Podcast appearances and mentions of Martin Marietta

In his famous 1962 address to Rice University, President Kennedy declared,We choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard . . .The current administration has chosen, among other things, to go to Mars. Some, Elon Musk included, are looking for a backup planet to Earth. For others, like Robert Zubrin, Mars is an opportunity for scientific discovery, pure challenge, and a revitalized human civilization.Today on Faster, Please — The Podcast, Zubrin and I discuss how to reorient NASA, what our earliest Mars missions can and should look like, and why we should go to Mars at all.Zubrin is the president of aerospace R&D company Pioneer Astronautics, as well as the founder and president of the Mars Society. He was also formerly a staff engineer at Lockheed Martin. He has authored over 200 published papers and is the author of seven books, including the most recent, The New World on Mars: What We Can Create on the Red Planet.For more, check out Zubrin's article in The New Atlantis, “The Mars Dream is Back — Here's How to Make It Actually Happen.”In This Episode* Colonization vs. exploration (1:38)* A purpose-driven mission (5:01)* Cultural diversity on Mars (12:07)* An alternative to the SpaceX strategy (16:02)* Artemis program reform (20:42)* The myth of an independent Mars (24:17)* Our current timeline (27:21)Below is a lightly edited transcript of our conversation. Colonization vs. exploration (1:38)I do think that it is important that the first human mission to ours be a round-trip mission. I want to have those people back, not just because it's nice to have them back, but I want to hear from them. I want to get the full report.Pethokoukis: Just before we started chatting, I went and I checked an online prediction market — one I check for various things, the Metaculus online prediction market — and the consensus forecast from all the people in that community for when will the first humans land successfully on Mars was October 2042. Does that sound realistic, too soon, or should it be much further away?I think it is potentially realistic, but I think we could beat it. Right now we have a chance to get a Humans to Mars program launched. This current administration has announced that they intend to do so. They're making a claim they're going to land people on Mars in 2028. I do not think that is realistic, but I do believe that it is realistic for them to get the program well started and, if it is handled correctly — and we'll have to talk a lot more about that in this talk — that we could potentially land humans on Mars circa 2033.When I gave you that prediction and then you mentioned the 2020s goal, those are about landing on Mars. Should we assume when people say, “We're going to land on Mars,” they also mean people returning from Mars or are they talking about one-way trips?Musk has frequently talked about a colonization effort, and colonization is a one-way trip, but I don't think that's in the cards for 2028 or 2033. I think what is in the cards for this time period on our immediate horizon is exploration missions. I do think that we could potentially have a one-way mission with robots in 2028. That would take a lot of work and it's a bit optimistic, but I think it could be done with determination, and I think that should be done, actually.To be clear, when people are talking about the first human mission to Mars, the assumption is it's not a one way trip for that astronaut, or those two astronauts, that we intend on bringing them back. Maybe the answer is obvious, but I'm not sure it's obvious to me.From time to time, people have proposed scenarios where the first human mission to Mars is a one-way mission, you send maybe not two but five people. Then two years later you send five more people, and then you send 10 people, and then you send 20 people, and you build it up. In other words, it's not a one-way mission in the sense of you're going to be left there and your food will then run out and you will die. No, I don't think that is a credible or attractive mission plan, but the idea that you're going to go with a few people and then reinforce them and grow it into a base, and then a settlement. That is something that can be reasonably argued. But I still think even that is a bit premature. I do think that it is important that the first human mission to ours be a round-trip mission. I want to have those people back, not just because it's nice to have them back, but I want to hear from them. I want to get the full report.A purpose-driven mission (5:01)In the purpose-driven mode, the purpose comes first, you spend money to do things. In the vendor-driven mode, you do things in order to spend money. And we've seen both of these.So should we just default to [the idea] that this mission will be done with government funding on SpaceX rockets, and this will be a SpaceX trip? That's by far the most likely scenario? This is going to need to be a public-private partnership. SpaceX is rapidly developing the single most important element of the technology, but it's not all the technology. We need surface systems. We need the system for making rocket fuel on Mars because the SpaceX mission architecture is the one that I outlined in my book, The Case for Mars, where you make your return propellant on Mars: You take carbon dioxide and water, which are both available on Mars, and turn them into methane and oxygen, which is an excellent rocket fuel combination and which, in fact, is the rocket fuel combination that the Starship uses for that reason. So that's the plan, but you need the system that makes itWe're going to need surface power, which really should be a nuclear power source and which is difficult to develop outside of the government because we're talking about controlled material. Space nuclear reactors will need to use highly enriched uranium, so it should be a partnership between NASA and SpaceX, but we're going to have to reform NASA if this is going to work. I think, though, that this mission could be the vehicle by which we reform NASA. That is, that NASA Artemis moon program, for example, is an example of how not to do something.That's the current government plan to get us back to the moon.Right. But you see, NASA has two distinct modes of operation, and one I call the purpose-driven mode and the other is the vendor-driven mode. In the purpose-driven mode, the purpose comes first, you spend money to do things. In the vendor-driven mode, you do things in order to spend money. And we've seen both of these. To be fair, there's been times when NASA has operated with extreme efficiency to accomplish great things in very short amounts of time, of which, of course, the Apollo Program is the most well-known example where we got to the moon and eight years from program start. The difference between Apollo and Artemis was it wasn't human nature — and there were plenty of greedy people in the 1960s that, when the government's spending money, they want a piece of the action, they were all there.There's no shortage of people who, when you've got a lot of money to spend, are willing to show up and say, “Hi, you got a great idea, but you can't do it until you fund me.” And there were plenty of them then, but they were shown the door because it was clear that if we did all these side projects that people were trying to claim were necessary (“you can't do your program until you do my program”) we would not make it to the moon by 1969. So actually, the forcing function was the schedule. That's what forced the nonsense out of the room.Artemis, on the other hand, has been undertaken as a project whose leadership thought that they could secure a lot of support for the program if they gave a lot of people money. So Artemis has five different flight systems which are incompatible with each other. It's a ridiculous program. That's not the way to do things. We have to have a program leadership which is committed to humans-to-Mars not as a way to get pet technology programs funded, or pet constituencies funded, or pet vendors funded, or any of that stuff. It's got to be: the mission comes first. And if you have that kind of emphasis on this, this can be done and it can be the way to reform NASA.I liken NASA today to a peacetime military, but then it gets thrown into battle, and you get rid of your McClellans and you bring in your Grants. In other words, you have a certain period of chaos and disorganization because you've got deadwood running the place, but under the stress of actually beginning a decisive mission and not being tolerant of anything less than real performance, you actually get the army you need.So that sounds like that's a presidential decision, to give that agency a very specific goal, and perhaps a timeline, to create that kind of purpose-driven culture.Yes. Now that's one necessity. There's another necessity as well, which is that the conceptual base of this program, the political base, if you will, which is derived from its intellectual base, has got to be expanded. This cannot be seen as a Trump-Musk boondoggle because Trump and Musk have both defined themselves in extremely partisan terms, and if this is seen as their program and not America's program, it will be gone as soon as the political fortunes of war shift, which they always do. Musk has this concept that he's been promoting, which is the reason why we have to go to Mars is so that there'll be survivors on Mars after the Earth is destroyed, and I don't think this is particularly —You don't find that a compelling reason, given that there's not currently an obvious threat of us being destroyed, to run a program that could necessarily exist over multiple administrations and be quite expensive.That idea is derived from Isaac Asimov's Foundation novel: The scientists go to the planet Terminus so they can reestablish civilization after the Galactic Empire collapsed. It may please science-fiction fans, but I don't think it's attractive to the general public, and also, frankly, I don't think it's practical. I don't think a Mars colony could have a million people on Mars that will survive as an autarchy. There's no nation on earth that survives as an autarchy. The ones that try are extremely poor as a result for trying.The correct reason to go to Mars is, immediately, for the science, to find out the truth about the prevalence of diversity of life in the universe; for the challenge, to challenge our youth, learn your science and you can be an explorer and maker of new worlds; and for the future, but for the future, it's not for a few survivors to be hiding away after the earth is destroyed, it's to create a new branch, or perhaps several new branches, of human civilization which will add their creative inventiveness to human progress as a whole, as America did for Western civilization. By establishing America, you had a new branch of Western civilization which experimented in everything from democracy to light bulbs and airplanes and greatly enhanced human progress as a result.And the Martians, you are going to have a group of technologically adept people in a frontier environment that's going to challenge them. They're going to come up with lots of inventions that they need for their own progress, but which will benefit human as a whole. And that is why you should colonize Mars.Cultural diversity on Mars (12:07)I believe that there will . . . be many colonies on Mars established by different people with different ideas on what the ideal civilization should be, and the ones with the best ideas will attract the most immigrants and therefore outgrow the rest.It very much reminds me of the scenario laid out in The Expanse book and TV series where mankind has spread throughout the solar system. They're all branches of human civilization, but being out there has changed people, and Mars is different than Earth. Mars has a different society. The culture is different. I think that's a very interesting reason that I had not heard Elon Musk discuss.I have a book called The New World on Mars, which you might want to check out because I discuss this very thing. I believe that there will, once it's possible to colonize Mars, there'll be many colonies on Mars established by different people with different ideas on what the ideal civilization should be, and the ones with the best ideas will attract the most immigrants and therefore outgrow the rest. So, for example, the one thing I disagree with about The Expanse is they have this militaristic Spartan civilization on Mars.There's just one sort of universal culture.Yeah, and I don't think that that civilization would attract many immigrants. The reason why the American North outgrew the South is because the North was free. That's why all the immigrants went to the North. That's why the North won the Civil War, actually. It had a larger population of more industry because all the immigrants went there and became far more creative. This is a very good thing, that the form of civilization that ultimately prevails on Mars will be one, I think, that will offer human freedom and be the most attractive in as many other respects as possible. That's why it will prevail, because it will attract immigrants.But I want to get back to this program. If it is possible not to land humans on Mars in 2028, but to land — if you can land Starship on Mars, you can land not a robot, but a robotic expedition.Starship, Musk claims it could land 100 tons on Mars. Let's say it could land 30. That's 30 times as much as we can currently land. The JPL (Jet Propulsion Laboratory)-led Mars science community, they're still thinking about Mars exploration in the terms it's been done since the '60s, which is single spacecraft on single rockets. Imagine you can now land an entire expedition. You land 30 rovers on Mars along with 30 helicopters that are well instrumented and a well instrumented science lab in it. So now you are bringing not only heavy lift, but heavy lander capability to the Mars science program, and now you have a robotic expedition on Mars. For every instrument that made it onto perseverance, there were 10 that were proposed because they could only take six, and like 100 teams wanted to get their instruments on the rover. So imagine now we can actually land 30 rovers and 30 helicopters, not little ones like Ingenuity, but ones that can carry five or six instruments each themselves.So now you have 100 science teams, you've got life-detection experiments, you've got ground penetrating radar, you've got all sorts of things that we haven't done on Mars all being done. You're expanding Mars science by two orders of magnitude by bringing into existence the kind of transportation capability that is necessary to enable humans to Mars. So now you bring on board the science community and the science-interested public, which includes all parts of the political spectrum, but frankly it leans somewhat left, overall — university scientists, people like this.So now this isn't just about Elon Musk, the Bond villain. This is about what we as America and we as a culture which is committed to pushing the boundaries of science. This is what we are doing. It's not what SpaceX is doing, it's not what Musk is doing, it's not what Trump is doing, it's what America is doing, and celebrating the highest values of Western civilization, which is the search for truth.An alternative to the SpaceX strategy (16:02)Starship plus Starboat is the flight hardware combination that can do both the moon and Mars.That said — and we're talking about this being a public-private partnership —should we just default into thinking that the private part is SpaceX?Well, SpaceX is one part of it. There's