Podcasts about Loi

Pablo Rodriguez peut remercier le PLC… Une carte OPUS dans votre téléphone? Les syndicats ont manifesté samedi. Loi 14 : Jean Boulet garde le cap. Ottawa annonce la fin du télétravail. Procès de Luigi Mangione. Du beau football en fin de semaine! Tout savoir en quelques minutes avec Alexandre Dubé, Isabelle Perron et Mario Dumont. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radioPour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Les cours du cacao continuent de s'enfoncer : les fèves se négocient à un peu plus de 5 000 dollars la tonne à la Bourse de New York. Les prix sont en baisse quasi continue depuis le mois de mai et ont chuté de 18% sur le dernier mois.  Pour l'instant, la chute des prix est surtout due à une diminution de la demande des broyeurs de fèves, explique un expert de l'Organisation internationale du cacao (ICCO). Ces industriels sont installés dans les pays producteurs ou dans les pays consommateurs, et transforment la fève en produits semi-finis comme de la pâte de cacao, et la vendent ensuite aux fabricants de chocolat. Or ces fabricants ont revu leurs recettes et innové pour limiter l'utilisation d'un cacao devenu trop cher l'année dernière, et subissent aussi une baisse de la demande des consommateurs.  L'autre facteur qui joue, c'est la production : elle s'annonce meilleure que l'année dernière en Côte d'Ivoire, le leader mondial, le chiffre de deux millions de tonnes de fèves circule contre 1 850 000 pour la campagne 2024/2025, mais il est encore trop tôt pour avoir des données fiables. Les volumes de fèves acheminés dans les ports ivoiriens pour y être exportés ont été bons ces dernières semaines, mais « l'expérience de l'année dernière a montré que ces arrivées pouvaient s'écrouler en deuxième partie de saison », rappelle notre interlocuteur. À lire aussiLes cours mondiaux du cacao atteignent un plus bas depuis vingt mois Loi contre la déforestation Ce qui rassure le marché, c'est aussi, dit-on dans le secteur, les assouplissements de la loi contre la déforestation de l'Union européenne. Ce texte qui vise à interdire la commercialisation en Europe de plusieurs matières premières, dont le cacao, s'ils sont issus de terres déboisées après 2020. Ce texte devait initialement entrer en vigueur fin décembre, mais le Parlement européen vient d'approuver un report d'un an, le deuxième du genre.  Les obligations contenues dans ce projet de loi faisaient craindre des risques d'approvisionnement, tous les volumes de cacao ne répondent en effet pas aux critères demandés. Le report donne de l'air à tout le monde, moins de stress, c'est moins de pression sur les prix. À lire aussiLutte contre la déforestation: les pays producteurs de cacao demandent à l'UE de reporter la loi Les industriels baisseront-ils les prix ? La chute des prix peut-elle encore se poursuivre ? À court terme, tout dépendra de l'avancée de la récolte, sachant que les facteurs structurels ne plaident pas pour une augmentation de la production.  La demande sera aussi une des clés. Pour la stimuler, il faudrait que les industriels baissent leur prix. Certains ont déjà fait comprendre qu'ils seraient prêts à le faire, mais pour l'instant, « tout le monde s'observe » raconte un acteur de la filière. Sur les trois dernières années, les prix au consommateur ont augmenté de 30 à 40%. Si baisse il y a, sera-t-elle significative et en mesure de convaincre les consommateurs qui ont décroché de manger plus de chocolat ? Certains experts en doute.   À écouter aussiSur les pistes du trafic de cacao

Pablo Rodriguez peut remercier le PLC… Une carte OPUS dans votre téléphone? Les syndicats ont manifesté samedi. Loi 14 : Jean Boulet garde le cap. Ottawa annonce la fin du télétravail. Procès de Luigi Mangione. Du beau football en fin de semaine! Tout savoir en quelques minutes avec Alexandre Dubé, Isabelle Perron et Mario Dumont. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radioPour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Zelensky va rencontrer Macron à Paris. Une annonce à venir sur l’itinérance. Rodriguez doit des remerciements au PLC! Loi 14 : Jean Boulet garde le cap. Tour de table entre Isabelle Perron, Alexandre Dubé et Mario Dumont. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radio Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Manifestations syndicales: la CSQ ne veut pas se faire imposer des décisions de la CAQ et Jean Boulet garde le cap | Éric Duhaime en opération séduction pour les électeurs anglophones du Québec | Des Montréalais signent une lettre ouverte pour réclamer une meilleure gestion des finances | Revue et corrigée, c’est revu… jusqu’à la dernière minute! | Crise au PLQ: Pablo Rodriguez doit des remerciements au PLC… Dans cet épisode intégral du 1er décembre, en entrevue : Dany Prescott, propriétaire du garage PREDAS pneus mécaniques à St-Amable. Éric Gingras, président de la Centrale des syndicats du Québec (CSQ). Alexandre Brodeur, Résident de Ahuntsic-Cartierville. Éric Duhaime, chef du Parti conservateur du Québec. Pierre Brassard, acteur. Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Là, Benoit trace la ligne! Continuez à mettre la pression sur vos supermarchés et refusez d’acheter de la viande halal, point final | Les agents de probation sonnent l’alarme | Un an depuis Santé Québec: les citoyens ne se sentent toujours pas mieux servis! | Les chiens ressemblent-ils à leurs maîtres? Dans cet épisode intégral du 1er décembre, en entrevue : Benoît Fontaine, président des Éleveurs de volailles du Québec. Guillaume Bouvrette, président du Syndicat des professionnels du gouvernement du Québec. Pierre Blain, directeur général à Les Usagers de la santé du Québec. Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Cette semaine dans Crimes · Histoires Vraies, vous avez découvert l'affaire Maureen Kearney. Le 17 décembre 2012, elle est retrouvée chez elle ligotée, agressée, violée, mutilée, avec un « A » gravé sur le ventre. Elle affirme que l'attaque est liée à ses activités syndicales. Mais les gendarmes estiment que l'agression a été mise en scène et la poussent à avouer une imposture. Elle fait appel et est finalement acquittée mais n'est jamais reconnue victime des faits qu'elle a subi. Mais qu'est-ce que ça veut dire être “reconnue victime”, est-ce que ce statut existe pénalement ?

durée : 00:10:13 - L'invité de 7h50 du week-end - par : Ali Baddou, Marion L'hour - "C'est inimaginable" que la France devienne dépendante pour importer de l'acier, alerte ce samedi sur France Inter Aurélie Trouvé, rapporteure LFI du texte visant à nationaliser ArcelorMittal. Vous aimez ce podcast ? Pour écouter tous les autres épisodes sans limite, rendez-vous sur Radio France.

Steven Guilbeault claque la porte! Garde nationale décédée dans la fusillade à Washington. Incendie à Hong Kong: le bilan s'alourdit. Loi sur la laïcité déposée. Travaux tunnel responsables de la mort d’une fillette. Autre grève de la STM. C’est le Vendredi fou: achats et attention aux faux rabais. Bogue Netflix Stranger Things. Tout savoir en quelques minutes avec Alexandre Dubé, Isabelle Perron et Mario Dumont. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radio Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Steven Guilbeault claque la porte! Garde nationale décédée dans la fusillade à Washington. Incendie à Hong Kong: le bilan s'alourdit. Loi sur la laïcité déposée. Travaux tunnel responsables de la mort d’une fillette. Autre grève de la STM. C’est le Vendredi fou: achats et attention aux faux rabais. Bogue Netflix Stranger Things. Tout savoir en quelques minutes avec Alexandre Dubé, Isabelle Perron et Mario Dumont. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radioPour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Projet de loi sur la laïcité : l’opposition se prononce | Syndicats vs gouvernement: Mélanie Hubert se prononce | Vendredi fou : gare aux fausses aubaines! | Des citoyens de Laval reçoivent des dizaines de contraventions pour avoir suivi les instructions de l’école de leur quartier | Ludovick Bourgeois s’ouvre sur le deuil de son père Dans cet épisode intégral du 28 novembre, en entrevue : André A. Morin, porte-parole de l’opposition officielle en matière de laïcité. Mélanie Hubert, présidente de la Fédération autonome de l’Enseignement (FAE). Julien Gandelin, fondateur et rédacteur en Chef de achetezlemeilleur. Leyna Sahl, citoyenne de Laval. Ludovick Bourgeois, chanteur. Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

