Podcasts about lifecycle

Spencer and Jamie break down the 10 core principles of Bogleheads investing and show how military service members can apply this simple, low-cost approach to build wealth through the TSP and other accounts. If you're overwhelmed by investing advice or tempted by day trading and crypto, this episode cuts through the noise with a proven strategy that's worked for decades. Hosts: Spencer Reese (former Air Force pilot, 12 years active duty) and Jamie (active duty officer) The 10 Bogleheads Principles Develop a workable plan - Create an investment policy statement (even informal) to guide decisions during market volatility Invest early and often - Automate contributions to remove decision fatigue; increase TSP allocation today Never bear too much or too little risk - Age-appropriate asset allocation; avoid the old G Fund default trap Diversify - Don't put all eggs in one basket; TSP funds cover entire US market plus international exposure Never try to time the market - Time IN the market beats timing the market; market dropped 19% in April 2025, now up 38% from that low Use index funds when possible - TSP offers five low-cost index funds; 90% of active managers can't beat index funds over 20 years Keep costs low - TSP expense ratios under 0.1%; avoid predatory companies charging 1-2%+ fees Minimize taxes - Leverage Roth TSP and Roth IRA; military tax advantages (BAH, BAS, combat zone exclusion) Invest with simplicity - LADS approach (Low-cost, Automated, Diversified, Simple); Warren Buffett's S&P 500 bet crushed hedge funds Stay the course - Measure performance in decades, not days/weeks; don't panic sell during downturns Key Takeaways Why Bogleheads Philosophy Works for Military: Takes power back from financial advisors and complex products Simple enough anyone can succeed with minimal effort Perfect match for TSP's low-cost index fund structure Removes emotion from investing decisions TSP Advantages: Five index funds (C, S, I, G, F) cover nearly entire investable market Lifecycle funds automatically balance risk by retirement year Expense ratios under 0.1% (incredibly low) Now defaults to lifecycle funds instead of G Fund (huge improvement with Blended Retirement System) Common Military Investing Mistakes: Old G Fund default trap - cost retirees millions in missed gains Trying to time the market or day trade Paying high fees to predatory companies Not automating contributions Measuring performance over days/weeks instead of decades The Math That Matters: First $100K took Spencer 4+ years; second $100K took 2 years (compound growth accelerates) Market will drop 30% in next 10 years (guaranteed) - but timing it is impossible S&P 500 gained 125% over 10 years vs. best hedge fund's 87% in Warren Buffett's famous bet April 2025 market drop: 19% down, then 38% up from that low within months Diversification Made Easy: C Fund: 500 largest US companies (S&P 500) S Fund: ~2,000 smaller US companies I Fund: 5,000+ international companies (20+ developed + emerging markets, excludes China/Hong Kong) Combined: Total US and international market exposure Add VXUS in Roth IRA for China/Hong Kong exposure if desired Automation is Your Friend: Log into MyPay once, increase TSP allocation, never think about it again Every promotion or time-in-grade raise = bump allocation by 1% One decision removes 100 future decisions Eliminate decision fatigue and emotional reactions Fee Impact Example: Predatory companies charge 1-2%+ fees TSP: Under 0.1% Fidelity FZROX: 0% expense ratio Vanguard funds: 0.03% Rule of thumb: Stay under 0.25%, ideally under 0.10% Resources Mentioned Books: "The Little Book of Common Sense Investing" by Jack Bogle "The Military Money Manual" by Spencer Reese (available at MWR Library, Libby app, Amazon) Investment Accounts: TSP (Thrift Savings Plan) - Military 401k Roth TSP and Roth IRA (tax-advantaged accounts) Recommended brokerages: Fidelity, Vanguard, Schwab Key Terms: LADS: Low-cost, Automated, Diversified, Simple Index fund vs. active management Expense ratio and basis points Asset location strategy Investment Policy Statement Previous Episodes Referenced: TSP deep dives (search podcast) Roth TSP vs. Roth IRA explanations "Do Better" episode on predatory companies Real-World Examples Lieutenant with $50K in checking account - proves military pay allows saving, just need to invest it Service member paid off all auto and student loans in 3 months of deployment Retirees with $250-500K in G Fund who missed out on millions Enron, WorldCom, Lehman Brothers - why diversification matters MicroStrategy (MSTR) - current example of concentrated risk Who This Episode Is For Military service members at any rank TSP participants unsure how to invest Anyone tempted by day trading, crypto, or "get rich quick" schemes New investors overwhelmed by options Service members paying high fees to financial advisors Anyone who wants a simple, proven wealth-building strategy Quick Action Steps Log into MyPay and increase TSP allocation (even 1% helps) Verify you're in appropriate Lifecycle Fund (birth year + 60-65 years) NOT in G Fund unless near retirement Set automatic annual increases (1% per year) Open Roth IRA at Fidelity, Vanguard, or Schwab Read "The Military Money Manual" (free at base library) Stop checking account daily - check quarterly at most Contact Website: MilitaryMoneyManual.com Instagram: @MilitaryMoneyManual Book: "The Military Money Manual" (Amazon, $3 Kindle, free at MWR libraries) The Bogleheads philosophy has helped millions become millionaires through simple, low-cost index fund investing. As a military service member, you have access to one of the best low-cost investment vehicles in the world - the TSP. Stop overthinking it, automate your investments, and stay the course.  

Getting Rid of Fleas Women Grow the Farm Conference Successful Seed Growth   00:01:05 – Getting Rid of Fleas: Starting today's show is K-State crop entomologist Jeff Whitworth as he explains why he has been receiving more questions about fleas. He also describes their lifecycle.   00:12:05 – Women Grow the Farm Conference: LaVell Winsor and Robin Reid keep the show rolling as they highlight the goals and agenda for this year's Women Grow the Farm Conference. WomenGrowTheFarm.com   00:23:05 – Successful Seed Growth: K-State instructor and Extension horticulture specialist, Cynthia Domenghini, ends the show discussing how to start seeds. She covers the seeds to use, starting mix, containers, water and the light needed to successfully grow seedlings.       Send comments, questions or requests for copies of past programs to ksrenews@ksu.edu.   Agriculture Today is a daily program featuring Kansas State University agricultural specialists and other experts examining ag issues facing Kansas and the nation. It is hosted by Shelby Varner and distributed to radio stations throughout Kansas and as a daily podcast.   K‑State Extension is a short name for the Kansas State University Cooperative Extension Service, a program designed to generate and distribute useful knowledge for the well‑being of Kansans. Supported by county, state, federal and private funds, the program has county Extension offices statewide. Its headquarters is on the K‑State campus in Manhattan. For more information, visit www.ksre.ksu.edu. K-State Extension is an equal opportunity provider and employer.