no question, to me anyway —There's other companies that are building rockets, there's other rocket companies, maybe they aren't talking about Mars, but Blue Origin's building rockets.I think it should be fairly competed, but SpaceX is well ahead of anyone else in terms of a booster capability. That said, I think that the mission architecture that Musk has proposed, while workable, is not optimal, that there needs to be another vehicle here. He's got the Starship, I want to have a Starboat. I've written an article about this, which was just published in The New Atlantis.Basically, the problem with Musk's architecture is that the direct return from Mars using a Starship, which is a 100-ton vehicle, would require manufacturing 600 tons of methane oxygen on the surface of Mars, and if that's to be done in a reasonable amount of time, requires 600 kilowatts, which is about 13 football fields of solar panels, which means we're not doing it with solar panels, which means it has to be done with a nuke, and that then adds a lot to the development.If we had a Starboat, which is something 10 to 20 percent the size of Starship, but it would go from Mars orbit to the surface and we refuel it, and then it is what takes the crew down to the surface — although the crew could go one way to the surface in a Starship, that's okay, but whether they go down in a Starship or down in a Starboat, they come up in a Starboat, and now you're reducing the propellant requirement by an order of magnitude. It makes this whole thing work much better. And furthermore, Starship plus Starboat also enables the moon.We've forgotten about the moon in this conversation.Starship plus Starboat is the flight hardware combination that can do both the moon and Mars. If you take the Starship version of the Artemis thing, it takes 10 to 14 Starship launches to land a single crew on Mars refueling Starship on orbit, then refueling it in lunar orbit, and with tankers that have to be refueled in earth orbit, and doing all this, it's crazy. But if you positioned one Starship tanker in lunar orbit and then used that to refuel Starboats going up and down, you could do many missions to the lunar surface from a single Starship positioned in lunar orbit. Once again, Starship is suboptimal as an ascent vehicle to come back from the moon or Mars because it's so heavy. It's a hundred tons. The lunar excursion module we used in Apollo was two tons. So we make the Starboat — Starship plus Starboat gives you both the moon and Mars.Here's the thing: With rockets, you measure propulsion requirements in units we call delta V, velocity changes. That's what rockets actually do, they change your velocity, they accelerate you, they decelerate you. To go down from lunar orbit to the lunar surface is two kilometers a second. Delta V to come back up is two kilometers a second. Roundtrip is four. To go down from Mars orbit to the Martian surface is practically nothing because there's an atmosphere that'll slow you down without using your rocket. To come up is four. So the round trip on Mars and the round trip from orbit to the surface on the moon are the same, and therefore the same combination of the Starship plus the Starboat as a landing craft and, in particular, ascent vehicle (because ascent is where small is beautiful), this will give us both. So we don't have to wreck the moon program in order to do Mars. On the contrary, we can rationalize it.I mentioned one group of potential enemies this program has been the anti-Musk Democrats. The other group of enemies that this program has are the moon people who are very upset that their moon program is about to be wrecked because Musk says the moon is a diversion. Now, if it was a choice between the moon and Mars, then I would choose Mars. But we can do both. We can do both and without it being a diversion, because we can do both with the same ships.Artemis program reform (20:42)SLS was worth a lot in its time, but its time was the '90s, not now.There's been some talk about canceling — I'm not sure how serious it is — the Artemis program. If we want the next person on the moon to be an American rather than a Chinese, do we need to keep Artemis to make sure that happens?We need to reform Artemis and this is the way to do it: Starship plus Starboat will give you the moon.Aren't we under a time constraint, given that if we are competing and if we think for whatever national pride reasons we want the next person on the moon to be an American, do we just kind of have to continue with the Artemis program as sort of a wasteful boondoggle as it is?No, because there are things in the Artemis program that don't even make any sense whatsoever, like the lunar orbit gateway, which is simply not necessary. The SLS (Space Launch System) as a launch vehicle is not necessary now that we have Starship. SLS made a lot of sense when it was first proposed in the late 1980s under a different name. I happen to know that because, as a young engineer, I was on the design team that did the preliminary design for what we now call SLS at Martin Marietta in 1988. And it was really just a simplification of the Space Shuttle, and if it had been developed in flying by the mid-'90s, as was entirely reasonable, it could have had a great role in giving us massively improved space capabilities over the past quarter-century. But they let this thing go so slowly that by the time it has appeared, it's obsolescent, and it's as if someone had stalled the development of the P-51 fighter plane so it wasn't available during World War I, but it's just showing up now in a world of jet fighters — this is worthless. Well, it was worth a lot in its time. SLS was worth a lot in its time, but its time was the '90s, not now.Orion doesn't really make that much sense, and the National Team lander would make sense if it was modified to be Starboat. What happened was NASA gave the contract to SpaceX to use Starship as a lunar lander, and it can be, but it's suboptimal. In any case, the National Team, which was Lockheed, and Boeing, and Blue Origin, they complained, but basically their complaint was, “We want a contract too or we won't be your friends.” And so they had sufficient political heft to get themselves a contract. The least NASA could have done is insist that the lander they were getting a contract for run on methane-oxygen, the same propellant as Starship, so Starship could service it as a tanker. Instead, they let them do their own thing and they've got a hydrogen-oxygen rocket, which makes no sense! It's like someone going to the Air Force and proposing a fighter plane that runs on propane and saying, “Well, I can make a fighter run on propane, but my tankers use jet fuel.” Air Force, being sensible, insists that all their planes run on the same fuels. They don't just let someone come along and use whatever fuel they like. So the National Team contract should be changed to a Starboat contract, and the requirements should be interoperability with Starship.The myth of an independent Mars (24:17)We go to Mars not out of despair, we go to Mars out of hope, and by establishing new branches of human civilization, they'll be able to do all sorts of things.As we finish up, I just want to quickly jump back to something you mentioned earlier about autarchy. Do you think it's possible to have a thriving, successful, sustainable Mars colony that's on its own?No. I don't think it's possible to have a thriving, successful nation on earth that's on its own. This is why I think Trump's trade war is a big mistake. It will damage our economy. Now, obviously, we can survive a trade war better than a Mars —That's what Musk is also suggesting in its whole light of consciousness that we need to be able to establish sustainable, permanent colonies elsewhere that can be just fine without a relationship with Earth.I think that's incorrect, and as you know, since you are an expert in economics, it's nonsensical. I don't think a colony of one million people would have the division of labor to build anything like an iPhone or even an iPhone battery if you think of the complexity of what is involved.There's this famous essay, “I, Pencil,” which I'm sure you're acquainted with. An economist went through all the different things that went into —Yes, Milton Friedman used that example famously. I think I get your point.iPhones are more complex than pencils. I mean, you probably could build a pencil with a million-person city, but we need to build things more complicated than that. But that's not the point here, that's not why we're going on. And I object to this. It's the Masque of the Red Death theory of how you're going to survive a plague: We'll have our castle and we can go into it and we'll be fine. No, it's extremely unattractive and it's false. The people in that castle in the Masque of the Red Death, the Edgar Allen Poe story, did not survive the plague, and it's not why we should go to Mars. We go to Mars not out of despair, we go to Mars out of hope, and by establishing new branches of human civilization, they'll be able to do all sorts of things.America developed steamboats because we needed inland transportation because the only highways we had were rivers, and so forth, and so we've been an engine of invention. Mars is going to be an engine of invention. Mars is going to want to have not just nuclear reactors, but breeder reactors, and they're going to want to have fusion power because deuterium is five times as common on Mars as it is on earth, and they're going to be electrolyzing water all the time as part of their life-support system, which means releasing hydrogen, making deuterium separation very cheap, and one could go down this kind of thing. There's all sorts of things that a Martian civilization would develop, to say nothing of the fact that a spacefaring civilization will have the capability to divert asteroids so that they don't impact the earth. So that's why we're going to Mars. We increase the creative capacity of humanity to deal with all challenges raging from asteroid impacts to epidemics.Our current timeline (27:21). . . if you have your first humans on Mars in early 2030s, I think we can have a permanent Mars base by the end of that decade . . .So let me just finish up with this, and I think as far as a justification for going to Mars, that's about the most persuasive I know, and maybe I'm an easy audience, but I'm persuaded.Let's set aside just putting an astronaut or a few astronauts on the moon and bringing them home, and let's set aside the permanent, sustainable, solo, doesn't-need-Earth colony. Just as far as having a sort of a permanent outpost, what do you think is the reasonable timeframe, both technologically and given the politics?I do think, if we do what I am arguing for, which is to make it the mission of this administration to not only just land a Starship on Mars, but land a Starship on Mars bringing a massive robotic expedition to Mars, and then following that up with several more robotic landings to Mars that prepare a base, set up the power system, et cetera, then yes, I think landing the first humans on Mars in 2033 is entirely reasonable. What the Trump administration needs to do is get this program going to the point where people look at this and say, “This is working, this is going to be great, it's already great, let's follow through.”And then, if you have your first humans on Mars in early 2030s, I think we can have a permanent Mars base by the end of that decade, by 2040, a base with 20–30 people on it. A human expedition to Mars doesn't need to grow food. You can just bring your food for a two-year expedition, and you should. You establish a base of 10 or 20 to 30, 50 people, you want to set up greenhouses, you want to be growing food. Then you start developing the technologies to make things like glass, plastic, steel, aluminum on Mars so you can build greenhouses on Mars, and you start establishing an agricultural base, and now you can support 500 people on Mars, and then now the amount of things you can do on Mars greatly expands, and as you build up your industrial and agricultural base, and of course your technologies for actually implementing things on Mars become ever more advanced, now it becomes possible to start thinking about establishing colonies.So that's another thing. Musk's idea that we're going to colonize Mars by landing 1,000 Starships on Mars, each with a hundred people, and now you've got a hundred thousand people on Mars, kind of like D-Day, we landed 130,000 men on the Normandy Beach on D-Day, and then another 100,000 the next day, and so forth. You could do that because you had Liberty Ships that could cross the English Channel in six hours with 10,000 tons of cargo each. The Starship takes eight months to get to Mars, or six, and it takes a 100 tons. You can't supply Mars from Earth. You have to supply Mars from Mars, beyond very small numbers, and that means that the colonization of Mars is not going to be like the D-Day landing, it's going to be more like the colonization of America, which started with tiny colonies, which as they developed, created the crafts and the farms, and ultimately the industries that could support, ultimately, a nation of 300 million people.On sale everywhere The Conservative Futurist: How To Create the Sci-Fi World We Were PromisedMicro Reads▶ Economics* Why the Fed's Job May Get a Lot More Difficult - NYT* America's Economic Exceptionalism Is on Thin Ice - Bberg Opinion* Trump Is Undermining What Made the American Economy Great - NYT Opinion* Don't Look to the Fed for the Answer to Stagflation - Bberg Opinion▶ Business* Inside Google's Two-Year Frenzy to Catch Up With OpenAI - Wired* Some Nvidia Customers Are OK With Older Chips - WSJ* SoftBank to Buy Ampere, a Silicon Valley Chip Start-Up, for $6.5 Billion - NYT* Nvidia CEO Says He Was Surprised That Publicly Held Quantum Firms Exist - Bberg* The promise of the fifth estate is being squeezed - FT* Boeing Beats Lockheed for Next-Gen US Fighter Jet Contract - Bberg▶ Policy/Politics* Six Ways to Understand DOGE and Predict Its Future Behavior - Cato* Government Science Data May Soon Be Hidden. They're Racing to Copy It. - NYT* Stopping Child Porn Online Is a Worthy Goal. But Beware the Proposed Cure - WSJ▶ AI/Digital* Mini-satellite paves the way for quantum messaging anywhere on Earth - Nature* The Impact of GenAI on Content Creation – Evidence from Music Videos - SSRN* AI weather forecast project eyes access through desktop computers - FT▶ Biotech/Health* Why a weight-loss drug could become a geopolitical bargaining chip - FT* We've entered a forever war with bird flu - The Verge* Doctors Told Him He Was Going to Die. Then A.I. Saved His Life. - NYT▶ Clean Energy/Climate* Inside a new quest to save the “doomsday glacier” - MIT* Glaciers are melting at record speed, says UN - Semafor▶ Robotics/AVs* Disney's Robotic Droids Are the Toast of Silicon Valley - WSJ* The fantasy of humanoid robots misses the point - FT▶ Space/Transportation* The ax has become an important part of the Space Force's arsenal - Ars* NASA Won't Let Starliner Die Just Yet, Even After Boeing's Space Fiasco - Gizmodo* How Warp Drives Don't Break Relativity - Universe Today▶ Up Wing/Down Wing* Japan Urgently Needs an AI Vibe Shift - Bberg Opinion* What left-wing critics don't get about abundance - Niskanen Center▶ Substacks/NewslettersWhat is Vibe Coding? - AI SupremacyFaster, Please! is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. 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Panelists L. Dean Faile President and CEO, York County Regional Chamber of Commerce Vicki Lee Parker High Executive Director, NC Sustainable Business Council