60 ans d’histoire de restauration montréalaise | Le Canada est-il vraiment en train de reculer en matière d’environnement | Encore une mauvaise semaine du PLQ | Le Vérificateur général du Québec juge le plan de retour à l’équilibre budgétaire du gouvernement Legault incomplet | Trump ordonne le réexamen des cartes vertes d’immigrants en provenance de 19 pays | Crise au PLQ: l’UPAC s’en mêle | Mike Matheson signe une prolongation de contrat de 5 ans et 6 M$ en moyenne Dans cet épisode intégral du 28 novembre, en entrevue : Olivier Kemeid, auteur et metteur en scène, scénariste de l’exposition « Au menu ». Caroline Brouillette, directrice générale de Réseau Action Climat Canada Mathieu Galarneau, porte-parole de l’Unité permanente anticorruption (UPAC). Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Welcome back to another episode of the unSeminary podcast. We're talking with Tensley Almand, President and CEO of Atlanta Mission, the largest and longest-running provider of services for people experiencing homelessness in the Atlanta metro area. Founded in 1938 as a soup kitchen during the Great Depression, Atlanta Mission now operates four campuses, serving over 800 men, women, and children nightly through programs that provide housing, recovery support, and Christ-centered transformation. How do you lead through complexity while staying true to your calling? Tensley shares leadership lessons from his transition from church ministry to leading a $20 million nonprofit—insights that apply to every pastor or church leader navigating growth, complexity, or change. Moving beyond shelter to transformation. // While many think of Atlanta Mission as only an emergency shelter, over 60% of its beds are dedicated to long-term transformational programs that address root causes of homelessness. The yearlong program includes counseling, trauma recovery, life skills, and vocational training. Clients complete a four-week “Next Steps” program focused on relational, emotional, and workplace health. The results are remarkable: 70% of graduates maintain stable housing and employment a year later. Learning to lead by listening. // When Tensley stepped into his CEO role, he faced the challenge of succeeding a leader who had guided the organization from crisis to stability. Rather than arriving as the expert, Tensley began as what he calls the “Chief Question Officer.” He met with every employee to ask four key questions: What's right? What's wrong? What's missing? What's confusing? The responses revealed a clear need for strategic focus. Building clarity and focus. // Using that input, Tensley led a yearlong process to create a strategic roadmap—a seven-year plan that defines the organization's mission, values, and measurable outcomes. When there's clarity in an organization, saying ‘no' becomes easy and saying ‘yes' becomes difficult. The new strategy gave Atlanta Mission a unified framework for decision-making, with every initiative measured against the same mission. Measuring what matters. // Data fuels care. In order to better track client progress, the team at Atlanta Mission built dashboards, measuring not only how many people they serve but how lives are changing. When graduation rates dipped from 70% to 45%, they discovered the cause wasn't program failure but economic change. That same approach can transform church leadership. Churches measure nickels and noses, but what if we measured progression—how many first-time guests become group members, or how many volunteers grow into leaders? Partnership through presence. // Atlanta Mission thrives through partnerships with churches across the city. Tensley explains that relational poverty—people lacking healthy connections—is as debilitating as material poverty. Rather than only focusing on “do for” service projects, he encourages churches to create “be with” opportunities: hosting birthday parties, sharing meals, or building relationships with families at Atlanta Mission. Encouragement for leaders. // Reflecting on his own journey, Tensley reminds church leaders who feel stretched or uncertain that often you’ll overestimate what you can accomplish in 90 days, but underestimate what you can do in a year or two. Take time to listen, build unity, and stay faithful in the process. Over time, that faithfulness becomes transformation—both in the people you lead and in yourself. To learn more about Atlanta Mission, visit atlantamission.org or email to connect or schedule a visit. Thank You for Tuning In! There are a lot of podcasts you could be tuning into today, but you chose unSeminary, and I'm grateful for that. If you enjoyed today's show, please share it by using the social media buttons you see at the left hand side of this page. Also, kindly consider taking the 60-seconds it takes to leave an honest review and rating for the podcast on iTunes, they're extremely helpful when it comes to the ranking of the show and you can bet that I read every single one of them personally! Episode Transcript Rich Birch — Hey friends, welcome to the unSeminary podcast. I am so glad that you have decided to tune in. We’ve got a real honored to have an incredible guest on today’s episode. We’ve got Tensley Almand with us. He is the president and CEO of Atlanta Mission. Rich Birch — Now, if you don’t know Atlanta Mission, I’m not sure where you’ve been. You really should know. This organization was founded in 1938 as a soup kitchen to feed men who were displaced by the Great Depression. And they just keep chugging along. They do incredible work. They now serve Metro Atlanta’s largest homeless population and bring hope in the face of homelessness, poverty, and addiction. Rich Birch — Prior to serving at Atlanta Mission, he was in vocational ministry for 20 plus years, the last 12 of those, as we were just saying in the pre-call. He said, felt like he had the the best job in the world, was a lead pastor at Decatur City Church, one of the eight Atlanta City, Atlanta area campuses of North Point Ministries. Tensley, welcome. So glad you’re here. Tensley Almand — Man, so good to be here. Thanks so much for having me. I’ve been looking forward to this conversation. Rich Birch — No, this is going to be good. I’m excited. Why don’t you kind of fill in the picture? Tell us a little bit more of your background and tell us a bit more about Atlanta Mission, that kind of thing. Just help set the table. Tensley Almand — Yeah, so I’m a native Atlantan. I grew up here, born and raised just north of the city. Yeah. Only child. Parents still live north of the city in the same town that I grew up in. Rich Birch — Nice. Tensley Almand — My wife and I, we have four kids. We have been married now, just celebrated our 25th wedding anniversary… Rich Birch — Congratulations. That’s great. Tensley Almand — …which makes me feel old, but it’s it’s it’s all good. So four kids, three boys, little girl, they’re all just amazing, doing great things and in their worlds. We live over in city of Decatur. So ah for those that don’t know, just kind of just right outside of downtown Atlanta. So we feel like we’re living in the heart of the city. Rich Birch — Cool. Tensley Almand — Like you said, I spent 20 plus years on the church side of ministry, which you had told younger me that that was going to be my future, I probably would have laughed at you. Grew up in a family that church just frankly, wasn’t that important to us. My mom gets mad if I say I didn’t grow up in a Christian home, um, which, you know, looking back, I think is really true. I just grew up in a home that we didn’t feel like the church was for us. Rich Birch — Right. Tensley Almand — And so, um, after, you know, meeting Jesus in college, giving my life to him, which is a whole nother really cool story, started down the path towards ministry. And eventually several years into that kind of looked up and thought, I don’t know what I’m doing. Like I’m working at these churches that I don’t even want to attend. Tensley Almand — Like remember this very pivotal meeting in my life where our pastor asked us, he’s like, if I didn’t pay you to go to church here, is this the church you would attend? Rich Birch — Yes. Tensley Almand — And every one of us said no. Rich Birch — Oh, gosh. Oh, my goodness. Tensley Almand — And they were all okay with it. Rich Birch — Oh, no. Tensley Almand — And I just like something broke in me. Rich Birch — Oh, no. Oh, no. Yeah. Tensley Almand — And I remember going home and I told my wife, I was like, I can’t do this anymore. Rich Birch — Right. Tensley Almand — And so I started the process of just trying to find a job. But the problem is I’ve genuinely felt called by God to ministry. And so God used that to, to lead us down the path of starting Decatur City Church. And, um, our whole dream was just to create a church that people who didn’t like church would love to attend. Tensley Almand — And so, which is really cool. Again, it’s probably a whole other episode, but really cool because we got to do that in one of the most unchurched cities in Atlanta. 70% of the people who live in Decatur ah don’t go to a church. And Decatur, for those who don’t know, small little town right outside of a big city. Rich Birch — Right. Tensley Almand — But literally, there’s over 600 churches in that town. So we used to say all the time, nobody wakes up on Sunday wondering where a church is. They just wake up wondering if church is for them. Rich Birch — Right, right. Tensley Almand — And so that’s, that’s the thing we tried to solve. Right. Rich Birch — Right. Tensley Almand — And so did that for 12 years, thought I would do that with my whole life. Just an amazing season. And then God called me out of there to Atlanta Mission. And so for those who don’t know, and we can get into that story here if you want to, but, for those who don’t know, Atlanta mission, like you said, it’s the largest and longest running provider of services… Rich Birch — Wow. Tensley Almand — …for men, women, and children experiencing homelessness in our city. So for perspective, what that means is on any given night, we’ll have about 800 men, women, or children who are staying with us. Rich Birch — Wow. Wow. That’s a significant operation. That’s, that’s incredible. Tensley Almand — It’s a significant operation. Rich Birch — Yeah. Tensley Almand — It represents that in our city, that represents about 35 to 40% of all the shelter beds in Atlanta. Rich Birch — Wow. Wow. Tensley Almand — So that’s, it’s a, it’s pretty remarkable opportunity that we do that across three campuses in downtown Atlanta. Rich Birch — Okay. Tensley Almand — One for men, two for women and children. Rich Birch — Yeah. Tensley Almand — And then we have this really cool drug and alcohol addiction facility out near Athens, which is about an hour outside of town, on 550 acre farm that is just beautiful ah for men who are in recovery from addiction. Rich Birch — Wow. Oh my goodness. Huh. Tensley Almand — So yeah. Rich Birch — Yeah. That’s, that’s incredible. i’m I’m glad you started with the kind of community size that you’re you’re serving. That’s, that’s amazing. Give me a sense of the operation from like a, you know, total number of staff, other kinds of metrics. Like I’m just trying to, I know, you know, you’re not a kind of person that’s going to brag about that kind of stuff, but just trying to help people kind of place, because this is a significant operation, friends. Atlanta Mission is it’s a world-class organization doing great work and honored to have you on this the show. But people might not be ah kind of aware of the the scale of it. Give us a bit more sense of that. Tensley Almand — Yeah, no, it’s a, it’s a good question. I appreciate you asking. Cause yeah, I definitely don’t, I don’t want to, I don’t like going there, but… Rich Birch — Yes. And it’s even just, it’s a funny thing to, it’s a funny thing to even like, it’s like, well, we’re really good. It’s like, it’s like, well, yeah, it’s a tough thing you’re doing. So it’s like, man, it’s a weird thing to kind of try to but get ah your arms around. How, how do we talk about this? Yeah. Tensley Almand — Yeah. So let me kind of give you scope and then let me talk a little bit about what we’re doing. So scope is ah we’re we’re about a $20 million dollars a year organization. Rich Birch — Yep. Yep. Tensley Almand — And so just like every church out there, that means, you know, we start July as the start of our fiscal year and we start at zero… Rich Birch — Yep. Tensley Almand — …and then we go and raise $20 million dollars… Rich Birch — Right. Tensley Almand — …to meet the need of our expenses. And we do that through mainly private and and corporate donations. And so… Rich Birch — Yep. Tensley Almand — …we’re almost a hundred percent privately funded this year. Rich Birch — Oh, wow. Tensley Almand — We, we, we took our very first government grant. Rich Birch — Huh. Tensley Almand — But I mean, it’s a $250,000 grant, which is not insignificant, but on the scope of 20 million. So that kind of gives everybody an idea. So you’re talking about, uh, you know, thousands of donors who come alongside of us to partner with us, which is just amazing. Rich Birch — Yeah. Amazing. Yeah. Tensley Almand — We serve about 800 men, women, and children, like I said, Rich Birch — Yeah. Tensley Almand — And we have right at about 180 staff… Rich Birch — Wow. Tensley Almand — …who are who are either you know full-time equivalents basically here with us. And that’s across four different campuses. So we’re essentially like a multi-site operation. So I’m sitting here at my office today, which is basically our mission support center. Rich Birch — Yeah. Tensley Almand — So your accounting, HR, development team, all of your infrastructure, and we support the work that’s happening all over our city. Rich Birch — Right. Tensley Almand — And then we also have three thrift stores across Northeast Georgia that’s included in that head count. Rich Birch — Wow. Tensley Almand — And so a little bit of that 20 million that I was telling you about that that revenue comes from sales as well. And so, so yeah, it’s pretty broad organization. And then what we do, a lot of people think about you know Atlanta Mission, especially here in our city, and they just think emergency shelter. Rich Birch — Right. Tensley Almand — Certainly what we do. But of those 800 beds, roughly only 40% of those go towards emergency shelter. And so if you… Rich Birch — Oh, really? OK. Tensley Almand — Yeah. And so if you show up at our door and you just need safety, security, stability, um, you’re just trying to like get off the street… Rich Birch — Right. Tensley Almand — …we have a program called Find Hope… Rich Birch — Yep. Tensley Almand — …and it’s a 30-day program. You can stay with us rent free 30 days. You know, bed meals, showers, really, really, really, really low expectation on those clients. Rich Birch — Right. Tensley Almand — It’s just like, hey, we’re here to meet your needs. Rich Birch — Yeah, that’s cool. Tensley Almand — The other 60% of our beds go towards what we call our transformational model… Rich Birch — Okay. Tensley Almand — …where we provide complete wraparound services. It’s about a year long program. Rich Birch — Wow. Tensley Almand — You show up and we’re going to try to help you get healthy relationally, physically, emotionally, spiritually, vocationally. We’ve got counselors, we’ve got advocates, we’ve got social workers. You have a whole team… Rich Birch — Right. Tensley Almand — …that works with you, walks with you for a year… Rich Birch — Wow. Tensley Almand — …depending on really your core traumas, what’s caused your homelessness. And our main goal, our mission is to transform through Christ the lives of those who are experiencing homelessness, poverty, and addiction. Tensley Almand — And so what we want to do, what that means to us is over the course of that year, Um, we want to give you the tools to identify your traumas, understand those traumas and ultimately break the cycles so that you don’t ever have to come back to our doors again. We we tell our clients, we love you, but we don’t ever want to see you again. Like this is just like, like, how do we… Rich Birch — Yes. Yes. This was a phase of your life, hopefully, right? Tensley Almand — Yeah. Rich Birch — That’s the goal. Tensley Almand — How do we end that for you? And so our program goes through all the counseling, all the services, and it wraps up in a vocational training program we call Next Steps that… Rich Birch — Wow. That’s amazing. Tensley Almand — …that gives our clients the soft skills they need to not just get a job. Because here’s here’s what’s really cool. You you would get this. Our clients are really good at getting jobs. But like so many people out there, we’re terrible at keeping a job. Rich Birch — Right. Right. Right. Yes. Tensley Almand — Like people don’t know the skills needed to like keep a job. Like how do you manage conflict? Rich Birch — Right, right. Tensley Almand — What do you do with that boss who’s just overbearing? How do you have normal workplace conversations? Rich Birch — Yes. Tensley Almand — And so we have a ah four week training program that gives our clients those skills. And what we’re finding is that for the clients who go all the way through our program, 70% of those who graduate our program, they still have a house or a living situation a year later. Rich Birch — Wow. Tensley Almand — And they are maintaining that job a year later. Rich Birch — Wow. That’s incredible. Tensley Almand — And so it’s just been a remarkable, remarkable journey. And so we’ve got some transitional housing in there… Rich Birch — Yep. Tensley Almand — …where you graduate our program, you stay with us, we help you save up and and we help you find an apartment. And then when you’re ready financially and you’re you’re stable, we help you move into that that apartment. Tensley Almand — And what’s really cool, probably one of my favorite things is for alumni is that year after you graduate, you get a retention coach with us and they walk with you. And they just help you navigate life because, man, when you’ve stayed somewhere for a year and then you kind of come back in and you’re like, oooh, the pressures of the world are on me. That first year is so tough. Rich Birch — So hard. Yeah. Tensley Almand — Yeah. Yeah. Rich Birch — Well, that’s cool. I appreciate you sharing that. and And yeah, even church leaders that are listening in, um man, ah there whether if you’re in the Atlanta area, you definitely should reach out to Atlanta Mission. Rich Birch — But even in your neighborhood, like there are, this is why you shouldn’t be trying to invent this yourself as a church. There are these are incredibly complex issues that you know when I heard all of the the different things you’re doing to surround people, try to help them, um that’s that’s inspiring. That’s amazing. Rich Birch — Well, I’d love to pivot and talk about kind of your experience as you’ve transitioned in, like some try to extract some leadership lessons. It’s been said that one of the first things that leaders do is define reality or gain clarity for their for their organization. Rich Birch — When you first started early on in your role, what were you listening for or look for that told you, maybe there’s some areas here that just aren’t very clear? What did you see as you were, you know, we got to bring some more clarity in the organization? Were there things you kind of saw that that made you think, oh, we maybe this is some areas we need to gain some better clarity as an organization? Tensley Almand — Yeah, no, absolutely. And I think, you know, every leadership transition is different. One of the advantages I had is that what my predecessor was leaving me was so much different than what he inherited. Rich Birch — That’s good. Tensley Almand — And so he inherited an organization that was in crisis. He handed me an organization that was thriving. But, that organization really was, and he was, and it’s it’s all kind of wrapped up in our story, is that it was time for him to retire. It was time for him to move on. And so the whole organization was asking what’s next. And so that’s, that’s one advantage I had is that there was this collective, like, well, like what what is next for us? That was helpful. Tensley Almand — The other advantage I had, and I did not think this was an advantage. But, you know, I, I came out of church ministry. I didn’t know how to lead a nonprofit. I didn’t know anything about homelessness. Rich Birch — Right. Tensley Almand — Tensley Almand — I didn’t know much about social services. And so, yeah I truly believe God called me into this, but I couldn’t come in like an expert. Rich Birch — Right. Tensley Almand — And so I literally was forced to, my I tell people my door said CEO, but I think I was really the chief question officer. I mean, my my first year… Rich Birch — Help me understand. Help me understand. Tensley Almand — …was, yeah, asking questions. I can I can vividly remember our clinical director coming into my office and saying, hey, we’ve got this massive clinical decision that we need to make and there’s this and this and this. And you know and then like trying to leave that way. What do you think we should do? And I’m like… you’re the clinical director. Like, what do what do you mean? Rich Birch — Yes. Tensley Almand — But that was again, and this is and he would say this if he was sitting here, my predecessor had an organization that was in crisis. And so every decision had to center on him. And I needed to come in and teach our team how to have a decentralized leadership. How like, hey, look you’re the clinical director I’m going to support you, I’m to remove obstacles for you. But if I have to make clinical decisions, we’re we’ve got a really big problem because I’m not qualified to make that decision. Tensley Almand — And so um really pushing leadership down… Rich Birch — yeah Tensley Almand — …asking a lot of questions, understanding what we do. And so that was that was a huge advantage that that i think a lot of people probably, they can like I did, they they think about the things that are stacked against them. To me, it’s like you don’t know anything about the space. That’s a big obstacle. Rich Birch — Right. Tensley Almand — Well, maybe lean into those obstacles because it’s a really good way to to get underneath the hood. And so it forced me to ask questions, forced me to listen. And then what I did is I I truly went on a just a listening tour. Rich Birch — That’s good. Tensley Almand — I set up a meeting, I think, with every employee of our organization. Rich Birch — Wow. Wow. Tensley Almand — And I asked everybody what’s right, what’s wrong, what’s missing and what’s confusing. Rich Birch — Huh. Tensley Almand — And I still have that notebook. Rich Birch — Right. Tensley Almand — I mean, my assistant like cataloged answers for days. Rich Birch — Right. Tensley Almand — And what was so cool to me was that without having the same language, almost everybody in the organization identified the same rights, wrongs, missings and confusions. And so I was able to then take that and really come back to our senior team and say, hey, what should we do about this? Like we all… Rich Birch — Right. Tensley Almand — We all agree this is a problem. like What should we do do? And I think a colleague of mine, I remember walking into his office and he had this drawing on his board. I’m like, what is what is that? He’s like, well, is how I feel about our organization. I remember it was ah it was a circle. Rich Birch — Yeah. Tensley Almand — And all the arrows were pointed in every direction around the circle. And he’s like, that’s us. Like, we’ve got the right idea… Rich Birch — Right. Tensley Almand — …but everybody’s pulling in a hundred directions to try to figure out how to do that idea. Rich Birch — Wow. Tensley Almand — and I said, man, we need to take that circle and get all those arrows on one side. Cause if we can collectively pull… and that just kind of became our quest. And so we took all those answers and, you know, basically the the big thing was, um you know, and I don’t know where I learned this, but I feel like when there’s clarity in an organization, ‘no’ is really easy and ‘yes’ is is really difficult. It’s like really easy to say no. Rich Birch — That’s good. Tensley Almand — And what I found at Atlanta Mission was we were just saying yes to everything. And the reason we were saying yes to everything is because there was no strategy, there was no clarity. Rich Birch — That’s good. Tensley Almand — And so we took that first year and a half, wrote our strategic plan, identified who we want to be and why we want to be that. And then what would it look like to be that organization? And so we just kind of built it backwards. And that’s the journey we’ve been on now for the last four years since I’ve been here. Rich Birch — Wow. That’s, ah yeah, that’s incredible. I love that that feeling. In fact, i I took over a nonprofit ah kids camp and much smaller scale than what you’re running. But I remember those early days where there yeah people are looking at you and and and there is this sense of like, okay, so like you got to tell us where we’re going. What is the thing we’re doing next? Like and it’s easy to like… the easy thing is, let’s try this. Let’s try that. Let’s do a bunch of different things. And that can lead to that pulling, those hundred different, you know, it’s lots of activity, but it’s not focused. Tensley Almand — Yeah. Rich Birch — And trying to get everybody on a kind of a shared page of or shared picture of what the future looks like, man, that’s great through this, this process of kind of we’re going to do a strategic plan over a year. What, what would you, what would you say to a leader that is feeling the pressure of like, Hey, I want to define the future now, as opposed to that feels like a step back. We’re going to year and a half and define this stuff. What would you say to a leader? Why should we slow down? Talk us through why that, how that benefited now that you’re on the other side of all that. Tensley Almand — Yeah, I think the first thing I would say is it’s it’s totally worth it. I mean, it it was hard. It was challenging. It it does feel like a step back. But I don’t know how to step forward without without clarity, you know. Rich Birch — Right. Tensley Almand — And that’s, you said at the beginning, I got to ah got to be one of the campus pastors at North Point Community Church for years. I can remember Andy always saying, The beauty of North Point wasn’t that we got to start with a blank page, just that we started on the same page. Rich Birch — That’s good Tensley Almand — And I just think that like that, that is always set with me. And so when I when I started here, I realized like, hey, I don’t I don’t get the luxury of a blank page. I mean, this organization has been around since 1938. You know, when I when I started Decatur City, it was so easy because I just told everybody what we were doing and why we were doing it and there was nothing else we were doing. Rich Birch — Right. Tensley Almand — And so it was just like… But here it’s like, OK, if I can’t get to a blank page, the best thing I can do is we’ve got to get on the same page… Rich Birch — Right. Tensley Almand — …or else we’re just we’re going to spin our tires. And, and you know, I think I’ll I’ll this story probably sums it up and maybe somebody can relate to this. I have a monthly breakfast with our board chair and our vice chair. And the very first breakfast I went to in this role, it was my predecessor’s last breakfast and my first. And so we’re all so it’s him, it’s me and it’s a board chair a vice chair, all of which have been around this organization 3x the amount of time I had at that point, I had been there like three days. Rich Birch — Yes. Yes. Couple weeks. Tensley Almand — And and we got this email the night before the breakfast, and it was from a developer. And they were offering $14 million dollars for the piece of property that my office sits on, which is a widely underused piece of property… Rich Birch — Right. Tensley Almand — …that we’ve always kind of wrestled with, like, what do we do with this thing? Rich Birch — Right. Tensley Almand — $14 million dollars. Rich Birch — Yes. Tensley Almand — That’s almost our entire year’s budget. Rich Birch — Yes. Tensley Almand — And I remember showing up to this breakfast with this LOI and I asked the question, should we take it or should we not? Rich Birch — Right. Tensley Almand — And nobody could answer my question. Rich Birch — Wow. Wow. Tensley Almand — Nobody knew if it was a good idea to take $14 million dollars or to walk away from $14 million dollars Rich Birch — And if that group doesn’t know, nobody else in the organization is going to know, right? Tensley Almand — And that’s exactly what I said. I was like, if you don’t know, and I don’t know… Rich Birch — Yeah. Yes, exactly. Tensley Almand — …nobody knows. Rich Birch — Yes, yes, yes. Tensley Almand — And so I started with that small group and I said, hey, would you give me the freedom to to take however long it takes for us to make sure we can answer that question? Rich Birch — Yeah, that’s good. Tensley Almand — And so in our first board meeting, I raised my hand and I just said, hey guys, I know I’m new, I know I just started. But I shared the story and I said, hey, we have to be able to answer questions like this. Or we’re never going to get anywhere. We may do a lot of good things, but we are going to have no idea if we did the best thing. Rich Birch — Right, right. That’s good. That’s good. So kind of double clicking on that, continuing to kind of focus in on this. You know, there are churches, organizations that will do the strat plan or roll. We go away for the big retreat. We come up with the new value statements. It’s got great strategy on paper. But it doesn’t end up translating into practice. What are you doing at the mission to try to make sure that we’re going from that wasn’t just a great document that’s like in a nice book somewhere, but it’s actually rolling out. Maybe give us some examples of that. And what are those kind of rhythms, cadences, all that? How how are you making that happen? Tensley Almand — Yeah, it’s wish I could really tell you we’re crushing it in this area. It’s this is a new habit for us. Rich Birch — Sure. Sure. Good. Tensley Almand — And so we’re I’m four years in. We just finished our first full fiscal year under our new strategy. And so I can tell you what we’ve learned. Rich Birch — Hey, that’s good. Yeah, good. Tensley Almand — One, once you get it built you have to start small. We, I wish I could remember the exact number, I think as a senior team we committed and told our board we were going to do 392 new initiatives or something in year one, you know. Rich Birch — Wow. Right. Tensley Almand — And this is a seven-year plan… Rich Birch — Yes. Tensley Almand — …we’re like we got almost for it and I think we got 100 through of the 392. Rich Birch — Right. Tensley Almand — And we celebrated like crazy at the end of the year because it was like, that’s 100 things that were all in alignment that we’d never done before. We learned so much. So, start small. Tensley Almand — The other thing is we built our plan. And I was I was very intentional about this because of what you just said. I did not want another notebook that was going to sit on my shelf. And so our strategic plan is really a strategic roadmap. And what I have told our board, what I’ve told our staff is I want an organization that knows how to think. Rich Birch — That’s good. Tensley Almand — And our our plan is really a roadmap for how we should think. It’s not overly prescriptive in necessarily what that means. Because it’s it’s designed to take us all the way through 2030. Rich Birch — Right. Tensley Almand — Well, I have no idea what’s going to happen between now and 2030. Rich Birch — Right. Right. Tensley Almand — But I do know that if what we said we want to accomplish, we’re accomplishing, however that looks, by 2030, we’re on the right track. And so that would be the other thing is just like, I would build, I wouldn’t make it so prescriptive that it tells you like, Hey, next week you’re doing this. And the week after… It needs to teach the organization how to think, how to act so that the person who’s brand new on the front line, if I’m not in the room, they don’t need to spend any time going like what, what would Tensley want me to do? They just, this is who we are as an organization. It’s how we think. Tensley Almand — And then we at a senior level and then we pushed it all the way down to our organization. We built a meeting cadence around it. Rich Birch — Nice. Tensley Almand — And so we have our senior team meets once a week. Rich Birch — Yeah. Tensley Almand — That’s my six direct reports and plus my admin. Rich Birch — Yeah. Tensley Almand — And we, one, so we do that on Tuesday morning, one, the first Tuesday of the month is a strategy meeting. We talk all about the strategic plan. That’s like a, how how are you doing and your department doing towards what you said you were gonna do? Rich Birch — That’s good. Tensley Almand — And we have a dashboard to measure that against. And then the next Tuesday is an operations meeting. And it’s just like, hey, what are what are we working on? We can’t live at 50,000 feet all the time. Rich Birch — Right. Tensley Almand — Let’s get down to 1,000 feet or whatever it is. Rich Birch — Yeah. Tensley Almand — And so we have that operations cadence. And then the third meeting is kind of like a catch-all, like, hey, what you know what needs to happen? And then our last meeting of the month is a monthly ministry review with the entire, not just my direct reports, but all the managers that sit under my direct reports. Rich Birch — Oh, that’s cool. Tensley Almand — And they lead that meeting. I listen in that meeting. And I get to hear what’s happening at every campus, what’s going on. And I get to hear how people are implementing or not implementing the strategy. Rich Birch — Right. Tensley Almand — And then the very next meeting, if you’re keeping up, is then our strategy meeting. Rich Birch — Yes. Tensley Almand — So then I’m like, hey… Rich Birch — Here’s some stuff I heard. Tensley Almand — …tell me more about this. Rich Birch — Yeah. Yeah. Yes. Tensley Almand — Or I didn’t hear like, Hey, I thought we were working on this. Why is that not happening? And so we have dashboards. Rich Birch — Yeah, yeah. Tensley Almand — We’ve never had those before. We have data that we can follow. We have metrics we’ve identified as a, as a team, our wins. And so it’s like, Hey, how are we tracking towards those wins and just have created a layer of accountability