travels around the globe, he introduced ikat and batik to the American public, designed upholstery for Pan Am, authored over a dozen books and championed traditional craft wherever he went. Today, his work is studied in textbooks and displayed in museums around the world. At 92, Larsen has a lifetime's worth of stories—in this episode of the Business of Home podcast, he shares a few of them. 

[Lenor vous lit l'Evangile : Lc 1, 26-38] Textes du jour : www.aelf.org/2020-12-20/romain/messe Pour s'abonner à notre newsletter hebdomadaire : www.ohmygoddess.fr/newsletter Nous contacter : contact@ohmygoddess.fr Crédits : Montage son : Joseph Anot

一起用Lenor 蘭諾淡淡持久的香氣，喚起那些幸福的時刻吧！蘭諾衣物芳香豆，洗後持香12週！Momo購物網雙12超狂特價中！ https://lihi1.com/f0rqR 「如果你感到疲倦，學會休息，而不是放棄。」 本集重點： 。心理學怎麼看復原力？ 。復原力關鍵之一：正視逆境與失敗 。復原力關鍵之二：回彈的能力 。提升回彈的能力首要自我覺察與情緒調節 。復原力是可以培養、成長的 。復原力關鍵之三：改變適應方式 。認知彈性與成長思維 科學不簡單online座談：現代捕夢網－科學如何研究夢？ https://www.facebook.com/events/3489688737751688/ 推薦閱讀： 《尋找復原力》，瞭解更多由此去：https://bit.ly/3owVjNZ 節目中所提到英國街頭塗鴉藝術家的圖 https://www.pinterest.com/pin/555702041510012254/ 若你覺得我們節目不錯，歡迎請我們喝杯咖啡，贊助我們持續做更好的節目。 https://pay.firstory.me/user/onyourpsy 哇賽！心理學 臉書粉絲專頁 www.facebook.com/onyourpsy/ Telegram頻道 t.me/onyourpsy IG帳號 www.instagram.com/onyourpsy/ ___ 主談：心理師Nana Powered by Firstory Hosting

Lenor speaks on learning her mother, normalizing family dysfunction, breaking family chains, the freedom of forgiveness and the renewal of her mind.

Autor: Main, Andreas Sendung: Tag für Tag Hören bis: 19.01.2038 04:14 Aus Religion und Gesellschaft „Die Predigt-Sprache ist verkommen“ Die Schriftstellerin Sibylle Lewitscharoff wirft den Kirchen vor, „lendenlahm“ zu predigen - „als würde die Predigt in Lenor gewaschen". Sie lobt dagegen Bundeskanzlerin Merkel und sei „gottfroh“, ohne Hysterie „so vernünftig regiert zu werden“ Am Mikrofon: Andreas Main

We learn something very surprising about Jo’s boyfriend’s youth, discuss if Jo deserves an OBE more than Bear Grylls and will probably make you stop using Lenor with your washing. Plus, this could be the last episode if Kate Middleton’s legal team hear it.

The Procter & Gamble Company (P&G) serves consumers around the world with brands including Always®, Ambi Pur®, Ariel®, Bounty®, Charmin®, Crest®, Dawn®, Downy®, Fairy®, Febreze®, Gain®, Gillette®, Head & Shoulders®, Lenor®, Olay®, Oral-B®, Pampers®, Pantene®, SK-II®, Tide®, Vicks®, and Whisper®. The P&G community includes operations in approximately 70 countries worldwide. Virginie Helias, P&G's first Chief Sustainability Officer, joins the ZWC to talk about their forward-looking framework and innovative strategies to inspire responsible consumption for the five billion consumers served by P&G each day. P&G's products available with Loop Sustainable Brands is the first worldwide community of innovation and sustainability brands and organizations. ZWC attended SB19 Detroit and this is the fifth episode of the series.  Music Credits: Open Those Bright Eyes Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 License http://creativecommons.org/licenses/by/3.0/

Not many designers can count Frank Lloyd Wright, Eero Saarinen and Marilyn Monroe as clients, but Jack Lenor Larsen is no ordinary designer. A legend of the textile business, Larsen started his own studio in New York in 1952. His vivid early work convinced a once-skeptical Florence Knoll, who commissioned Larsen to create fabric for her furniture. From then on, Larsen’s business  and reputation grew and grew. Drawing on extensive travels around the globe, he introduced ikat and batik to the American public, designed upholstery for Pan Am, authored over a dozen books and championed traditional craft wherever he went. Today, his work is studied in textbooks and displayed in museums around the world. At 92, Larsen has a lifetime's worth of stories—in this episode of the Business of Home podcast, he shares a few of them. This episode is sponsored by The Shade Store.

This week, your heroic double act sit at the worlds smallest table situated at Battersea Arts Centre. Join John and Andy as they discuss French contemporary dancing, insignificant questions and … Continue reading "Lenor Lemoy: DredgeLand Live from Battersea Arts Centre"

This week, your heroic double act sit at the worlds smallest table situated at Battersea Arts Centre.

Kevin got in touch ask why clothes dried on a washing line can end up feeling rough, crunchy and stiff... To find out, our Laura Brooks contacted Neil Lant at the Fabric and Home Care research and development division of Proctor and Gamble, who make Lenor fabric softener. Like this podcast? Please help us by supporting the Naked Scientists