Has organizational change redefined your job role? If it hasn't yet, it will at some point. Whether acknowledged or ignored, every organizational change at a company impacts you. This is broader than just layoffs and more employees under a single manager. What are the organizational changes we might see, and what can we do to stand out and stay the course? This week in episode 355 we're joined by guest Ryan Conley. Listen closely as we uncover different patterns of organizational change and provide practical tips to take action when those changes happen. Ryan helps us understand the corporate lifecycle and how to reframe this concept to understand where we are in the career lifecycle. You'll hear from Ryan's personal experience why the most resilient (and successful) technologists can identify and fill the gaps left after an organizational change whether that means working for a new boss, joining a different team, or changing job roles. Original Recording Date: 11-13-2025 Topics – Framing Our Focus on Organizational Change, Observations and Patterns, Defining the Career Lifecycle, When Colleagues Leave the Company, Layoff Resources, Working for a New Boss, Becoming Part of a Different Team, Shifting Job Roles or Job Level Changes, Parting Thoughts 2:58 – Framing Our Focus on Organizational Change Ryan Conley is a global field principal with 11p years of technical pre-sales experience. Before this, Ryan accumulated 13 years of systems administration in industries like education, finance, and consulting. In a recent episode of our show, guest Milin Desai compared organizations to living, breathing organisms that change. Nick posits that we don't always think changes at our company will or can affect us as employees, but they do. Ryan references Aswath Damodaran's writings about organizational change through the frame of a corporate lifecycle. We can relate by considering where our company might be in that lifecycle. As we experience the impacts of organizational change, Ryan encourages us to consider where we are in our career lifecycle. 4:19 – Observations and Patterns We see organizational change in different ways. What are some of the things Ryan has seen that he would classify as organizational changes? Let's take a step back, past the current headlines, and look at the wider industry. Companies are growing inorganically (through mergers and acquisitions) or organically through investments in R&D (research and development), for example. Ryan has worked with companies that grew by acquiring 2 new companies each year to give an example. When you're on the IT side of the acquiring company, there is a lot involved in the process like integrating e-mail systems, networks, and CRM systems. This process also involves getting 2 teams to work together. If one team needs to move from Office 365 to Gmail, it can be a big adjustment to employees' daily workflow. The acquiring and acquired companies may have the same or very different cultures. In some cases, a company will want to acquire others with similar cultures, while some may not be concerned about the culture and choose to focus on the intellectual property (products or services, knowledge of how to build or manufacture something, etc.) of the company to be acquired. Nick says the experience for people on the side of the acquiring company and that of the company getting acquired can be quite different. Nick worked in IT for a manufacturing company for about 9 years, and over the course of his time there saw the company acquire several other companies. Nick usually had to go assess technology systems of companies that were going to be acquired and figure out how to integrate the systems in a way that would best service the user base. From what Nick has seen, some employees from the acquired company were integrated into the acquiring company, while others were eventually no longer with the company. Anxiety levels about an acquisition may be different depending on whether you work for the acquiring company or the acquired company. “The people are just as much of the intellectual property of the company as, in many cases, the actual assets themselves. And in some cases, that culture just isn't a fit.” – Ryan Conley Ryan shares the example of someone he knew who left after another company acquired their employer because the culture was not a fit. Losing a key leader or a key subject matter expert after an acquisition could create a retention problem because others may want to follow them or start looking elsewhere. "So how do you protect the culture internally? How do you integrate a different culture in? But also, how do you kind of protect the long-term viability of the team as individuals, first and foremost, but then also the organization long-term? Depending on the intellectual property the acquiring company is after, we don't usually know the level of due diligence completed to understand the key resources or subject matter experts who must be retained for longer-term success. Ryan encourages to imagine being the CTO or VP of Research and Development at a specific company that is suddenly acquired. People in these roles drive the direction of the technology investment for their company today as well as years to come. After being acquired, these people might be asked to work in lower levels of leadership with different titles, which could result in “title shock” and require some humility to accept. This scenario is a leadership change that happens as a result of an acquisition, but we might see leadership changes outside of acquisitions. Some leadership positions get created because of a specific need, others are eliminated for specific reasons, and some get shifted down or changed. Each of these changes has a downstream impact on individual contributors. Ryan talks about the positive impacts of leadership changes and gives the example of when a former manager was promoted to senior manager and allowed that person to hire a manager underneath him. There isn't always internal mobility, but leadership changes could create these opportunities for individuals. Nick talks about the potential impact of a change in our direct boss / manager. If a boss who was difficult to work for leaves the company, getting a different boss could make a huge positive impact on our daily work lives. Similarly, we might have a great boss leave the company or take a different role, requiring that we learn to work for someone else who may operate very differently. Ryan tells us he has worked for some amazing leaders and says a leader is not the same as a manager. Ryan cites an example of getting promoted into a role that allowed him to have more strategic conversations about the focus of a team with his boss. We can choose to mentor members of our team so that when opportunities arise from structural change, they are equipped to seize those opportunities. Change can be viewed as an opportunity. A company's overall priorities may have changed. Shifting priorities may require a company to operate very differently than it has in the past, which can cause changes to people, processes, and technology. Nick references a conversation with Milin Desai on constrained planning from Episode 351. Milin encourages regularly asking the question “is this still how we want to operate?” The way a company or team operated in the past may not be the best way to do it in the future. Changes to operations may or may not create opportunities for our career. Ryan loves this mindset of reassessing, which could apply to the company, a team, a business unit, the technology decision, etc. “I love the mindset of ‘what was best, why did we do it, and why was it best then?' And then the follow up question is ‘is that still best today?' And it's ok if the answer is no because that leads to the next question – ‘how should we be doing it today…and why?'” – Ryan Conley, commenting on Milin Desai's concept of constrained planning Ryan talks about companies reassessing their core focus. We've seen some companies divest out of a particular space, for example. Nick says this reassessment could result in a decision to pursue an emerging market which could lead to the creation of a new business unit and new jobs / opportunities for people. It could also go in the other direction where the company decides to shut down an entire business unit. 15:30 – Defining the Career Lifecycle Going back to the analogy Ryan shared about corporate lifecycle, we can reframe this and look at the career lifecycle. “Where are you at in your individual career journey? Where are you at in that lifecycle?” – Ryan Conley People close to retirement may be laser focused on doing well in their current role and hesitant to make a change. Others earlier in the career may want to do more, go deeper, or be more open to making a change. Ryan recounts speaking to a peer who is working on a master's degree in AI. “With challenge comes opportunity, so do you want to try something new? And it's ok if the answer's no. But if there is an opportunity to try something new and you're willing to invest in yourself and in your company, I think that's worth considering.” – Ryan Conley We've talked to a number of former guests who got in on a technology wave at just the right time, which led to new opportunities and an entirely new career trajectory. Becoming aware of and developing expertise in emerging technologies can lead to new opportunities within your company (i.e. being able to influence the use of that technology within your company). “I think as technologists, whether you're a business leader over technology, whether you're day in / day out in technology as an individual contributor…emerging technology brings new challenges, just with a learning curve…. There's hard skills that have to be learned. You get beyond the education it's then also sharing with the peers around you…. So, what was best yesterday? Is it still best today? And tomorrow, we'll ask the question again.” – Ryan Conley Ryan says this goes back to our analogy. Should we be doing certain things manually now, or is it better to rely on tools that can help automate the process? If we go back for a second to Ryan's previous mention of integrating the technology stack for different companies, being part of the integration process might enable someone to learn an entire new technology stack. We might have to assess what is best between Google Workspace and Microsoft 365, for example, and develop the transition plan to move from one to the other and perhaps even capture the business case for using both within a company. To Ryan, this is an example of seeing a problem or gap and working to fill it. “If you want to be just a long-standing contributor to the team and your individual organization, I think it's worth calling out…those who stick around longer and get promoted faster are the ones who see a gap and they plug it.” – Ryan Conley Ryan shares a personal story about a co-worker who attended a Microsoft conference on their own dime. This person worked over a weekend to setup a solution that saved the team significant time doing desktop imaging. But then, Ryan's colleague took it a step further and trained the team on how to use it. Nick highlights the fact that we should remember to document our accomplishments to keep track of how we've changed as a result. We can use this information when searching for new opportunities or even in conversations with our leader. 20:34 – When Colleagues Leave the Company Another form of organizational change we've seen is outsourcing specific business functions. Daniel Paluszek spoke about companies outsourcing functions outside of their core business in Episode 338. If IT is outside the core business, a company might decide to outsource it. It doesn't mean that's the right decision, but it could be a possibility. Companies may outsource other functions like HR and payroll as well to give other examples. If IT was internal and it gets outsourced, that is an organizational change and will affect some people. Similarly, insourcing a function which was previously outsourced will have an impact. Ryan has learned in the last few years that some people are more adaptable to change than others. “And it's not just looking at the silver lining. It's recognizing the change. Maybe there's a why, and maybe there isn't a why. Or maybe the why hasn't been clearly articulated to you. Being able to understand, what does this mean to me…. As an organization do I still believe in them? Do I still believe in the technology as a technologist? Do I still enjoy the people I work with? Those are all questions that come up, but ultimately you have to decide…is this change I want to roll with? Is this change I don't want to roll with?” – Ryan Conley To illustrate, Ryan gives the example of a peer who left an organization after seeing a change they didn't like in order to shift the focus of their role from technology operations to more of a site reliability engineering focus. While this type of change that results in a talented individual leaving an organization can be difficult for teammates to accept and for a manager to backfill, these types of changes that are beneficial to someone's career should be celebrated. When we assess whether the changes made at a company are those we can accept and roll with, we can first make sure we understand what we are to focus on as individuals operating within the organization. We have an opportunity to relay that to other members of our team for the benefit of the overall team culture and to build up those who do not adapt to change well. Understanding organizational changes and what they mean for individuals may take repetition. While Ryan understands that he responds well to change, he remains empathetic to those folks to need to hear the message a few times to fully understand. Nick says we can learn from the circumstances surrounding someone leaving the company. For those we know, what interested them about taking a role at another company? Perhaps they took a role you've never thought about for yourself that could be something you pursue in the future. If a member of your team leaves the company, sometimes their role gets backfilled, and other times it may not. If the role is backfilled, you get to learn from a new team member. If not, the responsibilities of the departing team member will likely be divided among other team members. Though it would result in extra work, you could ask to take on the responsibility that would both increase your skill set and make you more valuable to the company. When Ryan worked for a hedge fund, the senior vice president left the company. This person was managing the company's backups. Ryan had experience in this area from a previous role at a consulting firm and volunteered to do it. Shortly after taking on this responsibility for backups, he found that restoring backups from tape and needing to order new servers posed a huge risk to the company in a disaster scenario (i.e. would take weeks to restore everything). Ryan was able to write up a business plan to address the business continuity risk and got it approved by the COO. “Being able to see a gap and fill it is the central theme, and that came from change.” – Ryan Conley Ryan says if you're willing to do a little more work, it is worth the effort to see a gap and work to fill it. 27:34 – Layoff Resources We acknowledged some of the byproducts of organizational change like layoffs and flatter organizations in the beginning of our discussion. We are not sidestepping the fact that layoffs happen, but that is not the primary focus of our discussion today. Here are a few things that may help if you find yourself being impacted by a layoff: First, know that you are not alone in experiencing this. “When a layoff hits, it's important to remember…it's extremely rare that that's going to be personal. Once it's firmly accepted, look for the opportunity in a forced career change. It's there.” – thought shared with us by Megan Wills Check out our Layoff Resources Page to find some of the most impactful conversations on the topic of layoffs on our show to date. We also have our Career Uncertainty Action Guide with a checklist of the 5 pillars of career resilience as well as reusable AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed. 28:43 – Working for a New Boss Let's move on to section 2 of our discussion. If you're still at a company after an organization change has happened, we want to talk through some of the ways you can take control, take action, and succeed. We want to share a thought from former guest Daniel Lemire as we begin this discussion: “Companies are the most complicated machine man has ever built. We build great machines to accomplish as set of goals, objectives, or outputs. The better you can understand the value the company delivers…the faster you can understand where you fit in that equation. If you don't understand where you contribute to that value, there's work to be done. That work may be on you, may be on your skills, or perhaps it's your understanding of where you fit into that equation.” – Daniel Lemire Let's say that you're impacted by an organizational change and will be working for a new boss. What can we control, and how to we make a positive impact? Ryan says we can be an asset to the team and support larger business goals by first giving some thought to who the new boss is as a person. Try to get to know them on a personal level. Ryan wants to get to know a new boss and be able to ask them difficult questions. Similarly, he wants a boss to be able to ask him difficult questions. Meeting a new boss face-to-face is ideal if that is possible, but this can be more difficult to arrange if your boss lives a large distance from you. Make sure you understand the larger organization's mission statement. As individual contributors, we may lose sight of this over time. “If that is important to the team and the culture, I think it's worth making sure you're aligned with that. I think it's worth understanding your direct manager's alignment toward that and then having that kind of fuel the discussions…. What are you expecting of me? Here are my expectations of you as my manager. Where do you see change in the next 6, 12, 18 months?” – Ryan Conley, on using mission to drive conversations with your manager A manager may not have all the answers to your questions. They could also be inheriting a new team. Ryan encourages us to ask how we can help our manager to develop the working relationship further. This is something he learned from a previous boss who would close every 1-1 with “is there anything else I can do to help?” Nick says a manager may be able to contextualize the organization's mission statement for the team and its members better than we can do for ourselves. For example, the mission and focus of the team may have changed from what it once was. A new manager should (and likely will) set the tone. Nick would classify Ryan's suggestions above as seeking to learn and understand how your new manager operates. Back in Episode 84 guest Brad Pinkston talked about the importance of wanting to know how his manager likes to communicate and be communicated with. This is about understanding your manager's communication preferences and can in some ways help set expectations. A manager may be brief when responding to text messages, for example, because they are in a lot of meetings. But if they tell you this ahead of time, it removes some assumptions about any hidden meanings in the response. Ryan gives the example of an executive who used to respond with Y for yes and N for no to e-mails when answering questions. We can also do research on a new boss in advance. We can look on LinkedIn to understand the person's background and work history. We can speak to other people inside the company to see what they know about the person. Ideally, get a perspective from someone who has worked for the manager in the past because a former direct report might be able to share some of the context about communication preferences and other lessons learned from working with that specific manager. We can also try to be mindful of how the manager's position may have changed due to organizational flattening. They may have moved from managing managers to having 15 direct reports who are individual contributors, for example. “Their time might be stretched thinner, and they're just trying to navigate this new leadership organizational change with you.” – Ryan Conley The manager may or may not have wanted the situation they are currently in. How is your boss measured by their boss, and how can you help them hit those metrics? You may not want to ask this in the first 1-1, but you should ask. Ryan suggests asking your boss what success looks like in their role. You can also ask what success for the team looks like in a year and what it will take to get there. Based on the answer, it might mean less 1-1s but more in depth each time, more independence than you want, or even more responsibility than you wanted or expected. Ultimately, by asking these questions, you're trying to help the team be more successful. We want our manager to understand that we are a competent member of the team. Understanding what success looks like allows us to communicate with our manager in a way that demonstrates we are doing a good job. Some of the time in our 1-1s with a manager will be spent communicating the things we have completed or on which we are actively working. We need to demonstrate our ability to meet deadlines, for example. Daniel Lemire shared this book recommendation with us – The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter. It's a great resource for new leaders but also excellent for individual contributors. Ryan tells us to keep track of our wins over the course of any given year (something that was taught to him) so we have it ready for performance reviews. He encourages keeping a journal that we start in January. Keep track not only of what you did but the outcomes your work delivered and the success metrics. For example, if you gave a presentation, note the number of people present. The company culture may have some impact on the language you need to use to word your accomplishments (i.e. using “I” statements). “I didn't want to be the only person who could do it. I'd rather learn it and then enable 5 other people to do it. And then those 5 people go do it, and that is a much bigger outcome.” – Ryan Conley, on the outcome of efforts at work and being a force multiplier Have a journal of the things you do at work that you update consistently. This could be screenshots, a written description, etc. “What are the metrics that you should be tracking? Mentally think about that because…when you have your annual review, you're going to miss something. You're going to miss a detail. You're going to miss an entire line item versus if you started in January and you just get into the practice of ‘I did this.' And then when you're having your first annual review with this brand-new manager, it's far easier to have a more successful conversation.” – Ryan Conley, on the importance of documenting our work in a journal somewhere Ryan reminds us it is ok to use generative AI tools to check our work. Use multiple different tools to get suggestions on how you might want to phrase the outcomes you delivered and the metrics you tracked. Nick says we should document our accomplishments as Ryan mentioned, but we should make sure we keep a copy of them so that we do not need to rewrite them from nothing in the event we are impacted by a layoff. If the journal containing all of your accomplishments is sitting in the corporate OneDrive or cloud storage, you will lose access to it when you leave the company. Be sure you have a disaster recovery plan for your accomplishments! The new boss is probably going to have team calls of some kind. While what you experience may vary from this, in Nick's experience the first time a manager hosts a call with their team they will share some career background, how they operate, and give team members some idea of what to expect. This kickoff team call usually happens before 1-1s begin. Listen really carefully when this first team call happens. Write down some questions you can ask the boss in that first 1-1 conversation. The manager will have to lead that first 1-1 conversation a little bit, but coming into it prepared with questions will be far easier than trying to think of questions in the moment. A simple follow up question Ryan suggests is how the manager wants to handle time off. Is there a shared team calendar, a formal process, carte blanche, specific blackout dates to be aware of, etc.? We can handle the simple things about how this new manager operates and what their values are early on in our working relationship. Ryan tells us he learned far too late to ask how managers handle promotion / raise / career growth conversations. One of Ryan's past managers scheduled a quarterly checkpoint to specifically talk about career growth items. Ryan was in charge of making the agenda in advance, and his manager would come prepared to talk about each agenda item. It's ok to ask for these regular career discussions. If your manager has a large team, these may be less frequent than otherwise. Ask the manager about the best way for both you and them to come into these discussions prepared. Nick likes the idea of an individual owning the agenda for these conversations. Nick tells us about a manager who sent out 1-1s to team members and provided a menu of options for the types of things that could be discussed during the 1-1 time in the body of the meeting invitation. It helps give people ideas for things to discuss but also lets them know the overall intention of the 1-1s. For the very busy manager, we could ask to use a specific 1-1 to talk about career-related items rather than in a separate meeting (if needed). Nick mentions a recent episode of Unicorns in the Breakroom Podcast in which Amy Lewis talks about using a shared document for 1-1s to hold an employee accountable for bringing agenda items and to document what transpired in previous conversations. Along the lines of trying to be helpful to a new manager, ask how they want to handle team calls when on vacation. Will team calls be cancelled when the manager is on vacation, or are they looking for team member volunteers to host these calls? This may be an opportunity to step up and do more if you want that, especially if you want to gain some leadership experience. Ryan tells us at one point he was a team lead, and part of his responsibility was leading team calls in his manager's absence. This involved leading the call, taking notes, and taking action on follow up items from the meeting. We should bring up time sensitive items to the boss quickly, especially if something needs attention. Communicate things that have a financial impact to the company (a subscription renewal, drop dead due date to exit a datacenter facility, point at which access to something will be lost, etc.). Do not assume your manager knows if you are unsure! Ryan recounts a story from earlier in his career when a CFO wanted a specific number of users added to the Exchange server. There were several cascading impacts of completing this task that went well beyond the scope of licensing and involved procuring more hardware. Ryan took the time to explain the implications. “This is a simple ask. You want the answer to be yes, but I'm going to give you more context…. There is a deadline. I want to make sure we hit it as a team, but there are some implications to your ask. I want to make sure you're fully aware.” – Ryan Conley, on giving more context to leadership Share what you have in flight and the priorities of those items. The new manager may want you to change the priority level on some things. 45:21 – Becoming Part of a Different Team You could end up working on a completely different team of peers as a result of organizational change. You might work on the same team as people you already know but might not. You may or may not work for the same boss. Ryan and Nick have experienced very large reorganization events and ended up in different divisions than they were previously. Ryan had a change of manager, change of a peer he worked closely with, and joined a new team of individuals reporting up to the same boss all at once. “A little bit of the tough lesson is you go into a bigger pond…. I think it's ok to take a moment and pause. For me, I had to kind of reassess and kind of figure out…what are these changes? What are the new best ways to operate within this new division so to speak? …within my team, no one on my prior team was on my team, so it was like this whole new world.” – Ryan Conley After this change, Ryan saw an opportunity to go deeper into technology and chose to take a different role. Ryan worked for a new (to Ryan at least) leader who was very supportive of his career goals. This leader helped Ryan through the change of roles. “If you do good work, even through change…if you're identifying gaps, you're filling it, you're stepping up where the team needs you to step up, you're aligning with the business direction to stay focused…I think there can still be good outcomes even if in the interim period you're not 100% happy.” – Ryan Conley If you don't know anyone on your new team, you have an entire set of people from which you can now learn. Does your job function change as a result of joining this new team? Make sure you understand your role and its delineation from other roles. Maybe you serve larger customers or work on different kinds of projects. Maybe you support the technology needs of a specific business unit rather than what we might deem as working in corporate IT. Maybe you focus on storage and high-level architecture rather than only virtualization. It could be a chance to learn and go deeper in new areas. Did the focus of the overall team change (which can trickle down and impact your job function)? Maybe you're part of a technology team that primarily manages the outsourced pieces of the technology stack for your company. So instead of working with just employees of your company you now work with consulting firms and external vendors. Ryan says we can still be intentional about relationships and he illustrates the necessary intentionality with the story behind his pursuit of a new role. Ryan was intentional about his desire to join a new team after the reorganization, but it didn't work out on the timeline he wanted. He remained patient and in constant, transparent communication with a specific leader who would eventually advocate for him with the hiring manager. Just doing our job can be difficult when we're in a challenging situation like a manager we do not get along with, trying to evolve with a top-level strategy change, etc. This can involve internal politics. Stay the course. Ryan tells us about a lesson he learned when interviewing for a new role he wanted. “Maybe be a little bit more vocal. Pat yourself on the back in a concise way. Again…go back to your journal, know your metrics, and stick by them.” – Ryan Conley, on interviewing and humility Nick says the intentionality behind building relationships applies to your relationship with your boss (a new boss or your current boss that has not changed). This also applies to new teammates! What are the strengths in the people you see around you? Who volunteers to help? Who asks questions when others will not? Ryan shares a story about 2 peers who on the surface seemed to disagree a lot but ended up making each other better (and smarter) by often taking opposing sides on a topic. When one of them left the company, the other person missed getting that perspective and intellectual challenge. Ryan suggests we pay attention to the personalities of team members and the kinds of questions they ask. If a specific teammate tends to do all the talking in meetings, find ways to enable others to speak up who have valuable perspectives but may be quieter. This at its heart is about upleveling others. We can do that when we join a new team, but we can also do this for former teammates by keeping in touch with them over time. This could apply to former teammates who still work at the same company as well as those who have left the company. Ryan tells us a story about when he first made the transition from working in IT operations to getting hired at a technology vendor in a very different role. “It's very different being face-to-face as a consultant, face-to-face as a vendor. And I had a buddy. He started going back 11 years almost to the day here. We were each other's lifeline…. He would have a bad day, and he would call me. Most of the time I was just there to listen…. And then the next week it was my turn, and I would call him…. So having a buddy in these change situations I think is a great piece of advice.” – Ryan Conley It can be easy to fall out of touch with people we no longer interact with on a daily or weekly basis. This takes some effort. We've met people who try to setup a 1-1 with someone in their professional network once every 1-2 weeks. Ryan has a tremendous amount of empathy for others who have recently had a child, for example. We can buddy up with specific professional or life experience and take the opportunity to learn from them. Ryan refers to building an “alumni network” of people you want to remain close with over time. While this helps build our own set of professional connections, we can do this by mentoring others as well (a chance to give back, which is usually much less of a time commitment than we think). Ryan has mentored a number of new college graduates and managed to keep up with their progress over time. Listen to the way he describes the career progression of his mentees and the long-term relationships it produced. We might be mentoring others (on our own team or beyond). This could act as relatable experience for a future role as a team lead or people manager, but highlighting this experience to your manager is something you should do in those career conversations. In those 1-1s with your manager you are asking how you are doing but also how you can do better. Sometimes that means doing more of something you have done in the past. Ryan reminds us that the journal is a tracking mechanism for specific actions and their impact. Whether it's mentoring or helping the manager with hiring or candidate evaluation, be sure to track it! There might be a gap in expertise on your team that you can fill (either because you have a specific skill or because you learned a new skill to fill that gap). When joining a new team, do some observing and stay humble before you declare there is a gap and that you are the one to fill it. Ryan says we can raise gaps with our manager. For example, maybe there is only one person on the team who knows how to do something. Could you pair with that person and cover them while they are on vacation? “I think it goes back to recognizing that you cannot learn it all and then revaluating…what do I need to learn? So, there's certain functions that you have to know how to do, and that's where your manager's going to help you set those expectations…. We're in technology, so as a technologist, what do you want to learn? What do you want to do more of? And that could be a gap that you see, and you have that conversation….” – Ryan Conley If there is not an opportunity at work to learn what you want to learn (i.e. your manager might not support you doing more of specific work, etc.), you can learn it on your own time and then re-evaluate longer term what you want to do. 59:46 – Shifting Job Roles or Job Level Changes We talked about this a little bit earlier. Maybe you stay an individual contributor, move into leadership, or change leadership levels entirely within an organization. Ryan talks about the new expectations when you change your daily role. There are expectations we put on ourselves and those expectations put on us by our leaders. There are both opportunities and challenges. Ryan shares that he has been approached in the past to lead a team, but when this has happened, he took the time to think through what he wanted (his career ladder, his motivations, and his desired focus). “Leading people is not something that I want to currently focus on. I know what I'm motivated by. I'm a technologist at heart. I want to keep learning, and I personally like the technology that I'm focused on right now. And it's not that leadership would necessarily remove technology entirely…. It's just it would be a different focus area. And I think in your career journey it's worth just kind of keeping tabs on where you're at in your career (the ladder of change that we keep mentioning, that lifecycle)…. Do you want to go up the ladder as part of your lifecycle and get into a management role? I think mentorship can be very fulfilling. I think leading people can be very fulfilling. But in my case, I've decided I still want to stay an individual contributor. There's still aspirations that I have there….It's ok to say no is really what I'm getting at…. Really think about the job that you're in at the company that you're in. What are the opportunities within? What motivates you? And stay true to that.” – Ryan Conley Ryan has said no to being a people leader as well as to technical marketing roles. He had a desire to get through the principal program. He encourages listeners to think about whether they would be happy in 1-2 years if they took a new role before making the final decision. Nick mentions the above is excellent when you have the choice to take a new role. But what if it's forced on you as the result of an organizational change? We can recognize where we are in the career lifecycle even if an organizational change places us in a new role that was not our choice. Make sure you understand what the new role is, and think about how you can align it with where you are in the career lifecycle (including the goals you have and the things you want). Nick had a manager who encouraged his team to align their overall life purpose to the current job role or assignment. In doing this, it will be easier to prevent intertwining your identity with your job or your company. We may have to put out heads down and just do the work for a while. But maybe there is an opportunity to align with the things you want and the type of work you want to do which is not immediately obvious. In this job market, if you are employed, be thankful and do a great job. Ryan hopes listeners can think back to an unexpected change that happened which led to new opportunities later. “Pause, recollect, align your focus with your new manager, align your focus with either the changing mission statement or the current mission statement…. What is fulfilling you personally (your own internal values)? If they are being conflicted, I think there's a greater answer to some of your challenges, but they're not being conflicted how can you be your best self in a company without the company being all of yourself? …The cultural identity of the workplace and the home can sometimes be a little too close, a little to intertwined…. Maybe you're just way too emotionally invested in your day job and it's just a good moment to reset…. What is your value system? Why? And then how can you be your best self in your workplace? And I think far too often we want to have our dream job…. ‘A dream job is still a job. There are going to be days when it is just a really difficult day because it's a really difficult job. It's still your dream job, but every job is going to have a difficult day.'” – Ryan Conley Every job will be impacted by some kind of organizational change multiple times throughout your career. 1:06:18 – Parting Thoughts Ryan closes with a funny anecdote about a person who worked on the same team as him that he never had the chance to meet in person. In this case, the person invested more in their former team than meeting members of their new team. Maybe a good interview question for those seeking new roles could be something about organizational changes and how often they are happening at the company. Ryan encourages us to lead with empathy in this job market and consider how we can help others in our network who may be seeking new roles. Ryan likes to share job alerts on LinkedIn and mentions it has been great to see the formation of alumni groups. “Share your rolodex. Help people connect the dots. And lead with empathy.” – Ryan Conley To follow up on this conversation with Ryan, contact him on LinkedIn. Mentioned in the Outro A special thanks to former guest Daniel Lemire and listener Megan Wills for sharing thoughts on organizational change that we were able to include in this episode! Ryan told us we can lead with empathy when helping others looking for work in this job market, but Nick thinks it's empathy at work when we're asking a new boss or team member how we can help. If you want to bring more empathy to the workplace, check out Episode 278 – Uncovering Empathy: The Greatest Skill of an Inclusive Leader with Marni Coffey (1/3) in which guest Marni Coffey tells us about empathy as her greatest skill. It's full of excellent examples. If you're looking for other guest experiences with organizational change, here are some recommended episodes: Episode 210 – A Collection of Ambiguous Experiments with Shailvi Wakhlu (1/2) – Shailvi talks about a forced change of role that was actually an opportunity in disguise Episode 168 – Hired and Acquired with Mike Wood (1/2) – Mike Wood's company was acquired, and the amount of travel went up soon after to increase his stress. Episode 169 – A Thoughtful Personal Sabbatical with Mike Wood (2/2) – Mike Wood shares another acquisition story that this time ended with him taking a sabbatical. Episode 84 -Management Interviews and Transitions with Brad Pinkston – Brad Pinkston shares what he likes to do when working for a new boss. Contact the Hosts The hosts of Nerd Journey are John White and Nick Korte. E-mail: nerdjourneypodcast@gmail.com DM us on Twitter/X @NerdJourney Connect with John on LinkedIn or DM him on Twitter/X @vJourneyman Connect with Nick on LinkedIn or DM him on Twitter/X @NetworkNerd_ Leave a Comment on Your Favorite Episode on YouTube If you've been impacted by a layoff or need advice, check out our Layoff Resources Page. If uncertainty is getting to you, check out or Career Uncertainty Action Guide with a checklist of actions to take control during uncertain periods and AI prompts to help you think through topics like navigating a recent layoff, financial planning, or managing your mindset and being overwhelmed.