that didn’t exist probably three years ago. Rich Birch — Yeah, that’s good. Let’s talk a little bit more about the data thing. I’ve, or data thing. We, I’ve, I’ve said with younger leaders, you know, spreadsheets are the language of leadership. Like you’re going to have to get used to this stuff. This is just… Tensley Almand — Yep. Rich Birch — …this is how we care for people at scale is, is that is what it looks like. So data can either inspire or intimidate. How do you track outcomes? How do you, how do you how have you seen, you know, data over this last year actually change behavior and move things, improve care, better outcomes, all that kind of stuff. Talk us through what, cause you know, what we measure can get, can, you know, steer us in the wrong direction or steer us in the right direction. Help, help us think through that. As we’re thinking about what numbers should we pay attention to? Tensley Almand — Yeah. So again, when I started, that was a big question I had. So if you were to look at our numbers, you would see that we serve, you know, let’s, these are rough, but right at about 3000 people a year come through our doors. Rich Birch — Okay. Tensley Almand — Right. Which is huge. Rich Birch — Yep. Tensley Almand — You’re like, man, that’s amazing. Well, then I, as I walk you through that, by the time you get to the end of our vocational training a year later, we may graduate like 400. And then 70% of those 400 are still doing well the the next year. And so, you know, on paper, you’re like, man, is that good? Rich Birch — Right. Yes. Tensley Almand — Like that, that there’s a lot of attrition there. Rich Birch — Right. Tensley Almand — Like should, is, is, are we fail… And that was, again, when I started, that was a question nobody could answer for me is, Hey, is that good? Rich Birch — Right. Tensley Almand — And so even backing up before we built our strategy, our senior team spent so much time defining our outcomes. And we had all of these statements, you know, but it was like we want somebody to be healthy vocationally. Tensley Almand — It’s like, okay, what does that mean? Crickets in the room. Rich Birch — Yes. Tensley Almand — Wait, if you don’t know what it means and I don’t know what it means, does the person who’s leading that program know what it means? Better question: does the person who’s receiving our services know if they’ve actually achieved help in that area? Tensley Almand — And so we went through, defined all of those terms so that there was a clear outcome to it… Rich Birch — Right. Tensley Almand — …so that we could then measure it. And then we built both a one-page dashboard that our senior team could look at at a high level. So I could I can open this dashboard on any Monday morning. It’s just in Tableau, so nothing super you know exciting. Rich Birch — Yep. Yep. Tensley Almand — And I can just see, i can see progression through our program. I can see healthy exits. We’ve defined what are healthy exits. I can see, ah you know, are people getting stuck? That was a big thing we were we were learning is like, people are just getting stuck in our program and we’re committing to somebody. You’re going to be at this phase of the program 30 days. Well, then they spend 60 days. Rich Birch — Right. Tensley Almand — And what we were finding. We were, so this, this probably long winded way of saying this, but what we, we didn’t know what was happening or why it was happening and it felt good. But you know, you’re like, I don’t know. Tensley Almand — And so what we were finding is it’s like, Hey, so that’s an example. Like, somebody gets stuck in our program. We promised them 30. It takes 60. All of a sudden, we were able to track that, hey, there’s a certain amount of fallout rate at this stage of the program. Why is that happening? Oh, people are stuck. They’ve been here too long. Rich Birch — Right. Tensley Almand — We got to fix that. And so it it enabled us to know what needed to be fixed and and not fixed. Rich Birch — Yeah, that’s good. Tensley Almand — And probably the the best real-time example of that is just recently. So I keep telling you the 70% number of graduates are successful. That’s kind of our historical data. Rich Birch — Yep. Yep. Tensley Almand — Well, this year, that number fell for the first time ever. It’s gotten better every year. Rich Birch — Wow. Tensley Almand — This year it fell and it fell like dramatically. And this is one of those I don’t like to talk about it because it doesn’t look good. Rich Birch — Interesting. Yes. Tensley Almand — I mean, like it fell down to almost like 45, 50 percent. Rich Birch — Oh, wow. Tensley Almand — You’re like, what’s happening? Rich Birch — Almost inverse. Yeah, yeah. Wow. Tensley Almand — Exactly. And so at first, you’re like, our program is no good. We got rewrite our program. Well, thankfully, we had been tracking all of the kind of whys and we understood what was happening in people’s lives. And what we have found out is no, like the economy shifted. You can’t get a job in 30 to 60 days anymore. Rich Birch — Interesting. Tensley Almand — And so a gate in our program is when you graduate, you have 60 days to get a job. If you don’t get a job, you can’t move into our transitional housing because if we just allow you to stay, beds back up and then more people can’t get in. Tensley Almand — Well, our clients then would stop taking our advice and stop waiting for a good job. And at day like 50, they would just go get that job that doesn’t pay well. Rich Birch — Ohhh. Tensley Almand — And they knew it wasn’t going to be a career builder job. It was just going to keep them sheltered. Rich Birch — Right, right. Tensley Almand — And so it was our our like metrics were actually driving a behavior we didn’t like. Rich Birch — That’s interesting. Tensley Almand — And so we’re in the process now of like, hey, we’ve got to change this. The length of time it takes to get a job now takes longer. and Rich Birch — Right. Tensley Almand — The job market’s more you know fierce right now. Rich Birch — Right. Tensley Almand — And so we don’t want nothing against these types of jobs. We don’t necessarily want our client leaving to go get a job at McDonald’s Rich Birch — Right. Tensley Almand — But for them, leaving it to go get a job at McDonald’s versus not having a place to stay, I’ll take the McDonald’s job… Rich Birch — Right. Yes. Tensley Almand — …even though I know I’m only going to be there three months. Rich Birch — Right. Right. Tensley Almand — And so it was throwing off all of our numbers and it’s because we were incorrectly driving a behavior that we don’t want to drive. So. Rich Birch — Wow. That’s cool. That’s a great, very vivid example. And there’s lots of that in the church world. I know you I know you know that. There was a church I was doing some work with last year, large church, 10,000-person church. And they were we were talking one of the numbers I obsess with my clients over is documented first-time guests, the actual number of people that come every single weekend. And I was convinced that this church was just was missing a whole bunch of first time guests. And so they were telling me about how great their, their, their assimilation numbers were. They were like, Oh, this is so great. And I was like, I just don’t believe it. I’m like, because, because if you are not capturing the number of, of documented first time guests, then yeah and you’re comparing against half of what you probably actually have coming into your church, then then every number be below that, all your integration stuff looks twice as good as it actually is. Tensley Almand — Yeah. Rich Birch — And you know that that happens in lots of places across our numbers. We’ve got to get real clear and benchmark against other people. Tensley Almand — If I could go back and if I could go back, no, no, it’s just, like I’ve often thought like, what would I do different if I was a church leader now? Rich Birch — Yeah, yeah, yeah. That’s a good question. Tensley Almand — And I would I would measure so much differently. Rich Birch — Yeah, interesting. Tensley Almand — You know, historically we’ve measured nickels and noses, right? Like how much money’s coming in and how many people are sitting in the pews. But it’s like, those are important. Rich Birch — Yeah. Tensley Almand — I wouldn’t stop measuring them, but I would pay attention to like this. I would try to find a way to measure progression, you know. Rich Birch — Yes, 100%. Tensley Almand — It’s like to your point how many first-time guests are you having okay well then of those first-time guests how many of them are actually moving to your small groups. Rich Birch — Yeah, 100%. Tensley Almand — Of those who moved your small groups do any of them ever volunteer like and and really understand the behaviors you want. And then measure to those behaviors and i think especially in a world where just church attendance looks so much so much different, we could gauge health of our churches so much more effectively if we were Rich Birch — Yeah, it’s so true. I’d love to I’d love to kind of pivot for a few minutes in a slightly different direction. Tensley Almand — Okay. Rich Birch — So we have a lot of church leaders that are listening in and I’d love to understand how Atlanta Mission partners with churches. What does that look like? How do you work together? So specifically at Atlanta misha, and then what would you, Mission, and then what would you say to churches in general? Hey, um what advice would you give now that you’re on this side of the equation of actually partnering with an organization like Atlanta Mission? How can you be kind of the best partner? How do we what are what are people on your side of the table actually looking for from a church like ours? Because I’m sure there’s all kinds of stories of like, yeah, that didn’t work well. Talk us through what that looks like, partnerships specifically, and then kind of in general, how can we be better at that? Tensley Almand — Yeah, and partnership is one of our pillars of our strategic plan. I think I think for nonprofits, especially when you’re large and you’re self-funded, you can it’s easy to get siloed. And we we fell into that category, not just with outside partners that wanted to come in and help us, but also with other service providers across the the, you know, continuum of care in our city. is It’s just it’s easy to kind of put your head down and do your own thing. Rich Birch — Right. Tensley Almand — And so this is a huge emphasis for us, mainly because it’s really woven into the vision of our organization. Our organization is a community that’s united to end homelessness one person at a time. Well, I mean, it’s like partnership has to be built into that. Rich Birch — Right. Yes, baked into it. Yeah. Tensley Almand — So what who are we to then go get siloed? Like, that’s like, wow, you can’t even accomplish what you said you wanted to do. And so um we… I’ll back into this answer by telling you one of the things we’ve discovered at Atlanta Mission is that this isn’t this, you know, this isn’t novel, but, you know, material poverty, we all know is debilitating. Relational poverty is just as debilitating as material poverty. Rich Birch — That’s so true. Tensley Almand — And what we find with our clients is that almost 100 percent obviously are struggling with some version of material poverty, but they are just relationally broken and poor. They are void of healthy relationships. And so this is this is so much where partnership comes in, because we we literally have a metric that we track of how many healthy contacts does a client have in their phone before they graduate our program. And what we were finding is I mean we were their only healthy contact. Rich Birch — Oh, wow. Tensley Almand — And it’s wait this is this is not good. And this is such a great place for churches to partner with us because we have so many opportunities that we just call we call them “be with” opportunities there’s like there’s “do for” service projects but there’s also “be with” service projects. And they’re just designed for you to establish healthy community with our clients, build relationships, throw a birthday party for somebody… Rich Birch — That’s so good. Right. Tensley Almand — …have a Christmas party at one of our shelters. Come, you know, we’re moving into the holiday season, you know, come and build gingerbread houses together with our kids who are staying with us and just create an hour in somebody’s life that’s normal. Rich Birch — Right. Tensley Almand — And I feel like churches are better at this than anybody. Our corporate partners are fantastic at the “do for” projects. They can then come in and beautify our campuses in 30 minutes in a way that none of us can. Rich Birch — Right. Tensley Almand — You know, Home Depot comes in and it’s like, we’re going to transform your landscape. Great. This is awesome. Rich Birch — Yeah, yeah. Tensley Almand — I love it. But a church can come in and just be authentic and be real and be with our clients. Rich Birch — That’s good. Tensley Almand — And you would be amazed at how different somebody’s life looks after just that hour. And so, and I think that’s a huge thing. And then what I would tell churches, I think even as a church leader, I I probably overlooked how vital we were to nonprofits. You just you know, you think it’s an hour, but you know, even the day of, you know, you wake up that morning and you’re like, they don’t really need me. Like, I don’t know. Rich Birch — Right. Tensley Almand — This is, am I not really going to make a difference? Yes, you are. Rich Birch — That’s good. Tensley Almand — You are going to make a huge difference. It is worth the hour. It is worth the drive. Tensley Almand — And we we tell people all the time, and I’ve seen this in my own life. The thing that happens at Atlanta Mission is there’s always two stories of transformation happening. There’s the story of transformation that’s happening in a client’s life. But God transforms my life every day. Rich Birch — That’s so true. Tensley Almand — And it’s that’s the part I didn’t expect, Rich, is that… Rich Birch — Right. Tensley Almand — …my life is being changed as much as anybody else’s. And so I would, I would tell a church, Hey, our clients need you. But you need this as well. Rich Birch — Yes. Yeah. Yeah. Tensley Almand — Like God’s going to do something in your life. Tensley Almand — And then the other is just, um I think, especially for really big churches, it’s easy to think like, I bet they need my expertise. It’s like, actually, that’s not like. We need your partnership. Rich Birch — Yes. Yes. Tensley Almand — You know, we, we know how to do this. Come put wind in our sails. Rich Birch — Yeah. Yeah, Tensley Almand — Come just serve, be a part of what we’re doing. Rich Birch — Yeah, it’s so good. That’s super helpful. Love love that. Well, just as we’re coming to land, any kind of final words or encouragement you’d you’d say to church leaders that are listening in today that are, you know, wrestling with maybe clarity or wrestling with some of the stuff we’ve talked about today? This has been a really fruitful conversation. Thank you for it. Tensley Almand — Yeah, I think the, you know, probably the biggest thing I would say, and I have to tell myself this all the time. I mean, I’m an entrepreneurial type A. I’m going to like, you know, go conquer the world in a day is that, you know, remind yourself, you know, more than likely what you can accomplish in 90 days is nowhere near what you think it is, you know. But what you can accomplish in a year or two years is probably way more than you ever imagined you could. Rich Birch — Right. So true Yeah, that’s good. Tensley Almand — And so just again, kind of back to the strategy thing, it takes time. It’s messy. You know, you’re going to feel like, is this worth it? It creates conflict on your team. It feels uncomfortable. We were, we were joking as a senior team the other day. There was, it was about a year where I just, every Tuesday morning, I thought I want to cancel this meeting because I just didn’t enjoy, like we were just, we were at conflict because we were… Rich Birch — Right. Yes. Tensley Almand — …hashing out who we are and why we exist and what are we going to do and why are we going to do it? Rich Birch — Yes. Tensley Almand — But now it’s my favorite hour of the week. Like, I just love it. And so, you know, I would say that… Rich Birch — That’s good. Tensley Almand — …you know, and I think, yeah, I don’t know that I have anything, you know, much more. Rich Birch — That’s good. Tensley Almand — Yeah. Rich Birch — No, that’s good. Well, I really appreciate being on the show today. Where do we want to send people if they want to connect with you or with Atlanta Mission? Where are the best places for us to send people online? Tensley Almand — Probably the easiest place is just our website, atlantamission.org. You can find everything you want to about us. If you want to know more, you can email info@atlantamission.org. And that actually goes right to my assistant and we’ll get you connected to the right person. And you can, you know, next time you’re in town, you partner with us. You can help us. You can be happy to give you a tour, show you what we do. Rich Birch — That’s great. Thanks so much, Tensley. Appreciate you being here today. Tensley Almand — Thanks.

