Podcasts about managed

Comments? Feedback@SellSellSell.online or Facebook *** Buying an EIS Returned Item *** Up & Running Grants Reduced *** Unwelcome USPS Price Changes *** Community Board Archive Being Deleted *** eBay Researching New Store Model to Compete with Webstores (?)

Three major payroll vendors launched managed payroll solutions within weeks of each other. Coincidence? Probably not. In this episode of Payrollin', Matt Vaadi shares what's really happening behind the recent managed payroll announcements from BambooHR, Paylocity, and Asure. Is this just another industry buzzword, or is managed payroll becoming the next major growth opportunity for payroll providers, bureaus, and PEOs? Matt explores: • Why payroll software companies are suddenly moving into managed services • The difference between payroll software support and true managed payroll • How AI and automation may be changing the economics of payroll operations • The pricing models being introduced and what they mean for margins • Why some providers could be leaving significant revenue on the table • The role brokers are playing in the growth of managed payroll offerings • Whether managed payroll is a threat, an opportunity, or both One earnings call revealed that managed payroll could generate 2 to 3 times the revenue of a traditional payroll-only client. That number alone is worth paying attention to. ⏰ TIMESTAMPS: 00:00 Managed Payroll's Big Moment 02:00 What It Actually Is 04:00 The ADP Lesson 07:05 Why Everyone Is Launching It 11:13 BambooHR, Paylocity & Asure 15:31 AI Changes the Math 16:45 The 3X Revenue Opportunity 21:00 Managed Payroll vs PEO 24:17 The Broker Opportunity 26:28 The Execution Gap 29:00 Should You Offer It? 30:00 Final Thoughts #PEO #PayrollBusiness #BusinessAcquisition #SmallBusiness #HRTech

Jeff Schulze and Josh Jamner take a deep dive on the U.S. economy and stock market as well as the upcoming spate of mega cap IPOs, offering a bullish view for the second half of 2026, with a strengthening labor market, improving industrial activity and robust earnings offsetting an energy shock and a hawkish Fed.

The common travel area has been part of much scrutiny over the last number of days. For more on this our politicial correspondent Barry Lenihane was at our Oireachtas studio.

The Layoff Tracker, Cigna's GLP-1 Cut & What Happens When Compliance FailsJune 8th, 2026. Bo and Luke break down three stories connected by the same thread: what happens when organizations wait too long to act.

Natalie Ecanow Natalie Ecanow tracks $400 billion in Qatari investments across US sectors. Managed by the autocratic Al Thani family, these funds often conflict with American interests, including the regime's public support for leaders of Hamas.1894

In this episode of MSP Business School, host Brian Doyle engages in a dynamic discussion with John Harden, a pioneer in the AI realm within the MSP industry. With an impressive 17-year tenure in the sector, John Harden brings an expert perspective on the rapid evolution of AI technology. As MSPs grapple with AI's practical applications and benefits, Harden provides insights into achieving scalability, responsibility, and repeatability with AI solutions. John also shares his experience of launching Lemhi, a new venture focused on guiding MSPs to effectively harness AI for service improvements and operational excellence. John Harden and Brian Doyle highlight how AI is transforming the landscape for MSPs. Through engaging dialogue, they discuss tooling, responsible deployment, and strategic implementation of AI to boost client relations and service offerings. They emphasize the importance of establishing a repeatable sales motion and developing a robust, manageable AI framework. Harden's Lemhi is positioned to directly address this by providing the necessary resources and expertise to integrate AI into MSP operations effectively, focusing on incremental value creation across all levels of client relationships. Key Takeaways: AI Strategy and Deployment: Successful AI integration requires repeatable, responsible, and scalable strategies, as articulated by John Harden based on his extensive research and experience. MSP Transformation: MSPs have an unprecedented opportunity to evolve into Managed Intelligence Providers, offering AI-driven solutions that enhance service offerings and deepen client engagement. Project vs. Ongoing Engagement: Rather than viewing AI implementations as one-off projects, MSPs can achieve greater value by adopting a continuous, relationship-focused approach that caters to individual job roles within client organizations. Lemhi's Offering: The launch of Lemhi aims to help MSPs initiate a repeatable sales motion around AI, supporting them with tools and frameworks for effective AI rollout and management. Open Engagement Opportunities: John emphasizes building in collaboration with design partners and actively encourages MSPs to engage with Lemhi for better alignment and co-development. Guest Name: John Harden LinkedIn page: https://www.linkedin.com/in/john-harden/ Company: Lemhi Website: https://www.lemhi.com/ Show Website: https://mspbusinessschool.com/ Host Brian Doyle: https://www.linkedin.com/in/briandoylevciotoolbox/ Sponsor vCIOToolbox: https://vciotoolbox.com