Agent 365 ist die neue Steuerungsebene für KI-Agenten in Microsoft 365 – und sie kommt genau zur richtigen Zeit. Die Zahl der Agents wächst rasant, und mit ihr die Risiken rund um Governance, Sicherheit und Transparenz. In dieser Episode erfährst du, warum Agent 365 entwickelt wurde, welche Funktionen es bereits heute bietet und warum es trotz aller Vorteile keine vollständige Lösung ist. Wir beleuchten die Agent Registry als zentrales Inventar, die Bedeutung von Agent Identities für Nachvollziehbarkeit und Sicherheit sowie die Rolle von Policies und Visualisierungen. Außerdem geht es um die Frage, warum Unternehmen zusätzlich eine eigene „Agent Factory“ brauchen, um den gesamten Lifecycle von der Idee über die Erstellung bis hin zur Qualitätssicherung und Skalierung zu managen. Diese Folge gibt dir einen umfassenden Überblick über die aktuellen Möglichkeiten, die Herausforderungen und die nächsten Schritte, die Organisationen jetzt angehen sollten, um nicht im Agenten-Chaos zu versinken. Kapitelübersicht00:00 – Warum 2026 das Jahr der Agents wird. 00:45 – Agent 365 als zentrale Steuerungsebene. 02:08 – Was einen Agent ausmacht. 04:04 – Woher die Agents kommen. 07:28 – Risiken und Schatten-IT durch Agents. 10:17 – Die fünf Kernfunktionen von Agent 365. 16:03 – Bedeutung von Agent Identities. 18:17 – Skalierung mit Agent Templates. 23:27 – Wichtige Einstellungen und Steuerung. 25:00 – Warum Unternehmen eine Agent Factory brauchen. 28:09 – Fazit und Ausblick auf die Zukunft. Wenn du mehr lernen möchtest, schau gerne auf LinkedIn vorbei: https://www.linkedin.com/in/drohregger/

Kathy Roe, Managing Attorney, Health Law Consultancy, speaks with Christine Burke Worthen, Member, Epstein Becker & Green PC, about two important yet not always well understood areas of the health care ecosystem, the health care claim lifecycle and medical coding. They discuss why it is important for health law professionals to have a basic understanding of these topics, the role that artificial intelligence is playing, and AHLA's recently released Health Care Claim Life Cycle 101 & Medical Coding 101 courses, of which Christine contributed. From AHLA's Payers, Plans, and Managed Care Practice Group.Watch this episode: https://www.youtube.com/watch?v=qigQfdPfEvsLearn more about AHLA's Health Care Claim Life Cycle 101 & Medical Coding 101 courses: https://www.americanhealthlaw.org/education-events/101-online-courses/the-health-care-claim-life-cycle-101-medical-codin Learn more about AHLA's Payers, Plans, and Managed Care Practice Group: https://www.americanhealthlaw.org/practice-groups/practice-groups/payers-plans-and-managed-care Essential Legal Updates, Now in Audio AHLA's popular Health Law Daily email newsletter is now a daily podcast, exclusively for AHLA Comprehensive members. Get all your health law news from the major media outlets on this podcast! To subscribe and add this private podcast feed to your podcast app, go to americanhealthlaw.org/dailypodcast. Stay At the Forefront of Health Legal Education Learn more about AHLA and the educational resources available to the health law community at https://www.americanhealthlaw.org/.

Send us a textWe trace how a scholar of expressive choice built a platform that makes machines more profitable by erasing the friction between parts, service, and uptime. The rental economy, Japan's utilization model, and IoT diagnostics reveal why transaction costs, not price tags, decide who should own and who should rent.• rental vs sharing and why property rights matter• how serial-number specific data kills errors and downtime• why parts discounts matter less than service speed• Japan's high saturation rental market and long lifecycles• sensors, IoT, and AI for damage attribution and prevention• decommoditizing parts through integrated workflows• Coasean boundaries of the firm and renting incentives• why RB Global acquired SmartEquip to span the lifecycle• the back-office puzzle of bespoke systems vs SaaS“Next week: Book 4, chapters 7–9 from The Wealth of Nations”(Parts is Parts, from Wendy's)https://youtu.be/OTzLVIc-O5E?si=Mjz8JX-Sl_sdG6bCIf you have questions or comments, or want to suggest a future topic, email the show at taitc.email@gmail.com ! You can follow Mike Munger on Twitter at @mungowitz

This is a fan fav episode. You are living through exciting and strange times. There are so many technological advances with AI, space travel, NFTs, and a rapidly changing culture with social media, it's near impossible to just turn ‘off'. Let's admit it, FOMO is real and it keeps a lot of people connected when they're not even sure why they're connected. When was the last time you unplugged and took on a challenge you weren't sure you'd complete? How long has it been since you've sat with yourself in total silence or allowed yourself to just be bored out of your mind? Author and journalist, Michael Easter, joins me today to discuss his journey and share the lessons and insights he's gained from spending a month in the Arctic surviving. Hunting his own food, carrying heavy loads, and sitting with absolute boredom are just part of his story. As you listen to his story, it is my hope you will consider ways you step out of your comfort zone. There is something very freeing about being able to shake things up and break your routines and habits to improve the quality of your life in unconventional ways. This episode is about facing discomfort and finding new ways to challenge yourself for the better. Order Michael Easter's new book, The Comfort Crisis - ⁠https://amzn.to/3ihebjB⁠  Original air date: 8-5-2021 SHOW NOTES: 0:00 | Introduction to Michael Easter 1:05 | The Comfort Crisis Explained 3:02 | Journey to the Arctic 5:03 | Recovering from Alcohol 7:40 | Outside the Comfort Zone 8:55 | Helicopter Parenting Losing Challenges 12:16 | Touching Controversial Topics 14:53 | Challenges Surviving the Arctic 20:11 | Problem Creep 28:05 | Need for Rite of Passage 35:12 | Metaphorical Lions for Passage 41:19 | Comfort Creep & Habits 44:22 | Breaking Routine to be Present 47:45 | Discomfort and Boredom 50:00 | Benefits of Boredom 57:12 | Daily Routine 1:02:11 | Rucking & Human Design 1:14:05 | Killing His 1st Caribou 1:17:16 | Life Cycle & Mortality 1:27:16 | “This Too Shall Pass” 1:30:31 | Want to Live Forever? 1:39:12 | Assigning Meaning to Life 1:42:20 | Rites of Passage Transformation 1:46:12 | Problem Creep Comparison 1:50:34 | Finding Gratitude  Learn more about your ad choices. Visit megaphone.fm/adchoices