Campbell dans la soupe chaude : la marque va en payer le prix | Surdoses : deux parents endeuillés aidés par le Parti québécois déposent une pétition à l’Assemblée nationale | Les anglophones du Québec se sentent «aliénés» | Un Québécois ira participer au Championnat mondial de Microsoft Excel | Le bruit urbain, est-ce que ça gâche votre vie? Dans cet épisode intégral du 27 novembre, en entrevue : Éric Blais, président de Headspace Marketing. Christian Boivin, père de Mathis, et Phoudsady Vanny, mère de Nikian. Sylvia Martin-Laforge, directrice générale de TALQ – Talking, Advocating, Living in Québec. Vincent Morin, participant au Championnat mondial de Microsoft Excel et analyste d’affaires en planification et analyse financière chez Harnois Énergies, à Joliette. Il est titulaire d’un baccalauréat en marketing. Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

À quel âge un enfant doit-il quitter le nid familial? | Et si vous étiez Sherlock Holmes? | Crise au PLQ | Mark Carney en conflit d’intérêt? | Le gouvernement doit en faire plus pour les entreprises d’ici | Les voitures connectées nous volent-elles nos données? Dans cet épisode intégral du 27 novembre, en entrevue : Luc Berthold, député conservateur dans Mégantic-L’Érable-Lotbinière. Maxime Dorais, codirecteur général de l’Union des consommateurs. Christine Dufresne, directrice des expositions au Musée Pointe-à-Callière Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Lundi, le directeur général de Brookfield Corporation Justin Beber a témoigné pendant deux heures devant le comité d'éthique de la Chambre des communes. Les députés sont en train d’examiner la Loi sur les conflits d'intérêts et se demandent si les décisions prises par Carney en tant que premier ministre profitent à sa fortune personnelle. Notre invité du Bloc québécois, lui, le pense. Entrevue avec Luc Berthold, député conservateur dans Mégantic-L’Érable-Lotbinière. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radioPour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Pourquoi Hachem a-t-Il félicité Moché Rabbénou d'avoir brisé les Tables de la Loi, alors que cela semble être un acte de désespoir ? En quoi était-ce, au contraire, un acte courageux ? Pourquoi conclure la Torah en parlant de cette brisure, et de la force physique de Moché Rabbénou ? N'y a-t-il pas d'événements plus joyeux et impressionnants à raconter, et de qualités plus importantes à retenir ? Réponse à travers un passage de la Guémara Chabbath.