Description The Future of Tech is Here. Subscribe to our Newsletter:https://theultimatepartner.com/ebook-subscribe/ Check Out UPX:https://theultimatepartner.com/experience/ In this presentation from Ultimate Partner Live, industry analyst Jay McBain breaks down the monumental macroeconomic shifts rewriting the tech sector in 2026. https://youtu.be/r0qTDyw97Gs As the industry rapidly approaches a $6.07 trillion valuation, driven by massive AI infrastructure investments from Sam Altman and the “Magnificent Seven,” traditional sales and channel models are fundamentally collapsing. McBain reveals how buyer demographics have transformed to an integration-first millennial base, why marketplace ecosystems now command over half of all partner-funded deals, and how a tiny elite of just 1,000 tech service providers control two-thirds of global tech revenue. Learn the exact mechanics behind how Microsoft out-partnered AWS to win 26 straight quarters of dominant growth and how your business can deploy an algorithmic early warning system to capture massive wallet share before competitors even step into the boardroom. Key Takeaways Over half of the Fortune 500 companies vanish every 20 years because their leadership fails to anticipate macroeconomic technological cycles. The true opportunity in the $6.5 trillion AI boom lies not in single vendor products, but in the hardware, software, services, and telecom ecosystem surrounding them. Indirect tech sales are undergoing a structural shift toward direct cloud hyperscaler models driven heavily by Nvidia's core infrastructure client base. Modern business deals are won or lost months before the point of sale based on the average of 6.3 partners surrounding a customer’s environment. Over 51% of tech buyers are now millennials who prioritize software integration capabilities and digital marketplaces over traditional human sales interactions. Tech service economics are pivoting aggressively away from upfront margins toward point-based multi-partner funding across subscription cycles. If you're ready to lead through change, elevate your business, and achieve extraordinary outcomes through the power of partnership—this is your community. At Ultimate Partner® we want leaders like you to join us in the Ultimate Partner Experience – where transformation begins. Key Tags Nvidia AI buildout, $7 trillion AI opportunity, cloud ecosystem decade, Microsoft vs AWS growth, multi-partner cloud deals, digital marketplace migration, millennial B2B buyers, B2B tech subscription economics, tokenized micro consumption, tech services wallet share, hybrid cloud infrastructure, 28 customer moments, IT services industry growth, telecom spend breakdown, channel chief strategy, managed service providers MSP, global systems integrators GSI, software integration first, point-based vendor incentives, automated co-selling workflows Transcript JAY McBAIN AUDIO PODCAST [00:00:00] Jay McBain: So to go back to that story about the 53% of companies who are gonna fail, one of us is gonna be asked to write the book, but chapter one is always you Blame the CEO. [00:00:13] Vince Menzione: We just came back from Ultimate Partner live in Bellevue, Washington, where we hosted incredible leaders for two amazing days. Come join us for this next session where we explore the tectonic shifts we’ve all been seeing. With that, I am incredibly blessed to invite a friend of mine to the stage. I have a quick little side note, like I found an old LinkedIn post from this gentleman from like many years ago, like 20 years ago. [00:00:39] Vince Menzione: And I wasn’t really that nice to you on that LinkedIn post. Like, oh, like this is before Jay became the Jay, that we all know Jay to be j. But he was in the space and I was at Microsoft doing something and he reached out about something. It was kind of rude, Jay. I was like, oh my gosh. I can’t believe. But Jay has been a great friend. [00:00:54] Vince Menzione: When we started the podcast back up, uh, during COVID we started doing podcasts together. When we moved to the studio, Jay was the first person in the studio. He’s always got a spot, uh, at our events. He’s s Spot Art, and, and he’s a great friend and supporter of Ultimate Partner Jay McBain. For those of you who don’t know him, Jay, welcome. [00:01:13] Vince Menzione: Thank you, sir. [00:01:22] Jay McBain: 31 days ago, we landed Artemis two. The furthest humans have ever been away from the planet Earth 57 years ago. We landed on the moon in the 56 years. Between those two moments, the tech industry has been the fastest growing industry in the world. Every single year we moved from the space race to the technology race, and we’re just getting started. [00:01:46] Jay McBain: If you’re old enough, you’ll recognize the mainframe and mini era for 20 years. You’ll recognize a young disheveled Bill Gates showing up in Boca Raton, Florida for, uh, August the 12th, 1981 launch, where Bill thought that every one of us would’ve a PC in our home, and IBM thought they were gonna sell 10,000 of them to hobbyists. [00:02:12] Jay McBain: 1999, a small startup from an executive who just left Oracle in San Francisco named Mark Benioff. A couple of years later, Jeff Bezos went into a boardroom and said, listen, we’ve spent a lot of money building infrastructure to our busiest day, Christmas, black Friday. You’re telling me this stuff sits idle 10 or 20% for the rest of the year. [00:02:35] Jay McBain: Why don’t we rent that out to others? Got laughed outta that boardroom and then got made of fun of on magazine covers. Maybe you should just tend the store, let the adults talk about technology. In March of 2023, our neighbors, our friends, our family saw DeepFakes. They saw poetry, they saw music, and they came to us as tech people and said, did we just light up Skynet? [00:03:03] Jay McBain: Now every one of these 20 year eras, this is the Taylor Swift version of our industry. Every single one of these eras triggers the fastest growing product in history. Today it’s actually Chacha bt first to a billion users. It triggers a new, richest person in the world, bill Gates, to Jeff Bezos. Now, Elon Musk is the first to sign a trillion dollar pay package, and it’s not for car. [00:03:27] Jay McBain: It’s not for cars. It also triggers a most valuable company in the world change. And today that’s nvidia. These are monumental changes in our industry and they’re monumental changes in partnering every single time. And it also links to our customers. If you take a 20 year view of business, one era, and, and think about the AI era, you know, at the start of it here, if you’re to grab the Fortune 500 magazine from 20 years ago and start to flip through it, 53% of the companies in there no longer exist. [00:04:06] Jay McBain: Every 20 year cycle, we lose over half of the biggest companies in the world. These are the companies that have very deep pockets to buy their way outta problems. If you’re not in the Fortune 571% of tech companies don’t make it 10 years. These are the changes that cost industries. There are changes that cost really big companies and the decisions we make, the trends we’re in right now, in 2026 will be written about in the future. [00:04:39] Jay McBain: This new era, a lot of big numbers being thrown around. Vince’s best friend talk about a six and a half trillion dollar AI opportunity, but it’s not Microsoft’s tam. Microsoft is chasing about a trillion dollars of this. And the ecosystem, the hardware, the software, the services, the telecom is gonna make up the rest. [00:05:04] Jay McBain: It is an ecosystem. Every time these big numbers are thrown, the word ecosystem is always thrown around it. Not to be outdone, Sam Altman’s talking about a $7 trillion build out. The world economy this year, the world GDP will be 126. These are material numbers to world GDP, but even better, they’re both larger than our entire industry is today. [00:05:27] Jay McBain: So what took 56 years of the fastest growing industry this year will be $6.07 trillion. Big numbers, but it’s easier to think about it in terms of a dollar that our customers spend in that dollar. They’re gonna spend 25 cents on hardware. They’re gonna spend 25 cents on software. So for anyone that read the memo 15 years ago, that software’s gonna eat the world, there’s still a dollar a hardware to run every dollar of that software. [00:05:57] Jay McBain: And whether you’re thinking humanoid robots or whichever future you’re envisioning, there’s going to be a dollar of hardware to run every dollar of software for the next 20 years. There’s over 25 cents now in IT services, and in many cases, these services are growing faster than the product categories and just under 25 cents in telecom, that’s how it breaks out today. [00:06:19] Jay McBain: And this industry, which took 56 years to get to this point, is gonna double in size in the next three to five years. We already have two and a half trillion of that seven raised and being spent. Part of the reason Nvidia is the most valuable company in the world. Now our industry, uh, you talk about ultimate partnerships. [00:06:40] Jay McBain: Our industry traditionally, and world trade by the way, is 75% indirect. The dealerships, the agencies, the brokers, the resellers, the retailers, the franchisees, the gas stations, the grocery stores, the pharmacies, all 27 industries sell indirect. You gotta think back the last time you bought something direct. [00:07:01] Jay McBain: Well, I bought a Dell from that dude in the nineties. Cool. Well, Dell Technologies is now 60% indirect. Well, I bought insurance. Direct is 15 minutes. Could save me 15%. Well, Geico last year sold more insurance through agencies and brokers than they did direct. This is the world now. We used to be 75% indirect four years ago. [00:07:26] Jay McBain: Then it went to 73.2, then it went to 70.1 and it then it went to 66.7. By the way, marketplace is in these numbers indirect. It’s not marketplace causing this change. It’s one company, Nvidia. Nvidia has seven customers. The magnificent seven, uh, half of them are in the room right now that every morning we wake up to a hundred billion dollars press release about this $7 trillion buildout. [00:07:56] Jay McBain: What’s interesting is indirect sales in our industry is growing by revenue. It increases every year, just not at the pace that this AI build out is happening direct with seven companies. But the reason we’re all here, and I think the core reason that Vince is building this community is this, you know, Microsoft forever has measured and been very vocal. [00:08:21] Jay McBain: About 96% of their deals have partners in them. Kind of who cares, who collects the money. We care about the moments, the 28 moments before the customer makes a purchase. We care about every 30 days forever, because two thirds of our industry, over $4 trillion now is subscription consumption based. Winning a customer today is only winning the first 30 days. [00:08:46] Jay McBain: We care about this cycle. We care about who surrounds our customer. So six years ago, I stood on a big stage and said, you know, we went through a decade of sales. You know, in 1999, you thought you were born to be a salesperson. You’re managing your territory with your gut. Well, a few years later, you were introduced to the science of selling. [00:09:07] Jay McBain: You know, 10 years later you thought as a marketer, you sit around a cocktail party joking with your friends, 50% of my marketing dollars are wasted. I just don’t know which 50%. Really funny. In 2009 until every 58-year-old CMO got replaced by a 38-year-old growth hacker. Coming in with Marketo and Eloqua and Pardot and HubSpot, and 15,505 as of yesterday, MarTech and iTech tools, ninjas in marketing, they wouldn’t let a nickel go through without measuring. [00:09:43] Jay McBain: Now we understand 96% of deals and partners that surround it. No deal is gonna be won or lost in this era without partnering effectively. So we had to have this decade of the ecosystem. One of the ways we’re tracking is by outsiders. You know, Salesforce every year publishes the state of sales and they’ve got, you know, the number one CRM in the world. [00:10:05] Jay McBain: So they get to go talk to all the CROs, all the salespeople in the world. And as of this year, a couple months ago, 94% of every salesperson in every industry in the world uses partners every single day. You wanna see what this number was six years ago. Also, 89% of salespeople around the world don’t think they’re going to club this year without partners. [00:10:29] Jay McBain: So this is a big moment for us, halfway through the decade ecosystem, but we’re only halfway through. We’re starting to understand now at a more granular level. What partnering means. It’s not theory, it’s not flywheels. It’s not really cute. McKinsey slides that we keep showing to our board saying how important partnering is. [00:10:51] Jay McBain: We’re trying to get to the very specific level of the 6.3 partners on average that surround the deal and what they’re doing. How their business model works, and that’s average if I’m working on a public sector deal. I was at a Red Hat conference yesterday talking sovereignty. If I’m in an enterprise or a large public sector deal, it’s north of 10 partners in the deal. [00:11:15] Jay McBain: So we’re starting to understand what used to be this, this, you know, you’ve been the fastest growing industry for 56 straight years. Every single professional services person in every industry has come in to join the fund. Over 90% of accountants are tech services firms. Over 90% of marketing agencies are tech services agencies. [00:11:36] Jay McBain: All of this 250,000 software companies, a million emerging comp tech companies, the half a million VAR that have been in that traditional channel. The managed service providers, all of these 20 different partner types, millions of companies, tens of millions of people competing for 6.3 spots. Around the customer. [00:11:58] Jay McBain: That’s it. Luckily, there’s 141 million global customers to compete for. There’s, there’s some open slots that you can go find, and that’s the point. Our industry never had our own Fortune 500. We always talk to, you know, these partners and GSIs are doing this and SI are doing that. And we never really had a view of capability and capacity or what our own TAM was inside of that partnering. [00:12:25] Jay McBain: And so we set out and we would’ve loved, you know, chat GPT or Gemini or Claude or any of those tools to do this. But there’s one problem in partnering with AI is that it doesn’t know one partner from the next. There’s a big digital sameness problem in our industry that every single partner, whether it’s Larry in the White van or Accenture, with 786,000 employees all say they do all things to all people all the time. [00:12:53] Jay McBain: 98% of them, 99% of them are private companies that don’t share their p and l. You can’t go into Microsoft’s LinkedIn system and find out how many employees, ’cause it’s a block system, it AI can’t see into it. So it just sees, and it’s a great pattern matching. Google, SEO can’t figure out who’s who, nor today can the large language models. [00:13:14] Jay McBain: ’cause all the things they’re trying to match, the transformers are trying to match. It all looks the same. Every tweet, every ebook, every website, every digital history looks the same. So this took us thousands of people hours across two years to do, to dig into every p and l to dig into every dollar of what they’re doing. [00:13:33] Jay McBain: But what was interesting is only a thousand partners in our industry do two thirds of all tech services. When you get into enterprise, it goes up to 80 to 90%. The partners in the middle, in Blue do more tech services. The 30 of them than the 970 partners in white on the outside, the 970 partners in White do more tech services than the next million combined. [00:14:03] Jay McBain: This is our industry in a nutshell. Every time we talk to a a vendor, every time we talk to a partner, every time we talk to a distributor, we’re now talking names, faces, and places. You you wanna talk sovereignty. Yesterday in Atlanta, 90% of sovereign conversations in public sector in the globe is handled by these companies here. [00:14:26] Jay McBain: Forget about how much you do with these partners today. You wanna chase the next column, which is the wallet share. And I was a channel chief for 17 years. I get the weekly report and I see a million dollar partner, another million dollar partner, sorted top to bottom. You don’t know which partners which, which of those million dollar partners is doing 1.2 million in your category. [00:14:46] Jay McBain: They deserve a baseball cap and a front row seat at your event as an MVP. The next partner right next to them is doing 10 million in your category. They’re only doing a million with you. ’cause customers are pulling them into it. Nine times outta 10. They’re leading with your competitor. So I don’t want that list anymore. [00:15:03] Jay McBain: I want the new list, which is showing me those $9 million opportunities. And I as a board member, as A CEO, as a CFO, as a CRO, I wanna see this list. And then I want to talk people, processes, programs, technology. What are we gonna do to go get our fair share of that 9 million? Where’s our lowest hanging fruit? [00:15:24] Jay McBain: How do we double our pipeline? How do we double the size of our company in three years? It’s all right here. Let’s have very specific conversations and move away from flywheels and move around from force multipliers and and things like that in partnering. Let’s figure out how this partner community is surrounded. [00:15:45] Jay McBain: What do 10 million people who have to be smart in front of their customers every single day, what do they read? Where do they go and who do they follow? It’s the law of a few. This is the old Malcolm Gladwell of tipping point 10 million people in the broader channel. A hundred percent of our TAM comes down to only a thousand watering holes. [00:16:08] Jay McBain: 12% of that entire audience. Doesn’t sound like a lot, but it’s over A million. People love podcasts. Number one way they learn the Joe Rogan effect. In our industry, there’s 121 podcasts. These are all public lists. You can go get on my LinkedIn newsletter on canals, oia. But there’s 121 podcasts that drive him forward. [00:16:28] Jay McBain: Really high up on that list, actually number one on the list is ultimate partner, Vince. That’s how I met. ’cause I asked people, 10 million people, you love this. You walk your dog, you drive to work, you listen to podcasts. I’m not the biggest podcast fan. It’s not number one on my list, but it’s number one on theirs. [00:16:44] Jay McBain: They say, you know, you gotta meet this guy, Vince. It’s unbelievable how great these podcasts are. They’re ultimate. [00:16:54] Jay McBain: Then I talked to Vince and said, but Vince, you know, 35% of your community, the 10 million people love to come to events like this one. The hallway conversations, the hotel lobby bar last night. This is what we love to do, especially post pandemic. It’s the number one way we learn. We learn from our peers, we learn from those around us, and, and the learn from the conversations we have here. [00:17:17] Jay McBain: We always remember these moments, you know, years and years later. There’s 352 choices. I’m going to five of them this week in five different cities. It’s a lot of coverage, but again, it’s a tighter li list of how people work. The magazine lists 106 of them associations like Conter. Now the GTIA peer groups, there’s 15 different spheres of influence, but only a thousand places. [00:17:43] Jay McBain: I could walk you through billionaire, after billionaire, after billionaire in this industry and show you how they did this. How did Arne Bellini at ConnectWise? How did Austin McCord at Datto, how did Nerdio become a unicorn? How did threat locker and huntress move away from 6,500 cyber companies and become unicorns over and over and over again? [00:18:05] Jay McBain: It’s only one slide. Unicorns and billionaires are made here, and a lot of people don’t get it. So walking away from Bellevue, a thousand partners, top down, a thousand watering holes, bottoms up. You’ve covered a hundred percent of your tam. You do it better than 10% of your competitor, 10% better than your competitors. [00:18:27] Jay McBain: You win. You carry that on your resume into the next company. You get a bigger job at a bigger pay scale. Let’s just walk through some examples. Cyber 91.7% of it goes through the channel. Huge channel audience. You know, if you’re in MarTech, it’s only 10%, but this one happens to be all channel, but that’s not the story. [00:18:48] Jay McBain: For every dollar that the 6,500 cyber companies are trying to close, there’s $2 in services. Plot twist, the products are grown at 11, the services are grown at 12.6. Your partners are growing faster than you are, and they will continue to for the next, at least five years, probably 10. So when I’m here, five years from now, you’ll hear in me talk about a three to one split in cyber and then a four to one split in cyber. [00:19:18] Jay McBain: Now, when we’re in Miami a couple days ago is CrowdStrike, they’re talking about a $7 and 5 cent multiplier, chasing that two to one up higher. You look at managed services. Here’s a fun story. Managed services. 82% of customers who are man, uh, outsourcing more this year than last year. 650 billion in size. [00:19:38] Jay McBain: This is bigger than the entire SaaS industry. Salesforce, ServiceNow, Workday, Marketo, NetSuite, HubSpot, 250,000. Others. This is bigger. It’s also bigger than all the Hyperscalers combined, not just AWS, Microsoft and Google, but Alibaba and Oracle and everybody down the list. This is a massive market also growing at double digits. [00:19:59] Jay McBain: So these are some big things and obviously we’re watching, you know, week in and week out, quarter in, quarter out, the Battle of Software and Battle of the Hyperscalers and things like that, and who’s growing at what pace and, and how partnering is connecting to all of this. You know, we watched a moment really early in the pandemic where Microsoft started growing faster than AWS and they haven’t stopped since 26 straight quarters. [00:20:27] Jay McBain: And you ask customers and say, you know, does Microsoft have a better product? And in most cases they say no. You know, AWS had a five year head start. Well, did they have a better price? Well, no, actually most cases Microsoft’s more expensive. Well, did did they have better promotion? Was their Super Bowl ad better? [00:20:44] Jay McBain: No, they’re both kind of crap. So you kind of ask the questions of what’s the only difference that could create growth above the leader in the market? Well, it’s place. More of the 6.3 partners are walking into those keyboard room meetings and drawing clouds up on the wall and labeling the Microsoft than they are AWS. [00:21:03] Jay McBain: Very simple. It’s never been about product. The best product in our industry has never won. And now the best way forward is that partnering moment, and this is the moment. So to go back to that story about the 53% of companies who are gonna fail, one of us is gonna be asked to write the book. And it could be the book like Kodak, they invented the product that ended up killing them. [00:21:26] Jay McBain: And it’s a woe is me story, but chapter one is always you blame the CEO. How could they not see those trends happening in 2026? How could they, you know, were they blind? Were they stuck in their own, you know, innovation chamber? Innovator’s dilemma, were they stuck in their own boardrooms? Why couldn’t they see? [00:21:46] Jay McBain: Well, chapter two, you, you blame the board. They have fiduciary responsibility, outsider view, and how could they not see it? But really, this is the future right here. If you take this slide and apply it 10 or 20 years from now to every failure and every success, these are the chapters of the book. Your buyer is now a millennial. [00:22:05] Jay McBain: As of last year, the 51% of our market is bought by people born after 1982. Different psychology, different behavior, different journey, different criteria, their integration. First buyers. The buy a product, 80% as good as the next one. If it works better in their environment. 94% of people won’t buy a car unless it has CarPlay or Android Auto. [00:22:26] Jay McBain: New Buyer. You have to be more integrated than your competitors. That’s a partnering story. The 6.3 partners. If you heard cyber, you need some great channel partnerships, but you need the other 5.3 partners as well, the consultants, the advisors, the designers, the architects, the implementers, the integrators, the manner service, all of the other partners. [00:22:44] Jay McBain: You need to know more of them than your competitors do, and have them label clouds with your name in them. You need better alliances. Even if you compete, you only compete in the morning. You’re best friends by the afternoon. You have to be tight with the hyperscalers, tight, with the big SaaS platforms, tight with cyber, tight with distribution, there are layers, seven layers to every deal. [00:23:04] Jay McBain: You gotta be tight in and have better alliances than your competitors. And then it all comes to the 28 moments, which I’m gonna end on, but the go to market of all of this, the co-selling, co-marketing, co-innovation, co-development, co keeping. This is it. Your product has to be good enough that somebody’s gonna renew it. [00:23:21] Jay McBain: Your Super Bowl has to be, you know, ad has to be good enough that people don’t, you know, shame you on social media. Your pricing has to be somewhere in a country mile of the bell curve of what the customer wants to pay. But successor failure is just here and platforms are synonymous with partnering. [00:23:40] Jay McBain: It’s our role now in the decade of the ecosystem to drive our companies forward. Marketplace. It’s probably the most predict, you know, great prediction we ever made. You know, growing at 82% compounded, it’s hard to predict ’cause it doubles almost every year. We were almost exact to the decimal point. Five years later now till 2030, we’re watching a second story, which is more interesting. [00:24:02] Jay McBain: If 96% of all deals have partners inside of them and there’s private offers and multi-partner offers and distributor sellers record all these funding mechanisms or services as a product. As of last week, over 50% of all deals in marketplaces now have partner funding. It means that while money changes hands differently, the respect and the recognition of what partners do is in the deal. [00:24:26] Jay McBain: We think that’s going to 59, but at some point, that’s gonna have to hit 96. ’cause to run the best programs, whether it’s an indirect sale, whether it’s a direct sale, whether it’s a marketplace deal, it doesn’t matter how money changes hands. What matters is we recognize the 6.3 partners. They’re not only making the deal happen bigger and faster, but renewing and enriching that every 30 days forever. [00:24:48] Jay McBain: When we watch, you know, billion dollar clubs and when we read all the press releases and all the hubbub about how fast this is growing and who, which companies are behind all this. When I’m quoted in some of these press releases, it’s because of this. You know, CrowdStrike, you know, brags are a billion dollars in a single year, but inside of that, they’re showing that 91% growth in marketplaces, which is pretty phenomenal for any company to almost double in size every single year. [00:25:17] Jay McBain: What’s more phenomenal is they’re growing the channel piece of it, 3548%. That green part of it is growing. Companies that understand platform and have people and processes and programs and technology to do it are winning. And they’re getting recognition and partners are starting to join the Billion Dollar Club who don’t sell a product, but are also winning at Extreme Scale. [00:25:44] Jay McBain: So talk about those partner 1000 and who are leaning in to win at this level. As well as everything changes, traditional billing moved into subscription models, moved into consumption models. Now we’re being tokenized to death multi it’s, it’s in this mode of micro consumption. There’s no chance there was little chance in subscription consumption that would be resold. [00:26:09] Jay McBain: You don’t buy Netflix from the cable guy in the white van. There’s zero chance when you’re buying tokens at a buck a piece that that’s going through any indirect sale. This continues to grow. Now the tectonic shifts is what happens when money changes hands differently. These old programs that we used to all write hundreds of different boxes, we checked every day on deal reg and trainings and all the other things are changing. [00:26:35] Jay McBain: To this, you’ll get these slides, by the way, in high res, inside of this now is the customer. For the first time ever, 45 years later, we have the customer in the middle of what we do, the 28 moments in green before they buy the seven layer stack and the partners inside it. The implementation. The integration, the managed services in a cycle that never ends, and two thirds of our industry. [00:26:55] Jay McBain: With the customer in the middle, we can now move money around to the different moments. It’s not all landing in front or backend margins or market development funds or new customer bonuses or spiffs. It’s landing where it needs to land. Over 400 companies now, pretty much led by Microsoft 400 companies are in a point system right now and 400 more. [00:27:18] Jay McBain: We’re working kind of behind the scenes to get that announced in the next 12 months. This is a total changeover in terms of how economics work and partners are yelling over half of us. I don’t care. Don’t call me a VAR anymore. Don’t call me an MSP. Don’t call me a regional system integrator. I do the consulting over half the time. [00:27:36] Jay McBain: I do the design, I do the implementations, I do the managed services, and 44% of us are vibe coding. On weekends. We’re not happy. Just on the services side. We wanna join the seven layer tech stack as well. These are partners growing faster than their vendors by understanding this cycle and where to show up and where the money is in ai. [00:27:56] Jay McBain: And the number one thing they’re asking for is not more leads, which they did for 45 years. The number one thing is now recognized for what I do. I’ve never just been a cash register. We’re completely now past this idea of a channel being a channel of distribution, and now a channel being this platform for the future. [00:28:16] Jay McBain: As we lay that on top of ai, the first couple of years of AI has really been consumer driven. The 95% failure rate that MIT reported last year is now 70%. That’s the failure to get from proof of concept to production. That 70 will be 50 by the summer we’re moving now in business, the maturity rates are going up at the end customer and in 88% of cases, that’s because of the channel. [00:28:43] Jay McBain: They’re working with partners. They’re not vibe coding themselves and working in little skunkwork groups. They’re working with partners to make it happen, and it now becomes the partner’s number one growth opportunity. I can grow at 11 or 12% in cyber every year. Compounded I can grow in 10% in managed services. [00:29:03] Jay McBain: You know, those are great double digit growth ’cause my customers are growing at 2.7% and I can go four x my customer, but I can go 10 x my customer if I have the right services built around ai. And this compounded growth rate and that big number in 2 20 32, 267 is what’s got those top 1000 partners obsessed. [00:29:25] Jay McBain: And your companies are leading with ai. Now you need to connect to those AI services. You need to get partners on this scale of growth. And they will be adding your name inside every cloud. They write on every whiteboard, but 82% of partners around the world, you know, we survey 25,000 of them aren’t ready, and they’re blaming vendors for not being ready, and they’re telling them exactly the workshops and the training that they need to get ready for this cycle. [00:29:53] Jay McBain: 82% of our entire partner, tens of millions of people, aren’t ready to grow at 35% and they need our help. Last thing I’ll say about AI is it’s the first time from client server to cloud, edge to cloud that it’s been segment driven. SMB alone has one, you know, six different segments, one to nine, 10 to 24, 25 to 49, et cetera. [00:30:18] Jay McBain: Mid-market into enterprise. No one that runs a restaurant is calling Jensen to buy a GPU to put next to the stove. No one’s calling Sam or Dario or anyone at Anthropic or OpenAI directly. They’re waiting. If you run a restaurant with all the people running around with tablets, you’ve invested in toast or square or clover or one of the platforms to run your business. [00:30:41] Jay McBain: A hundred different things. And you’re gonna wait for toast to work with a hyperscaler and build out the capabilities genetically. So when they see a spike in Uber Eats orders, they automatically place a food order and automatically change the staffing to deliver on it. That’s what the restaurant’s waiting for, and there’s no one calling and having a big a agent conversation. [00:31:03] Jay McBain: But even if you go into hundreds of people in medium sized business, every one of the vice presidents have their tech stack already built. I talked about the marketing person already, but the HR leader has one, and everybody’s got their seven layer stack. They’re not calling to buy a GPU and they’re not calling to, you know, bring in open AI directly or, or anthropic. [00:31:22] Jay McBain: They’re waiting for the platform they built to integrate together ag agenta capabilities. Everybody’s in wait mode up until enterprise and public, large public sector. So we are looking at this market and at 90% of that AI market is run by those thousand companies, and the rest of the millions of partners are helping in terms of how these businesses are gonna change at that level. [00:31:46] Jay McBain: Here’s where I end. You know, the 28 moments used to be a theory. It used to be a flywheel. How do we buy a car? [00:31:55] Vince Menzione: Well, we Google it, [00:31:57] Jay McBain: 81% of us now, 94% of us use large language models. We find out that there’s 365 brands of car. I’d have to test drive one every day of the year to get through them all. So we start narrowing these things down. [00:32:09] Jay McBain: We configure it. We put our rims on it, we color it. We download the invoice price. We download the backend rebates this month, whether I buy it in May or June, we find out what 5,000 people paid for our exact car within 50 miles of us. And then we don’t wanna go to the dealer because we know more than the salesperson, the manager ever will. [00:32:26] Jay McBain: We know what we’re gonna pay within, you know, dollars or cents. Just carvana the car. Hand me the keys. Let’s just forget the whole eight hour back and forth. I’ll get you a deal thing. I’m smarter than you in technology. Our customers are smarter than us, smarter than salespeople. That’s why 75% of millennials don’t wanna talk to a salesperson. [00:32:48] Jay McBain: They want to end digitally, and by the way, they’re not gonna send a fax after 28 digital moments. They’re gonna end on a digital marketplace. This is all demographics. It’s not hard to see where it’s going, but we’re getting into names, faces, places again. What if every dollar of your tam, the board, the CEO, runs around with their big multi-billion dollar number, they’re chasing? [00:33:09] Jay McBain: What if every single deal looks the exact same? This is a deal with AstraZeneca, A real deal, real customer spending millions of dollars. We know it starts in October, it ends in April. It’s a six month cycle. We see what they read, the MQ ls at the beginning. We see the sales demo moments. We see ISV, but we’ve never had the light blue boxes. [00:33:30] Jay McBain: What if we as a team could overlay the 6.3 partners in this deal? And when you find out a couple things. Here’s where I end. In December, five deals were one, three of them by NTT. The person at NTT probably coaches AstraZeneca’s, you know, kids’ soccer team. They probably have a cottage together at the lake. [00:33:50] Jay McBain: For the last 20 years, if the person at NTT worked at Deloitte, Deloitte would’ve run this deal. But Software One and Yash are both there, so we understand that when they were drawing clouds up on the wall in the boardroom in December, this deal was won and lost there. It was not won and lost at the point of sale. [00:34:09] Jay McBain: So what if you knew more about this and could see every dollar in your tam? You had an early warning system that this was happening. Two things jump out at this now that we’re in Bellevue. AWS was touched twice in this deal, directly in the marketing cycle and the sales cycle. AWS lost this deal. Here’s an example of Microsoft winning a deal with Microsoft never being touched. [00:34:34] Jay McBain: For some reason, NTT who won, who won AWS’s partner of the year a couple years ago led with Microsoft, so did Software one, Microsoft’s biggest reseller in Europe, and as did Yash, they all led with Microsoft and without Microsoft, knowing Microsoft took a multimillion dollar deal away from their competitors by winning in December. [00:34:53] Jay McBain: That’s one. Second. These partners didn’t just show up other than soccer and cottages. They didn’t show up in December. It went closed one in their CRM system. Back in the summer, August, September, we already knew AstraZeneca was in market, spending millions of dollars. We didn’t need them to read an ebook or go to an event to find that out. [00:35:17] Jay McBain: We knew it because it was closed one. They’re spending hundreds of thousands of dollars times five in December to know what to do at the end. This is an early warning system that’s better than any MQL, better than any SQL. And if you could give your company these level of view into their pipeline with an early warning system that I can work with those partners for months before they ever show up at the customer’s boardroom. [00:35:44] Jay McBain: This is it. Talk about 47% winners. This takes you from not only surviving the AI era to being a top five platform winner. Thank you very much. [00:36:01] Vince Menzione: Until next time, we’ll see you in person. Hopefully at our next event.