Listen to a replay of 2025's most popular episode! New York Times bestselling author, journalist, and entrepreneur Emma Knight spoke to me about finding the courage to write fiction, the Loch Ness Monster of motherhood, and her breakout debut novel The Life Cycle of the Common Octopus. Emma Knight is an author, journalist, Co-Founder and Head of Brand at Greenhouse, an award-winning organic beverage company, and co-author of The Greenhouse Cookbook (2017), a national bestseller. Her debut novel and instant New York Times bestseller, The Life Cycle of the Common Octopus, is described as a “coming-of-age story, part family drama, and part campus novel.” #1 New York Times bestselling author Carley Fortune called the book “A spellbinding debut about friendship, motherhood, first love, and the choices that bind us . . . I couldn't put it down.” Emma Knight also has an MA in Journalism, and her work has appeared in The New York Times, The Walrus, The Globe and Mail, Literary Hub, and more. [Discover⁠ ⁠⁠The Writer Files Extra⁠: Get 'The Writer Files' Podcast Delivered Straight to Your Inbox at⁠ ⁠⁠writerfiles.fm⁠] [If you're a fan of The Writer Files, please⁠ ⁠⁠click FOLLOW to automatically see new interviews⁠. And drop us a rating or a review wherever you listen] In this file Emma Knight and I discussed: The contrast of her whirlwind world tour after five years of writing Why you can only write one sentence at a time The process of removing your ego from the work Taking the same advice she shared with her daughters Why it's so much better to make things up for a living And a lot more! Show Notes: ⁠The Life Cycle of the Common Octopus⁠ by Emma Knight (Amazon) ⁠Emma Knight talks how debut novel is a metaphor for motherhood⁠ - Today ⁠Emma Knight on Instagram⁠ Kelton Reid Instagram⁠ ⁠Kelton Reid on Twitter Learn more about your ad choices. Visit megaphone.fm/adchoices

Welcome to Episode #263This weeks topic: This is part one of the serise discussing "Crone energy" - representing the third stage of the feminine life cycle (maiden, mother, crone) and embodies the profound wisdom, power, and liberation that comes with age. change your life - How  you feel about yourself - "affects"your ability to manifest" This episode will help shed some light - on how this new phase of life will change "everything" - Let's learn together.. Live Show ⤵️ on the podcast channelhttps://youtube.com/live/-o-_hlcvyRUhttp://www.ElizabethMagicalGarden.comCash app me: $Eliz241 Check out the Live show on my youtube channel @Elizabeth magical Garden Podcast E.p. #260

In this podcast, we explore the innovative world of sustainable inks with Punch Perrasin, founder of GrowInk and a 2025 graduate of Central St.Martins, London. The conversation delves into the environmental challenges posed by traditional inks and how GrowInk's research is redefining the printing industry with biodegradable inks derived from natural sources. Punch shares his journey from studying Material Fusion at Central Saint Martins to developing inks that not only provide colour but also contribute to environmental sustainability. The discussion highlights the importance of collaboration between science and design, the challenges faced in research, and the potential for a shift in consumer perception towards temporary inks. Ultimately, the podcast emphasises the need for a more sustainable approach to printing and the role of the next generation in driving this change.

Kiera compares the stages of a business to the stages of the human life cycle, from the infancy of a startup, to the chaos of money flow without systems, to the growing profitability of early adulthood, and so on. The goal is, of course, to reach maturity, where the business can run on its own, there's work-life balance, money flow, and more. Kiera gives listeners the common factors for each "age group," and what needs to be done for practices to reach their prime. Episode resources: Subscribe to The Dental A-Team podcast Schedule a Practice Assessment Leave us a review Transcript: Kiera Dent (00:00) Hello, Dental A Team listeners. This is Kiera and I hope you are having an amazing day. I hope it's an epic day. I hope you're loving your life. I hope you're having just so much fun. ⁓ I love dentistry. I love podcasting. I love connecting with so many of you. I just met people this week that are Dental A Team fanatics and it's always fun. And it's funny on calls when I get to chat with you in real life, people are like, Kiera, you sound just like you do on the podcast. And I'm like, that's great because guess what? It is me.   So I am so excited to podcast with you guys today. Welcome. If you're new to Dental A Team podcast. Hello, I'm Kiera Dent. Dent really is my last name. And it's because I love all things dental. ⁓ I love my husband, even though he's not a dentist. ⁓ I love, I just love life. I love helping people. We had a, in our consulting, we have what we call our doctor mastermind. It's a doctor only mastermind and it's on ⁓ Tuesday, the first Tuesday of the month. And we call it Think Tank Tuesday for our doctor mastermind.   We had all of our doctors there this week and we had several doctors come. It was just a really, really fun time. And as I was sitting there, I tell everybody that this think tank is supposed to feel like you're sitting in my living room, hanging out with me. We're all just here having like a good time. I love to see there's one doctor pushing her daughter on a swing. There was another doctor making dinner. There's another doctor sitting at the office, another doctor driving home.   It truly is a like, let your hair down, come be, let's come hang out, let's all be together, let's all work together. Cause honestly, dentistry can be super hard and challenging. And ⁓ as I walked away from that, we were talking about the life cycle of a business and people were just talking about where they were and here's where I am and how do I get to the next phase of my business? What are some easy moves? And it was crazy because it's actually not that hard to move from one part of the business to the next part. ⁓ A lot of times it's just having somebody pointed out to you.   ⁓ giving you the confidence that you can do that. ⁓ And then having a group of people around you that are just like you. And as I walked out of that meeting and that just fun hangout time, there's always Kiera's after party, which is not recorded. It is Kiera unfiltered. I just thought, I'm so blessed to get to know these human beings, these people that we get to work alongside with, that we get to collaborate with. I get to see them go through all the phases of business from where they were to where they are.   working with us, get to see their production increase, I get to see their ROI ⁓ tenfold, I get to see how happy they are in life, I get to see when they were once stressed to where now they're exuberant and happy and fulfilled and that is why Dental A Team exists. That is why the podcast exists is because I want all of you to feel like you have ⁓ someone in your corner, someone who is rooting for you, someone who has answers where you feel like there are none, someone who sees the path more clearly than you can.   someone who's created a community of like-minded doctors that are either where you are or have been where you are and can help you get to the next step. We have doctors who mentor each other. have ⁓ masterminds in person. have where we come to your practice. So if you're listening to this podcast and you're feeling like, gosh, I just don't even know what to do. The answer is there's actually always the what's next to do. There's always somebody who can help you. It's just you having the courage to book the call to   ⁓ invest in your practice in yourself and decide that you're worth having the life and the practice that you know, you're capable of having. And so if that resonates with you, reach out, come join our doctor mastermind, come meet us in person, come hang out with me in real life. I would love to have you be a part of it. ⁓ my mission truly is to change people's lives. and that's luckily I get this amazing platform of dentistry. So, reach out, Hello@TheDentalATeam.com because honestly, I believe that it is so fun and so powerful. ⁓   to go from that. And so I teased out a little bit of a life cycle of a business. This came from Tony Robbins. I really love Tony. I love a lot of things that he teaches and ⁓ there's a lot of wisdom. so just to kind of to take this on for the podcast today, I feel like, hey, we talked about this in our Dr. Mastermind, but I think it'd be very beneficial for all of you to hear. And this is my adaptation of it to take it to dental offices and kind of then giving you some of the things that I see in a practice so you can kind of understand.   But basically we have kind of like think about the life cycle of human beings. It's where we start out as infancy. We're born into this world and then we're infants and then we're toddlers. And then we go into this like middle life, like middle school. And then we go into high school and then we go into young adults. So college or young adult. Then we go into maturity or our prime of our life. Then we go into this kind of midlife evaluation. That's right before we retire. Then we go into aging. Then we go into institutionalization and then we go to death.   So we think about how people go around and it's interesting because there could be say a 25 year old, 30 year old, 40 year old who actually could be on the aging path even though their age is not where you would think that they would be. And so the idea of this is to kind of look to see based on like a life cycle of us where your business is and what maybe is like the pain point. So when we look at a business and we look at like children, so an infant,   They're screaming, right? They're screaming all the time. Yes, they're alive. Yes, they're there, but they're screaming and they're hungry and they don't know how to make money and they always have all these problems and it just feels like it's problem after problem after problem. That's like when you first start a business and it is chaos and it is exuberant and it is blissful and it is terrifying. Like Tiff and I were actually joking about it when we were on our doctor mastermind and we were talking about how like Dental A Team when it was in its infancy stage.   I literally was paying Tiffanie via Venmo. I did not have any payroll set up. I don't know why Tiff stayed with me. So Spiffy Tiffy shout out to her today. ⁓ But I really truly was such a naive business owner. I did not have protocols. I did not have a lawyer. I didn't have HR. I just said, I want to be here in this world and put something together, but no processes, no systems. It was screaming mayhem all the time. And then you go from that infancy stage to toddler, right? Toddlers, they can sleep through the night.   They're more independent. They can reason on certain things, but they're not this middle schooler, right? ⁓ And so when we look at that toddler that like they're going to elementary school, they're kind of in that middle stage. This is now where a business has elevated. It's not like paying people via Venmo, ⁓ but you still don't have the cash flow to be able to hire great people. It's still this like very new. You probably have one or two people. Practices that are in this realm are more the   the startup phase. So startup is like your very infancy, whether you're buying it or if it's a scratch start or you already have it. But it's kind of that screaming and then you move into toddler where like we can afford like one or two people on our team. but maybe we're moonlighting at another practice. cash flow is not consistent. ⁓ Systems and processes are not in place. And it's really just in this like delicate, but more stable, like we're like, okay, we're not we're not gonna go broke.   We know we can kind of handle, but at the same time, cashflow is not there. Then you move into middle school and you think about a middle schooler. This is where like we're starting to hit production. We can kind of have a few team members in there. We kind of maybe have a little bit of money, but not quite. ⁓ And we're starting to get a little more established, but we're like very gangly. We're very awkward. ⁓ We're doing the dentistry, but we're still, we're still not quite making it. And so from there, when we move from there,   You didn't go into a teenager and you think about a teenager, they think they know what they're doing. They've got the keys to the car. And this is where you've got money, but you're blowing through it because you have no systems, no processes. Like you are mayhem. Like you're making the money, but you're not keeping the money. And you're running on all four cylinders. But it's just chaos. It's wild. There's a frenzy. There's an excitement. And I think when Dental A Team was in that phase,   We had a little bit of money and so we were hiring people, but we didn't have quite enough money so we're not hiring experts quite yet. And you can just feel there's like this teenage energy and ⁓ then you move into like young adult and young adults were like perfect. The company is making money. We're able to hire more experienced people. So like we can bring on an office manager. We can bring on a better hygienist. We can have more things in place. And then we go into this like maturity and maturity and prime are where we're.   Profitable, we've got the production, we've got the systems in place. have a leadership team that's running the practice. It's not all dependent upon the dentist or one or two people. We've got the systems in place, we've got the profit in place, we've got the production in place. And a lot of times that happens when people are in this maturity or this prime, they're hanging out right there. What they often do is this is when they wanna buy another practice. Sometimes they even wanna buy a practice when they're in toddler, teenager, or like that college mid-year. But they're really just...   this is when they do it. And what happens is when you buy a practice or you expand your practice or you any of the phases, then you actually like usually kick yourself down and you go back to either toddler or maybe middle schooler or high schooler and your business like re re fumbles. There was a practice that I was working with and they're like, Kiera, we have this great opportunity. I worked with them for a year and we got everything set. The doctor was like, I'm tired of having to run it all. So they were like kind of in that   probably more at that mid year, they were probably college age. So the practice was great. They were profitable, but the doctor was still doing everything. And the doctor was just like, I don't want to do this anymore. I need you to train my team. I need you to train all the people so that way I can just come be a dentist and truly own my business, which kicks you into that maturity and prime. So we worked together. We were able to train the team. We were able to train the doctor. We did leadership training. We trained the whole team. We put systems into place that they didn't realize. And the doctor like literally we got them into prime like   It was incredible. It took us about a year to get them there. And they're like, Kiera, it's great. Cause I was thinking like, we're wrapped up. put a bow on this. I'm super excited for you guys. And the doctor was like, Kiera, guess what? There's this awesome opportunity for another practice. Do you think we should buy it? And I tell you, when people get into this like prime, like they're in it, they've, they've, they reached the mountain. They're like, we should buy another practice. And I was like, well, so here's the deal.   your kids have gone off to college. That's where your practice is right now. Like you're sitting here, you're very happy, you're very comfortable. Life is very easy for you. And buying another practice is going to be literally bringing on a screaming brand new, like brand brand new infant baby. Do you want to do that? And the doctor was like, that's a good point. ⁓ Let me think about that. And they're like, here, the deal is just too good of a deal. And honestly, if I was in their shoes, I would have done the same thing. The practice was truly a, you should take it and do it.   And then what happened, we flew all the way back down into toddler. Like we didn't go quite back to infancy, but oh my gosh, like the practices started screaming and both practices started struggling. And all these little pieces came up because we went from having this mature, we're in prime, our life is really easy to bringing on this screaming baby. And all of a sudden everything started jostling, the leadership team got jostly. We were bringing in different partners and lo and behold, two, three years later, we finally now gotten the practices.   they're right around teenager, maybe young adult for both locations and guess what they want to do? You guess it, they want to buy another practice. And this tends to be the cycle of dentistry. ⁓ Or what actually can happen is we go from prime and then we actually can go into midlife evaluation. And what happens here is when doctors are considering like, do I want to sell? Do I want to keep sitting in the chair? Maybe we're ⁓ not, not purposely, but maybe we are not diagnosing as much as we used to. Maybe we don't want to go to the CEs. Maybe we don't want to do all these other pieces. And you start to get into this midlife. And if you're not careful and you don't   get the CE or get a younger associate or whatever it is to kick you back over or bring in different team members, you can actually then fall into aging and become this aging practice that ⁓ if you're not careful, will actually die off. ⁓ And that's what we call sleeping practices. New grads love to buy aging practices, but then what can also happen is your team members might also be at a different space on the life cycle than you are. So sometimes when you inherit this sleeping practice as a new owner, well, you might.   inherit a team that also is maybe a little bit sleepy too where they're like I'm on my way to retirement, I don't want to be putting in all this new technology, I don't want to do all this software, I don't want to do all these changes or that team might be like sweet and they got kicked back just like someone in their 50s can be like you know I'm gonna go run a marathon and they kick them back into that maturity, that prime or they're in their 60s or they're 65 like my mom she went back to college, my mom was on her path to aging and she went back to college later on in life, she became   She got her master's degree and she started working a job. You better believe that pushed her all the way back over into like teenager. Like she had no clue what she was doing, but she flipped herself back over and, and added more of that energy back into her life. And so all of us, what I was trying to explain through all this is just because you're at one space in the life cycle does not mean that you're forever on the trajectory up and over the curve. It's like a bell curve. ⁓ what we're trying to aim for on whichever side of the bell curve, whether we're on the young toddler or we're on the more aging headed towards institutional.   is our goal is to keep our businesses keep pivoting towards that prime, that maturity, that middle spot where the business is running without us, it's profitable, we're able to have all the time, the work-life balance that we wanna have. And so when you're looking at this, the questions are one, where are you personally on the life cycle of the business and yourself? Are you a new owner? Are you a seasoned owner? Where do you fall on that? Where is your practice through all this?   And then where is your team through all of this? And then assessing based on all those factors, what needs to happen to get you closer to that like middle section where we were striving for that's the prime and where is it? And what do you need to do to get back there? So a couple of scenarios were like a doctor is struggling, they're exhausted, they're burnt out, they're doing all the work and like, what should they be doing? They're producing well, they've got hygienists there, but they're exhausted. They're working like five days a week, just exhausted.   Like what can this person do? And so the questions are, where is this person on the life cycle? This person could be in teenager where they're just exhausted because they're doing it all. They also could be over on midlife evaluation where they're doing it all. Both can actually be true, depending upon the practice and where they're at. And there is no science to this. like, okay, if you have XYZ, then you fall here. Like this is more for you to assess. ⁓ And when I look at this and I think about it, ⁓ options for this practice are hiring an associate would be amazing. That would kick them into prime.   It will also kick them down into the screaming if they don't have the systems in place. But what it will do is it will add some energy. You could also add in team members and no more than you do because you've got the money, you've got the flow. You could bring on a consultant that can help you get to the next level. You could actually add on extra days. You don't have to necessarily work it, but it's what can I do to get myself to this prime where I'm profitable? I'm producing what I want. I'm working the hours that I want. I'm innovating the practice. My team is aligned. My team is running the practice. I'm not staying here.   till super, super late every single night. I have my family life that's ideal for me. That's what we're aiming for. That's what we're striving for in consulting and working with our clients. This is what I obsessed about is how can we get more clients to their sweet spot? That's when I say like living their dream life when I walk it and I see people that have gotten there. That's what I mean by this, like maturity, this prime. Like I remember my CPA told me ⁓ once he said, Kiera, it actually gets a lot easier later on in life. He's like, because   then like you bought the house, you bought the cars, like whatever it is that you were striving for, and then money becomes easier. And I was like, you are a liar. There's no way this is gonna happen. And then you meet people and they really are there and they're comfortable and they walk with ease. And there's just this like, I don't know this calm about them, but they're still very energetic. They still have a lot of things that they wanted to, but I think the frantic energy of the young or the exhausted energy of the aging doesn't exist.   It's more this centered calm, knowing, doing things on purpose and intentional rather than reactionary. It's a very, very different space. And so like that's our obsession is getting offices to that space. And so for you to assess and to diagnose, where are you? And what's fascinating to me that I often find is sometimes the dentist is actually the problem. There was a dentist that I was chatting with and this doctor refuses to delegate. And I'm like, so great. You've actually accidentally pushed your practice into almost aging.   because you're not willing to delegate. And then also you're not willing to hire people that are smarter and more equipped. You're sitting here having very inexperienced team members that don't know what they're doing, making lots of mistakes. So therefore you don't trust anybody because you haven't spent the money to hire the people that you need to hire to bring in that energy and that structure and that leadership. Instead, you're trying to do it all yourself plus be the dentist. Like you have actually not like kept yourself younger. You've actually   aged your practice accidentally to where if you're not careful, it will actually age and deteriorate into death. And so I think also being self-aware of where you are, ⁓ I think being cognitive and what's really awesome is once you know where you are, once you know where your team is, once you know where your business is, then instantly the diagnosis becomes very easy of what you need to do and what the next step is. But I think oftentimes easy and doing are not the same thing.   I think oftentimes we say, my gosh, this is so easy, but that doesn't mean that I want to do it or that I'm going to do it or that I'm going to follow through on it. I think so many times people get stuck and they're just like, either A, I'm not willing to accept what I need to do or B, I don't know what I need to do or C, I'm not willing to acknowledge what I know I need to do and actually do it. And so if I look at all of this, I think this is a fun assessment for you to look to see like what, where am I on the life cycle of the business? What do I need to do to progress to the next level?   And am I willing to do that? Or do I need somebody to push me along? I will say sitting in a business myself, I have hired different people. I have realized when the business has outgrown me, we just had a meeting with our team and I said, guys, like the great news is we have grown, we've evolved and our mission is to positively impact the world of dentistry in the greatest way possible and to serve more offices. And I can't do that with the knowledge that I have today. I need someone smarter than me that knows how to run systems on a different level.   I can do it for dental offices all day long, but a corporate business that's evolving, I don't know how to do that. Do I know how to like program HubSpot? The answer is a hard pass. No, I do not even know what that thing should do. I've never worked in an industry that's done that. I need someone smarter than me. And so we bring those people in and what's beautiful is it's scary and it's daunting, but it is magical because I know that this is the next phase to get us to where we actually want to go and to be in those optimal spaces.   Again, you're not always on the upward path we're always working towards and certain decisions will actually push us back down. Sometimes personal decisions, sometimes business decisions, sometimes things outside of our control, like we lose key team members or we have unexpected life events. Those can move us in this space a lot differently. So really it's a matter of where are we today and where do we want to be and how can we get closer to that destination today? And that's something I love. And hopefully today you took an assessment on yourself. Hopefully you diagnosed where you were.   And hopefully you realize that the answer is not too far away from where you want it to be. Or maybe you're like, Kiera, I absolutely don't know. Well, great. Reach out. Hello@TheDentalATeam.com or go to our website, TheDentalATeam.com. Click on the book of call. And I will definitely happily chat with you and help you see where are you at and what's your next step and how we, or you can do it on your own can help you. But the answer is you're worth it. You deserve it. You deserve to be in that maturity prime optimized space of your life where there's calm, not chaos, where there's fun and joy rather than.   ⁓ the worry all the time. And again, no stage is permanent. None of them are. Everything is temporary. Everything only lasts for so long, but it's how can we make it last longer in the space we want to be rather than it deteriorating or not accelerating or crushing us before it even has a chance to begin. And that's something that I really love doing. So if we can help you at all, reach out Hello@TheDentalATeam.com. ⁓   Definitely so obsessed with making sure that you as a human being are taken care of, that you feel like there's someone championing for you and helping you out and making sure that you are taken care of. So reach out. ⁓ And if not, make sure you assess where you are and be committed to taking the next step. Great things truly never come from comfort zones. So get off that comfort zone, push yourself to the next level and know that ⁓ patience, teams, your life, your family, all of that's worth it. And you.   especially are worth it. And as always guys, I just adore you. I hope you have an amazing day today. And as always, thanks for listening and I'll catch you next time on the Dental A Team Podcast.  