Bras de fer entre les syndicats et le gouvernement | La SQDC de lance dans le vapotage de cannabis : un fournisseur affirme que c’est une bonne chose | Mise à jour économique du Québec : Eric Girard s’exprime | Resserrement de la loi sur la laïcité: la Ligue des droits et libertés s’inquiète | Un journaliste s’est mis en danger pour illustrer la dure réalité des criminels mineurs | De plus en plus d’offres de bières sur le marché! Dans cet épisode intégral du 26 novembre, en entrevue : Dany Lefebvre, président et fondateur de Bleuh. Eric Girard, ministre des Finances du Québec. Laurence Guénette, coordonnatrice de la Ligue des droits et libertés. Jérémy Ghio, directeur principal aux affaires corporatives pour Labatt. Mathieu Arsenault, réalisateur de Crime Désorganisé : au cœur de la délinquance juvénile. Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Pas de respect pour les gens qui trichent et qui crachent sur le Québec | Sylvie Guertin continue de vivre l’enfer à cause d’Al Ballouz | L’Olympia menacé à cause d’une… piste cyclable ! | Temps des Fêtes : 27% des familles en difficulté financière Dans cet épisode intégral du 26 novembre, en entrevue : Nicolas Gagnon, directeur Québec pour la Fédération canadienne des contribuables. Sylvie Guertin, mère de Synthia Bussières et grand-mère d’Éliam (5 ans) et Zac (2 ans). Patrick Lévy, propriétaire de l’Olympia de Montréal. Lucie Berthelotte, fondatrice de la fondation Un cadeau pour un sourire! Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Ali Haji, CEO of American Tungsten Corp. (CSE: TUNG) (OTCQB: TUNGF) (FSE: RK90), joins me to for a financial and operations update on all the exploration, development, and rehabilitation initiatives underway; focused on bringing onshore tungsten mining and production capabilities to the United States through its derisked past-producing IMA Mine in Idaho.  We also review the recent news of an LOI signed with the US Export Import Bank to fund a processing plant onsite and the development pathway back into production by late 2026.    We start off discussing the strategic importance of this tungsten – molybdenum – silver project, and the advantages of being on patented mining claims in Idaho and the infrastructure advantages of a past-producing brownfield site at the IMA Mine.  Their team has been quite busy with ongoing development, rehabilitation, and derisking work at both the D Level and Zero Level at the Project. The next phase of diamond drilling exploration program is set to commence the end of November and will run into Q1 2026.   D Level Progress   Excavation of the access crosscut to the diamond drill stations on D Level continues and is now ~54% complete (~100ft.) with ~86ft. of excavation remaining - it is expected that the 1st diamond drill station will be reached by the end of next week; The drill rig and power packs are on site and will be mobilized underground once the drill station is expanded and bolted; In parallel, development of the access drift will continue towards the 2nd and 3rd diamond drill stations; and All work at the D Level continues to be "double shifted" by the Contractor to expedite the timeline of the Phase 1 drill program.   Zero Level Progress   Rehabilitation of the Zero Level continues, and it is estimated that the remaining visible debris area will be cleared by the end of next week; This will allow access to previously rehabilitated areas on the zero level, including new drifts around unstable areas developed by 1970s operations; At this time, American Tungsten will be able to assess what, if any, additional rehabilitation at the Zero Level may be needed to support drilling from the zero level; and Additional work staff have been secured by the Contractor to ensure that the work progress at the Zero Level is being performed in parallel with work progress at the D Level.   The upcoming Phase 2 drill program to expand the known tungsten, molybdenum, and silver mineral resources will be utilized for an updated Resource Estimate, and the upcoming Preliminary Economic Assessment (PEA) in early 2026. The Company will also be conducting a trial mining and bulk sample exercise, more metallurgical tests, and is now working towards the construction decision on a processing plant on-site; which is a substantial change and upgrade to the previously envisioned direct ship ore (DSO) business model.   Next, we discussed the news from November 6th which announced that American Tungsten has received a letter of interest from the US Export-Import Bank (EXIM) for a loan worth up to US$25.5 million, to potentially fund the mining development and milling facilities associated with the Company's IMA Tungsten Mine in Patterson, Idaho.   Ali points out that in concert with their recent capital raise for $18 million, closed on October 31st, that the company is fully funded for all upcoming rehabilitation workstreams, drill programs, economic studies, and pathway to get IMA back into production by late 2026.   We also reiterated the importance of the Letter of Intent (“LOI”), signed back on September 20th, with a prominent U.S-based offtake partner, Global Tungsten & Powders (“GTP”). Ali highlights that their agreement with GTP marks a pivotal milestone in their emergence as a leading domestic supplier of high-grade tungsten, now vetted by one of the largest tungsten processors in the world. This LOI not only affirms the robust market demand for more domestic supplies of tungsten, but also reflects the deep confidence their partners have in their technical capabilities and long-term vision to move from development into near-term production.   Ali outlined the number of additions to their management team, board of directors, and technical advisors over the last few months, and reiterated that they are continuing to work closely with government agencies to build partnerships seeking to secure key strategic partnerships and non-dilutive financing with the U.S. Department of Defense,  Department of Energy, and Defense Advanced Research Projects Agency.   This brought up the critical and strategic nature of tungsten as a defense metal, where the majority of tungsten supply is controlled by China, and why the US government is keen to develop supply chains outside of China which has placed export controls on this metal, and many other critical minerals.  Tungsten is a necessary component in a wide array of defense applications, including but not limited to the production of ammunition, armored equipment, artillery, and space exploration.  The recent media narrative around rare earth elements has inadvertently become co-mingled with completely separate critical minerals like tungsten or antimony and this has disproportionately weighed on the valuation in some critical minerals stocks, that are actually unrelated and have their own unique markets and fundamentals.  The export bans out of China with regards to some of these other critical minerals sectors are not part of the 1 year truce between the US and China, and have actually intensified.       If you have any questions for Ali regarding American Tungsten, then please email those into me at Shad@kereport.com.   In full disclosure, Shad is a shareholder of American Tungsten at the time of this recording, and may choose to buy or sell shares at any time..     For more market commentary & interview summaries, subscribe to our Substacks:   The KE Report: https://kereport.substack.com/ Shad's resource market commentary: https://excelsiorprosperity.substack.com/   Investment disclaimer: This content is for informational and educational purposes only and does not constitute investment advice, an offer, or a solicitation to buy or sell any security. Investing in equities and commodities involves risk, including the possible loss of principal. Do your own research and consult a licensed financial advisor before making any investment decisions. Guests and hosts may own shares in companies mentioned.