A guide to diagnosing, imaging, and managing acute renal colic and nephrolithiasis in the ED. Hosts: Brian Gilberti, MD Avir Mitra, MD https://media.blubrry.com/coreem/content.blubrry.com/coreem/Nephrolithiasis.mp3 Download Leave a Comment Tags: Kidney Stones, Urology Show Notes 1. CLINICAL CORE & PHYSIOLOGIC FRAMEWORK Epidemiologic Risk Profiles Lifetime incidence parameters hover around 1 in 11, presenting with a prominent male sex skew. Peak demographic manifestation concentrated within the 30–60 age band. High-yield temporal parameter: 50% recurrence vector within a 5-year post-initial-insult window. Mineralogical Composition Vectors Calcium oxalate crystals represent the predominant structural matrix. Struvite configurations (magnesium ammonium phosphate matrix) account for 1–2% of cohorts. Struvite stones function explicitly as infection-driven configurations secondary to upper tract proliferation; higher distribution index noted in female cohorts. Etiological & Modifiable Relational Dynamics Profound systemic dehydration or low baseline fluid throughput states. High-sodium diet structures and heavy animal-protein consumption loads. Positive genetic/familial history variables. Relative risk modulation: Each variable independently operates to expand baseline risk by a factor of 2x to 3x. Pathophysiologic Symptom Complexes Acute, sudden-onset, maximum-intensity (10/10) unilateral flank pain. Classic structural radiation vector tracking downward toward the ipsilateral groin/genitourinary dermatomes. Distinctive behavioral marker: Renal colic pacing/writhing behavior with zero antalgic position availability. Concomitant autonomic triggers: Nausea and emesis manifest in 50% of acute presentations. Physical Exam Discordance Metrics Severe subjective distress contrasted with a characteristically soft, completely non-tender abdominal palpation exam. CVA tenderness is completely variable and lacks reliable negative predictive value. Atypical Presentation Classifications Vague, poorly localized abdominal pain presentations occurring in up to 20% of active cases. Isolated lower urinary tract irritative signs including acute frequency or severe urgency. Incidental & Asymptomatic Dynamics Silent intrarenal or ureteral stones found incidentally. Longitudinal tracking demonstrates up to 33.3% of initially asymptomatic cohorts convert to fully symptomatic renal colic within a multi-year tracking window. 2. EXCLUSION DIAGNOSES & CRITICAL PATHWAY RED FLAGS Vascular Mimics: AAA rupture/expansion. This is a mandatory exclusion pathway in elderly cohorts presenting with acute flank or back pain. Physical tracking requires active exploration for an expansile, pulsatile abdominal mass. Gynecologic Emergencies: Ruptured ectopic pregnancy. Demands universal screening protocols via rapid beta-hCG testing in all female patients of childbearing potential presenting with lower abdominal/pelvic localization. Infectious Upper Tract Decompensation: Acute uncomplicated pyelonephritis. Differentiated via persistent high spikes, high fevers, systemic shaking chills, and profound pyuria. Genitourinary Structural Crises: Acute testicular torsion. Mandates a thorough, explicit scrotal/testicular structural exam if the flank pain radiates into the scrotum. Gastrointestinal and Adnexal Torsional Confounds: Acute appendicitis variants, acute mesenteric/bowel ischemia, and ovarian torsion syndromes. 3. LABORATORY TESTING & PHYSIOLOGIC EVALUATION Urinalysis Interpretation Nuances Microscopic or gross hematuria presents in approximately 66% to 90% of acute cases. Critical Pathological Caveat: Complete absence of hematuria documented in 20% to 33.3% of confirmed, acute obstructing ureteral stones. Diagnostic rule: A pristine urinalysis with zero red blood cells is entirely insufficient to exclude acute ureterolithiasis. Urinary pH as a Composition Clue Consistently low urinary pH parameters (pH < 5.5) point strongly toward a uric acid crystalline composition. Elevated urinary pH parameters (pH > 7.5) indicate the presence of urease-producing microbial pathogens, pointing toward a struvite infection stone. Infectious Screening Metrics Active tracking for marked pyuria, positive leukocyte esterase, and bacterial nitrites to rule out an obstructed, infected upper urinary tract system. BMP Immediate quantification of baseline serum creatinine to establish accurate eGFR values. Targeting detection of post-renal AKI from bilateral obstruction, unilateral obstruction in a single functioning kidney, or severe volume depletion. CBC Evaluation for marked leukocytosis. Physiologic Nuance: Mild-to-moderate white blood cell count elevations frequently represent non-specific stress demargination driven by severe pain and repetitive vomiting. High-grade white blood cell shifts demand immediate exclusion of systemic bacteremia or an infected, obstructed urinary system. Adjunctive Lab Pathways Rapid qualitative urine hCG testing. Reflex urine culture execution whenever urinalysis metrics display significant inflammatory profiles or clinical suspicion of UTI is high. 4. IMAGING MODALITIES & ALGORITHMIC CLINICAL SELECTION Non-Contrast CT Diagnostics Gold standard; diagnostic sensitivity and specificity parameters exceed 95% for stones >2 mm. Provides precise quantification of stone diameter (mm), exact localization (proximal, mid, or distal ureter), and degree of secondary hydronephrosis. Excellent structural visualization for detecting or ruling out alternate retroperitoneal, vascular, or intra-abdominal pathologies. Contrast-Enhanced CT Protocols Indicated when alternative intra-abdominal surgical pathology is highly suspected over isolated renal colic. Retains diagnostic capability to identify urinary tract stones >3 mm even within contrast-enhanced phases. NCCT Structural Architecture Limitations Standard stone protocol CT scans are executed in a prone position without IV contrast enhancement. It does not opacify the ureteral lumen. Presents a cumulative radiation exposure penalty when utilized serially across recurrent ED presentations. POCUS / Radiology Ultrasound Direct stone visualization capabilities are modest, operating at approximately 50% to 60% sensitivity, and is highly dependent on anatomical positioning at the extreme proximal ureter or the UVJ. Secondary obstruction tracking: Demonstration of hydronephrosis operates at a high sensitivity of approximately 80%. POCUS Clinical Utility Metrics Eliminates ionizing radiation exposure and allows immediate, rapid real-time execution directly at the patient’s bedside. Confirmation of significant hydronephrosis within a classic clinical presentation yields high post-test probability for stone presence while lowering suspicion for vascular catastrophes like a AAA. KUB Radiography Extremely poor overall diagnostic sensitivity, hovering around 57%. Fails to image radiolucent configurations (pure uric acid matrices) or small stones measuring