In this episode, Jenna interviews Woodson Martin, CEO of OutSystems, about how AI only really assists with a portion of the software development life cycle.They discuss:The areas that will still require a human touchThe evolution of the developer role and how success should be measured differentlyThe bottlenecks that still exist even with AI-assisted coding

Attorney Todd Marquardt brings you insightful topics every Saturday morning, but he's not stopping there! Join Todd every Sunday afternoon at 4:30pm for a special bonus segment! He addresses trending and specific topics in more detail with a professional perspective. So what are you waiting for? Discover your hidden legal blind spots by listening to all the impactful Talk Law content every weekend! The mission of Talk Law Radio is to help you discover your legal issue blind spots by listening to me talk about the law on the radio. The state bar of Texas is the state agency that governs attorney law licenses. The State Bar wants attorneys to inform the public about the law but does not want us to attempt to solve your individual legal problems upon the basis of general information. Instead, contact an attorney like Todd A. Marquardt at Marquardt Law Firm, P.C. to discuss your specific facts and circumstances of your unique situation. www.TalkLawRadio.com Join Todd Marquardt every week for exciting law talk on Talk Law Radio!See omnystudio.com/listener for privacy information.

In this episode, host Ellie Woodacre interviews the editor of the cluster ‘Diplomacy as Performative Politics in the Early Modern Courts', as featured in the December 2025 issue of the Royal Studies Journal (issue 12.2). We discuss the inspiration behind this theme and delve into the contents of the cluster and its original and innovative approach to early modern diplomacy, rulership and courts. Guest Bio/Info:Dr Kristen Vitale Engel is an early modern historian who specializes in the early Tudor state, performative politics, and late medieval and early modern European court culture. She successfully defended her doctoral dissertation (thesis), titled “Henrician Spectacle: Courtly Festivity as Performative Politics in Early Tudor England, 1485-1533” in April 2025 at the University of Connecticut. She is a Visiting Assistant Professor of History in the School of Graduate, Online and Continuing Education at Fitchburg State University. Kristen is the Submissions Editor for the Royal Studies Journal, the Editor-in-Chief of “The Court Observer” for the Society of Court Studies, the International Ambassador (US) for HistoryLab+ in partnership with the Institute of Historical Research, a podcast host for the “Early Modern History” channel on the New Books Network, and an Associate Fellow of the Royal Historical Society. Forthcoming publication of interest: “The Performance of Power Relations: Early Henrician Courtly Dance,” in eds., Janet Dickinson and Diana Lucia Gomez-Chacon, The Embodied Court in the Premodern World; Understanding the Physicality, Performativity and Lifecycle of Bodies at Court in Europe and Beyond, 1400-1800, in series Courts and Courtiers in a Global Context Comparative Approaches to the Study of the Mechanisms and Personalities of Pre-Modern Court Cultures, vol. 4, Brepols, 2026. Follow Kristen on  X: @kristenmvitale

In episode 2 of Bikes: Unaffiliated, Jason Schroeder, Lars Sternberg and Shawn Spomer discuss the evolution of mountain bike technology, focusing on the durability of bikes and components. They explore the expectations riders have for bike longevity, and the importance of community feedback in shaping technology. The conversation also touches on maintenance practices and the balance between cost, weight, and durability in bike design. They delve into the evolution of mountain biking, focusing on suspension setups, the impact of e-bikes on component durability, and the importance of understanding rider skill levels. The crew discusses the challenges of navigating suspension adjustments, the significance of bearing technology, and the lifecycle of bike components. They also dissect where to spend money when building a durable bike.Chapters00:00 Introduction, What's In/What's Out14:10 The Evolution of Mountain Biking Gear18:28 Tires and Tubeless Technology: A Game Changer23:43 The Balance of Durability and Performance29:00 Expectations on Bike Longevity34:05 The Future of Mountain Bike Technology45:20 Dynamic Forks and Rider Preferences48:23 Sensitivity to Suspension Setup51:27 Skill Levels and Equipment Accessibility52:16 Understanding Compression and Adjustments54:29 E-Bikes and Durability Challenges58:17 Headset Issues and Innovations01:03:36 Durability in High-End Bikes01:12:14 E-Bike Technology and Future Considerations01:17:38 Understanding Bike Longevity and Maintenance01:19:41 Investing in Bike Parts for Durability01:22:51 Building a Bike: Prioritizing Components01:26:01 Injury and Its Impact on Riding01:26:10 Choosing the Right Bike and Brand01:29:40 The Lifecycle of Bike Parts and Consumer Expectations01:36:49 Engaging with the Cycling Community

Lords: * Hallie * Peter * https://www.paschaefer.com/ Topics: * Do you know where all your things are? * How education doesn't melt * Bebop Bytes Back * Augustus Gloop by Roald Dahl * https://allpoetry.com/-Augustus-Gloop...- Microtopics: * The Directrix of Cybernetic Security. * Unity licensing from Unity as Unity. * Fantasy Book of the Month. (FBOM) * Part zombie, part ghost. * Accidentally GenMoing your WriMo. * A house with a bunch of your things in it, and they're everywhere. * Knowing someone who knows how to find things and knowing someone who knows where things are. * Knowing where to put something because it's where you first thought to look for it. * A person who itches when they see somebody not using a switch statement. * Having been gradually removing yourself from social media since back when Twitter was Twitter. * Back when you could get out of a chair without grunting. * Getting the whooping cough and coughing your disc out. (And you're in your twenties.) * Whether your dad named you after the murderous robot in 2001. * Seeing your students cheating poorly and teaching them how to do it well. * Scaffolding it pedagogically. * Big boat: hard turn. * How do we get education to exhibit swarm behavior? * A brand new exciting way to be bummed. * Education by Panopticon. * LLMs exposing how much of people's jobs and education are bullshit busywork. * When does the salt jump? * Putting together the 50s and then putting together the tens and then putting together the fours. * The simplest shallowest version of active listening that exists. * Doritos hacking the learning loop. * Continually finding new opiates of the masses. * Typing hex opcodes into the Beboputer. * An effective educational tool that has never been less appealing to the youth it's targeted at. * Steve Jobs coming out of his grave and slitting your throat if you install a programming tool on your iPhone. * Making the sun wink and realizing that this is the rest of your life. * Deescalating your LLM partner when it has an anxiety attack. * Your Socratic Oxford Don persona. * The Life Cycle of Software Objects. * There is a mistake, and it is being overcome. * Steps you can take to avoid Godzilla coming back and nature reclaiming the earth. * A poem written by a beloved children's author who absolutely loathes fat people. * Whether the terrible children in Charlie and the Chocolate Factory are all based on people that Roald Dahl knew. * SwitchBitch, Roald Dahl's famous Typescript library. * Making sure your weirdness is a kindness. * Roald Dahl: boy did he do the stuff. * Penning The Twits in an effort to "do something against beards." * Why Stephen King? * The Dollar Babies. * Whether Stephen King is still on MySpace. * Walking down the road and hearing Stephen King yelling at cloud. * The Dave Barry game jam. * Going into the sewer and solving puzzle platformer problems. * Group hug vs. forming a blob. * Tube Hippo is back! * The game engine sorting hat. * Coming out of character to talk about Inform 7. * The year that you fucked around with interactive fiction but never shipped anything. * Presuming that interactive fiction has continued to be great even after you stopped playing. * Choosing Twine over Inform 7 because of your absolutely enormous forelimbs. * LLMs as an extremely fancy Tarot deck.