The US's transformational upgrade of its drainage, power and road networks is a long-term investment opportunity hiding in plain sight. In this podcast, Michael Taylor reveals some of the outstanding companies involved and makes the case that the markets have yet to fully appreciate the advantages working in their favour. Background: Michael Taylor is an investment manager in Baillie Gifford's US Alpha strategy. In this Disruption Week briefing, he explains why years of neglect coupled with the destructive consequences of wild weather and our insatiable appetite for data-processing power have led the US to embark on a massive renewal of its physical infrastructure.  Taylor suggests that many of the companies creating long-term value benefit from supply advantages, which help them defend their commoditised products' prices. These range from ownership of gravel quarries, which are difficult to get planning permission for, to the use of a gigantic, portable plastic drain-making machine. In addition, Taylor discusses what a second Trump presidency might mean for the sector and why finding standout companies involves travelling off the beaten track. Resources: Disruption WeekBuilding back: the great US infrastructure opportunitySpotting the winners from the great US infrastructure renaissance Companies mentioned include: Advanced Drainage SystemsEatonComfort Systems USAMartin MariettaNVIDIAStella-Jones Timecodes:00:00 Introduction1:35    Exceptional businesses confronting an exceptional problem3:20   The US v global infrastructure opportunity4:35   Donald Trump's second presidency6:40   The benefits of patience7:35   Wild weather8:45   Investing in Advanced Drainage Systems11:05  Labour shortages12:15  Stella-Jones's wooden telegraph poles14:05  Tree-spotter specialists16:15  Martin Marietta's supply-side advantage18:55  Recycled aggregates' limitations20:15  Finding US infrastructure investments21:45  Comfort Systems USA and keeping datacentres cool24:20  “Massive in terms of magnitude of spend and duration”