Nos épiceries se font prendre d’assaut par la viande halal | Négligence des camionneurs inc : un couple vit l’enfer depuis leur accident de la route | La pression monte sur le chef du Parti libéral du Québec | Le temps des Fêtes rime malheureusement avec une hausse des vols à l’étalage | Mise à jour économique à Québec | Shein et Temu, est-ce vraiment si mauvais que ça? Dans cet épisode intégral du 25 novembre, en entrevue : Alexandre Tremblay, conducteur au moment de l’accident et Allyson Dumont, chauffeuse de poids lourds et autre victime de l’accident. Karl Blackburn, ex candidat à la chefferie du PLQ et ancien président et chef de la direction du Conseil du patronat du Québec. Michel Rochette, président, Conseil canadien du commerce de détail, Québec. Guy, client de Costco. Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Jour de mise à jour économique à Québec. Loi 21 version 2.0. La rencontre politique avec Yasmine Abdelfadel et Mario Dumont. Regardez aussi cette discussion en vidéo via https://www.qub.ca/videos ou en vous abonnant à QUB télé : https://www.tvaplus.ca/qub ou sur la chaîne YouTube QUB https://www.youtube.com/@qub_radio Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Jean Chrétien aurait ordonné d’accélérer les demandes de citoyenneté avant le référendum de 1995 | La viande halal est en train de prendre nos épiceries d’assaut | Loi 21 2.0 : un plus gros défi pour Pablo Rodriguez que pour Jean-François Roberge? | Les lentilles canadiennes sèment la controverse en France | Mise à jour économique pour le Québec Dans cet épisode intégral du 25 novembre, en entrevue : Michel Lucas, docteur en épidémiologie nutritionnelle à l’Université Laval. Olivier Blais, cofondateur et chef des technologies chez Moov AI. Normand Lester, chroniqueur au Journal de Montréal et co-auteur du livre Les secrets d'Option Canada. Zachary Richard, auteur-compositeur-interprète et poète. Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

Brandon Batt – Chief People and Transformation Officer at Quadient Brandon Batt joins us to discuss how successful M&A integration starts long before you sign an LOI. Brandon shares how Quadient built M&A capability across the organization through strategic hiring, created a transformation office that breaks down traditional silos, and executed portfolio transformation through dozens of acquisitions and divestitures. Learn why the secret to integration success isn't just about playbooks—it's about building M&A muscle into your team from day one. Things You'll Learn Why hiring for M&A experience across your organization creates the foundation for deal success, even in roles that seem unrelated to corporate development The transformation office model that eliminates the handoff problem  Why cultural "add" beats cultural "fit"  ____________________ Share Your M&A Experience for the Chance at $500 Giftcard M&A moved fast in 2025. But what actually changed? We're collecting real insights from practitioners—not consultants on the sidelines—to understand how corp dev teams, PE firms, and advisors are adapting. Takes 10 min. Get early access to results + chance at $500 gift card. Share your experience: https://hubs.ly/Q03Rr89G0 ____________________ This episode is brought to you by S&P Global. Today's episode of M&A Science is brought to you by S&P Global Market Intelligence. If you're in corp dev or PE, you know the pain — good private company data is hard to come by. Everyone's still chasing clean, reliable, up-to-date data. I started out using CapIQ Pro for public comps, but didn't realize until recently how deep their private company coverage has gotten. Over 58 million private companies, global reach, and actually usable for real deal work.  This isn't surface-level. You get real metrics — ownership, financials, funding rounds, even asset-level insights. So if you're still toggling between a dozen tools trying to piece together the picture, maybe it's time to stop guessing and start sourcing better.  Learn More Here: https://www.spglobal.com/market-intelligence/en/solutions/products/private-company-data?utm_source=podcast&utm_medium=video&utm_campaign=MAScienceH225  __________________ Episode Chapters [00:02:30] Building a Transformation Office – How Quadient structured M&A, HR, legal, and sustainability under one umbrella to drive seamless execution [00:05:00] Portfolio Simplification Through M&A – Starting transformation with strategic divestitures before adding new capabilities through acquisitions [00:10:00] The Pre-LOI Integration Planning Model – Why strategic operations teams get involved in due diligence from the beginning, not after the deal is signed [00:16:00] Human Connection as M&A Secret Sauce – Building trust with founders and management teams before discussing price and terms [00:21:00] Hiring for M&A Muscle – Why M&A readiness starts with recruiting people who have transaction experience across key business functions [00:28:00] Evolving M&A Maturity – Getting more formal about talent assessment and playbooks while giving teams autonomy to move fast [00:33:00] Founder-Led Business Challenges – Learning to structure deals and set expectations upfront when acquiring companies led by first-time sellers [00:42:00] Collaboration Without Hierarchy – How "collaborate like crazy" became a cultural principle that breaks down silos in M&A execution [00:47:00] Deal Story: Meeting in London During COVID – Why some deals still require getting on a plane, even during a pandemic [00:51:00] AI in M&A and the Human Element – Balancing technology efficiency with the human intuition that uncovers critical deal insights  __________________ Questions, comments, concerns?Follow Kison Patel for behind-the-scenes insights on modern M&A.

On n'en parle jamais, et pourtant, sans eux, le système de santé s'arrête.Et dans cet épisode avec Baptiste Chaboud, Président de BD France, j'avais envie de mettre un coup de projecteur sur un secteur qui façonne la qualité, la sécurité et l'efficacité du soin… très liés aux médicaments et souvent dans l'ombre : Les dispositifs médicaux.Parce que derrière chaque tube de sang, chaque cathéter posé en réa, chaque dispositif de sécurité au bloc, il y a des technologies extrêmement fiables, des années de recherche, et des équipes d'ingénieurs, de soignants et d'industriels qui travaillent pour un seul objectif : améliorer la prise en charge des patients.BD en est l'un des acteurs majeurs. Et ce que Baptiste raconte dans cet échange, c'est à quel point les DM sont une colonne vertébrale silencieuse du système de santé — présente à chaque étape du parcours patient.Dans cet épisode, on parle de :◾️ L'histoire étonnante de BD en France, où l'innovation médicale mondiale a commencé… avec des rayons de roue de vélo◾️ Les innovations qui transforment le diagnostic et les pratiques, notamment dans la pré-analyse, les solutions connectées ou encore l'amélioration du point of care◾️ La manière dont un simple tube mal étiqueté peut impacter un diagnostic, et comment les dispositifs médicaux permettent aujourd'hui de réduire drastiquement les erreurs◾️ L'évolution des attentes du système de santé et la nécessité d'avoir des dispositifs fiables, traçables, adaptés aux contraintes des soignants◾️ La vision 2030 où la connectivité et le prédictif deviendront indispensables pour fluidifier les parcours de soins et anticiper les complications.Cet épisode remet les DM au centre du jeu. Pas comme de simples outils, mais comme des leviers de transformation du système de santé.Bonne écoute !Merci à notre partenaire BD France pour son soutien dans cet épisode, qui nous permet d'ouvrir le dialogue autour de l'innovation et des enjeux de santé. La ligne éditoriale et la sélection des invités restent entre nos mains.__Pour retrouver Baptiste Chaboud : LinkedIn : https://www.linkedin.com/in/baptiste-chaboud-938b3313/?originalSubdomain=fr__Ressources mentionnées :

REM à Deux-Montagnes: une réussite! | L’IA et le Vendredi fou | Vincent Marissal devient indépendant | L’institut douglas possède une des plus importantes banques de cerveaux au monde | Coups de feu à la prison de Rivière-des-Prairies | Un mineur tué par balle | Crise au PLQ | Record Guinness: chorégraphie à couper le soulffle dans le ciel! | Alexandre Texier débarque à Montréal | Dans cet épisode intégral du 24 novembre, en entrevue : Ania Kazi, utilisatrice satisfaite du REM Gustavo Turecki, psychiatre en chef et directeur scientifique de l’Institut Douglas Carmen Juneau, parachutiste dans le record Guinness mondial de voile de contact Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

L'invité de 7h50. Ce lundi, Martin Buxant est au 16 rue de la Loi avec le ministre de l'Emploi et Vice premier ministre, David Clarinval.

Vincent Marissal quitte QS | Chanteurs masquée | Crise au PLQ | Rizqy brise le silence | Drame au REM à Brossard | La FTQ en colère | Sherbooke Ouest parmis les plus rues les plus cool | Corps non réclamés en hausse au Québec | Fusillade à la prison de Rivière-des-Prairies | Dindons sauvages en beauce, la situation est incontrôlable! | Dans cet épisode intégral du 24 novembre, en entrevue : Mathieu Houle, directeur général de la Fédération des coopératives funéraires du Québec Denis Mercier, producteur agricole de fraises en Beauce Guy Sabourin, producteur agricole à Saint-André-Avellin Steph Carse, grand gagnant de «Chanteurs masqués» Nancy Guillemette, députée de Roberval pour la CAQ et whip adjointe du gouvernement David Corriveau, chanteur Vincent Marissal, député indépendant de Rosemont Une production QUB Novembre 2025Pour de l'information concernant l'utilisation de vos données personnelles - https://omnystudio.com/policies/listener/fr

durée : 00:17:32 - Divers aspects de la pensée contemporaine - par : Emmanuelle Huisman Perrin - Nous célébrons cette date anniversaire avec Alain Policar, politiste et membre de l'Union rationaliste. - réalisation : Philippe Baudouin - invités : Alain Policar Sociologue, chercheur associé au Centre de recherches politiques de Sciences Po (Cevipof)

When's the best time to engage a debt advisor? “Earlier is better,” says Parm Atwal, managing director at Configure Partners, a credit-oriented investment bank. In this conversation with host Greg Hawver, Parm breaks down the life cycle of debt financing based on a hypothetical independent sponsor or private equity fund under LOI with a manufacturing company. Tune in as he shares how Configure strategizes with its clients and what his “crystal ball” reveals about the market landscape. Connect and Learn More☑️ Parm Atwal | LinkedIn☑️ Configure Partners | LinkedIn☑️ McGuireWoods | LinkedIn | Facebook | Instagram | X☑️ Subscribe Apple Podcasts | Spotify | Amazon MusicThis podcast was recorded and is being made available by McGuireWoods for informational purposes only. By accessing this podcast, you acknowledge that McGuireWoods makes no warranty, guarantee, or representation as to the accuracy or sufficiency of the information featured in the podcast. The views, information, or opinions expressed during this podcast series are solely those of the individuals involved and do not necessarily reflect those of McGuireWoods. This podcast should not be used as a substitute for competent legal advice from a licensed professional attorney in your state and should not be construed as an offer to make or consider any investment or course of action.