The global superyacht sector has officially surged past €50B, driven by explosive growth in new builds, refit, charter, technology, crew, and the global supply chain. In this week's episode of Yachting Unplugged, Kim Sweers The Boat Boss delivers the most comprehensive roundup of the year. From a record-breaking METS Trade Show to multi-million-euro refit activity at Damen Yachting, CEO shifts across major brands, breakthrough new flagship yachts, and the rise of electric supercats — this episode defines where the industry is heading in 2026 and beyond. ⛓️ What's Inside This Episode

In this episode of Plan Sea, hosts Anna Madlener and Wil Burns sit down with Dr. Phil Renforth and Dr. Mijndert Van der Spek of Heriot-Watt University to unpack their newly published, harmonized framework for evaluating the viability of ocean alkalinity enhancement (OAE) pathways. Moving beyond lab-scale assumptions, their approach integrates techno-economic analysis (TEA) and lifecycle assessment  (LCA) to allow the exploration of 54 known OAE variations and how they perform under future, decarbonized energy scenarios. The conversation highlights why real-world data, a cleaner energy grid, and feasibility assessments are important for determining which OAE pathways will deliver results in global scale carbon removal. With any emerging solution, both feasibility and cost must be effectively evaluated. Renforth and Van der Spek combine two essential lenses – techno-economic analysis (TEA) and lifecycle assessment (LCA) – to build a comprehensive picture of OAE's real potential. TEA determines if a pathway is economically viable and scalable, while LCA screens for its full environmental impacts, not only if it is net-negative, but also whether it engages in “burden shifting,” or solving one problem while creating another. Operating far beyond “carbon balancing,” LCA works across a range of categories, from greenhouse gas emissions to terrestrial and marine acidification, resource use, and pollution. Together, the two tools are meant to provide a level of quantification for decision-makers investigating the viability of any CDR approach. In looking at the framework, Dr. Renforth and Dr. Van der Spek began by introducing  the framework's structure through a case study of BPMD and its functionality as OAE technology. Rather than offering predictions, the framework helps to show how different technologies perform under current assumptions. This means the framework should not be viewed as forecasting long-term outcomes on its own, but instead as a tool to see how each pathway changes. While these tools are powerful, they are incomplete and alongside rigorous research into the broader social, regulatory, and ethical implications of each potential pathway. For example, LCA aims to measure global stressors by normalizing impacts, but it does not have the ability to detect localized effects. This highlights that any comparison drawn from the framework must be paired with site-specific environmental assessments. Together, these layers of analysis provide a more realistic understanding of where OAE pathways may be within reach. Join us as we dive deeper into this framework and how it aims to spur further evaluation and innovation in OAE by listening to the episode above! Subscribe on your preferred podcast platform and find the entire series here. ACRONYMS / CONCEPTS:CDR: Carbon Dioxide RemovalOAE: ocean alkalinity enhancement TEA: Techno-Economic AnalysisLCA: Lifecycle AssessmentBPMED: Bipolar Membrane ElectrodialysisPlan Sea is a semi-weekly podcast exploring ocean-based climate solutions, brought to you by the Carbon to Sea Initiative & the American University Institute for Responsible Carbon Removal.

This month, we read stories about AI.• ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Weird (ed. Ann & Jeff VanderMeer)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠• ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Dangerous Visions (ed. Harlan Ellison)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠The Complete John Silence (by Algernon Blackwood)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Patreon (Free Bonus Episodes)⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ • Email us at genrepodcast@gmail.com

Today on the show I get to chat with Amanda Marlowe! She guides thoughtful art experiences that ask kids life's big questions. She develops curriculum for nature non-profits schools, museums, and businesses. Amanda holds a BSA in Philosophy and Education from Skidmore College and is currently writing a children's book on death. Her business, Eco Art, is a thoughtful art experience on sustainability and impermanence for kids. A trash art offering designed to interact with the byproduct of creation. All bits and bobs upcycled. Materials supplied, though feel free to byot (bring your own trash)!Amanda shares how and why she began to work with children through the medium of upcycled art. It began really out of her own processing of her birth mother's death and a curiosity about what to do with her belongings. Our conversation touches on themes of grief, loss, letting go, and cycles of life. She also works with children who have lost a loved one, and works with a team of folks at Roula's Kids to support them through their grieving process. It feels important to mention that during our conversation, something opens up for me, and the tears began to flow. We left unresolved her resistance to the label artist, and are still unpacking what to do with the "shoulds" that surface from time to time. Clearly there's more for us to talk about. I could listen to her share her creative ideas for what to do with leftover toys and arts supplies for hours and am excited to try my hand at making paper!You can find her Mondays at CCE, High Meadow School and contact her for your kiddos special event or if you have items you think she might enjoy transforming with her clients. (Multiples greatly appreciated!)Today's show was engineered by Ian Seda from Radiokingston.org.Our show music is from Shana Falana!Feel free to email me, say hello: she@iwantwhatshehas.org** Please: SUBSCRIBE to the pod and leave a REVIEW wherever you are listening, it helps other users FIND IThttp://iwantwhatshehas.org/podcastITUNES | SPOTIFYITUNES: https://itunes.apple.com/us/podcast/i-want-what-she-has/id1451648361?mt=2SPOTIFY:https://open.spotify.com/show/77pmJwS2q9vTywz7Uhiyff?si=G2eYCjLjT3KltgdfA6XXCAFollow:INSTAGRAM * https://www.instagram.com/iwantwhatshehaspodcast/FACEBOOK * https://www.facebook.com/iwantwhatshehaspodcast

What started with a "stir crazy" chef armed with a nutri bullet during lockdown is now an award winning company looking to tackle a major element of the country's food waste problem. Rescued Kitchen is aiming to cut down on one food that's commonly ending up in the bin - bread - which it is turning back into the very flour it was made from. This week it was revealed Kiwis are wasting over one million tonnes of food each year. While the business is currently only able to make a small dent in this number, a major upscalling operation means they're hoping to eventually take a mighty slice out of the country's food waste. Evie Richardson reports.

Caviar. Is there any word — or food — that more quickly conjures up associations of luxury and opulence? But caviar isn't just a thing to serve on the yacht you don't own, caviar has a rich history. Once a snack only for Russian oligarchs, today it is found in more places and likely on potato chips. Eli talks with Sarah Mayo for a deep dive into the history of global caviar production; the ways in which the modern market is shaping consumption; and the endangered status of the fish responsible for this exotic dish. We Want to Hear from You!Have a topic, craft category, or craft company you'd like to see us cover? Email us here to share those or any other thoughts you have about CRAFTED.RELATED LINKS:Blister Craft CollectiveBecome a BLISTER+ MemberBlack River CaviarBLISTER NEWSLETTER:Get It & Our Weekly Gear GiveawaysTOPICS & TIMES:History of Caviar (2:53)The Production Process (14:30)The Market for Caviar (17:57)Soviet Caviar (24:58)China's Influence (30:38)Sturgeon, Illegal Fishing, & Hybrid Products (32:13)Lifecycle of the Sturgeon (39:53)Grading Structure (49:51)Caviar & Wine (52:48)SEE OUR OTHER PODCASTS:Blister CinematicBikes & Big IdeasGEAR:30Blister Podcast Hosted on Acast. See acast.com/privacy for more information.

Episode Summary: In this episode, Ed sits down with industry leader Kris Butterfield Cance to explore one of the most urgent challenges facing private clubs today: generational transition. From outdated bylaws to evolving member expectations, Kris breaks down what clubs must rethink if they want to stay relevant and financially healthy in the next decade. She shares practical examples from her work at Bethesda Country Club and La Cumbre Country Club, offering a front-row view of what successful evolution looks like. This conversation is a candid, realistic look at how clubs can honor legacy while creating space for the future. Key Moments: 3:20 — Why Kris wrote her Boardroom Magazine piece Kris explains the conversations and frustrations she heard at PCMA that inspired her to address generational stagnation head-on. 5:15 — What younger generations actually want from clubs From flexible programming to redefining tradition, Kris breaks down what Gen X, Y, and Z members value in club experiences. 7:55 — Balancing legacy expectations with modern needs Ed and Kris discuss how clubs can preserve tradition while adapting formats, events, and amenities. 10:05 — Community as the real differentiator A look at why everyday experiences—card rooms, family zones, outdoor gathering spaces—matter more than once-a-year blowout events. 12:25 — The financial urgency behind generational transition Kris and Ed dive into wait lists, initiation fee trends, and the wealth transfer that will shape clubs through 2045. 14:10 — How one traditional club successfully modernized Kris shares the transformation at Bethesda and how they rebalanced their member demographic. 17:50 — The importance of board clarity: mission, vision, values Kris explains why cultural alignment must start in the boardroom and how clubs can implement practical systems. 22:20 — Transparency without oversharing They unpack the difference between healthy transparency and giving members unnecessary or harmful detail. 26:55 — What data reveals about actual member behavior Kris explains how usage patterns—not just event attendance—should inform decision-making. 31:00 — Should younger families "skip the line"? Kris addresses the controversial question of whether clubs should prioritize young applicants over older prospects. 34:40 — Final takeaway: Relevance over replacement Kris closes with the core truth: clubs don't need to choose one generation over another; they need to stay relevant to all.

This episode continues the practical series on the Inner Villain system by breaking down how to communicate with each villain type. Kristina and Anna pull from real life, therapy, and relationship work to translate a complex shadow-work system into clear tools you can use with partners, friends, coworkers, and family.Before the communication section, the episode also covers:• Purpose vs meaning• Why your purpose isn't defined by you• How creation works when it's not about control• A new metaphor for the 9 Villains as phases in the lifecycle of a flowering plant• Why people “get stuck” in certain villain phases• What it means to grow in order vs out of orderEPISODE BREAKDOWN00:00 — Opening & Check-InKristina and Anna reconnect after a break from recording.They talk somatic healing, practical implementation struggles, and the tension between “etheric narrative work” and real-life applicability.05:00 — Purpose vs MeaningAnna shares insights from her Kabbalah class:• Meaning is personal interpretation.• Purpose is assigned externally (source, God, universe).• You don't get to define your purpose. Others and life events reveal it.Kristina connects this to Viktor Frankl, creation without attachment, and Buckminster Fuller's idea that purpose arrives at a perpendicular angle to your intentions.13:00 — BREAKTHROUGH DREAM: The 9 Villains as the Life Cycle of a Flowering PlantKristina shares a liminal-space dream that reframed the entire Villain System through the natural growth stages of a plant.A concise map:Obedient Critic — Seed. Rules, inherited limitations, instruction set.Vengeful Martyr — Cotyledon (baby leaves). Self-generated energy. Doing everything alone.Vain Controller — True leaves + root establishment. Channels, resources, trust.Eternal Child — Explosive growth, abundance, chaos.Evasive Expert — Balancing inputs. Regulating water/light.Divisive Immortal — Flowering. Death, risk, community, cross-pollination.Hungry Shapeshifter — Seed production. Creativity, potentiality.Righteous Bully — Seed release. Letting go. Not controlling outcomes.Invisible Destroyer — Desiccation / return to soil. Crone, surrender, dissolution.Use it to locate yourself. If you're “stuck,” look at the developmental stage you skipped.41:53 — PRACTICAL SECTION: COMMUNICATING WITH EACH VILLAINThis is the part listeners asked for. Clear, real-world communication strategies, conflict prevention tools, and repair patterns for each villain.1. The Obedient Critic (OC)Rule-set oriented, easily offended, perfectionistic, rigid.Preventive strategies:• Exchange rule-sets explicitly. Ask: “What does X mean to you?”• Agree on shared relationship rules or a “contract.”• Avoid assuming your interpretation matches theirs.• Overshare context up front to avoid catastrophic misinterpretation.During conflict:• Use permissive, soft entry language: “Could we try…?” “Maybe we consider…?”• Validate their meaning first: “I see how in your world this means X.”• Never say “You're wrong.” Reframe instead: “In my world, this means something different.”2. The Vengeful Martyr (VM)Energy-banker, does everything alone, keeps score, collapses into exhaustion.Preventive strategies:• Do not exploit their over-functioning.• Build real competence in the areas they normally shoulder alone.• Remove responsibility from them physically (take the kids out of the house, run point on meals, etc.).• Combine gratitude + competent action.During conflict / meltdown:• Open with: “I'm sorry I hurt your feelings.”• Listen. Don't defend. Don't reason.• Offer immediate relief from responsibility.• After they calm: reduce the systemic over-responsibility that created the blowup.3. The Vain Controller (VC)Status-driven, work-driven, image-driven, terrified of betrayal.Preventive strategies:• Avoid competition or one-upping.• Celebrate small vulnerability when they offer it.• Keep your promises. No exceptions.• Reward their hard work in tangible, visible ways.During conflict:• Acknowledge the breach directly: “I recognize I broke a promise here.”• Use “I will work harder” language.• Outline concrete steps you will take to restore trust.• Don't joke about their insecurities. They will not take it well.4. The Eternal Child (EC)Dream-logic, confabulation, entitlement, dramatic swings.Preventive strategies:• Set clear expectations + consequences. Consistency matters more than anything.• Bring in practicality without shaming their dream-side:“I love your vision. Let's anchor it with two practical steps.”• Give them structure, timelines, and follow-through.During conflict / tantrum:• Do not debate their story. It won't land.• Provide grounding: “I'm here. I'm not abandoning you.”• Hold consistent consequences afterward.• If they escalate to destructive behavior: remove yourself and hold the boundary firmly.ClosingNext week: Part 3, continuing through the remaining villains (Evasive Expert → Invisible Destroyer) with more scripts, tools, and examples.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

In this episode of the Shift AI Podcast, Court Lorenzini, the founding CEO of DocuSign and now founder of Founder Nexus, joins host Boaz Ashkenazy for a thought-provoking conversation about entrepreneurship, AI, and building a more balanced future for humanity. As a five-time entrepreneur who has experienced both spectacular success and instructive failure, Court brings a unique perspective on how artificial intelligence is fundamentally changing what it takes to build and scale companies today.From the isolation of the founder's journey to reimagining education systems for an AI-driven world, Court shares his vision for creating abundance rather than scarcity. The conversation explores how AI could be humanity's greatest tool for leveling the playing field, the importance of founder communities, and why we need to rethink our approach to work, purpose, and human dignity. If you're interested in understanding not just the business implications of AI but its profound societal impact, this episode offers invaluable insights from someone dedicated to helping founders succeed while building the future we all want to live in.Chapters[02:06] Court's Background and Entrepreneurial Journey[04:27] The First Paycheck and Worst Job Stories[07:34] Introducing Founder Nexus and the Founder's Journey[11:31] How AI is Changing Startup Requirements[14:04] The Challenge of Differentiation in the AI Era[17:11] The Lifecycle of Employment and Societal Impact[20:06] Rethinking Education for an AI Future[26:16] Dystopian vs Utopian AI Futures[30:25] What Court is Most Excited and Scared About[33:30] Creating Abundance Over ScarcityConnect with Court LorenziniLinkedIn: https://linkedin.com/in/court-lorenzini-333447/ Connect with Boaz AshkenazyLinkedIn: https://linkedin.com/in/boazashkenazy Email: info@shiftai.fm The Shift AI podcast is syndicated by Geekwire and produced by Crumpled Ink Media.