Tyler Anbinder focuses on the establishment of Castle Garden in 1855 as a centralized reception center to protect immigrants from swindlers. Hubert Glenn, an Irish-speaking clerk, managed record-keeping there for nearly 40 years, though most of these records were tragically destroyed in an 1897 fire. Anbinder also explores the political landscape, specifically the rise of the Know-Nothing Party. This nativist movement sought to disenfranchise Irish Catholics by extending naturalization requirements to 21 years. Although the party gained significant power in the mid-1850s, its influence faded as the national debate shifted toward the issue of slavery. (6)1870 CASTLE GARDEN

Greetings and welcomeHope all is well out there.This week is chapter 5 of Way of the Kip. Chapter belowI was away last week so no podcast. My latest rap EP - More 64s of Boredom is out for stream / download pretty much everywhere. Links belowHave a great weekendPaulBANDCAMPSPOTIFTYAPPLEhttps://music.apple.com/gb/album/more-64s-of-boreddom-ep/6772325154QOBUZhttps://www.qobuz.com/us-en/album/more-64s-of-boreddom-paul-cree/db5vajegkhjwmAMAZONhttps://music.amazon.co.uk/albums/B0H2NL275KYOUTUBECHAPTER 5 – Way of the KipNo matter how mellow the alarm sound I selected, it's like the blower had grown go-go-gadget arms during the night; and with every polyphonic note the phone made, it jabbed at my eardrums with brass knuckles.Made a blind grab for the phone, grappling for the off-button; dropping the thing on the floor. Quick inhale then swung my legs out the side of the bed, felt the cold on my shins. Slowly sat up, half opened my eyes and stared at my old red football shorts; covering my thighs. The M was missing from the name. U BRO. Another breath then acknowledged the waking pain of the day. Routine, but this one hit harder. The feeling that I'd only just got to sleep five minutes before was normal; this time it came gift-wrapped with something extra that I couldn't yet identify.The thread had come loose along the right side of my shorts and the red colour had long since faded; reminding me when my first goldfish (Mgoldrik) slowly stopped being gold and faded out like a photograph, till he got the final flush to the hallowed burial grounds of the New Town sewage treatment.I'd had those shorts for a good ten years. Well, ten years, don't know if it was all that good. Ten years back was probably the last time I had a kick-about. I reckoned I could still thread a pass, tho.The phone bleeted again. Picked it up and switched it off. Next to the blower was the tissue. Of course. I heard a chuckle over my left shoulder; my neck slowly turned towards it.October's Frank Lampard was grinning, while making a hand gesture, mimicking the one I would've made probably about three hours before. Underneath him sat that sedate sandalwood candle. Sandalwood, the scent of failure.‘You mug. You think it's that easy? Pull the other one, son.'And there it was. The bow on the present. Frank was right. I'd convinced myself just one simple purchase from Tesco was going to solve all my sleep problems. Mug. Why was it always like this anytime I tried to do something to improve my life?I'd hit sombre season; just didn't see it coming, I should've. The life-cycle of idea, obsession, rushed execution, disappointment, embarrassment, guilt and finally numbness was complete. It was ever thus. Perfected this little routine sometime back in school. A sigh this time. I slowly stood up, closed my eyes, breathed again, opened my eyes; then cracked on to the bathroom.The walk to Streatham Hill station was slow. I tried to rationalise the whole candle caper; it's not like I'd done something super-shameful, yet I felt similar to how I would, had I downed six post-work pints on an empty tummy, said some stupid stuff about society then spewed on the train back and woke up in West Norwood. Like the week before. So why was I feeling so low?Despite the multiple signs and announcements about no bikes in rush-hour, some plank wearing a tool-belt was trying to get on the train with a mountain-bike and arguing with a couple of commuters. It was a packed-platform and the 7:15 was already rammed when it rolled in. I don't think the geezer was English. Probably Polish but then what did I know; I was probably just a bigot, lacking sleep.Bike-man gave up eventually and reluctantly battled his way to the back of the platform, muttering some harsh syllables in a language I didn't understand. A few commuters grumbled then chins went back to sternums, eyes to papers, ears to headphones and no more was said.Standing room only on the train. I was shunted down to that no-mans land between two seat-backs with nothing to hold onto; just the sandwich of two bods to wobble between. Couldn't even get my ipod out. Probably a good thing, I would've almost certainly drawn for the tear-jerkers.Once I'd fallen out the train at Victoria and swiped my ticket; I liven-ed up a bit on the bop down Victoria Street. My mind was preparing potential small-talk scenarios about what I did last night. Needed to deflect any genuine curiosity beyond the basics. Nothing much; just a bit of Sky Sports News; what did you do? That was the best I could come up with.Did the regular eyes-right to Westminster Cathedral and thought of Nan taking me and my sister in there when we were nippers. Much to her disappointment, we'd slipped to the lowest tier of membership in the Catholic club. First Easter got dropped, then even Christmas, now it was attend-mass-only-by-invite; weddings and funerals. The basic package. Still, I always acknowledged its presence on the daily graft-march to purgatory. I liked that it was there. It quietly maintained its magnificence on a suffocatingly dull street full of civil-serving concrete office blocks.Up ahead I saw Pete going through the glass doors into the office, clutching a copy of the Sun and a Greggs paper bag; most likely containing two steak-bakes. From distance, I could tell he was whistling a tune.Quick breath, through the doors then fist-bumped Sammy on security then straight into the lift. Thankfully no one from my floor was in there. Doors open and into the open-plan, strip-lit-sweat-pit. Quick breath then ran the gauntlet, arrowing straight to my desk hoping not to catch any eyes of conversation.‘How was your sleep Reece, did you have sweet dreams?'Shaz caught me off guard. Almost stopped. Out of some politeness, I turned my torso; it hurt.‘Erm, yea, it was alright, you?'‘You know she's taken don't you?'‘Who's taken?'‘Bianca'‘Eh?'When she said Bianca, she lifted the A and N then pushed down on the C and the A, kissed her teeth and turned back to her desk and her bowl of muesli. It was a shame Shaz was fit because I really disliked her. Clearly the feeling was mutual; certainly, on the dis-liking. She also had a boyfriend, Trey, who looked like he could handle himself, like Dan. Hero.The last thing I needed now was an office-rumour about me fancying Bianca. Like Shaz, she was also quite attractive just less acerbic and a lot more dim. Why was she telling Shaz about my sleep problems? That was a liberty.Managed to get through the morning mostly without incident. Priah came and inspected my screen once or twice; but despite being sleep-deprived I was managing to hold my focus and processed a bunch of claims.About 11 o clock, Priah sent an email round saying Monique from Essential Skills was coming in for part two of the bias training. I raised an eyebrow at this, as I wasn't aware there was a part 2 and I was beginning to question wether this was an Essential Skill. I was about to compose a witty response to Diane, making sure it wasn't to Priah this time but then clocked my name wasn't on the list of attendees. Pete wasn't on there either. I'd must've missed the bit where it said Ladies Night? What the flip was this? A day at the races? Either that or some oiled-up alpha was coming in dressed as a fireman to swing it about, while they all screamed and giggled. Maybe it was Dan and Trey. I could only conclude that birds had more bias to flush out than geezers, and if Shaz's snidey little remark was anything to go by, my theory was correct.Came back from lunch and Saw Monique from Essential Skills in the meeting room, setting up the power point. Once the Spice Girls had filed into the glass menagerie I took it as an opportunity and go make a cup of tea.Pete came into the kitchen, whistling. He had another greasy bag from Greggs containing two sausage rolls.‘Surprised you're not in there, mate.' He said.‘What, girls-club?'‘Girls and gays, ‘aint figured which you one you are yet, son'‘Gay? Who's gay in there?‘Pretty sure I saw Keith go in just now.'‘Boring Keith's in the training?!'Sure enough, I stuck my head out, looked across the office floor and in amongst the well-maintained ladies barnets was Boring Keith, with his little glasses, big belly and tiny mouth; holding his pen, tiny little grin on his boat.‘I didn't know Kieth was gay? I didn't think he was capable of human relationships.'‘What's the problem, Reecy? You enquiring?' He chuckled at this, while he got a plate out of the cupboard.‘Couldn't care less if he's gay. He's still a geezer but he's in there and we aint.'‘Dunno why you're getting stroppy about it Reecey-Boy. You think too much, that's your problem.'‘Yea maybe, just think it's a bit of a double standard.'‘Moan about it all you like, mate. I'm taking advantage. Got an appointment in trap-2, gonna take my time on this one; had a big ruby last night. Then, I'm gonna sit and do my fantasy team and knock off early. I cleared a load of work this morning so when Priah gets out, I'll go here look, I was banging-out claims left, right and centre while you lot was in there. That's how you play it, son.'Off he went, whistling again, clutching his Gregs bag and a plate, then stopped and turned back round.‘Oh yea. Friday afters. The George. Be there. Don't be gay.'And off he went again. I envied him; I don't think he was phased by anything. I looked back across to the glass-menagerie. Monique was pointing at a slide, looking very solemn, though I couldn't tell who was sat where, I could see all eyes were on the screen. It was pure Girl Power. And Kieth. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit cree.substack.com

Are traditional bladder cancer care models falling behind as new therapies flood the field and reshape the landscape? In this episode of BackTable Urology, Dr. Bogdana Schmidt talks with Dr. Amy Luckenbaugh and DNP/APP Meredith Donahue about building a co-managed intravesical therapy clinic that rethinks care for patients with non–muscle invasive bladder cancer (NMIBC). With innovative agents increasing patient volume and complexity, the team discusses adapting care models to new realities. --- Get the BackTable apphttps://www.backtable.com/app --- This podcast is supported by an educational grant from Johnson & Johnson. --- Timestamps 00:00 - Why Clinic Models Need to Change Now04:03 - Overcoming Financial and J-Code Hurdles11:04 - High Volume Workflow14:10 - Pharmacy Coordination And Timing19:02 - Proactive Lower Urinary Tract SYmptom Management22:25 - Handling Difficult Catheters32:08 - Defining Clinic Success --- More about this episode The conversation covers prioritizing clinical trials, managing operational challenges such as prior authorizations and billing hurdles, and the importance of pharmacy coordination and predictable clinic workflows. Donahue describes a high-efficiency installation day model managing up to 50 patients a week with specialized staff, real-time decisions, and tailored logistics for therapies like Adstiladrin. They also discuss symptom prevention, patient triage, and clinic success measures including therapy availability, patient satisfaction, and opportunities to preserve bladder function. --- Resources Gemcitabine IDRS Drug Delivery Trialhttps://ascopubs.org/doi/10.1200/JCO.2026.44.7_suppl.635 BCG-IO Combination Trialhttps://www.astrazeneca.com/media-centre/press-releases/2026/imfinzi-approved-in-us-for-early-bladder-cancer.html --- BackTable Urology is the go-to podcast for urologists, urologic oncologists, and urogynecologists. Download the free BackTable app to get early access to new episodes, cases, and courses curated by physicians in your specialty. ► https://www.backtable.com/app

Scott Hanselman talks with Omar Shorbaji from the Anyscale engineering team about how Anyscale on Azure scales Python AI workloads from a single notebook to thousands of CPUs and GPUs. Built on Ray, the most widely adopted AI compute engine, Anyscale gives you a unified runtime to build, train, and serve, running directly on Azure Kubernetes Service without the complexity of managing Kubernetes. See a live demo that fine-tunes a vision-language-action robotics policy, with the metrics you need to push GPU utilization higher. Chapters 00:00 - Introduction 00:52 - Ray and the Anyscale platform 03:11 - Start of demo: Workspaces 04:38 - Running a job and viewing utilization metrics 05:24 - Choosing the right scale 06:53 - Abstracting Kubernetes on AKS 08:53 - Wrap up and where to learn more Recommended resources Learn Docs Anyscale on Azure Connect Scott Hanselman | Twitter/X: @SHanselman Anyscale | Twitter/X: @anyscalecompute Azure Friday | Twitter/X: @AzureFriday Azure | Twitter/X: @Azure

The residue your crops leave behind is going to impact next season's crop whether you think about it or not.   Too much residue can create challenges like disease pressure and poor planting conditions. Too little can leave topsoil exposed. Managed properly, crop residue can help build soil health, support better planting conditions and cycle nutrients back into the soil.   So how should we think about managing it? Dr. Cassidy Million, VP of Science at BW Fusion, joins us to explore why residue management is becoming increasingly important, the ROI it can provide and what growers can do to support residue breakdown in the field.   Looking for the latest in crop nutrition research? Visit nutrien-ekonomics.com   Subscribe to our YouTube channel: https://www.youtube.com/@NutrieneKonomics

Scott Hanselman talks with Omar Shorbaji from the Anyscale engineering team about how Anyscale on Azure scales Python AI workloads from a single notebook to thousands of CPUs and GPUs. Built on Ray, the most widely adopted AI compute engine, Anyscale gives you a unified runtime to build, train, and serve, running directly on Azure Kubernetes Service without the complexity of managing Kubernetes. See a live demo that fine-tunes a vision-language-action robotics policy, with the metrics you need to push GPU utilization higher. Chapters 00:00 - Introduction 00:52 - Ray and the Anyscale platform 03:11 - Start of demo: Workspaces 04:38 - Running a job and viewing utilization metrics 05:24 - Choosing the right scale 06:53 - Abstracting Kubernetes on AKS 08:53 - Wrap up and where to learn more Recommended resources Learn Docs Anyscale on Azure Connect Scott Hanselman | Twitter/X: @SHanselman Anyscale | Twitter/X: @anyscalecompute Azure Friday | Twitter/X: @AzureFriday Azure | Twitter/X: @Azure

Three Things That Escaped the Savannah Convention CenterLuke Carignan and ASHHRA Executive Director Jeremy Sadlier are back from ASHHRA26 — and the sessions were too good to leave at the convention center. Bo is out this week, but the content more than covers for it. Three themes from the conference floor that every healthcare HR leader needs on their radar right now.