Dans cet épisode, Emmanuel, Katia et Guillaume discutent de Spring 7, Quarkus, d'Infinispan et Keycloak. On discute aussi de projets sympas comme Javelit, de comment démarre une JVM, du besoin d'argent de NTP. Et puis on discute du changement de carrière d'Emmanuel. Enregistré le 14 novembre 2025 Téléchargement de l'épisode LesCastCodeurs-Episode-332.mp3 ou en vidéo sur YouTube. News Emmanuel quitte Red Hat après 20 ans https://emmanuelbernard.com/blog/2025/11/13/leaving-redhat/ Langages Support HTTP/3 dans le HttpClient de JDK 26 - https://inside.java/2025/10/22/http3-support/ JDK 26 introduit le support de HTTP/3 dans l'API HttpClient existante depuis Java 11 HTTP/3 utilise le protocole QUIC sur UDP au lieu de TCP utilisé par HTTP/2 Par défaut HttpClient préfère HTTP/2, il faut explicitement configurer HTTP/3 avec Version.HTTP_3 Le client effectue automatiquement un downgrade vers HTTP/2 puis HTTP/1.1 si le serveur ne supporte pas HTTP/3 On peut forcer l'utilisation exclusive de HTTP/3 avec l'option H3_DISCOVERY en mode HTTP_3_URI_ONLY HttpClient apprend qu'un serveur supporte HTTP/3 via le header alt-svc (RFC 7838) et utilise cette info pour les requêtes suivantes La première requête peut utiliser HTTP/2 même avec HTTP/3 préféré, mais la seconde utilisera HTTP/3 si le serveur l'annonce L'équipe OpenJDK encourage les tests et retours d'expérience sur les builds early access de JDK 26 Librairies Eclispe Jetty et CometD changent leurs stratégie de support https://webtide.com/end-of-life-changes-to-eclipse-jetty-and-cometd/ À partir du 1er janvier 2026, Webtide ne publiera plus Jetty 9/10/11 et CometD 5/6/7 sur Maven Central Pendant 20 ans, Webtide a financé les projets Jetty et CometD via services et support, publiant gratuitement les mises à jour EOL Le comportement des entreprises a changé : beaucoup cherchent juste du gratuit plutôt que du véritable support Des sociétés utilisent des versions de plus de 10 ans sans migrer tant que les correctifs CVE sont gratuits Cette politique gratuite a involontairement encouragé la complaisance et retardé les migrations vers versions récentes MITRE développe des changements au système CVE pour mieux gérer les concepts d'EOL Webtide lance un programme de partenariat avec TuxCare et HeroDevs pour distribuer les résolutions CVE des versions EOL Les binaires EOL seront désormais distribués uniquement aux clients commerciaux et via le réseau de partenaires Webtide continue le support standard open-source : quand Jetty 13 sortira, Jetty 12.1 recevra des mises à jour pendant 6 mois à un an Ce changement vise à clarifier la politique EOL avec une terminologie industrielle établie Améliorations cloud du SDK A2A Java https://quarkus.io/blog/quarkus-a2a-cloud-enhancements/ Version 0.3.0.Final du SDK A2A Java apporte des améliorations pour les environnements cloud et distribués Composants en mémoire remplacés par des implémentations persistantes et répliquées pour environnements multi-instances JpaDatabaseTaskStore et JpaDatabasePushNotificationConfigStore permettent la persistance des tâches et configurations en base PostgreSQL ReplicatedQueueManager assure la réplication des événements entre instances A2A Agent via Kafka et MicroProfile Reactive Messaging Exemple complet de déploiement Kubernetes avec Kind incluant PostgreSQL, Kafka via Strimzi, et load balancing entre pods Démonstration pratique montrant que les messages peuvent être traités par différents pods tout en maintenant la cohérence des tâches Architecture inspirée du SDK Python A2A, permettant la gestion de tâches asynchrones longues durée en environnement distribué Quarkus 3.29 sort avec des backends de cache multiples et support du débogueur Qute https://quarkus.io/blog/quarkus-3-29-released/ Possibilité d'utiliser plusieurs backends de cache simultanément dans une même application Chaque cache peut être associé à un backend spécifique (par exemple Caffeine et Redis ou Infinispan) Support du Debug Adapter Protocol (DAP) pour déboguer les templates Qute directement dans l'IDE et dans la version 3.28 Configuration programmatique de la protection CSRF via une API fluent Possibilité de restreindre les filtres OIDC à des flux d'authentification spécifiques avec annotations Support des dashboards Grafana personnalisés via fichiers JSON dans META-INF/grafana/ Extension Liquibase MongoDB supporte désormais plusieurs clients simultanés Amélioration significative des performances de build avec réduction des allocations mémoire Parallélisation de tâches comme la génération de proxies Hibernate ORM et la construction des Jar Et l'utilisation des fichiers .proto est plus simple dans Quarkus avbec Quarkus gRPC Zero https://quarkus.io/blog/grpc-zero/ c'est toujours galere des fichiers .proto car les generateurs demandent des executables natifs maintenant ils sont bundlés dans la JVM et vous n'avez rien a configurer cela utilise Caffeine pour faire tourner cela en WASM dans la JVM Spring AI 1.1 est presque là https://spring.io/blog/2025/11/08/spring-ai-1-1-0-RC1-available-now support des MCP tool caching pour les callback qui reduit les iooerations redondantes Access au contenu de raisonnement OpenAI Un modele de Chat MongoDB Support du modele de penser Ollama Reessaye sur les echec de reseau OpenAI speech to text Spring gRPC Les prochaines étapes pour la 1.0.0 https://spring.io/blog/2025/11/05/spring-grpc-next-steps Spring gRPC 1.0 arrive prochainement avec support de Spring Boot 4 L'intégration dans Spring Boot 4.0 est reportée, prévue pour Spring Boot 4.1 Les coordonnées Maven restent sous org.springframework.grpc pour la version 1.0 Le jar spring-grpc-test est renommé en spring-grpc-test-spring-boot-autoconfigure Les packages d'autoconfiguration changent de nom nécessitant de modifier les imports Les dépendances d'autoconfiguration seront immédiatement dépréciées après la release 1.0 Migration minimale attendue pour les projets utilisant déjà la version 0.x La version 1.0.0-RC1 sera publiée dès que possible avant la version finale Spring arrete le support reactif d'Apache Pulsar https://spring.io/blog/2025/10/29/spring-pulsar-reactive-discontinued logique d'évaluer le temps passé vs le nombre d'utilisateurs c'est cependant une tendance qu'on a vu s'accélerer Spring 7 est sorti https://spring.io/blog/2025/11/13/spring-framework-7-0-general-availability Infrastructure Infinispan 16.0 https://infinispan.org/blog/2025/11/10/infinispan-16-0 Ajout majeur : migration en ligne sans interruption pour les nœuds d'un cluster (rolling upgrades) (infinispan.org) Messages de clustering refaits avec Protocol Buffers + ProtoStream : meilleure compatibilité, schéma évolutif garanti (infinispan.org) Console Web améliorée API dédiée de gestion des schémas (SchemasAdmin) pour gérer les schémas ProtoStream à distance (infinispan.org) Module de requête (query) optimisé : support complet des agrégations (sum, avg …) dans les requêtes indexées en cluster grâce à l'intégration de Hibernate Search 8.1 (infinispan.org) Serveur : image conteneur minimalisée pour réduire la surface d'attaque (infinispan.org) démarrage plus rapide grâce à séparation du démarrage cache/serveur (infinispan.org) caches pour connecteurs (Memcached, RESP) créés à la demande (on-demand) et non à l'initiaton automatique (infinispan.org) moteur Lua 5.1 mis à jour avec corrections de vulnérabilités et opérations dangereuses désactivées (infinispan.org) Support JDK : version minimale toujours JDK 17 (infinispan.org) prise en charge des threads virtuels (virtual threads) et des fonctionnalités AOT (Ahead-of-Time) de JDK plus récentes (infinispan.org) Web Javelit, une nouvelle librairie Java inspirée de Streamlit pour faire facilement et rapidement des petites interfaces web https://glaforge.dev/posts/2025/10/24/javelit-to-create-quick-interactive-app-frontends-in-java/ Site web du projet : https://javelit.io/ Javelit : outil pour créer rapidement des applications de données (mais pas que) en Java. Simplifie le développement : élimine les tracas du frontend et de la gestion des événements. Transforme une classe Java en application web en quelques minutes. Inspiré par la simplicité de Streamlit de l'écosystème Python (ou Gradio et Mesop), mais pour Java. Développement axé sur la logique : pas de code standard répétitif (boilerplate), rechargement à chaud. Interactions faciles : les widgets retournent directement leur valeur, sans besoin de HTML/CSS/JS ou gestion d'événements. Déploiement flexible : applications autonomes ou intégrables dans des frameworks Java (Spring, Quarkus, etc.). L'article de Guillaume montre comment créer une petite interface pour créer et modifier des images avec le modèle génératif Nano Banana Un deuxième article montre comment utiliser Javelit pour créer une interface de chat avec LangChain4j https://glaforge.dev/posts/2025/10/25/creating-a-javelit-chat-interface-for-langchain4j/ Améliorer l'accessibilité avec les applis JetPack Compose https://blog.ippon.fr/2025/10/29/rendre-son-application-accessible-avec-jetpack-compose/ TalkBack est le lecteur d'écran Android qui vocalise les éléments sélectionnés pour les personnes malvoyantes Accessibility Scanner et les outils Android Studio détectent automatiquement les problèmes d'accessibilité statiques Les images fonctionnelles doivent avoir un contentDescription, les images décoratives contentDescription null Le contraste minimum requis est de 4.5:1 pour le texte normal et 3:1 pour le texte large ou les icônes Les zones cliquables doivent mesurer au minimum 48dp x 48dp pour faciliter l'interaction Les formulaires nécessitent des labels visibles permanents et non de simples placeholders qui disparaissent Modifier.semantics permet de définir l'arbre sémantique lu par les lecteurs d'écran Les propriétés mergeDescendants et traversalIndex contrôlent l'ordre et le regroupement de la lecture Diriger le navigateur Chrome avec le modèle Gemini Computer Use https://glaforge.dev/posts/2025/11/03/driving-a-web-browser-with-gemini-computer-use-model-in-java/ Objectif : Automatiser la navigation web en Java avec le modèle "Computer Use" de Gemini 2.5 Pro. Modèle "Computer Use" : Gemini analyse des captures d'écran et génère des actions d'interface (clic, saisie, etc.). Outils : Gemini API, Java, Playwright (pour l'interaction navigateur). Fonctionnement : Boucle agent où Gemini reçoit une capture, propose une action, Playwright l'exécute, puis une nouvelle capture est envoyée à Gemini. Implémentation clé : Toujours envoyer une capture d'écran à Gemini après chaque action pour qu'il comprenne l'état actuel. Défis : Lenteur, gestion des CAPTCHA et pop-ups (gérables). Potentiel : Automatisation des tâches web répétitives, création d'agents autonomes. Data et Intelligence Artificielle Apicurio ajoute le support de nouveaux schema sans reconstruire Apicurio https://www.apicur.io/blog/2025/10/27/custom-artifact-types Apicurio Registry 3.1.0 permet d'ajouter des types d'artefacts personnalisés au moment du déploiement sans recompiler le projet Supporte nativement OpenAPI, AsyncAPI, Avro, JSON Schema, Protobuf, GraphQL, WSDL et XSD Trois approches d'implémentation disponibles : classes Java pour la performance maximale, JavaScript/TypeScript pour la facilité de développement, ou webhooks pour une flexibilité totale Configuration via un simple fichier JSON pointant vers les implémentations des composants personnalisés Les scripts JavaScript sont exécutés via QuickJS dans un environnement sandboxé sécurisé Un package npm TypeScript fournit l'autocomplétion et la sécurité de type pour le développement Six composants optionnels configurables : détection automatique de type, validation, vérification de compatibilité, canonicalisation, déréférencement et recherche de références Cas d'usage typiques : formats propriétaires internes, support RAML, formats legacy comme WADL, schémas spécifiques à un domaine métier Déploiement simple via Docker en montant les fichiers de configuration et scripts comme volumes Les performances varient selon l'approche : Java offre les meilleures performances, JavaScript un bon équilibre, webhooks la flexibilité maximale Le truc interessant c'est que c'est Quarkus based et donc demandait le rebuilt donc pour eviter cela, ils ont ajouter QuickJS via Chicorey un moteur WebAssembly GPT 5.1 pour les développeurs est sorti. https://openai.com/index/gpt-5-1-for-developers/ C'est le meilleur puisque c'est le dernier :slightly_smiling_face: Raisonnement Adaptatif et Efficace : GPT-5.1 ajuste dynamiquement son temps de réflexion en fonction de la complexité de la tâche, le rendant nettement plus rapide et plus économique en jetons pour les tâches simples, tout en maintenant des performances de pointe sur les tâches difficiles. Nouveau Mode « Sans Raisonnement » : Un mode (reasoning_effort='none') a été introduit pour les cas d'utilisation sensibles à la latence, permettant une réponse plus rapide avec une intelligence élevée et une meilleure exécution des outils. Cache de Prompt Étendu : La mise en cache des invites est étendue jusqu'à 24 heures (contre quelques minutes auparavant), ce qui réduit la latence et le coût pour les interactions de longue durée (chats multi-tours, sessions de codage). Les jetons mis en cache sont 90 % moins chers. Améliorations en Codage : Le modèle offre une meilleure personnalité de codage, une qualité de code améliorée et de meilleures performances sur les tâches d'agenticité de code, atteignant 76,3 % sur SWE-bench Verified. Nouveaux Outils pour les Développeurs : Deux nouveaux outils sont introduits ( https://cookbook.openai.com/examples/build_a_coding_agent_with_gpt-5.1 ) : L'outil apply_patch pour des modifications de code plus fiables via des diffs structurés. L'outil shell qui permet au modèle de proposer et d'exécuter des commandes shell sur une machine locale, facilitant les boucles d'inspection et d'exécution. Disponibilité : GPT-5.1 (ainsi que les modèles gpt-5.1-codex) est disponible pour les développeurs sur toutes les plateformes API payantes, avec les mêmes tarifs et limites de débit que GPT-5. Comparaison de similarité d'articles et de documents avec les embedding models https://glaforge.dev/posts/2025/11/12/finding-related-articles-with-vector-embedding-models/ Principe : Convertir les articles en vecteurs numériques ; la similarité sémantique est mesurée par la proximité de ces vecteurs. Démarche : Résumé des articles via Gemini-2.5-flash. Conversion des résumés en vecteurs (embeddings) par Gemini-embedding-001. Calcul de la similarité entre vecteurs par similarité cosinus. Affichage des 3 articles les plus pertinents (>0.75) dans le frontmatter Hugo. Bilan : Approche "résumé et embedding" efficace, pragmatique et améliorant l'engagement des lecteurs. Outillage Composer : Nouveau modèle d'agent rapide pour l'ingénierie logicielle - https://cursor.com/blog/composer Composer est un modèle d'agent conçu pour l'ingénierie logicielle qui génère du code quatre fois plus rapidement que les modèles similaires Le modèle est entraîné sur de vrais défis d'ingénierie logicielle dans de grandes bases de code avec accès à des outils de recherche et d'édition Il s'agit d'un modèle de type mixture-of-experts optimisé pour des réponses interactives et rapides afin de maintenir le flux de développement L'entraînement utilise l'apprentissage par renforcement dans divers environnements de développement avec des outils comme la lecture de fichiers, l'édition, les commandes terminal et la recherche sémantique Cursor Bench est un benchmark d'évaluation basé sur de vraies demandes d'ingénieurs qui mesure la correction et le respect des abstractions du code existant Le modèle apprend automatiquement des comportements utiles comme effectuer des recherches complexes, corriger les erreurs de linter et écrire des tests unitaires L'infrastructure d'entraînement utilise PyTorch et Ray avec des kernels MXFP8 pour entraîner sur des milliers de GPUs NVIDIA Le système exécute des centaines de milliers d'environnements de codage sandboxés concurrents dans le cloud pour l'entraînement Composer est déjà utilisé quotidiennement par les développeurs de Cursor pour leur propre travail Le modèle se positionne juste derrière GPT-5 et Sonnet 4.5 en termes de performance sur les benchmarks internes Rex sur l'utilisation de l'IA pour les développeurs, un gain de productivité réel et des contextes adaptés https://mcorbin.fr/posts/2025-10-17-genai-dev/ Un développeur avec 18 ans d'expérience partage son retour sur l'IA générative après avoir changé d'avis Utilise exclusivement Claude Code dans le terminal pour coder en langage naturel Le "vibe coding" permet de générer des scripts et interfaces sans regarder le code généré Génération rapide de scripts Python pour traiter des CSV, JSON ou créer des interfaces HTML Le mode chirurgien résout des bugs complexes en one-shot, exemple avec un plugin Grafana fixé en une minute Pour le code de production, l'IA génère les couches repository, service et API de manière itérative, mais le dev controle le modele de données Le développeur relit toujours le code et ajuste manuellement ou via l'IA selon le besoin L'IA ne remplacera pas les développeurs car la réflexion, conception et expertise technique restent essentielles La construction de produits robustes, scalables et maintenables nécessite une expérience humaine L'IA libère du temps sur les tâches répétitives et permet de se concentrer sur les aspects complexes ce que je trouve interessant c'est la partie sur le code de prod effectivement, je corrige aussi beaucoup les propositions de l'IA en lui demandant de faire mieux dans tel ou tel domaine Sans guide, tout cela serait perdu Affaire a suivre un article en parallele sur le métier de designer https://blog.ippon.fr/2025/11/03/lia-ne-remplace-pas-un-designer-elle-amplifie-la-difference-entre-faire-et-bien-faire/ Plus besoin de se rappeler les racourcis dans IntelliJ idea avec l'universal entry point https://blog.jetbrains.com/idea/2025/11/universal-entry-point-a-single-entry-point-for-context-aware-coding-assistance/ IntelliJ IDEA introduit Command Completion, une nouvelle façon d'accéder aux actions de l'IDE directement depuis l'éditeur Fonctionne comme la complétion de code : tapez point (.) pour voir les actions contextuelles disponibles Tapez double point (..) pour filtrer et n'afficher que les actions disponibles Propose des corrections, refactorings, génération de code et navigation selon le contexte Complète les fonctionnalités existantes sans les remplacer : raccourcis, Alt+Enter, Search Everywhere Facilite la découverte des fonctionnalités de l'IDE sans interrompre le flux de développement En Beta dans la version 2025.2, sera activé par défaut dans 2025.3 Support actuel pour Java et Kotlin, avec actions spécifiques aux frameworks comme Spring et Hibernate Homebrew, package manage pour macOS et Linux passe en version 5 https://brew.sh/2025/11/12/homebrew-5.0.0/ Téléchargements Parallèles par Défaut : Le paramètre HOMEBREW_DOWNLOAD_CONCURRENCY=auto est activé par défaut, permettant des téléchargements concurrents pour tous les utilisateurs, avec un rapport de progression. Support Linux ARM64/AArch64 en Tier 1 : Le support pour Linux ARM64/AArch64 a été promu au niveau "Tier 1" (support officiel de premier plan). Feuille de Route pour les Dépréciations macOS : Septembre 2026 (ou plus tard) : Homebrew ne fonctionnera plus sur macOS Catalina (10.15) et versions antérieures. macOS Intel (x86_64) passera en "Tier 3" (fin du support CI et des binaires précompilés/bottles). Septembre 2027 (ou plus tard) : Homebrew ne fonctionnera plus sur macOS Big Sur (11) sur Apple Silicon ni du tout sur Intel (x86_64). Sécurité et Casks : Dépréciation des Casks sans signature de code. Désactivation des Casks échouant aux vérifications Gatekeeper en septembre 2026. Les options --no-quarantine et --quarantine sont dépréciés pour ne plus faciliter le contournement des fonctionnalités de sécurité de macOS. Nouvelles Fonctionnalités & Améliorations : Support officiel pour macOS 26 (Tahoe). brew bundle supporte désormais l'installation de packages Go via un Brewfile. Ajout de la commande brew info --sizes pour afficher la taille des formulae et casks. La commande brew search --alpine permet de chercher des packages Alpine Linux. Architecture Selon l'analyste RedMonk, Java reste très pertinent dans l'aire de l'IA et des agents https://redmonk.com/jgovernor/java-relevance-in-the-ai-era-agent-frameworks-emerge/ Java reste pertinent à l'ère de l'IA, pas besoin d'apprendre une pile technique entièrement nouvelle. Capacité d'adaptation de Java ("anticorps") aux innovations (Big Data, cloud, IA), le rendant idéal pour les contextes d'entreprise. L'écosystème JVM offre des avantages sur Python pour la logique métier et les applications sophistiquées, notamment en termes de sécurité et d'évolutivité. Embabel (par Rod Johnson, créateur de Spring) : un framework d'agents fortement typé pour JVM, visant le déterminisme des projets avant la génération de code par LLM. LangChain4J : facilite l'accès aux capacités d'IA pour les développeurs Java, s'aligne sur les modèles d'entreprise établis et permet aux LLM d'appeler des méthodes Java. Koog (Jetbrains) : framework d'agents basé sur Kotlin, typé et spécifique aux développeurs JVM/Kotlin. Akka : a pivoté pour se concentrer sur les flux de travail d'agents IA, abordant la complexité, la confiance et les coûts des agents dans les systèmes distribués. Le Model Context Protocol (MCP) est jugé insuffisant, manquant d'explicabilité, de découvrabilité, de capacité à mélanger les modèles, de garde-fous, de gestion de flux, de composabilité et d'intégration sécurisée. Les développeurs Java sont bien placés pour construire des applications compatibles IA et intégrer des agents. Des acteurs majeurs comme IBM, Red Hat et Oracle continuent d'investir massivement dans Java et son intégration avec l'IA. Sécurité AI Deepfake, Hiring … A danger réel https://www.eu-startups.com/2025/10/european-startups-get-serious-about-deepfakes-as-ai-fraud-losses-surpass-e1-3-billion/ Pertes liées aux deepfakes en Europe : > 1,3 milliard € (860 M € rien qu'en 2025). Création de deepfakes désormais possible pour quelques euros. Fraudes : faux entretiens vidéo, usurpations d'identité, arnaques diverses. Startups actives : Acoru, IdentifAI, Trustfull, Innerworks, Keyless (détection et prévention). Réglementation : AI Act et Digital Services Act imposent transparence et contrôle. Recommandations : vérifier identités, former employés, adopter authentification multi-facteurs. En lien : https://www.techmonitor.ai/technology/cybersecurity/remote-hiring-cybersecurity 1 Candidat sur 4 sera Fake en 2028 selon Gartner research https://www.gartner.com/en/newsroom/press-releases/2025-07-31-gartner-survey-shows-j[…]-percent-of-job-applicants-trust-ai-will-fairly-evaluate-them Loi, société et organisation Amazon - prévoit supprimer 30.000 postes https://www.20minutes.fr/economie/4181936-20251028-amazon-prevoit-supprimer-30-000-emplois-bureau-selon-plusieurs-medias Postes supprimés : 30 000 bureaux Part des effectifs : ~10 % des employés corporatifs Tranche confirmée : 14 000 postes Divisions touchées : RH, Opérations, Devices & Services, Cloud Motifs : sur-recrutement, bureaucratie, automatisation/IA Accompagnement : 90 jours pour poste interne + aides Non concernés : entrepôts/logistique Objectif : concentrer sur priorités stratégiques NTP a besoin d'argent https://www.ntp.org/ Il n'est que le protocole qui synchronise toutes les machines du monde La fondation https://www.nwtime.org/ recherche 11000$ pour maintenir son activité Rubrique débutant Une plongée approfondie dans le démarrage de la JVM https://inside.java/2025/01/28/jvm-start-up La JVM effectue une initialisation complexe avant d'exécuter le code : validation des arguments, détection des ressources système et sélection du garbage collector approprié Le chargement de classes suit une stratégie lazy où chaque classe charge d'abord ses dépendances dans l'ordre de déclaration, créant une chaîne d'environ 450 classes même pour un simple Hello World La liaison de classes comprend trois sous-processus : vérification de la structure, préparation avec initialisation des champs statiques à leurs valeurs par défaut, et résolution des références symboliques du Constant Pool Le CDS améliore les performances au démarrage en fournissant des classes pré-vérifiées, réduisant le travail de la JVM L'initialisation de classe exécute les initialiseurs statiques via la méthode spéciale clinit générée automatiquement par javac Le Project Leyden introduit la compilation AOT dans JDK 24 pour réduire le temps de démarrage en effectuant le chargement et la liaison de classes en avance de phase Pas si débutant finalement Conférences La liste des conférences provenant de Developers Conferences Agenda/List par Aurélie Vache et contributeurs : 12-14 novembre 2025 : Devoxx Morocco - Marrakech (Morocco) 15-16 novembre 2025 : Capitole du Libre - Toulouse (France) 19 novembre 2025 : SREday Paris 2025 Q4 - Paris (France) 19-21 novembre 2025 : Agile Grenoble - Grenoble (France) 20 novembre 2025 : OVHcloud Summit - Paris (France) 21 novembre 2025 : DevFest Paris 2025 - Paris (France) 24 novembre 2025 : Forward Data & AI Conference - Paris (France) 27 novembre 2025 : DevFest Strasbourg 2025 - Strasbourg (France) 28 novembre 2025 : DevFest Lyon - Lyon (France) 1-2 décembre 2025 : Tech Rocks Summit 2025 - Paris (France) 4-5 décembre 2025 : Agile Tour Rennes - Rennes (France) 5 décembre 2025 : DevFest Dijon 2025 - Dijon (France) 9-11 décembre 2025 : APIdays Paris - Paris (France) 9-11 décembre 2025 : Green IO Paris - Paris (France) 10-11 décembre 2025 : Devops REX - Paris (France) 10-11 décembre 2025 : Open Source Experience - Paris (France) 11 décembre 2025 : Normandie.ai 2025 - Rouen (France) 14-17 janvier 2026 : SnowCamp 2026 - Grenoble (France) 22 janvier 2026 : DevCon #26 : sécurité / post-quantique / hacking - Paris (France) 29-31 janvier 2026 : Epitech Summit 2026 - Paris - Paris (France) 2-5 février 2026 : Epitech Summit 2026 - Moulins - Moulins (France) 2-6 février 2026 : Web Days Convention - Aix-en-Provence (France) 3 février 2026 : Cloud Native Days France 2026 - Paris (France) 3-4 février 2026 : Epitech Summit 2026 - Lille - Lille (France) 3-4 février 2026 : Epitech Summit 2026 - Mulhouse - Mulhouse (France) 3-4 février 2026 : Epitech Summit 2026 - Nancy - Nancy (France) 3-4 février 2026 : Epitech Summit 2026 - Nantes - Nantes (France) 3-4 février 2026 : Epitech Summit 2026 - Marseille - Marseille (France) 3-4 février 2026 : Epitech Summit 2026 - Rennes - Rennes (France) 3-4 février 2026 : Epitech Summit 2026 - Montpellier - Montpellier (France) 3-4 février 2026 : Epitech Summit 2026 - Strasbourg - Strasbourg (France) 3-4 février 2026 : Epitech Summit 2026 - Toulouse - Toulouse (France) 4-5 février 2026 : Epitech Summit 2026 - Bordeaux - Bordeaux (France) 4-5 février 2026 : Epitech Summit 2026 - 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