Bitcoin traded above $99,800, closing in on the key $100,000 level. Michael Bressler and Benoit Bosc, x2B co-founders, talk what's driving the crypto right now and just how much higher the price can go. They also talk their new business as traditional-finance-workers-turned-bitcoin-advisors. Ward Nye, Martin Marietta CEO on what infrastructure spending will look like under Trump 2.0. Plus, Jason Trennert, Strategas Chairman, on the macro picture right now.

Joe Hewitt retired in 2024 after 10 years with Story Construction managing safety initiatives and compliance. Prior to joining Story, Joe had a long career with Martin Marietta in supervision and safety roles. Joe imparts some knowledge and perspective around safety and the industry in general in this Exit Interview.

[00:01:07] Dianne Ogle: I had my first child in Texas and I was working for a corporation running their marketing department. And I had to put my oldest son in with a lady who had a small group of children in her home. And every day I'd go get him. I would see him in a swing. And I told my husband, I cannot do this. I feel like I couldn't run this marketing department yet. I want to have more of an impact on my own son. And so, my boss said, great. She said go start your own business, figure out what that looks like. And I'll be your first client. And I thought, oh my goodness, how am I going to do this? [00:01:47] Tommy Thomas: Our guest today is Dianne Ogle. Dianne began her career in sales and marketing before making a name for herself as a leader who could grow organizations and identify trouble spots and bottlenecks that tended to enter an organization's growth and effectiveness. As a prominent figure in the Executive Women of Influence Network, Diana has dedicated her career to empowering women in leadership roles across various industry sectors. Her leadership experience spans leadership development, team dynamics, and organizational strategy, thus making her a sought-after advisor and coach. Her impact is widely recognized, and she continues to inspire and support women in their professional journeys, helping them to navigate the complexities of leadership and achieve sustained success. [00:02:38] Tommy Thomas: Dianne, welcome to NextGen Nonprofit Leadership. [00:02:41] Dianne Ogle: Thank you for having me, Tommy. I'm excited to be here with you. [00:02:45] Tommy Thomas: I've been looking forward to this. You come with good recommendations from one of my previous guests and one of my future guests. I'm looking forward to this. Take me back to your childhood. What was that like? What are some of your fondest memories? [00:02:59] Dianne Ogle: I grew up in the Midwest. I was born in Colorado but grew up in Indiana with a high work ethic, middle class. Early on, my parents took us to a church that didn't really preach the gospel as far as what the Bible taught. And one summer when I was 11, my mom took us to a local Baptist church that had VBS. That was the first time both my mom and I heard the gospel. And she became a Christian with the mother's group that they had. And then I did shortly thereafter and so it was a beautiful place to grow up and go to college. And we lived on the baseball field because I had a brother who played baseball up until minor leagues. And so, there were three of us. I was the oldest of three. So, it was just a great way to grow up in the Midwest. [00:03:57] Tommy Thomas: So, what was high school like? [00:03:57] Dianne Ogle: I had to change high schools in my junior year.  I went to one school in Indianapolis from kindergarten until my sophomore year. And then my parents went north of Indianapolis. And at the time it was a really rural area in Fishers, Indiana, which now it's like the largest high school. But back when I transferred, it was farm kids and I was the city girl moving out into the farm kids and I went kicking and screaming. That was not a good transition for me, but the Lord's hand was in it even then. I had to take the driver's ed course and I had the athletic director who was a tough football coach, and my dad was a barker, so he didn't intimidate me, but he quickly got me involved and got me to be a stat girl because my brothers were athletes. [00:04:58] Dianne Ogle: And he taught me to do the statistics for football, basketball, and track. And so, it was a great entry into a smaller school that was very established with kids who had been growing up together. And then I got a chance to be in musicals and got to play in Annie Get Your Gun. So, it was just a fun, great group.   [00:05:22] Tommy Thomas: What kind of career aspirations did a young 16-year-old Dianne have? [00:05:29] Dianne Ogle: I had a lot of parents thinking I should go to California to go into acting. I had a lot of common sense of knowing the value of a dollar. Because I was raised that if you wanted extra money, you had to work. So, I started working as a babysitter at age 11, got my first job at 15. I bought furniture, I bought my car. And so, I had a really deep, intrinsic work value at a very young age. And I didn't have a lot of role models of women. Unless you wanted to be a teacher or a nurse, there was not a lot of women, at least in my little world view at that time in the Midwest. [00:06:06] Dianne Ogle: Mom stayed at home with us. Now I knew she had worked at the Air Force Academy back when she was single in finance but other than that, I didn't have a lot of visual people ahead of me that I could see. Now my dad was in business. And so that's started me out in that track of well, maybe that's what I'll tip my toe into. [00:06:29] Tommy Thomas: What's something that people are always surprised to find out about you? [00:06:35] Dianne Ogle: They are probably surprised that I come from all brothers, that I was raised on a baseball field, that I love sports, and I can talk with the best of them about many sports. And now I have three boys, and I've got a grandson. And so, Boys-R-Us is what we call ourselves. And I now have two granddaughters. Yay, I've been redeemed. But it's interesting because now the Lord has had me working with mostly all women. So, it's interesting. I was raised with mostly all men and then God's used it to now have me work with women. So it's been a sweet time. ++++++++++++++++ [00:07:10] Tommy Thomas:   You graduated from college, and you got out in the workforce. Take me back to the first time you ever had a staff. And what do you remember about that element of basic leadership? [00:07:23] Dianne Ogle: I started my career in Indianapolis at a computer software company.  And then about a year and a half in, I was working in Pittsburgh running a sales territory and their president's club, only women. So, I learned really young about being the only woman in a whole salesforce and I didn't see any women ahead of me. And then I was tapped in Pittsburgh to come to central Florida and open an office for a temporary help company, which is in your industry. I didn't have any experience in it, but I thought I would just go down there. And that really was my first hand at leadership because before that, as you can imagine, I'm in charge of a sales territory and my clients and peers, but I wasn't having anybody that I was personally in charge of leading until I moved to Florida, had to launch this office. [00:08:19] Dianne Ogle: This was back in the early eighties and I had it doing over a million dollars in annual revenue within three years and they eventually had me take over Tampa and then do trap troubleshooting up here in Atlanta where I'm at. But yeah, that was the first time I got inherited by a staff, but then I had to build staff. I had to train them both inside sales and outside sales and didn't get a lot of training. It was just let's go do it. I really did it based on my own values on what I saw worked. I have a high work ethic and integrity is huge for me. And so being able to just navigate that was really important for me. [00:09:05] Tommy Thomas: If I could have shadowed you earlier at that time, as you were building that team, what would the typical weekday or month look like? Dianne Ogle: I started out with team meetings, daily team meetings, especially for my internal staff, of course that was back before computers. And so, everything was on these huge Rolodex clocks and these files that were flipping around and we had clients, we had built it to Martin Marietta and law firms and Harcourt Brace Jovanovich. We were considered a little bit higher level administrative, so we didn't do lower and then we did some permanent placement. We would start off our day on just trying to get our grounding. Who was going to do what and what was coming up. Because every morning you had either calls coming in from clients or you had employees that either could or could not make their commitment, which was always a challenge. And then my sales staff, who are you going to visit? What appointments do you have? What do you need? How can I come alongside you? Do you want me to go with you? And so just that constant motivation and help to make sure that they were adhering to what we needed the office to do. [00:10:24] Tommy Thomas: If I could have been in one of your staff meetings and you took a break and left the room and I asked them, what's the toughest thing about working for Dianne? What do you think they would have said? [00:10:35] Dianne Ogle: Probably just adhering to their commitment to their numbers and even if the climate is tough, and it is hard with rejections, especially my sales team. But having to get back on the phone or having to try to get back in front of people, which is, like I said, we didn't have computers. So, all of it was either you had to just do cold calling. Knock on those old doors, which I got kicked out of some buildings early in my career, but you just had to have that tenacity and not every day is that easy. And so that's probably what they would say is that, boy, she's going to keep making us get up and go back out and try to call that person again and try to see them. Because we found that the more we could see people in person and have that face to face, the stronger that trust bridge and relationship could happen. [00:11:28] Dianne Ogle: And then we can not only help navigate any kind of problems or issues, but we have a chance to grow together. And so, we all knew, and that's what I kept telling all our team, both internal and external. We've got to be able to find ways to get in front of them to build those relationships. [00:11:46] Tommy Thomas: If I flip that, what would they say was the most rewarding part of being on your team? [00:11:51] Dianne Ogle: Probably their autonomy. I'm not a micromanager. And so, if they wanted to do their schedule a certain way, I wasn't going to micromanage how they did it. I always want to just come alongside to encourage and spur them on and help to motivate them for their highest and best. And quite frankly, it's tough every day, whether you're going through something personal, cause we're all whole people, right? [00:12:15] Dianne Ogle: And how we show up each day can change based on other areas of our life that could be impacting us. And so just helping to navigate that I care deeply about not only today working with my C level clients, but also back then. We are real people. We have real issues. And so how can we be there to support each other? [00:12:38] Tommy Thomas: You started out not having many mentors. When did mentors show up in your life? [00:12:45] Dianne Ogle: Once I asked. [00:12:47] Tommy Thomas: Okay. [00:12:48] Dianne Ogle:  I had my first child in Texas, and I was