Steve, McNew, Kathy, Katie & Matt W. talk about McNew "oversleeping" during a Bourbon Daily recording session. TBD music by Kevin MacLeod (incompetech.com).   Important Links: Patreon: https://www.patreon.com/theabvnetwork Our Events Page: bourbonpalooza.com Check us out at: abvnetwork.com. The ABV Barrel Shop: abvbarrelshop.com   Join the revolution by adding #ABVNetworkCrew to your profile on social media.

The structural shift highlighted in this episode is a move from simple AI enablement to a managed service model centered on agent governance, enforcement, and workflow automation within IT environments. The episode identifies unmanaged AI agents as a source of escalating risk, citing vendors like Scalepad shifting from remote monitoring to SaaS and AI usage discovery, and referencing research and audits from SNCC and Verizon that identify tangible security flaws and unapproved AI activity within organizations. Managed service providers are increasingly positioned as the operational layer that defines and enforces governance over automation systems, rather than simply deploying AI tools. The primary evidence for this shift is found in audit findings and market reports. SNCC's audit of 4,000 AI agent skills showed over a third had at least one security flaw, while Verizon's data cited by The Register noted a fourfold increase in employees using unauthorized generative AI, with 28% of data loss prevention violations involving code or proprietary data submitted to AI platforms. Gartner, as reported by The Register, predicts 40% of organizations will demote or remove AI agents due to failed governance efforts—attributing the problem to all-or-nothing approaches that lead to operational and compliance failures. Secondary developments reinforce the move toward operationalized governance. Scalepad and Watchguard are bringing AI and SaaS governance capabilities to the MSP channel, with product releases focused on real-time discovery, policy enforcement, and automation control. Incidents like Anthropic's leak of its full source code for Claude Code, exposing permission and sandboxing details, illustrate how transparency in AI agent operations can also create attack vectors—emphasizing the need for robust operational controls and ongoing auditability. The market is shifting to sell "coherence"—packaging identity, permissions, and workflow automation—rather than just technological capability. Operationally, the consequences for MSPs include increased responsibility for defining and enforcing permission boundaries, approval rules, and evidence collection. Failure to address agent governance will expose providers to operational ambiguity, unpriced liability, and recurring support burdens. The guidance is to move beyond AI enablement projects and toward agent operation retainers that include clear workflows, permission maps, execution logs, and contractual clarity on responsibility and incident management. MSPs that cannot prove and control agent behavior risk inheriting the complexity and fallout from system failures or misuse. 00:00 Shadow AI Surge  05:01 Context Is Infrastructure 07:46 Agent Control Plane 11:16 Why Do We Care?  Supported by:  JumpCloud TimeZest 

This week, we welcome and spotlight community worker, homelessness advocate, and candidate for Toronto City Council, Diana Chan McNally. We discuss Chan McNally's run to become City Councillor for Toronto's Ward 4, Parkdale-High Park, top-of-mind issues for the Ward and the city, provincial encroachment on municipal government and her vision of bringing community work to municipal politics.  Chan McNally says: "Part of why I'm running too, I also very much do not appreciate the provincial encroachment on municipalities. I have a history of fighting Ford. I have won resources from Ford, including $54 million for rents for people on the streets. Managed to win that from his government And I am ready to just let it rip against this guy because of his constant encroachment on our autonomy municipally, not just here, across the entire province. Strong Mayor powers. He's appointing regional councils instead of having them elected. The trustees, cutting them and then putting them under supervision. All of this is about taking away local democracy. It makes me so angry that I want to fight back as well and defend the city against what he's doing." About today's guest:  Diana Chan McNally (she/they) is a former graduate and faculty member of the Community Worker Program at George Brown Polytechnic in Toronto, a long-time front-line worker, and a housing and harm reduction advocate. Chan McNally is currently running for Toronto City Council in Ward 4 Parkdale—High Park.  Visit Diana Chan McNally's campaign at https://www.dianachanmcnally.ca/ Transcript of this episode can be accessed at georgebrown.ca/TommyDouglasInstitute.  Image: Diana Chan McNally / Used with permission Music: Ang Kahora. Lynne, Bjorn. Rights Purchased.  Intro Voices: Ashley Booth (Podcast Announcer); Bob Luker (Tommy)  Courage My Friends podcast organizing committee: Chandra Budhu, Ashley Booth, Resh Budhu.  Produced by: Resh Budhu, Tommy Douglas Institute and Breanne Doyle, rabble.ca.  Host: Resh Budhu.

Send us Fan MailIt's not what you say; it's how you say it. Learn how simple it is to go from manger-speak to invitation-language, and watch your husband step in and respond!  Support the showChelsey Holm | the Wife Coach "I help Christian wives surrender fully, live Spirit-led, and be set apart according to God's design in marriage, motherhood, and life."Ready for a next step? If this episode stirred something deeper and you're ready to move from insight into surrender, I created a short guided experience called From Awareness to Surrender.

HR1 - Walt Weiss has managed Braves' starting pitching rotation perfectly this season In hour one Grant McAuley, (filling in for Mike Johnson), Beau Morgan, and Ali Mac quickly touch on some of the biggest headlines around the local and national sports scene, talk about what they did during their long Memorial Day holiday weekends, recap and react to the Atlanta Braves losing just their second series of the season after losing two out of three in their three game set against the Washington Nationals over the weekend, talk about how the Braves offense really struggled in the final two games of the series, talk about how the pitching for the Braves was good, explain why they think Braves Manager Walt Weiss has been a savant at managing the Braves' starting pitching rotation so far this season, react to ESPN's statistical projections for the Atlanta Falcons' 2026 draft class' rookie seasons, explain why they think Falcons cornerback Avieon Terrell could be a very valuable run defending defensive back for the Falcons this season, react to the Georgia Bulldogs baseball team winning the SEC Tournament for the first time in program history, Georgia Tech's baseball team winning the ACC Tournament and winning both the regular season and postseason ACC title for just the fourth time in school history and for the first time since 2005. Grant, Ali, and Beau also talk about how the Bulldogs and Yellow Jackets are hosting their respective regionals, explain why they think Georgia and Georgia Tech are both set up to make a run to the College World Series this season, and then close out hour one by diving into the life of Grant McAuley in the G-Mac Drop!

If you're over 60 and injured at work, your Workers' Comp settlement is NOT just a payout, it can directly impact your Medicare, retirement planning, and even federal reporting obligations.  And most injured workers don't realize this until it's too late. 

Join David Wolf, portfolio manager on Fidelity's Global Asset Allocation team, for an update on market dynamics and portfolio positioning. David will share insights into Fidelity Managed Portfolios, including recent over- and underweight exposures, and discuss how key macroeconomic themes are shaping the team's outlook for Q2 and beyond. Recorded on May 21, 2026. At Fidelity, our mission is to build a better future for Canadian investors and help them stay ahead. We offer investors and institutions a range of innovative and trusted investment portfolios to help them reach their financial and life goals. Fidelity mutual funds and ETFs are available by working with a financial advisor or through an online brokerage account. Visit fidelity.ca/howtobuy for more information. For a fifth year in a row, FidelityConnects by Fidelity Investments Canada was ranked #1 podcast by Canadian financial advisors in the 2025 Environics' Advisor Digital Experience Study. -- La répartition mondiale en action dans les Portefeuilles gérés de Fidelity Joignez-vous à David Wolf, gestionnaire de portefeuille au sein de l'équipe de répartition mondiale de l'actif de Fidelity, pour une mise à jour sur la dynamique du marché et la structure des portefeuilles. M. Wolf fera le point sur les Portefeuilles gérés de Fidelity, notamment sur les récentes surpondérations et sous-pondérations, et expliquera la façon dont les grands thèmes macroéconomiques façonnent les perspectives de l'équipe pour le deuxième trimestre et au-delà. Date : 21 mai 2026 Chez Fidelity, notre mission consiste à aider le public investisseur canadien à se bâtir un meilleur avenir et à rester à l'avant-garde. Nous offrons aux particuliers et aux institutions une gamme de portefeuilles de placement innovants et fiables pour les aider à atteindre leurs objectifs financiers et personnels. Les fonds communs de placement et les FNB de Fidelity sont offerts par l'intermédiaire des conseillers et conseillères en placements et de comptes de courtage en ligne. Pour de plus amples renseignements, visitez fidelity.ca/commentinvestir. Les baladodiffusions DialoguesFidelity se sont classées au premier rang pour une cinquième année consécutive lors du sondage 2025 d'Environics sur l'expérience numérique des conseillers et conseillères en placements au Canada.

Brent's been hacking smart speakers, Wes has a surprise, and Chris gives up on OpenClaw.Sponsored By:Jupiter Party Annual Membership: Put your support on automatic with our annual plan, and get one month of membership for free!Managed Nebula: Meet Managed Nebula from Defined Networking. A decentralized VPN built on the open-source Nebula platform that we love.Support LINUX UnpluggedLinks:ConnecTen Internet — Get $35 off your order total with Jupiter35

https://function-4.com/managed-it-services-vs-break-fix/Discover why break-fix IT might be costing your business far more than you realize. We unpack hidden costs, downtime disasters, and the cybersecurity risks lurking in reactive IT support—plus when managed services actually become the smarter investment. Function-4 City: Sugar Land Address: 13025 Stiles Ln Suite 100 Website: https://function-4.com/

Everyone in property management is rushing to use AI, but most agencies still don't understand where it actually creates value and where it creates risk. On The Property Management Excellence (PMX) Podcast, Managed co-founder Alex Whitlock speaks with Managed head of technology and artificial intelligence (AI) Blair Dods. They break down how AI and other technologies are reshaping property management, from automation and operational efficiency to the growing pressure on agencies to adapt fast. Dods explains how AI is already helping businesses process data faster, automate repetitive admin tasks and improve productivity, allowing property managers to focus more on strategy and customer experience. But the discussion also warns against the growing misconception that AI can fix broken businesses, highlighting that poor systems, weak leadership, and bad customer service can't simply be automated away. The episode also explores the risks of overreliance on AI, particularly around security, compliance and the misuse of tools where simple automation would often work better. Finally, Whitlock and Dods discuss the rise of proprietary technology, with AI lowering the barrier for agencies looking to build custom systems tailored to their business needs.

I sit down with Logan Kilpatrick from the Google DeepMind team, live at Google I/O, to unpack everything Google just announced and what it means for founders and builders. We cover Gemini 3.5 Flash, the new Gemini Omni world model, the expanded Antigravity ecosystem, managed agents in the Gemini API, and the native Android app builder inside AI Studio. Logan shares how distillation keeps pushing Pro-level intelligence into Flash, where the real opportunities sit for solo founders, and why the agentic era has finally crossed the chasm from demo to useful. If you have an idea and want to ship something this week, this episode maps the toolkit. Timestamps 00:00 – Intro 00:53 – Gemini 3.5 Flash: The New Workhorse Model 01:49 – How Flash 3.5 Stacks Up Against Sonnet 02:38 – Gemini Omni: A World Model for Any Input and Output 06:18 – Building a Content and Creator Layer on Omni 08:21 – What to look forward to 10:53 – Google Spark and Managed Agents 14:00 – The Agentic Era and Requests for Startups 17:17 – The Antigravity Ecosystem Overhaul 18:51 – AI Studio vs. Antigravity: Vibe Coding vs. Agentic Engineering 21:31 – Native Android Apps Built Inside AI Studio 23:44 – Closing Thoughts Key Points Gemini 3.5 Flash ships as a Sonnet-level workhorse model tuned for long-running agentic tasks, coding, and tool use, available on day one to 900M+ Gemini app users. Gemini Omni is a single model that takes any input and produces any output across video, image, audio, and music, fusing Veo, Nano Banana, Lyria, and TTS into one system. Managed agents in the Gemini API let builders ship agentic products with a single API call, using skills and markdown instead of writing orchestration code. The Antigravity suite now spans an IDE, agent manager, CLI, SDK, and API surface, all sharing the same agent harness that powers Gemini Spark. AI Studio targets vibe coding and now builds native Android apps for free, while Antigravity targets production-quality, million-line-codebase engineering. The cost of intelligence keeps dropping thanks to distillation, opening up smaller markets that previously needed a 40-person team and venture funding to address. The #1 tool to find startup ideas/trends - https://www.ideabrowser.com LCA helps Fortune 500s and fast-growing startups build their future - from Warner Music to Fortnite to Dropbox. We turn 'what if' into reality with AI, apps, and next-gen products https://latecheckout.agency/ The Vibe Marketer - Resources for people into vibe marketing/marketing with AI: https://www.thevibemarketer.com/ FIND ME ON SOCIAL X/Twitter: https://twitter.com/gregisenberg Instagram: https://instagram.com/gregisenberg/ LinkedIn: https://www.linkedin.com/in/gisenberg/ FIND LOGAN ON SOCIAL X/Twitter: https://x.com/OfficialLoganK Youtube: https://www.youtube.com/@LoganKilpatrickYT LinkedIn: https://www.linkedin.com/in/logankilpatrick/