Meet Josh Larson, founder of Delta Rev, who helps seven-figure, appointment-based businesses turn their CRMs into full-funnel growth engines. In this episode, Josh breaks down how to capture every lead "from click to close," automate follow-up so no prospect is left behind, and nurture longer sales cycles without burning time. You'll hear how his audit process surfaces "leaks" in your revenue cycle, why organic content plus warm DM conversations convert, and how back-end workflows drive repeat business, higher lifetime value, and even enterprise value. Expect tangible ideas to cut no-shows, lift conversion rates, and—most importantly—buy back your time to focus on impact, family, and freedom.   

Seven-Lecture Series on Property Law Series Roadmaphttps://drive.google.com/file/d/1ceyxXw7KilPSTUMFf_Y8r6ktEzM_gm1Q/view?usp=sharingNavigating the Complex World of Real Estate Law: A Comprehensive GuideThe conversation delves into the complexities of property law, particularly focusing on the implications of selling the same property to multiple buyers and the critical role of recording acts in determining ownership rights.In the intricate world of real estate law, understanding the nuances of property transactions is crucial. This guide delves into the essential aspects of real estate law, providing a roadmap for tackling complex legal questions often encountered in law school finals or the bar exam.The Life Cycle of a Property Transaction: Every real estate transaction begins with a contract. Ensuring the contract is valid under the statute of frauds is the first hurdle. This requires a written agreement signed by the party to be charged. The contract must clearly identify the parties, describe the property, and state the essential terms, including price and intent.Title and Marketability: A critical aspect of property transactions is the quality of the title. The seller implicitly promises to deliver a marketable title, free from undisclosed encumbrances or defects. Buyers must conduct thorough title searches to uncover any potential issues before closing.Recording Acts and Priority: Understanding the recording acts is vital in determining priority in property disputes. The three main types—race, notice, and race-notice—dictate who prevails in a title race. Buyers must be aware of these statutes to protect their interests.Mortgages and Foreclosure: Mortgages are a common feature in property transactions, serving as security for loans. In the event of default, the foreclosure process can extinguish junior liens, emphasizing the importance of understanding priority rules and potential defenses.Zoning and Land Use Conflicts: Zoning laws regulate land use, but conflicts often arise between neighbors. Private nuisance claims and zoning violations are common issues that require careful legal analysis.Real estate law is a complex field that requires a structured approach to navigate effectively. By understanding the key concepts and legal principles, individuals can better manage property transactions and resolve disputes.Subscribe now to stay updated on the latest insights in real estate law.TakeawaysThe outcome of property disputes often hinges on state recording acts.Understanding the nuances of property law is essential for real estate professionals.Memorizing the different recording systems can significantly impact legal outcomes.The first buyer does not always have the legal advantage in property sales.Legal principles in property law can be counterintuitive and complex.Recording acts vary by jurisdiction, affecting property ownership.Real estate transactions require careful attention to legal details.The concept of 'title race' is crucial in property law discussions.Sellers must be aware of the legal implications of their transactions.Property law education is vital for anyone involved in real estate.property law, recording acts, title race, real estate, legal principles

The order-management lifecycle is ripe for automation — especially in the form of artificial intelligence.

One of the best parts of running this podcast is the chance to learn about aspects of the nuclear industry I know little about. Today's guest, the President and CEO of United Clean Up Oak Ridge, taught me all about remediating nuclear sites. UCOR, the DOE's contractor for the Oak Ridge Reservation, boasts an impressive suite of expertise and logistical acumen dedicated to turning over former Manhattan Project sites for civilian and government use. Ken broke down the steps of remediation and the heavy machinery needed (including robots!) to deliver on these projects. I really appreciated the beauty of his vision: remediating Manhattan project sites to spur the nuclear renaissance. This episode brought out the little kid in me. A huge thank you to Ken for making the time for our discussion. You can learn more about UCOR here. 

Time Stamps:00:00:00 Community Guest Intros00:05:00 BREAKING: Valve Has Re-Launched The Steam Machine, What Does THIS Mean To The Announced Xbox Magnus Plans?00:45:00 Playstation 5 ONLY In The Middle Of Its Life Cycle, NO PS6 Until 2029?01:30:00 Outros and Special Message to the Community

Host Dr. David Calfee speaks with Dr. Westyn Branch-Elliman, Dr. Rani Elwy, and Dr. Stephanie Stroever about their recent Infection Control & Hospital Epidemiology (ICHE) papers, “The life cycle of infection prevention and antimicrobial stewardship projects and interventions: The dynamic interplay of implementation and de-implementation science (Part I & II).” They discuss the role of deimplementation—removing or reducing low-value practices—in improving patient safety and care quality, how it complements implementation science, and real-world examples from diagnostic and antimicrobial stewardship. Links for this episode: Branch-Elliman, Westyn, David A. Chambers, Owen Albin, Lynne Batshon, Sandra Castejon-Ramirez, Vincent Chi-Chung Cheng, Nkechi Emetuche, et al. “The Life Cycle of Infection Prevention and Antimicrobial Stewardship Projects and Interventions: The Dynamic Interplay of Implementation and de-Implementation Science (Part I of II).” Infection Control & Hospital Epidemiology 46, no. 10 (2025): 961–72. https://doi.org/10.1017/ice.2025.75. Branch-Elliman, Westyn, Samira Reyes Dassum, Stephanie Stroever, Owen Albin, Lynne Batshon, Sandra Castejon-Ramirez, Vincent Chi-Chung Cheng, et al. “Leveraging De-Implementation Science to Promote Infection Prevention and Stewardship: A Roadmap and Practical Examples (Part II of II).” Infection Control & Hospital Epidemiology 46, no. 10 (2025): 973–83. https://doi.org/10.1017/ice.2025.76.

In a new episode of the OIES podcast, host Hasan Muslemani speaks with Mathieu Lucquiaud and Ryan Cownden about their groundbreaking research on how electricity from natural gas can achieve lifecycle emissions comparable to renewables – if paired with carbon capture and cleaner production practices. The discussion unpacks how upstream methane and CO₂ emissions can […] The post OIES Podcast – Lifecycle Emissions of Gas with CCS appeared first on Oxford Institute for Energy Studies.

The proven power of quantity and quality of digital imagery in the shopping journey is only going to increase in an era of agentic commerce. But meeting that moment requires a much more automated, scalable, and timely process for managing that product imagery lifecycle. Preet Singh, Founder and CEO at Imagine.io, is a strong advocate of the need to compress and combine the product development and imagery development processes to get products to market faster with all the imagery needed to inspire, convince, and convert for any use case and conversation.

Shabbat Teaching with Rabbi Rebecca Schatz at Temple Beth Am, Los Angeles, November 8, 2025. (Youtube/Zoom)

In this episode, we talk about the economic lifecycle in O'Fallon- how various sources of revenue impact property taxes and services offered within the city. All of this leading up to the kick off of the budget season in Q1 2026 (for a May 1, 2026 fiscal start). On the calendar: Tues, Nov 11 @ 11am Veterans' Day ceremony @ First Baptist Church Tues, Nov 11 @ 2pm VFW's Veterans' Day Parade Thurs Nov 27 11am-1:30pm OFallon Community Thanksgiving Meal (Free and welcome to ALL!) Sat Nov 29 @ 6pm Illuminated Holiday Parade Fri - Sunday Dec 5-7 OTHS Madrigal Feast Tues, Dec 9th @ 5-7pm Chamber's Annual Holiday Party Sat, Dec 13 @ 8am O'Fallon Police Dept's Breakfast with Santa Sat, Dec 13 4-8pm Home for the Holidays Vine Street Market    

Clinton Baptist Church

This is a free preview of a paid episode. To hear more, visit creativeonpurpose.substack.comFunnels are expensive and inefficient for purpose-driven solopreneurs. In this workshop preview, Scott Perry reviews the foundational principles behind Seth Godin's Unleash the Idea Virus and repurposes them as a framework for turning your Forever Offer into a sticky, sharable promise that spreads itself.This first segment (0:00–9:55) explores why funnels fail, what makes the Idea Virus approach so powerful, and how it connects to the Purpose-Driven Prosperity Operating System:* The Forever Offer (your core, repeatable promise)* The Be a Blessing Marketing Web (your organic client attraction network)* The Close the Gap Process (your system for continuous growth and refinement)If you're tired of the digital marketing hamster wheel, this is your invitation to build a business that fits and funds your ideal life.Listen & Learn (Free Preview)0:00 — Welcome + who this is for1:22 — The real problem with funnels2:20 — Why this framework matters4:05 — How the Purpose-Driven Prosperity OS connects to the Idea Virus6:05 — Forever Offer vs. Power Offer8:12 — Be a Blessing Marketing Web: the alternative to funnels9:45 — What comes next (teaser for the full workshop)Continue ListeningThe full episode includes the complete walkthrough of Seth Godin's seven Idea Virus levers—how to identify your hive, engage sneezers, package your idea, and extend its lifecycle for effortless spread. Inner Circle subscribers also get:* The Idea Virus Worksheet* Access to the Idea Virus Architect GPT* Bonus replay and notes (for Circle and Inner Circle members)Upgrade to keep listening and access all resourcesBecome a paid subscriber to Transcendent Solopreneurship for full workshop access, exclusive tools, and live coaching opportunities inside the Solopreneur Success Circle.In the Full Episode (Paid Subscribers Only)10:02 — The seven Idea Virus levers11:13 — Crafting your manifesto (10 words or fewer)13:03 — Identifying your hive and sneezers17:26 — Medium, smoothness, and velocity21:10 — Lifecycle strategy and permission layer31:14 — Client-attraction metrics and real-world results34:10 — Workshop wrap-up + access instructions

Send us a textWe question “zero emissions” labels, unpack Colorado's coal-to-gas reality, and explore why propane often outperforms grid-charged EVs on lifecycle emissions. Michael Baker joins to decode the shutdown, Clean Cities funding, and how to keep energy policy pragmatic.• Ride-and-drive insights on propane vehicles versus EVs• The Comanche coal plant's debt, timelines, and grid impact• Lifecycle versus tailpipe emissions clarity for fleets• Growth in demand from data centers and population• Gates's pivot to poverty and health over pure climate targets• Shutdown timelines, LIHEAP stakes, and travel impacts• Policy pendulum and durable strategies for propane• Clean Cities funding outlook and all-of-the-above approach• School bus wins and local chapter engagement• Zion's propane buses and an EV tow truck• Montana VW funds: 25% toward new propane vehiclesGet 25% of a new vehicle paid for by the Montana DEQ by getting rid of one of your diesel trucks and buying a propane-powered truck. That funding request ends December 4th.https://deq.mt.gov/energy/Programs/fuels

Hello Listeners,Welcome back to another episode by the Da Potato Sisters. This episode features Ms.Alysa from Polar Bears International and guess what...this week (from November 3-9) is polar bear week, so this episode is being released on an extra special week! Also check out the polar bear cams on explore.org if you want to see some cute polar bears and for more information about these bears, please check out https://polarbearsinternational.org. Also, if you want to reach out to us about experts we could interview or about topics involving nature and the environment you are interested in and want to talk about, reach out to us at dapotatosisters@gmail.com and check out our Instagram @dapotatosisters. Hope you enjoy this episode!!!-Da Potato SistersSources for this episode:National Geographic Kids. Weird But True! Shorts. National Geographic Kids,.The Polar Bears International. Habitat. The Polar Bears International.WWF. Paws and Claws: Polar Bear ‘Foundations'. WWF.National Geographic Kids. Polar Bear. National Geographic Kids.The Polar Bears International. Life Cycle. The Polar Bears International.WWF. Climate Change. WWF.Polar Bears International. Diet & Prey. Polar Bears International. 

Joe and Garrett dive into the ski construction cycle: why brands refresh models, what actually changes year to year, and how those updates affect the way you ski. We compare icons and their latest iterations (Nordica Enforcer, Elan Ripstick + Black Edition, Salomon QST, and Blizzard's Anomaly replacing Brahma/Bonafide) to show how companies balance “accessibility” with true top-end performance. Is it just the iPhone effect…or meaningful engineering? We break down shape tweaks, metal/wood layups, rocker profiles, and why tails that release easier don't mean “dumbed down.”We talk: How the update cadence works across top brands (and why it's surprisingly consistent)What “more forgiving” really means and when it's not a downgradeWhy mid-width, one-ski-quiver models dominate How the market pendulum swings from tanky, metal chargers to lighter, nimble all-mountain skis and where it's headed next00:00 Premieres + Big Night Live highlights 03:03 Upcoming premieres (TGR, Armada) 04:34 Main topic: ski construction cycle 05:15 Why brands update (“iPhone effect”) 06:51 Ripstick surge → market reacts 10:23 Enforcer refresh (more forgiving) 12:31 Are updates “dumbed down”? (No) 13:21 Bonafide → Anomaly: modern feel 16:36 Ripstick & QST get stronger 19:40 One-ski-quiver explained 26:15 Why not yearly updates (2–5 yrs) 35:28 Mount point quick take 45:29 Lifecycle summary 51:04 Wrap

Join Karen Edwards for an insightful conversation with industry experts John Kenney of Cotney Consulting and Zach Carpenter of Jobba as they explore the power of roofing-specific software like FCS and the value it brings with a comprehensive roofing lifecycle methodology. FCS has been a powerhouse software for decades, John and Zach talk about how its lifecycle-based approach to sales, service and maintenance increases profit and growth for roofing businesses. They discuss how field-ready workflows, better reporting and more meaningful data collection can drive sales, streamline operations and build long-term client trust. Don't miss this opportunity to gain practical insights and strategies from two of the industry's most respected voices in roofing and technology. Learn more at RoofersCoffeeShop.com! https://www.rooferscoffeeshop.com/ Are you a contractor looking for resources? Become an R-Club Member today! https://www.rooferscoffeeshop.com/rcs-club-sign-up Sign up for the Week in Roofing! https://www.rooferscoffeeshop.com/sign-up Follow Us! https://www.facebook.com/rooferscoffeeshop/ https://www.linkedin.com/company/rooferscoffeeshop-com https://x.com/RoofCoffeeShop https://www.instagram.com/rooferscoffeeshop/ https://www.youtube.com/channel/UCAQTC5U3FL9M-_wcRiEEyvw https://www.pinterest.com/rcscom/ https://www.tiktok.com/@rooferscoffeeshop https://www.rooferscoffeeshop.com/rss #JobbaTradeTechnologies #RoofersCoffeeShop #MetalCoffeeShop #AskARoofer #CoatingsCoffeeShop #RoofingProfessionals #RoofingContractors #RoofingIndustry