working for a corporation running the head of their marketing department. And I had to put my oldest son in with a lady who had a small group of children in her home. And every day I'd go get him, and I would see him in a swing. And I told my husband, I cannot do this. I cannot feel like I could run this marketing department yet. I want to have more of an impact on my own son. And so, my boss said, great. So that's when I made the transition from corporate into on my own. Cause she said just do your own job, go start your own business, figure out what that looks like. And I'll be your first client. And I thought, oh my goodness, how am I going to do this? And so, I ended up listening to a lady who was a speaker. She came from a similar but different background than me, but I could see, we saw things similar, and I thought, that's it. [00:13:48] Dianne Ogle: I'm going to go up afterwards and ask her to mentor me. And what I didn't know, she was highly sought after. She was an author and a public speaker. And she heard my why and my desperation. And she goes, of course, but you'll have to do homework. I'm like, fine, put me to work. And her name's Betty Price out of Dallas. And she was a gem. She shared; she opened her heart. She showed me how to write contracts. She showed me how to set up a business and really grow it. So that was absolutely amazing. [00:14:20] Tommy Thomas: Before we get a little broader, what are some times in your life that have really tested your metal and what did you learn? [00:14:36] Dianne Ogle: I got married at 30 and then we moved from Florida to Texas for my husband to go to seminary to get a master's in religious education and marriage and family counseling. And so, I was the breadwinner, which didn't bother me at all because I'd been independent and been earning my own income, but it bothered him more because he came from a hospitality background. And so that was an interesting season for us because I didn't fit the mold of most seminary wives or any that I ever saw. And we couldn't live on campus because my job location would bend too far for me to commute in that big metroplex. That was a hard season. Being a newlywed, having a heart for the Lord, but not finding community for anybody who could really. In fact, I got a lot of judgment and condemnation because of what I did. And I wasn't fitting that traditional role of a seminary wife. That was painful back then. [00:15:41] Tommy Thomas: Frederick Wilcox says progress always involves risk. You can't steal second base with your foot on first. What's the biggest risk you've ever taken and how did it turn out? [00:15:53] Dianne Ogle: Starting my own business. That was out of desperation. I had no vision. So that was also something I really wrestled with. Cause I'm like, I don't sell Tupperware or Avon. I don't know, what do you do? But it helped me. At least my old boss said do what you do now for me. And you'll figure it out. And sure enough, I started having small businesses tap me to help them. At least I initially started helping them on how they could grow their business through effective sales and marketing and with the teams that they had and how to develop those teams so that they could be a producing, performing, high performance, achieving team together. But that was a huge risk because we were still meeting my income. And so, you go from the luxury of having great benefits and a great package to, oh my goodness, I got to build this thing fast. [00:16:49] Tommy Thomas: It's been said, most of us learn most things from our failures. If that's the case, why are most of us so afraid to fail? [00:16:57] Dianne Ogle: Because sometimes the stakes are high. Like in my case, we needed my income, and we needed it, it wasn't a luxury. We didn't have a lot put aside or family that would just say, oh, let me write you a check or any kind of investments back in that day. And so, there was a lot on the line for us to succeed or for me to succeed for sure. And yet still support my husband and our joint goals moving forward. ++++++++++++++ [00:17:27] Tommy Thomas:   Let's move a little bit into your current organization. I'm fascinated and I'm going to probably mispronounce the title. So why don't you save me that embarrassment? And you tell us about your women's collaborative. [00:17:39] Dianne Ogle: It's called Areté Executive Women of Influence. Areté is a Greek word. It is unique. But when, and I can tell you the backstory, the name is a Greek word that means excellence and the Greek men and women attained it, especially in the face of adversity. And when I saw that definition, I'm like, that's it. That's the name. Because we all could either opt out or we press into the pain and stay in the game that God's called us to through that whole sphere of excellence, right? It's not perfectionism, but it's excellence. [00:18:19] Tommy Thomas: Where did the idea come from? Did you think about it on the tennis court one day or did somebody approach you? [00:18:26] Dianne Ogle: We serve a master weaver.  He weaves our story, weaves our expertise. So, one of the clients that I had when I first started my business, someone in New York City found me and said, hey, we want to start a chapter for women business owners that are at a higher level. We want to start a chapter there in Dallas and we want you to launch it, grow it, run it. And of course I had no background in that. I had other background, but I knew what it would take. I could see what it would take. Initially I said, no, because by then I think I had two little boys at home. I had other clients on my books, but they kept coming back around. And I thought, you know what? If I can rally women, because I too know the plight of the high-level woman and I can encourage her. Then I need to be open to it. And so, it was very quickly the Lord let me know that I should take that endeavor on. And so, I grew a very large chapter in Dallas, ended up taking over their Houston chapter. And then there were some ethical issues. I just couldn't protect my Dallas women anymore. [00:19:39] Dianne Ogle:   I finally let them know I need to step aside because I cannot continue to be this placeholder for some integrity issues that I just can't be a part of anymore. So, they said Dianne, start your own. I'm like, okay. That's not my vision but they were desperate. So, I started my own with that particular group. They all came with me, not that I was trying to do it out of ill means. It was their choice. And so, I launched it, figured out how to do a 501C(3) and did that until we moved to Knoxville, Tennessee. And I had my third boy at age 40, and I did that for just a small bit. And I finally handed the baton over to them and said, you take the organization. [00:20:22] Dianne Ogle: I'm going to get this back to you because I needed to be more present for my boys in that new season. So then fast forward, we moved to Orlando and oh, back up, one other caveat. They called me their little Christian leader. And so, I always felt handcuffed in my leadership with them. They knew I was a Christian. I'm not a Bible leader, but I'm authentically going to be who God created me to be. But they put me on notice that you better keep that in a box. And I thought, I told my husband, I said, that is too hard. That doesn't fit who I am. I'll never do that again. Love when you tell the Lord, never going to do that again. [00:21:06] Dianne Ogle: That was hard. So fast forward in 20, the crash happened in 08. My husband had been with Wyndham Worldwide at that point for a decade and his job got released, finally catching up to him about 2010. So, I started introducing him to some men that I didn't know. They didn't know my backstory. They didn't know me, but I would get us in front of some men. Cause I wanted to teach my husband, just have to tell your story and see what God's doing and see if there's any fits. Tommy, four men in a short amount of time would look across the table at me and I'm trying not to keep the conversation on me at all and said, Dianne, you need to start something for the high-level woman. By the fourth one, who was the president of the Central Florida Chamber, he just knew he couldn't meet the needs of his high-level women and that he would come in contact with another one. It was his partner. Another one. It was his wife who was an engineer. It was, they were all coming from different places and spaces, but they heard the plight of the high-level woman. [00:22:10] Dianne Ogle: So, I went back to my prayer closet, and I thought, Lord, I always say, here I am, use me, send me. I thought, woe to me if I start putting guardrails up going, been there, done that, this is too hard, I know what it would take. And he quickly showed me four columns, like those Grecian columns. Before he gave me the name of Areté, which is interesting how God works, but I'm a visual girl. And he showed me that they would come from profit, non-profit, academia, and public service sectors. Because I always knew we were missing a lot of women. Not every woman owns her own business. I didn't come from that space. I ended up there by default, but I came from corporate, and I thought we're missing women everywhere, especially women of faith and those who love Jesus. [00:22:55] Dianne Ogle: And I thought, what Lord, what would it look like if we could link arms with this higher level of women and create a container of confidentiality of trust of authenticity and vulnerability. What would that look like, Lord? And what could we do where we are better together? As one of our members says. And so that's when Areté was born. I called my CPA at the time and said, this has been a year since I've done this. I don't know Florida laws. And she said, Dianne, get it going. I'll be your first member. I was like, whoa, I hadn't even quite made the decision that I was going to do this. Then I'm like jumping in the fire ring again. So that's how that got launched. [00:23:39] Tommy Thomas: So, it's primarily a word-of-mouth growth pattern. [00:23:42] Dianne Ogle: Yes, Tommy, I would say absolutely. And our men still do this day. I had a pastor in Tennessee call me this week. He used to be my pastor at Knoxville. And he said, hey, I've met somebody that, there's not many of y'all out here, but she needs to talk to you. And because I also do executive coaching. So, she wasn't sure if she needed executive coaching or if she needed an Areté type of group. Because we have a chapter in central Florida, one in Atlanta, and then I have remote members now I've opened that up for the past two years. In Texas and Pennsylvania. And yeah, it's been quite an adventure for sure. Over the last 13 years now. [00:24:22] Tommy Thomas: Next week, we will continue this conversation with Dianne Ogle. In that episode, Dianne shares her insights on the importance of authenticity, community, and resilience in leadership. She delves into the importance of building a supportive community among women leaders and the role of prayer in strengthening leadership. She'll also share her observations on key areas that can derail leadership or enhance a leader's career. This episode offers profound insights for anyone looking to deepen their leadership impact.   Links and Resources JobfitMatters Website NextGen Nonprofit Leadership with Tommy Thomas The Perfect Search - What every board needs to know about hiring their next CEO Areté - Executive Women of Influence   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn Follow Dianne on LinkedIn   Listen to NextGen Nonprofit Leadership with Tommy Thomas on: Apple Podcasts | Spotify    