Mary Kissel discusses differing interpretations of the Trump-Xi summit, focusing on "strategic stability." She expresses concern over managed trade and the lack of consensus regarding North Korea's denuclearization and Chinese human rights abuses. (9/16)AIRCRAFT NUCLEAR PROPULSION TEST AREA ID

Interview with Xin Yan is the Co-Founder and CEO of Sign, a sovereign-grade digital infrastructure for national systems of money, identity, and capital. By Selva Ozelli Esq., CPA, Author of "Sustainably Investing in Digital Assets Globally" Xin Yan is the Co-Founder and CEO of Sign, a sovereign-grade digital infrastructure for national systems of money, identity, and capital. Under his leadership, Sign has raised a total of $55 million. Other major backers include YZi Labs, IDG Capital, Sequoia and Circle. Trends to watch with Xin Yan An electrical engineer by profession, before co founding Sign in 2021, Xin served as an investor at Huobi Group. What started as an e-signature tool (EthSign) Sign has expanded into Sign Protocol, an omni-chain attestation protocol, and TokenTable, a platform for managing and distributing tokenized assets that bridge the gap between traditional legal agreements and blockchain technology. Yan advocates digital identity and sovereign technology, arguing that the next stage of blockchain adoption will be driven by real-world utility and revenue rather than just speculation. He often refers to the community and movement surrounding the protocol as the "Orange Dynasty". Xin's work currently centers on digital sovereignty, onchain verification, and building infrastructure for nation-states, including digital IDs and Central Bank Digital Currencies (CBDCs). Yan is actively working with governments (e.g., in the UAE and Sierra Leone) to implement blockchain-enabled national infrastructure. Tell us about your educational and professional journey leading up to co-founding Sign. I was an electronic engineer by training, secured over 10 patents at school before dive-dropping into crypto by building my own mining rigs. That hands-on experience led me to a leading VC, where I spent three years as an investment manager and engineer backing cornerstone projects like Polkadot and Avalanche. In 2021, I combined that technical grit with my VC insights to co-found Sign. Tell us about Sign Sign builds secure infrastructure for digital money, identity, and capital. Sign has five years of production deployments and has reached a valuation of $1.3billion. Its systems support governments and regulated institutions in delivering secure, large-scale digital transformation, reaching more than 50 million people in production. Sign works with countries like UAE, Thailand, Kyrgyzstan, Singapore, Barbados and Sierra Leone. Most recently, Sign partnered with the Blockchain Center Abu Dhabi and has raised over $55M across three funding rounds. Your work at Sign currently centers on digital sovereignty, on-chain verification, and building infrastructure for nation-states, including digital IDs and Central Bank Digital Currencies (CBDCs). Which countries are you actively working with? Thailand, Kyrgyzstan, Singapore, Barbados and Sierra Leone The United Arab Emirates (UAE) is a leading global cryptocurrency hub, currently ranked third globally in crypto adoption behind only Singapore and Hong Kong. Its status is defined by a "pro-innovation" regulatory environment, zero personal income tax on crypto gains, and the presence of over 1,800 crypto companies as of early 2026. The UAE's central bank digital currency (CBDC) project, known as the Digital Dirham, has transitioned from an experimental pilot to a formal legal reality as of early 2026 with the Digital Dirham officially recognized as legal tender under Federal Decree-Law No. 6 of 2025. Managed by the Central Bank of the UAE (CBUAE), this initiative is a core pillar of the nation's multi-year Financial Infrastructure Transformation (FIT) program. How is Sign involved with UAE's CBCD project? Sign and ADBC recently partnered to accelerate sovereign blockchain infrastructure in Abu Dhabi. In 2026, the tokenization of the world financial market is rapidly advancing through stablecoins and Central Bank Digital Currencies (CBDCs), which function as programmable, on-chain cash for ...

Admiral James Stavridis examines resource evaluation using David Farragut's victory at Mobile Bay as a model of combined arms and technological adaptation. Farragut successfully managed the transition from wooden sailing ships to ironclad steam vessels. In contrast, Captain Lloyd Bucher of the USS Pueblo faced a tragic lack of resources when captured by North Koreans in 1968. Without support, Bucher made the controversial but rational decision to surrender to save his crew. Finally, Captain Brett Crozier of the USS Theodore Roosevelt is highlighted for prioritizing his people during the COVID-19 pandemic, illustrating that moral leadership sometimes carries harsh career consequences. (2/4)2872 BRITISH MONITOR

Most investors panic when policy shifts hit, but experienced buyers know that uncertainty is where the best deals surface, not disappear. Here is how to find the next opportunity. On The Smart Property Investment Show, host Liam Garman is joined by Ross Le Quesne from KHI Partners and Alex Whitlock from Managed to break down how the latest federal budget is reshaping investor strategy, and why smart money is still moving. Le Quesne delved into the real impact of negative gearing and capital gains tax changes, arguing that while headlines sparked fear, the core fundamentals of property investment remain unchanged. He explains that supply shortages, rising construction costs, and long-term demand pressures continue to underpin the market, regardless of short-term policy noise. Whitlock shares a live deal story from Sydney's Wollstonecraft, showing how urgency around the budget helped secure a property while other buyers hesitated. The trio highlight that in uncertain markets, speed, preparation and the right professionals matter more than ever, and hesitation is often the real cost. They urge investors to see the positive: policy changes may shift strategy, but they don't stop opportunity – they often create it. If you like this episode, show your support by rating us or leaving a review on Apple Podcasts and by following Smart Property Investment on social media: Facebook, X (formerly Twitter) and LinkedIn. If you would like to get in touch with our team, email editor@smartpropertyinvestment.com.au for more insights, or hear your voice on the show by recording a question below.

Mike Clarfeld Talks Dividends and Hard Assets on WealthTrack by ClearBridge Investments

As rental demand rises, Gigstreem is making managed Wi-Fi in multi-family buildings mission‑critical infrastructure. In this episode of All Day Digital, CFO George Pollock explains how Gigstreem delivers property-wide, enterprise-grade connectivity—and why the segment is a growth opportunity at the intersection of real estate and digital infrastructure.

Do the Red Sox have a better roster than the Rays? If so, then why did the Red Sox lose yesterday, we're they just poorly managed? Has Roman Anthony not been criticized enough this season?

Send us Fan MailStruggling with sadness and low self esteem? Do you feel alone and overwhelmed?  Are you tired of your mental illness? Are you stressed out? Is your faith waning? Has anxiety turned your life upside and has caused loneliness? Are you worried and fear you will not fulfill your purpose? You are not your mental illness and recognizing you may need help takes courage. I applaud you for being taking the first step to help reduce feelings of overwhelm, pain and anxiety.Depression doesn't always announce itself with a dramatic crash. Sometimes it's the quiet slide: the blinds stay closed, your thoughts get louder, and the smallest tasks feel impossible. We get real about what depression management looks like day to day, week to week, and month to month when your mind feels heavy and your motivation disappears. I'm Tamara Trotter, and I share the honest routines I lean on to protect my mental health before a spiral turns into a setback.We talk through practical coping skills you can actually use: building structure, planning ahead to avoid dangerous idle time, and catching negative thoughts early so fear doesn't run the whole day. I share why movement matters even when you don't feel like it, from swimming to a simple 15-minute walk around your home, plus why getting sunshine can be a powerful mood support. We also get into connection and accountability, because depression thrives in isolation and too many of us suffer in silence thinking we're a burden.Then we go where a lot of people avoid going: medication. I explain why taking prescribed medication can be a key part of treatment for depression and mental illness, and why there's no shame in using every healthy tool available. We end with faith-based encouragement and scriptures that focus on power, love, a sound mind, and renewing your mindset when your brain tries to convince you things won't improve.If you're fighting to stay emotionally steady, press play, take notes, and choose one small step today. Subscribe to Win Over Depression, share this with someone who needs it, and leave a review so more people can find support.Support the showWin Over Depression Course: '14 Days to Manage Depression"GET THE COURSE NOW:https://pensight.com/x/14Days2ManageDepression

Joe's Premium Subscription: www.standardgrain.comGrain Markets and Other Stuff Links —Apple PodcastsSpotifyTikTokYouTubeFutures and options trading involves risk of loss and is not suitable for everyone.

Dr. Zohaib Siddiqi and Dr. Laurence Poirier discuss a complex stroke case associated with systemic vasculitis, highlighting diagnostic challenges and management strategies, including the role of endovascular therapy.  Show citation:  Poirier L, Brissette V, Shamy MCF, Maxwell JP, Drake B, Fahed R. Clinical Reasoning: A 70-Year-Old Man With Systemic Illness Related Strokes Refractory to Medical Treatment Managed With Intracranial Stent. Neurology. 2025;104(1):e210068. doi:10.1212/WNL.0000000000210068 