Fins, Fur and Feathers: Amphibians Green Stem in Soybeans New Dairy Technology   00:01:05 – Fins, Fur and Feathers: Amphibians: Drew Ricketts and Joe Gerken from K-State with part of their Fins, Fur and Feathers podcast kick off today's show as they converse about amphibians and their development and lifecycle. Fins, Fur, and Feathers wildlife.k-state.edu   00:12:05 – Green Stem in Soybeans: K-State Extension agronomist Tina Sullivan continues the show as she explains green stem in soybeans and how harvest is going in Kansas. Green Stem Syndrome in Soybeans   00:23:05 – New Dairy Technology: Ending the show is K-State dairy specialist Mike Brouk discussing new technology he viewed at the World Dairy Expo and how it could help the dairy industry improve efficiencies on the farm.      Send comments, questions or requests for copies of past programs to ksrenews@ksu.edu.   Agriculture Today is a daily program featuring Kansas State University agricultural specialists and other experts examining ag issues facing Kansas and the nation. It is hosted by Shelby Varner and distributed to radio stations throughout Kansas and as a daily podcast.   K‑State Research and Extension is a short name for the Kansas State University Agricultural Experiment Station and Cooperative Extension Service, a program designed to generate and distribute useful knowledge for the well‑being of Kansans. Supported by county, state, federal and private funds, the program has county Extension offices, experiment fields, area Extension offices and regional research centers statewide. Its headquarters is on the K‑State campus in Manhattan

What if capitalism itself is confusing your personal finance decisions? In this week's episode, Harvard economist John Y. Campbell joins us to unpack his new book, Fixed: Why Personal Finance Is Broken and How to Make It Work for Everyone, co-authored with Tarun Ramadorai. John argues that the financial system—while essential—is failing ordinary people through complexity, hidden costs, and misplaced incentives. Drawing on decades of research in household finance, he explains why products are too expensive, advice too conflicted, and decisions too difficult, and how policy and design can fix it. Key Points From This Episode:   (0:04) Introduction – Rational Reminder's focus on sensible investing and decision-making. (1:46) Why Canadian finance feels broken: complexity, branding, and lack of competition. (4:53) Introducing John Y. Campbell and his new book Fixed. (5:43) The role of the financial system in everyday life: smoothing income, enabling investment, and managing risk. (7:14) The two main problems in modern finance—products are too complicated and too expensive. (9:17) Why financial decisions are so hard: our brains didn't evolve for math, and temptation bias wins. (11:36) How far financial literacy education really helps—and its limits for inequality. (14:26) The “corruption of capitalism”: how capitalists exploit consumer confusion and misperceived value. (18:15) Cross-subsidies: how the mistakes of the poor often subsidize the wealthy. (21:05) Competition only works when consumers can compare price and quality. (22:15) Financial innovation—when technology helps vs. when it deceives. (24:24) Conflicts of interest in advice: why “trusted” advisors often don't act in clients' best interests. (26:26) Why loyal, long-term bank customers often get worse deals. (27:20) The illusion of opting out: why avoiding finance (or choosing crypto) is “jumping out of the frying pan into the fire.” (30:24) The global emergency-savings problem—why volatility hits the poor hardest. (32:26) Is college worth it? Returns, costs, and who actually benefits. (35:47) How to think rationally about buying versus renting a home. (38:16) Housing in retirement—why reverse mortgages make sense but are misunderstood. (40:25) Mortgage mistakes: not shopping, not refinancing, and the racial gap that results. (44:41) Using utility theory to make better insurance and investment choices. (46:55) Principles for investing in stocks: participate, diversify, minimize fees, and ignore short-term noise. (48:24) How real investor behavior deviates from these principles—chasing returns and confusing investing with gambling. (51:17) Insurance mistakes: overinsuring small risks, underinsuring big ones. (54:11) How much to save for retirement—and how most people fall short. (55:40) Lifecycle investing: why target-date funds are good but could be better. (57:56) Why annuities make sense, and how better framing could make them more popular. (59:30) Technology's double edge: lower costs but higher temptation and discrimination. (1:02:17) Lessons from crypto: why stablecoins matter and what regulators should learn. (1:05:26) From nudge to shove: how governments should actively design simpler, safer products. (1:10:02) Where regulation goes too far—and why governments shouldn't run finance directly. (1:13:10) Priority areas for reform: retirement accounts, transaction accounts, and insurance. (1:14:49) The four design principles for a better system: simple, cheap, safe, easy. Links From Today's Episode:   Meet with PWL Capital: https://calendly.com/d/3vm-t2j-h3p Rational Reminder on iTunes — https://itunes.apple.com/ca/podcast/the-rational-reminder-podcast/id1426530582.  Rational Reminder Website — https://rationalreminder.ca/  Rational Reminder on Instagram — https://www.instagram.com/rationalreminder/ Rational Reminder on X — https://x.com/RationalRemind Rational Reminder on TikTok — www.tiktok.com/@rationalreminder Rational Reminder on YouTube — https://www.youtube.com/channel/ Rational Reminder Email — info@rationalreminder.ca Benjamin Felix — https://pwlcapital.com/our-team/ Benjamin on X — https://x.com/benjaminwfelix Benjamin on LinkedIn — https://www.linkedin.com/in/benjaminwfelix/ Cameron Passmore — https://pwlcapital.com/our-team/ Cameron on X — https://x.com/CameronPassmore Cameron on LinkedIn — https://www.linkedin.com/in/cameronpassmore/   Editing and post-production work for this episode was provided by The Podcast Consultant (https://thepodcastconsultant.com)

How can construction finally break free from silos and unlock the full power of connected data? Recorded live at Autodesk University 2025 in Nashville, this conversation with Lalith Subramanian, Global VP of Product & Engineering, explores the future of an end-to-end industry cloud — where design, preconstruction, and operations all work from the same living data. Lalith shares insights on creating trust in AI, practical collaboration frameworks, and how selective data sharing is redefining what's possible for teams across the built environment.

From pinpointing greenhouse gas (GHG) hot spots to modeling decarbonization scenarios, life cycle assessments (LCAs) can be a powerful tool for sustainability. However, a lack of standardized methodologies across the automotive industry makes progress difficult.   That's where the SAE J3341 Task Force comes in. It's a cross-industry initiative uniting automakers, government, and academia to establish a more flexible yet transparent framework on carbon footprint reporting methodologies for passenger vehicles through smarter LCAs.   To learn more, we sat down with Laurel Nelson, Chair of the SAE J3341 Task Force and Staff Engineer of Sustainability Science at Rivian Automotive. She discusses how the task force is implementing a “disclosure addendum” approach that encourages OEMs to clearly communicate their assumptions and data for more accurate and meaningful carbon reporting.   If you are interested in taking part in the SAE J3341 Task Force, please reach out to Laurel directly at laurelnelson@rivian.com  or Dante Rahdar at dante.rahdar@sae.org.   We'd love to hear from you. Share your comments, questions and ideas for future topics and guests to podcast@sae.org. Don't forget to take a moment to follow SAE Tomorrow Today — a podcast where we discuss emerging technology and trends in mobility with the leaders, innovators and strategists making it all happen—and give us a review on your preferred podcasting platform.  

Abu⁠⁠⁠⁠⁠ and Obssa continue their read-through of ⁠⁠⁠⁠⁠Exhalation⁠⁠ by Ted Chiang. They dive into the fourth short story in the collection, The Lifecycle of Software Objects, and explore the realities of forming relationships with artificial intelligence. Get bonus content and helpful reading materials: ⁠⁠⁠⁠https://www.patreon.com/scifibookclubpod⁠⁠⁠⁠ Keep the conversation going in our free Discord: ⁠⁠⁠⁠https://discord.gg/bVrhwWm7j4⁠⁠⁠⁠ Watch the video version of this episode: ⁠⁠⁠⁠www.youtube.com/@loreparty⁠⁠⁠⁠ Keep up with this season's reading schedule: ⁠⁠⁠⁠https://tinyurl.com/sfbc-season3⁠ (00:00) Intro (03:01) Summary (10:52) Our Impressions (16:40) Abu's Favorite Moment (18:25) Weakest Story in the Collection (20:38) The Icky Truth About Marco (23:15) Can We Have Relationships with AI? (28:22) The Case for AI Relationships (35:13) The Case Against AI Relationships (42:41) There Are No Shortcuts to Relationships (46:47) Outro Learn more about your ad choices. Visit megaphone.fm/adchoices

AI therapists and caregivers. Digital tutors and advisors and friends. Artificial lovers. Griefbots trained to imitate dead loved ones. Welcome, to the bustling world of AI-powered chatbots. This was once the stuff of science fiction, but it's becoming just the stuff of everyday life. What will these systems do to our society, to our relationships, to our social skills and motivations? Are these bots destined to leave us hollowed out, socially stunted, screen-addicted, and wary of good-old-fashioned, in-the-flesh human interaction? Or could they actually be harnessed for good? My guest today is Dr. Henry Shevlin. Henry is a philosopher and AI ethicist at the Leverhulme Centre for the Future of Intelligence (CFI) at Cambridge University. In a series of recent papers, Henry has been exploring this brave new world of "social AI" and its philosophical, ethical, and psychological dimensions. Here, Henry and I sketch the current landscape of social AI—from dedicated platforms like Replika and CharacterAI to the more subtly social uses of ChatGPT and Claude. We consider several tragic cases that have recently rocketed these kinds of services into public awareness. We talk about what's changed about AI systems—quite recently—that's now made them capable of sustained relationships. We linger on the possible risks of social AI and, perhaps less obviously, on the possible benefits. And we consider the prospects for regulation. Along the way, Henry and I also talk about his 81-year-old father, his teenage self, and, of course, the kids these days; we consider whether social AI, in its potential harms, is more like social media or more like violent video games; we talk about "deskilling" and it's opposite "upskilling"; and we of course take stock of a certain elephant in the room. Alright friends, this is a fun one. We've been wanting to explore this dawning age of social AI for some time. And we finally found, in Henry, the right person to do it with. Enjoy!   Notes 3:00 – The piece in The Guardian—'It's time to prepare for AI personhood'—by Jacy Reece Anthis. 5:00 – The Replika subreddit.  9:30 – News coverage of recent research on the bedside manner of AI systems. 10:30 – For a recent paper on AI by the philosopher Ophelia Deroy, see here. 11:30 – For some of Dr. Shevlin's recent writing about "social AI", see here and here. 13:30 – OpenAI's recent report, 'How People Use ChatGPT'. 16:30 – For examples of popular media coverage of recent (tragic) cases involving chatbots, see here, here, here, and here. 21:00 – The paper by Rose Guingrich and Michael Graziano on how users describe their relationships with chatbots. 24:00 – The precise quote by Mark Twain is: “Nothing so needs reforming as other people's habits.” 25:30 – The classic paper on Mary's room by Frank Jackson. 27:00 – Dr. Shevlin has also worked on questions about animal minds (e.g., here), as well as a number of issues in AI beyond “social AI” (e.g., here, here). 30:00 – The classic essay by Isaiah Berlin on hedgehogs and foxes. 32:00 – The classic paper on ELIZA, introduced by Joseph Weizenbaum in 1966. A version of ELIZA that you can interact with. For work by Sherry Turkle, see here. 34:00 – Dr. Shevlin's recent paper about the “anthropomimetic turn” in contemporary AI. 41:00 – For recent work on whether current chatbots pass a version of the Turing test, see here.  45:00 – Ted Chiang's story, ‘The Lifecycle of Software Objects,' was re-published as part his collection of short fiction, Exhalation. 46:00 – For Dr. Shevlin's recent writing on machine consciousness, see here. 48:00 – For more on the possibility of consciousness in borderline cases (like AI systems), see our past episodes here and here. 52:00 – The study on whether people attribute consciousness to LLMs. 54:30 – A recent paper on griefbots by scholars at the University of Cambridge. A popular article about the phenomenon. 55:30 – A blogpost describing the so-called DigiDan experiment. 1:00:00 – Some of the potentially positive social qualities of AIs are discussed in this essay by Paul Bloom.  1:19:30 – For more on Iain Banks' culture series, see here. 1:20:30 – A popular article on the phenomenon of hikikomori.   Recommendations The Oxford Intersections: AI in Society collection The new podcast, Our Lives with Bots   Many Minds is a project of the Diverse Intelligences Summer Institute, which is made possible by a generous grant from the John Templeton Foundation to Indiana University. The show is hosted and produced by Kensy Cooperrider, with help from Assistant Producer Urte Laukaityte and with creative support from DISI Directors Erica Cartmill and Jacob Foster. Our artwork is by Ben Oldroyd. Subscribe to Many Minds on Apple, Stitcher, Spotify, Pocket Casts, Google Play, or wherever you listen to podcasts. You can also now subscribe to the Many Minds newsletter here! We welcome your comments, questions, and suggestions. Feel free to email us at: manymindspodcast@gmail.com. For updates about the show, visit our website or follow us on Bluesky (@manymindspod.bsky.social).

Are TSP Lifecycle (L) Funds the set-it-and-forget-it solution they promise to be? Or could they actually be playing it too safe, too soon? In this episode of All About FERS, Christian takes a closer look at how the L Funds inside the Thrift Savings Plan work, including the L 2050, L 2040, and L 2030 funds. He breaks down: How the G, F, C, S, and I funds are allocated Why Lifecycle Funds automatically get more conservative over time The potential downside of “de-risking” too quickly What federal employees should consider before relying solely on L Funds These funds can be a great tool, but only if they align with your long-term retirement goals. Don't let your money work less hard for you just because of a default setting.

Every breakout has a backstory.

This week we talk about the idea of “plussing the show.” The practice of constantly reinvesting in your space so it feels alive, intentional, and cared for. From small design updates to preventative maintenance, we dig into how these choices impact not just the look of a café but also the energy of the team and the experience of every guest who walks in. At its core, the conversation is about showing your guests and team members that you're paying attention. Cleanliness, organization, and little upgrades aren't just details; they're the signals that a business values quality, consistency, and care. And those signals, over time, become the real difference-maker.