Twenty years ago, the City of Pensacola struggled to find a viable business strategy for the financially struggling Port of Pensacola. Ideas such as transforming warehouses into a maritime museum and a cruise ship accommodation were considered but were abandoned after Hurricane Ivan.  Today, the port is thriving and has diversified its operations, according to Port Director Clark Merritt. “We have a nice balance of cargo activities that are very robust with our long-term tenants like CMEX and Martin Marietta and, of course, the GE Wind products. They really are our bedrock of support at the port on the maritime commerce side.” The diversity comes with the addition of American Magic, Portside Pickle, and the University of West Florida's mechanical engineering lab. Merritt shared that more is planned for the parcel between American Magic's headquarters and The Fish House, but the site has challenges.

The 10-year Treasury yield ticked higher ahead of a key report on inflation Friday morning. The stock market will be closed Friday in observance of Good Friday, but the bond market will be open. Winners beat losers on the NYSE by about 2-to-1. The ratio was about 4-to-3 positive on the Nasdaq. Toast is setting up in a cup-with-handle base; M/I Homes gave an early buy signal; Martin Marietta is trading tightly near highs.

In honor of National Medal of Honor Day, Chris Cassidy, President and CEO of the National Medal of Honor Museum Foundation, joined guest host Gary Mullings to discuss the National Medal of Honor Museum. The museum is under construction in Arlington, TX and is built using concrete from NRMCA member Martin Marietta. Join us for a discussion on this innovative and inspiring project! 

Martin Marietta Materials's Q4 2023 earnings call, unedited

Don't miss our newsletter! Mike and Jake host defense industry legend Norm Augustine in a rare interview! He started as an aeronautical engineer in the 1950s and rose to become the first CEO of Lockheed Martin, before leaving it all. He lived through the 1980s defense industry heyday, wrote a hilarious book called ‘Augustine's Laws ' and led the industry through a massive consolidation in the early 1990s after the infamous ‘Last Supper.' This is a first-hand account of how it all went down—he was in the room when it happened. Norm shares his professional experiences and some amazing personal stories—like how he almost bought Northrop Grumman. This is an interview you don't want to miss. If you need any more reasons to listen, his resume and achievements are so incredible they sound made up: - Co-founded In-Q-Tel, the venture capital arm of the CIA - Chairman of the Red Cross - President of the American Institute of Aeronautics and Astronautics - President of the Boy Scouts of America - Chairman of the Aerospace Industries Association - President and Chairman of the Association of the United States Army - Chairman of the National Academy of Engineering - Served 16 years on the President's Council of Advisors on Science and Technology - traveled to 130 countries - holds 34 honorary degrees - received dozens of accolades, including the Pentagon's highest civilian decoration, the Distinguished Civilian Service Award---FIVE TIMES. For those interested in #defense #military #business leadership  ---- Links • Sign up for our ⁠amazing newsletter⁠! • Support us on ⁠Patreon⁠! • Jake Chapman X (@vc) • Mike Benitez (Linked In) ---- Follow us on... • ⁠Instagram⁠ • ⁠Facebook⁠ • ⁠X (Twitter)⁠ • ⁠LinkedIn⁠ • ⁠Website⁠ ---- Show Notes (01:06) intro (03:48) 1950's at Boeing & Douglas (04:59) Sputnik (05:45) becoming Under Secretary of the Army (08:59) working for Robert McNamara (14:24) Martin Marietta (15:47) Space shuttle story (22:23) 1980's defense industry hey day (23:49) $600 roll of tape (29:25) Augustine's Laws (40:04) The Last Supper (51:04) The industry consolidates in the 1990s (54:17) The ramifications today (1:02:12) How Norm became CEO of Lockheed Martin (1:05:34) Norm almost bought Northrop Grumman? (1:13:41) How Lockheed Martin got its name (1:16:16) the lawsuit (1:20:32) Why Norm left the defense industry (1:25:12) Norm's passion now (1:26:18) 2 life-changing encounters (1:29:21) A call from the CIA leads to creating In-Q-Tel (1:36:44) outro