My co-host Ken Suzan and I are welcoming you to episode 174 of our podcast IP Fridays! In today's interview, Ken Suzan interviews Brian McGinnis, partner at Barnes & Thornburg and co-chair of the firm’s data security and privacy practice, about why companies need to stop treating data privacy as a compliance burden and start treating it as a core business asset. McGinnis argues that data is either a managed asset or an unmanaged liability, with no middle ground. But before we jump into this interview, I have news for you! The EPO saw a Record Year with 200,000+ Patent Applications in 2025: German filings dropped 2.2% while China grew 9.7%, overtaking Japan for the first time. Germany remains Europe’s top patent nation but loses ground globally. SMEs and universities now account for nearly half of all Unitary Patents granted to European innovators. News from the UPC Court of Appeal: Non-Technical Features Count for Inventive Step. An April 17 ruling clarifies that all claim features must be evaluated in their combined effect, including non-technical ones. Companies with software-related or mixed-technology inventions pending at the EPO or UPC should reassess recent inventive step objections at the UPC in light of this decision. Nokia Withdraws UPC and Munich Suits After Global FRAND Settlement; Following a global FRAND rate-setting decision by the UK High Court, Nokia withdrew parallel suits against Warner Bros. and Paramount at the UPC and in Munich. One UK ruling resolved litigation spanning Germany, the UPC, the US, and Brazil simultaneously. China Abandons Anti-Suit Injunctions in SEP Disputes: After a WTO arbitration ruling from July 2025, China withdrew its practice of blocking SEP holders from filing suits abroad. The EU Commission continues monitoring compliance, since the former policy was largely informal rather than codified in statute. The Trump Administration has put 100% Tariffs on Imported Patented Pharmaceuticals: Based on Section 232, the Trump administration imposed 100% tariffs on patented drugs and biologics effective April 2, 2026, with a 120-day transition period until July 31. EU member states face a reduced rate of 15%. Generics and biosimilars are explicitly excluded. China Rejects 1.27 Million Trademark Applications in Three-Year Crackdown: China’s CNIPA rejected over 1.27 million trademark applications and invalidated more than 3,300 marks, targeting so-called edge-ball marks designed to mislead consumers about product quality or origin. The announcement was made at an official press conference on April 23, 2026. Now let's jump into the interview with Brian McGinnis! Brian McGinnis is a partner at Barnes & Thornburg and co-chair of the firm’s data security and privacy practice. In this episode of IP Fridays, he argues that companies treating data privacy as a compliance burden are missing the point entirely and leaving significant value on the table. Data Is Either an Asset or a Liability Most companies still treat their data as invisible and costless. They do not manage it the way they would manage a patent portfolio or a trademark. That, McGinnis argues, is a fundamental strategic error. Data is either a managed asset or an unmanaged liability. There is no middle ground. When companies invest in understanding what data they collect, how it is used, and who has access to it, they unlock opportunities to drive real revenue and growth. Done right, a data governance program is not a cost center. It is a foundation for trust, operational efficiency, and competitive advantage. One Program, Not Twenty With more than 20 US state privacy laws now in effect, and major economies worldwide introducing their own frameworks, building separate compliance programs for each jurisdiction is neither practical nor smart. McGinnis recommends a single, comprehensive governance framework designed around the core purpose and intent of privacy law, flexible enough to absorb new requirements as they emerge. Companies that threw together a quick program when California’s CCPA came into force in 2020 are now overdue for an upgrade. The goal is to move from reactive compliance to a mature, proactive program that positions the company ahead of the regulatory curve rather than perpetually catching up. Website Tracking Tools: An Underestimated Risk One of the fastest-growing areas of privacy litigation involves tracking technologies built into company websites: pixels, session replay tools, analytics scripts, and chat widgets. Legal teams are often entirely unaware of what IT or marketing has deployed. That gap is expensive. Plaintiffs’ attorneys are applying 1970s-era telephone wiretapping statutes, including the California Invasion of Privacy Act, to argue that collecting any personal information, including IP addresses, before a user has consented constitutes illegal interception. Demand letters are being sent at industrial scale, with settlements typically running between $10,000 and $20,000 per case. What makes this particularly difficult is that a company can be fully compliant with statutory privacy law and still face these wiretapping claims, because the legal theory turns on the timing of data collection rather than the existence of a privacy notice. Vendor Contracts: The Hidden Exposure Marketing and technology agreements are another major source of unmanaged data risk. When a company deploys a third-party tool that handles personal data, the underlying contract needs to define precisely who owns that data, what the vendor is permitted to do with it, and what obligations flow down to any sub-processors involved. McGinnis draws a direct parallel to IP licensing: owning valuable data and then handing it to a vendor under a poorly drafted agreement is the equivalent of signing a bad IP license. Data processing agreements need to cover ownership, use restrictions, sub-processor obligations, breach notification timelines, audit rights, and deletion obligations. Many companies simply do not have these terms in place. Without them, a vendor who suffers a breach of non-personal business information has no contractual obligation to disclose it. Consumer Rights Requests: Process Matters Privacy laws give individuals the right to access, correct, delete, and opt out of the use of their personal data. Responding to these requests effectively requires pre-built processes, trained staff, and the technical ability to locate and act on individual data across all systems and sub-processors. Most companies, before engaging in formal data mapping, are not in a position to do this reliably. Staff failing to recognize a deletion request as a legal data subject request and routing it through a standard customer service queue instead is one of the most common failures McGinnis sees. The consequences can include regulatory complaints and class action lawsuits, particularly when a company continues to send emails to someone who has already requested deletion of their data. A newer risk involves Global Privacy Controls: browser-level opt-out signals that regulators and courts are now treating as legally binding deletion and non-collection requests. Companies receiving these signals daily without acting on them face growing exposure under several state laws. AI Governance: Policy Before Tools Generative AI tools are now embedded across business functions, from contract review and customer service to content creation and internal search. McGinnis is direct: every company needs an AI acceptable-use policy, and the absence of one is not a neutral position. Without clear rules, employees will use unapproved or publicly available tools regardless, feeding proprietary and sensitive information into open models with no control over how that data is used or retained. He draws a precise parallel to patent law. Posting proprietary information into an open AI system carries the same risk as publishing it publicly, potentially destroying patentability. The distinction between closed, organization-specific AI systems and open, publicly accessible ones is something employees need to understand explicitly. Making compliance easier than non-compliance is the practical goal. The Regulatory Outlook: More Laws, More Enforcement McGinnis expects the regulatory landscape to continue expanding. The EU AI Act is already setting the direction, and several US states have introduced or are developing AI-specific legislation. The pattern mirrors what happened with data privacy: Europe leads, US states follow in a patchwork, and federal legislation remains uncertain. Enforcement of existing privacy laws is also intensifying. GDPR has been in force since 2018, CCPA since 2020, and regulators are now past the period of extended tolerance for companies that are still catching up. Companies with immature compliance programs should expect less patience from regulators going forward. McGinnis closes with a clear point of view: if you have to comply anyway, get credit for it. A well-built governance program is a trust signal to customers, a sales asset, and a foundation for responsible AI use. Compliance done right is not a tax. It is a differentiator. The Full Transcript: Ken Suzan: Our guest today on the IP Fridays podcast is Brian McGinnis. Brian is a partner with Barnes and Thornburg and a founding member and co-chair of the firm’s data security and privacy law practice group. Brian serves as a member of the intellectual property department and the internet and technology practice. Brian is a Chambers Global and national ranked privacy and data security attorney, a certified information privacy professional, and the firm’s chief privacy officer. Brian brings nearly two decades of experience at the intersection of law and technology. Brian advises on a wide range of technology-driven legal matters, including privacy and data security, intellectual property, artificial intelligence, corporate transactions, software, and internet law. His deep understanding of privacy and technology law enables him to guide clients through rapidly evolving regulatory and operational challenges. Welcome Brian to the IP Fridays podcast. Brian McGinnis: Hey, thanks Ken. I appreciate it. Great to be here and thanks for having me. Ken Suzan: Excellent. Brian, the C-suite tends to treat data privacy as a compliance tax, something to hand off to legal and forget about. But when you see how companies actually get into serious trouble, what’s really going on? Brian McGinnis: Yeah, well, it’s a great place to start Ken and looking forward to the conversation today covering some of these privacy issues and AI issues, which I found in my own practice is really bled into the straight privacy stuff. Companies can’t really handle these things in a silo anymore. It’s really about managing and coming together as a coherent program for governance for the organization. I think if you do that right, the good news is we can become revenue generators and show growth for the company and not just compliance centers and a compliance tax. But I think the core problem that we face in working with most companies is that a lot of companies still treat their data as invisible, costless. They don’t treat it, in other words, like they would a patent portfolio or trademark or other IP portfolio. It’s just not managed as an asset in the ways that we’ve seen more sophistication around IP. And it really should be. Data is either a managed asset for the company or it’s an unmanaged liability. There’s really not an in between. And so for those companies that haven’t gotten their arms around all this data and what can be done with it, I think they’re really missing an opportunity. Having an understanding of what data the organization is collecting, how it’s being used, and having the proper governance around it really unlocks a lot of opportunity for use of that data in new ways — ways that can drive revenue and growth for the company. So I approach privacy not just about compliance, not just about avoiding penalties or doing it because some law out there says that we have to do it. It’s really about knowing and controlling one of the company’s core assets. And if you’re not doing that, you’ve got unmanaged data that you’re not getting value out of and that potentially could be a huge liability for the company. Managed well, it really supports trust, efficiency, and growth of the organization. Otherwise, I think it’s a missed opportunity. Ken Suzan: Yes, well said. Now let’s talk about state laws. With 20-plus state privacy laws now in effect, how should companies build a program that actually works across the board without starting over every time a new state law kicks in? Brian McGinnis: Yeah, so the first answer is don’t build 20 separate programs. This really goes back to having a comprehensive, sophisticated, well thought out program that really takes into account not only the 20 state laws, but obviously we’ve got international exposure with laws like GDPR and upcoming privacy laws internationally. Most of the larger economies in the world have some form of laws around privacy and AI. So you can’t really anymore build programs that account for the one, two, three, four, five different laws that in the past we had experience with — where you could just treat California as its own thing, treat New York as something else, and treat Europe as something else. The laws and the pace of these have really forced companies into having comprehensive programs. I don’t expect to see fewer laws. You’re only looking at potentially additional state laws, additional federal laws here in the US, and then certainly additional laws throughout the world. So a lot of the strategy these days is not only where are we today with these laws, but how do we set up our governance program in a way that really cuts to the core of the purpose and intent behind these laws so that we can be better prepared when new laws come about in the future. Historically, at least in the US, most companies just haven’t had laws that force them into compliance postures. As these laws have started to come along, a lot of companies have been playing from behind and saying, oh, the California Consumer Privacy Act, I just read about it and it goes into effect next week — let’s throw something together and call that our compliance program. We’ve now got years of these laws being in place, CCPA came into effect in 2020, and what we’re seeing much more of are companies looking to get more sophisticated in their programs and stop feeling like they’re always rushing to catch up. The goal is to level up their program, going from level one — constantly playing from behind — to level two and then level three, so that they really feel like they’re on top of it and have a sophisticated program that not only accounts for all the various privacy requirements that come at them, but also positions them to take advantage of the data and all the things that come along with having a good governance program. Ken Suzan: Brian, there’s an explosion of litigation targeting something most companies barely think about — the tracking tools baked into their own websites: pixels, session replay tools, analytics scripts, chat widgets, the list goes on and on. What’s happening, Brian, and what should companies do? Brian McGinnis: Yeah, and I think a lot of companies — the executives, the business teams — don’t even realize a lot of these tools are on their sites. IT deployed them years ago, the web team deployed them, marketing teams are constantly using them and certainly have a good understanding of it. But in a lot of cases, legal has never touched them and has no idea what’s happening on the website. We also see a lot of cases of companies who, even if they’re generally aware these tools are in use, aren’t aware what other teams are putting on the site or what those pieces of technology are tracking. And that gap can be really expensive. What we’re seeing right now — and this has been a trend for a number of months now and is really continuing to pick up steam — is a series of what I call gotcha lawsuits, where you have some enterprising plaintiffs’ counsel who have taken a look at some 1970s-era telephone wiretapping laws, including a law called CIPA, the California Invasion of Privacy Act, passed in the 70s with the idea that you shouldn’t be able to wiretap people’s telephone conversations. They’ve taken that and applied that theory to the internet. The way it works is: if a website has some sort of cookie, pixel, or other tracking technology on it that collects personal information about an individual — and that can be as simple as an IP address and device ID — and if that collection occurs as soon as the individual shows up at the website, prior to them being able to have notice provided to them or opt in and consent to that collection, then the theory under these lawsuits is that it constitutes wiretapping. We see a lot of this with the Meta pixel, with LinkedIn pixels, and the like. What they’re doing is effectively showing up and suing, threatening to sue, trying to take you to arbitration, depending upon what’s included in the company’s existing privacy notice. If you don’t have a cookie banner, if you don’t have a cookie notice, if you’re not getting opt-in on these things, they’re leaning on those failures and effectively trying to force you into a position where you are forced to make a settlement. Because the cost to litigate one of these to their conclusion would be expensive, whereas a lot of these cases will settle for $10,000 to $15,000 somewhere in that range. They’ve got technology crawling the internet looking for websites that don’t have these risks covered, sending demand letters and then collecting settlements, $10,000 to $20,000 at a time. It’s been very profitable for them and a very dangerous thing for our clients. And it’s a bit unusual because you can be fully compliant with the statutory privacy laws that require notification of the use of tracking technologies and cookies and banners — and still be subject to these lawsuits because of the wiretapping arguments being made. The timing wherein the data is collected from the individual could still subject you to these lawsuits. So it’s a tricky problem, one that I hate seeing companies get hit with and one that we spend a lot of time helping companies avoid. Ken Suzan: Yes, let’s talk about contracts, Brian, because I know you work with contracts probably on a daily basis. A lot of data risk lives inside vendor and technology agreements — the contracts companies sign with marketing platforms, analytics providers, cloud infrastructure, and SaaS tools. What should those agreements actually contain? Brian McGinnis: Yeah, so there’s quite a lot of things. You’ve got a world where marketing is constantly under pressure to learn more about their customers. The way they can do that is through any number of different tools and data gathering techniques, and we have all this technology available to help marketing and sales do better at their jobs. But we, at least in this country, got to a position where people really felt like they lost control of their information and their data. And so these privacy laws came along and really started to provide more rights to individuals — to have an understanding of what data exists within various companies that they do business with, who they’re sharing it with, trading it with, selling it to for advertising purposes; to have the right to opt out; the right to delete their information. Not checking through the agreements by which these teams are implementing these tools is a huge issue for companies. As part of an overall compliance program, having some kind of process where people who are aware of the growing numbers of privacy laws are reviewing these marketing contracts to make sure they are aligned with that program and aligned with those laws is absolutely critical. To talk about IP, given the IP Fridays audience: it’s kind of the equivalent of having really bad IP licenses. In other words, you own and control this information and data, and you need to control what the other side can do with one of your most valuable assets — or you’ve effectively given it away. So thinking about it in that way could be useful. In terms of more specifics: a big one is ownership of the data. The agreement itself may or may not have anything that addresses data. If there’s personal information involved, you probably need what we call a data processing agreement or addendum — a DPA — that specifically controls what that third party is able to do with that data, how they’re able to use it, whether they’re able to share it, whether they’re able to get value out of it on their own, or if they’re only allowed to be what we call a service provider, just providing services to the business that hired them. There needs to be explicit prohibition on retaining, using, and disclosing personal information for any purpose other than performing the exact services in the contract. Whether or not they’re permitted to sell or share data under CCPA terms is another key point. Certification that the provider will comply with any restrictions and security requirements you have on your data, and making sure those obligations flow down to any sub-processors they might use. You hire Company A, but Company A works with Company B and C to provide parts of their service. You’re effectively responsible for the protection of personal information throughout its lifecycle. A couple of other key provisions: breach notification triggers and timeline. It’s very possible under a lot of agreements that one of your vendors can suffer the world’s worst hacker breach and have no legal obligation to tell the company that hired them about it — unless there’s personal information involved. State data breach laws apply to personal information, not to other types of sensitive business information. Unless you have a contract that explicitly requires notification, there’s a good chance that vendor may not want to disclose it. And then other things like audit rights and deletion obligations go in there as well. Ken Suzan: Certainly a lot to cover. Let’s talk about privacy laws and consumer rights. Privacy laws give consumers real rights — to access their data, correct it, delete it, and opt out of how it’s being used. Most companies have a process for this on paper. What does it actually take to get it right, and what happens when it breaks down? Brian McGinnis: Yeah, it takes pre-planning. It takes a process. Some companies receive many more of these requests than others — some B2B companies receive none or a couple per year, while companies heavily involved in marketing to consumers might receive tens or hundreds a day. To be able to respond to these effectively and efficiently requires some forethought. It requires policy and procedure internally to be set up, and it requires the education of the team. Some of the common ways we see this go wrong: staff isn’t trained to know the difference between what we call a DSR — data subject request — versus a regular customer service inquiry. Maybe somebody submits what would be construed by law to be a deletion request and you just put it into your normal customer service response flow — and then you’re potentially missing timelines and the like. There also need to be systems in place to respond in accordance with the individual’s rights. Somebody submits a request saying, you have my information — what information do you have about me? Can your company determine that right now? Can you look through all your systems and down the line to all the processors and sub-processors you’ve worked with and hired, and identify what information you have about that individual? Most companies, until they engage in a governance program and data mapping, are at a real disadvantage to be able to do that. Why is that a problem? Because two weeks from now your company could be sending emails to the individual who just told you to delete their data, and they get really upset. That’s when they go and complain to regulators or start class action lawsuits. The lack of planning can be really, really expensive for a lot of companies. Making sure you’ve got some kind of process to understand what’s coming in, that the people receiving those requests know the difference between a regular customer service request and a data subject request, and that it gets to the appropriate parties for action — all of that is really, really key. Another one that we’re seeing pop up is what we call GPC, or Global Privacy Controls. It used to be that people would say “do not track” in their browser and most companies would ignore those signals. Now we’ve got advancements in law and browser technology where the browser you’re using to visit a company’s website sends a signal saying, opt me out of this. Regulators and courts are construing those as deletion requests, as opt-out requests that companies are now required to respond to. If your company hasn’t gone through an exercise to understand that, and is probably receiving GPC opt-out requests on a daily basis without acting on them, there’s some exposure there. At the end of the day, a lot of this really is about getting the appropriate people from across the organization — really each department — around a table, figuring out what data you collect, how you use it, who you share it with, where it comes from. That starts the process of your data map. Then you set about mapping that to the various legal requirements and figuring out how to respond, how to make it easy for people to exercise their rights so they’re not complaining, not suing, not going to regulators. Letting these squeaky wheels out of the process — the ones who don’t want you to be processing their information any longer — is really key. Ken Suzan: Let’s switch gears a bit and talk about AI. I know we’re hearing about it every day. Generative AI tools are now embedded in how companies work — contract review, customer service, content creation, internal search. Before employees start using these tools with customer data, confidential business information, or proprietary content, what has to be in place first? Brian McGinnis: Yeah. I think we’re long past the days when companies provided individuals access to corporate technology — computers, devices, and the like — without having some kind of acceptable use policy that governs that. We don’t want you downloading stuff that could harm our network or create security issues. We don’t want you using our technology in certain ways, whether that’s a BYOD policy or just general use of company internet or company devices. An AI acceptable use policy is really a continuation of those. Every company needs to have an AI acceptable use policy. Period. In my opinion, things like that are as important as the fire escape policy out in the hallways for these companies. I can tell you with absolute certainty: if your organization has not provided rules to your employees and personnel about the use of AI, what they can and can’t use — or if you’ve said you can’t use any AI — the personnel is still using AI. They’re just not using any approved tools. They’re probably using their own private tools that they subscribe to, or even worse, tools they don’t pay for, in which case they’re putting company information into a wide open public model. The more companies can do to think through this ahead of time, reduce it to policy, and then train and educate people on that company’s particular policy, the better. You need to make it easier for people to comply than not comply. An acceptable use policy should talk about: here’s how we can and can’t use it, here’s the data that should and should not go into the system, here’s some proper uses of AI, here’s some data that’s on the fringe that we need to keep out — more sensitive information, proprietary information, etc. Making sure you’re funneling and educating people about the difference between closed systems and open systems. In other words, this is a tool that only looks at our organization, only uses the data within a certain box, and is not publicly available — the AI system is not training on our data. You have more leeway to put more sensitive information into those types of systems than you do with open systems which potentially lose control of your data. It’s almost like a patent consideration in terms of keeping information secret. If something potentially has some patentability that you want to seek to file in the future, you can’t just go out and post it publicly and use public search engines and all this other stuff at the risk of exposing it. Similar concepts here — really getting a handle and control over what tools people can use and providing some education to them about how the company wants to think about what’s acceptable and what’s not in those uses is really the key starting point. Ken Suzan: Very useful information. Indeed, we’re coming towards the end of today’s episode. One final question for you, Brian. Where do you think we’ll be two years from now in this developing field, and how best for companies to stay ahead of the curve? Brian McGinnis: Yeah, this kind of takes us full circle, Ken. I think it’s kind of back to the beginning comments about the privacy space — and we’ve only got more of these laws coming. It’s still a developing field. We’re still really in the early days of enforcement. I mean, GDPR has been around since 2018, CCPA in the US really kicked us off in about 2020, and so there’s been a settling-in period as companies adjust and get used to having these laws and get compliance programs in place at various levels — from not at all prepared to highly sophisticated. We’re still pretty early on in terms of enforcement of these things. We’re already starting to see enforcement of more egregious violations of these various laws, and we’ll only continue to see more enforcement as the laws exist currently and as they continue to come along. The days of not having to pay attention to this are kind of over. And I always tell clients: if you’re going to have to do these things, you’re going to have to be compliant — you might as well get credit for it. By which I mean, let’s put all the policies in place, let’s do all the compliance activities, let’s have a sophisticated governance program, but then let’s also use that as a sales tool, as a way to help grow the company, as a way to sell new products and gain trust and earn trust with our customers — so that they know when they’re doing business with us, or when they’re giving us information, or when they’re using our AI tool, that we respect that and are going to take care of their information and have the structure in place internally to be able to do that. With respect to AI, what I’m seeing is very similar to what we have seen with the growth of privacy law — again led by Europe, with the EU AI Act in this case. Now you’ve got a handful of states in the US that already have AI laws, and others that are interested in continuing to roll those out. There’s friction with the federal government around whether there’s going to be a comprehensive law there. Like the privacy space, you’ve got varying factions — some of which want to develop really quickly with very little guardrails, others which say we’re threatening the future of humanity if we don’t get those guardrails in place. I think ultimately, at least in the US, we’re going to end up with another patchwork of AI laws for the foreseeable future that we’ll have to navigate. So really having a company position, a company philosophy of how do we handle all these various laws, how do we treat people’s data, how do we get our arms around it, how do we respond to whatever legal rights they currently have, and what principles do we put in place so that we can adapt for the future — and then, once we’ve done those things, how do we actually get value out of this and move the business forward. So it’s not a compliance tax, but a benefit to the business. That’s the end goal here, and I think the North Star for us. Ken Suzan: Fantastic, Brian. This has certainly been a very comprehensive interview. Really appreciate you taking the time to talk about it with us here on the IP Fridays podcast. Brian McGinnis: Happy to do it, Ken. Thanks for asking me and good to see you. Thank you.