Could our thoughts contribute to what's happening on Planet Earth today? Can nations be influenced by the emotions of their people? Today's guest is New York Times best-selling author Gregg Braden who is internationally renowned as a pioneer in bridging science and spirituality. He talks about the field of intelligent energy which carries our thoughts and feelings and how this may affect weather patterns and relationships between nations. He also discusses how consciousness can be measured through electronic devices.  Gregg explores the wisdom of the past and guides us to the possibility of a peaceful future. He discusses how human consciousness is an energy which directly influences physical matter, thereby surmising that emotions in a mass population may be responsible for unique weather patterns, Earth changes, and magnetic shifts. He recounts his recent trip to Tibet, his explorations of monasteries there, and how the people truly represent a “culture of compassion.”     Following a successful career as a Computer Geologist for Phillips Petroleum during the 1970s energy crisis, he worked as a Senior Computer Systems Designer with Martin Marietta during the last years of the Cold War. In 1991, he became the first Technical Operations Manager for Cisco Systems, where he led the development of the global support team assuring the reliability of the internet in its early days.   For several decades, Gregg has searched high mountain villages, remote monasteries, and forgotten texts to uncover their timeless secrets. To date, his work has led to such paradigm-shattering books as “The Isaiah Effect,” “The God Code,” “The Divine Matrix,” “Fractal Time,” “Wisdom Codes,” “Deep Truth,” and more. Gregg's work shows us beyond any reasonable doubt that the key to our future lies in the wisdom of our past. Info: GreggBraden.com. 

In this episode, Jack welcomes Steve Zelnak. Steve is the former chairman and CEO of Martin Marietta. Over the span of his career, Steve has served in numerous leadership roles and is an emeritus board member of the Georgia Tech Foundation. In his conversation with Jack, Steve first looks back on his time in the U.S. Army from his time being chairman and CEO of Martin Marietta to now what it's like being an investor. Steve shares his advice on what to look for when evaluating whether to invest in a company or what you should be aiming for as the owner of a company looking for investors. Learn more at www.jackwwilliams.com/podcast

FOCO Talks TransportationJason Bodwell, Sen. Greg Dolezal, Rep. Rick Jasperse, James McCoy The annual Transportation Summit presented by Martin Marietta and in partnership with Forsyth County Government and the Lanier Forsyth Rotary Club. This event is an engaging opportunity to discuss the future of transportation in our county. Hear from local leaders on the challenges and opportunities our community […] The post FOCO Talks Transportation appeared first on Business RadioX ®.

Robert Zubrin is an American aerospace engineer, author, and advocate for human exploration of Mars. He and his colleague at Martin Marietta, David Baker, were the driving force behind Mars Direct, a proposal in a 1990 research paper intended to produce significant reductions in the cost and complexity of such a mission.Summary Zubrin recaps his early interest and hopes for space exploration.  He speaks about the mission creep that plagued space travel efforts in the 90's and his efforts to make Mars the focus of space travel once again.  He is adamantly against on-orbit assembly and the generally more complex plans that people come up with for Mars bases. He also touched on his interactions with Elon Musk and SpaceX.  After founding the Mars Society, Zubrin needed money to develop practice locations for Mars colonization.  He held a fundraiser where they met, and from there, Musk was all-in on getting humanity to Mars.Robert continues to create innovative technologies with his independent company.  Even with his success at stimulating SpaceX and other organizations to explore Mars, he continues to push for more progress toward the red planet.Full session summary: https://foresight.org/summary/robert-zubrin-the-mars-society/The Foresight Institute is a research organization and non-profit that supports the beneficial development of high-impact technologies. Since our founding in 1987 on a vision of guiding powerful technologies, we have continued to evolve into a many-armed organization that focuses on several fields of science and technology that are too ambitious for legacy institutions to support.Allison Duettmann is the president and CEO of Foresight Institute. She directs the Intelligent Cooperation, Molecular Machines, Biotech & Health Extension, Neurotech, and Space Programs, Fellowships, Prizes, and Tech Trees, and shares this work with the public. She founded Existentialhope.com, co-edited Superintelligence: Coordination & Strategy, co-authored Gaming the Future, and co-initiated The Longevity Prize. Apply to Foresight's virtual salons and in person workshops here!We are entirely funded by your donations. If you enjoy what we do please consider donating through our donation page.Visit our website for more content, or join us here:TwitterFacebookLinkedInEvery word ever spoken on this podcast is now AI-searchable using Fathom.fm, a search engine for podcasts.  Hosted on Acast. See acast.com/privacy for more information.

Mark Gorton founder, and creator of LimeWire. A peer-to-peer file-sharing client for the Java Platform. X: @MarkGortonNYC Americanvalues2024.org | markgorton.substack.com Chief executive of the Lime Group. Lime Group, based in New York, owns LimeWire as well as Lime Brokerage LLC (a stock brokerage), Tower Research Capital LLC (a hedge fund), and LimeMedical LLC (a medical software company). Mark has given $1 million to the anti-vaccine nonprofit organization called Children's Health Defense since 2021 as well as a Robert Kennedy Jr. Supporter. Gorton is involved in various green lifestyle issues, especially those having to do with transportation. At one point, Gorton was the single largest supporter of Transportation Alternatives, the New York City-based advocacy group for pedestrians, cyclists, and public transit. In 1999 he founded OpenPlans, a non-profit organization that developed GeoServer, a collaborative open-source project encouraging green urban planning initiatives. In 2009 Utne Reader named Gorton one of "50 visionaries who are changing your world". In 2005 Gorton backed The New York City Streets Renaissance Campaign (NYSCR). Two of the best-known projects of NYSCR are Streetsblog and Streetfilms. Gorton owns Tower Research Capital LLC, a financial services firm he started in 1998, which trades through its affiliate, Lime Brokerage LLC.(now Credit Suisse). Gorton holds a Bachelor's in Electrical Engineering from Yale University, a Master's in Electrical Engineering from Stanford University, and an MBA from Harvard University. He began his career as an electrical engineer for Martin Marietta (now part of Lockheed Martin), and, following his interests in business, entered the world of fixed-income trading at Credit Suisse First Boston prior to going out on his own and launching the Lime Group of companies. ➔Please check out our Sponsors: Try ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlueChew⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ FREE when you use our promo code MSCS at checkout--just pay $5 shipping. ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠BlueChew.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠, promo code MSCS to receive your first month FREE ➔ZBiotics: 15% off on your first order with code: MSCSMEDIA Go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://sponsr.is/biotics_mscsmedia_0723⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ➔MAGIC SPOON: ⁠⁠⁠⁠⁠⁠https://www.magicspoon.com/MSCS⁠⁠⁠⁠⁠⁠ to grab a variety pack and try it today! And be sure to use our promo code MSCS at checkout to save $5 off your order! ➔Hormone levels falling? Use MSCSMEDIA to get 25% off home test: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://trylgc.com/MSCSMEDIA⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ➔Manscaped: Get 20% Off and Free Shipping with the code MSCSMEDIA at ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://Manscaped.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ➔Fiji: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://Fijiwater.com/mscs⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠$5 off free shipping Unleash ➔Monster Energy: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.monsterenergy.com/us/mscsmscsmedia ⁠⁠⁠⁠⁠⁠⁠⁠⁠ ➔Aura: See if any of your passwords have been compromised. Try 14 days for free: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://au⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ra.com/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠MSCS⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Thank you to Aura Clips of all episodes released: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/mscsmedia⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠| ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠mscsmedia.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠| ⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.reddit.com/r/mscsmedia⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠ ➔ Stay Connected With MSCS MEDIA on Spotify Exclusive: ALL ► ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://spoti.fi/3zathAe⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ► All Links to MSCS MEDIA:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://allmylinks.com/mscsmedia⁠⁠⁠⁠⁠⁠ ⁠⁠ Chapters & Transcript: @ ⁠⁠⁠https://www.mscsmedia.com