Dr. Zohaib Siddiqi talks with Dr. Laurence Poirier about a complex stroke case associated with systemic vasculitis, highlighting diagnostic challenges and management strategies, including the role of endovascular therapy.  Read the related Resident & Fellow Section article in Neurology®. Disclosures can be found at Neurology.org. 

Disrupting drilling starts with rethinking the model.Recorded remotely at the Piper Sandler Energy Conference in Las Vegas, this episode features Cam Hewell, President and CEO of Premium Oilfield Holdings.He breaks down how Premium is reshaping managed pressure drilling (MPD) through a rig-centered, vertically integrated approach—now scaled across 160 U.S. land rigs.The conversation also covers rising power demand, new drilling technologies, and where the industry is headed next.00:00 Why Oil And Gas Matters00:36 Podcast And Sponsors01:59 Live From Energy Conference02:15 Conference Themes Power Demand04:03 Meet Cam Hill05:18 Cam Background Consulting Tech07:56 First Oilfield Company Growth10:26 Founding Premium Rig Focus15:08 Premium Shift To MPD17:03 MPD Explained Benefits19:49 Disrupting MPD Cost Tech22:19 Building The Dream Team25:12 Urethane Elements Cloud Software28:54 Beyond MPD Top Drives Tools31:19 New Rig Equipment Roadmap32:30 Remote Bleed Off Valve Win34:36 Chasing Incremental Efficiency36:06 Rapid Prototyping Culture38:00 Expanding Into Production39:44 Growth Strategy And Capital Returns41:56 Downhole Tools And Per Well Focus44:37 Hiring For Innovation48:10 Duke Basketball Detour50:10 Career Advice For Young Pros52:34 Consulting After Running Companies55:34 From Scrappy Startup To Scale57:09 Closing Thanks And Sign Off

6. Castle Garden Records and the Nativist Backlash In 1855, New York State opened Castle Garden to centralize immigration and protect new arrivals from urban swindlers. Hubert Glynn, a bilingual clerk, managed the station's meticulous records for nearly four decades. These records were far more detailed than federal manifests, documenting occupations and personal wealth, but they were tragically lost in an 1896 fire at Ellis Island. During this era, the Know-Nothing Party rose to power, fueled by anti-Catholic sentiment. They sought to disenfranchise the Irish by extending the wait for citizenship to 21 years, though the movement eventually collapsed as national focus shifted toward the slavery crisis. 61854 BELFAST

Today Cem Karsan and Niels Kaastrup-Larsen examine a market environment where politics, geopolitics and liquidity are becoming harder to separate. Cem argues that recent market strength is not just a reaction to better news, but part of a broader effort to manage risk, support collateral values and prepare for deeper geopolitical stress. From rising military spending and the Strait of Hormuz to treasury demand, QIS growth, AI and the next inflation wave, this conversation is about what happens when markets stop being passive observers and become tools in a larger strategic contest.-----50 YEARS OF TREND FOLLOWING BOOK AND BEHIND-THE-SCENES VIDEO FOR ACCREDITED INVESTORS - CLICK HERE-----Follow Niels on Twitter, LinkedIn, YouTube or via the TTU website.IT's TRUE ? – most CIO's read 50+ books each year – get your FREE copy of the Ultimate Guide to the Best Investment Books ever written here.And you can get a free copy of my latest book “Ten Reasons to Add Trend Following to Your Portfolio” here.Learn more about the Trend Barometer here.Send your questions to info@toptradersunplugged.comAnd please share this episode with a like-minded friend and leave an honest Rating & Review on iTunes or Spotify so more people can discover the podcast.Follow Cem on Twitter.Episode TimeStamps: 00:00:01 - Introduction to Top Traders Unplugged00:00:35 - Niels and Cem reconnect and set the stage00:01:51 - Truth, narratives and the blurring of reality00:04:15 - Fed independence, politics and credibility00:07:45 - The rise of QIS and demand for alternative strategies00:12:52 - Trend following update and current market performance00:15:23 - Framing the disconnect between markets and reality00:20:09 - Liquidity, market rallies and strategic positioning00:25:08 - Are markets being actively managed00:34:51 - The real geopolitical battle and the role of China00:40:32 - What investors may be underpricing00:52:55 - Why markets can rise despite growing risks00:55:56 - Treasury demand, intervention and future policy paths00:58:04 - Inflation, debt monetization and long term outlook01:02:16 - AI, deflation and the political responseCopyright © 2025 – CMC AG – All Rights Reserved----PLUS: Whenever you're ready... here are 3 ways I can help you in your investment Journey:1. eBooks that cover key topics that you need to know about In my eBooks, I put together some key discoveries and things I have learnt during the more than 3 decades I have worked in the Trend Following industry, which I hope you will find useful. Click Here2. Daily Trend Barometer and Market Score One of the things I'm really proud of, is the fact that I have managed to published the Trend Barometer and Market Score each day for more than a decade...as these tools are really good at describing the environment for trend following managers as well as giving insights into the general positioning of a trend following strategy! Click Here3. Other Resources that can help youAnd if you are hungry for more useful resources from the trend following world...check out some precious resources that I have found over the years to be really valuable. Click HerePrivacy PolicyDisclaimer

A rapid-fire Friday Q&A dives into one of retirement's biggest debates—flexible withdrawals versus the traditional 4% rule—with Don explaining why adaptability may be the key to never running out of money. The episode also tackles ETF vs. mutual fund tax efficiency at Vanguard, pushes back on “fancy” portfolio add-ons like managed futures and long-term bonds, clarifies why employer 401(k) matches are always pre-tax, and gives a pragmatic take on so-called “Trump accounts” (free money… with strings). As always, the throughline is simple: keep it low-cost, flexible, and grounded in reality—not marketing.0:05 Friday Q&A kickoff and podcast growth update1:17 5% flexible withdrawals vs. 4% + inflation debate3:33 Why flexibility reduces the risk of running out of money4:43 Real-world comparison: 2000–present withdrawal outcomes5:34 Vanguard mutual funds vs. ETFs—tax efficiency question6:16 When ETF conversion matters (and when it doesn't)7:51 Managed futures, long-term bonds, and gold in retirement portfolios9:05 Real-world performance vs. theoretical “safe withdrawal” claims10:33 Costs, complexity, and why “portfolio decoration” often fails12:12 Why employer 401(k) matches are always pre-tax13:26 “Trump accounts” (aka 530A?): free money vs. better tools16:22 Restrictions, taxation, and practical usefulness17:17 Bottom line: free money is still free money18:44 Listener suggestion on naming the accounts (530A)19:51 When to use a real advisor vs. podcast answersQuestions? Comments? Click!

Today, Rob Carver joins us to reflect on a market environment that appears calm on the surface but feels increasingly fragile underneath. From oil market distortions and muted reactions to geopolitical risk to the steady resilience of equities, the conversation questions whether price action is telling the full story. Rob shares insights from his own performance, including why slower trend signals have recently dominated and why he is running lower risk despite positive returns. The discussion moves into portfolio construction, return stacking, and the growing role of ETFs, alongside a candid look at where complexity adds value in systematic investing and where it does not.-----50 YEARS OF TREND FOLLOWING BOOK AND BEHIND-THE-SCENES VIDEO FOR ACCREDITED INVESTORS - CLICK HERE-----Follow Niels on Twitter, LinkedIn, YouTube or via the TTU website.IT's TRUE ? – most CIO's read 50+ books each year – get your FREE copy of the Ultimate Guide to the Best Investment Books ever written here.And you can get a free copy of my latest book “Ten Reasons to Add Trend Following to Your Portfolio” here.Learn more about the Trend Barometer here.Send your questions to info@toptradersunplugged.comAnd please share this episode with a like-minded friend and leave an honest Rating & Review on iTunes or Spotify so more people can discover the podcast.Follow Rob on Twitter.Episode TimeStamps:00:00 - Intro & current market backdrop04:30 - Oil market dislocations and futures vs physical pricing10:00 - Equities hitting highs despite geopolitical tension13:30 - ETFs, fees, and structural shifts in investment vehicles17:00 - Trend following performance update and April results20:30 - Rob's year-to-date and 12-month performance breakdown25:00 - Why slow trend signals outperformed27:30 - How to evaluate large CTA managers31:00 - Where PhDs add value in systematic investing43:00 - Signal weighting, crisis alpha, and portfolio construction52:00 - Return stacking and diversifying equities01:06:30 - Managed futures ETFs vs replication strategies01:18:00 - Final thoughts and wrap-upCopyright © 2025 – CMC AG – All Rights Reserved----PLUS: Whenever you're ready... here are 3 ways I can help you in your investment Journey:1. eBooks that cover key topics that you need to know about In my eBooks, I put together some key discoveries and things I have learnt during the more than 3 decades I have worked in the Trend Following industry, which I hope you will find useful. Click Here2. Daily Trend Barometer and Market Score One of the things I'm really proud of, is the fact that I have managed to published the Trend Barometer and Market Score each day for more than a decade...as these tools are really good at describing the environment for trend following managers as well as giving insights into the general positioning of a trend following strategy! Click Here3. Other Resources that can help youAnd if you are hungry for more useful resources from the trend following world...check out some precious resources that I have found over the years to be really valuable. Click HerePrivacy PolicyDisclaimer