The Nasdaq composite jumped 1.6% during the first half hour of trading, but sellers eventually had the upper hand. The 10-year Treasury yield reversed sharply higher after hitting a low of around 3.96%. TechnipFMC is trading tightly near highs after a strong breakout; Lululemon is near the top of a lengthy consolidation, and Martin Marietta is still in a buy zone.

Continuing our series on companies that built the world, we've finally landed on one whose projects have already earned their on episodes; Lockheed Martin! Fun fact: Lockheed Martin didn't become a thing until 1995, but Lockheed Corporation and Martin Marietta were around well before. From the F-117 Nighthawk to the SR-71 Blackbird, and a ton of things in between, we look at all of the major accomplishments of this (or these?) company and how it became one of the companies that built the world!

Mr. Steven Sedlmayr, inventor, scientist, author and the founder of Divinia Water, discusses how water is integral to health and what makes Divinia different. Early on, Mr. Sedlmayr worked for Martin Marietta in theoretical mathematics and space flight mechanics (he was 16-17). He became interested in mathematics and math algorithms. He also worked for a company called ARF electronics where he worked on antennas and emitters in high frequencies. Later, he started a company that did instant replays and scoring in arenas, which led to the development of a large screen display with fiber optics that used a laser projector that he invented, built, and developed. It was the forerunner of the hang-on-the-wall displays for televisions today. He developed a coherent light source from lasers and also from a new design of reflector, which is used in many optics today, including telescopes. After selling his inventions, during retirement he decided to invent a better water purifier. The technique relied upon produced a strange new water that behaved differently. After noting the differences, people who were drinking it reported better health. It was discovered that the water acted differently near a hydrophilic surface and it was confirmed after testing that was the 4th phase of water and was deuterium depleted. Steven has written a book about water and human digestion and what role water plays in the digestive tract, including the pH of water. With all this testing accomplished and new knowledge gained, he is turning his attention to the Shroud of Turin. He has decided with the knowledge that he has gained throughout his life through different inventions and scientific techniques, that he could lend a hand on the suggestions for the testing of the Shroud. He is currently working on writing a paper that would focus on how to accomplish this task. [The Digestive Process and the Role of Water – Buy his Book] • [Divinia Water – Visit the Website] • [Project Camelot – Watch the Interview] • [Steven Sedlmayr Social Media – Follow him on Facebook]

Vicki Flier Hudson is the Chief Collaboration Officer of Highroad Global Services, Inc., a company that exists to release the power of diverse teams. She offers keynote presentations, workshops, and organizational strategies for working successfully across differences. Vicki has a strong track record preparing leaders for global and cross-cultural responsibilities. She has brought training and consulting to companies like Procter & Gamble, IHG, UPS, The Home Depot, The Coca-Cola Company, NASA, Martin Marietta, and many more. She is the author of the book Zen and the Art of Offshoring: How to Build a Collaborative and Profitable Team with Your Partners in India, and a recipient of Kennesaw State University's Instructor of the Year award for International Programs. Vicki is certified in TTI Success Insights DISC and 12 Driving Forces. She is also a certified administrator of the Intercultural Development Inventory (IDI), a certified facilitator of the Cultural Detective methodology, and a trained coach through CTI (Co-Active Training Institute). Previously, Vicki supervised and conducted training for Distribution and Manufacturing for Immucor, Inc., a worldwide blood bank automation company with affiliates throughout the globe. She also spent several years as a software analyst specializing in multi-country software implementation.   Vicki has lived and/or worked in Belgium, Canada, China, France, Germany, India, Nepal, and Thailand. She developed a knack for riding camels, rickshaws, buses, and cement trucks across the globe, and enduring Indian train rides exceeding fifty-five hours at a time. She has traveled in several countries including Austria, Costa Rica, Czech Republic, England, Greece, Iceland, Ireland, Israel, Jordan, Malaysia, Mexico, Panama, and Singapore. She is an active member of the Society for Intercultural Education, Training and Research (SIETAR) and Japan-America Society of Georgia, and served on the Board of Directors for the Georgia Indo-American Chamber of Commerce and TAG's International Business Society. In her spare time, Vicki sings and plays guitar in two hard rock bands, Overtime Crew and The Spirit of Rush. Chat Highlights Can you share your story of how you came to realize your passion for global leadership coaching, virtual training, and cross-cultural training? How has the rise of polarization impacted your story and reframed your vision for how you carry out your purpose through your work? How can we seek reconciliatory justice without condemning or dehumanizing people whose beliefs and actions have been harmful either directly or indirectly to our lives? In what ways have you learned to communicate with people across political, cultural, and social beliefs - particularly when those beliefs are vastly different than your own? What advice would you have for leaders to effectively inspire their teams who have diverse and sometimes polarizing viewpoints? Get In TouchVisit High Road Global Services WebsiteFollow Highroaders BlogWatch this powerful story [Video] Using Empathy to Promote Dialogue in a Divided Society by Vicki Flier HudsonFollow Vicki's Band FaceBook Page: The Spirit of RushFollow Vicki on LinkedIn Presented ByInspiredu: Nonprofit Leaders Bridging The Digital Divide | Atlanta, GAAppBarry: Custom Web And Mobile Application Development | Atlanta, GAClassic City Consulting: WordPress Website Development | Atlanta, GAStratfield Consulting: Consulting, Staffing, Recruiting | Atlanta, GA See omnystudio.com/listener for privacy information.See omnystudio.com/listener for privacy information.

The deglobalization shift, long-term opportunities we're seeing in utilities, and what's interesting about gravel. Highlights: Impacts of currency swings and a strong U.S. dollar at the portfolio and company level Why we're shifting to more domestic companies: E.g., Texas Instruments, Martin Marietta, Paychex The long-term runway potential for utilities—and renewables: E.g., Southern Company, AEP, Amphenol, and Linde How we're adding resiliency to prepare for any scenario: E.g., AmerisourceBergen, Hershey, Intuit, Verisk

Completing required environmental inspections is more than just checking a box. From collecting samples to submitting reports on time, the “basics” of staying compliant are constantly evolving. Environmental leaders need to keep their team well-educated to maintain compliance and prevent fines. Sometimes that means getting their team on the same page and reiterating the basics to ensure a strong foundation for compliance success.During this webinar, hear our discussion with Martin Marietta's Environmental Director, Erika Guerra, about the basics of building and operating a successful environmental program.Some key themes we discussed:Best practices for developing a core environmental compliance programStructuring and training your environmental teamIdentifying gaps and issues that inhibit compliance

On this episode of Concrete Credentials, Gregg is joined by guest Darrin Borgschatz, General Manager over the Arizona Ready Mix District for Martin Marietta. In their conversation, Darrin offers insight into what the industry can offer to individuals willing to be part of a team as they create some of the most important buildings and infrastructure projects around the world. They discuss the essential role concrete delivery professionals play in the larger ecosystem of the concrete industry and in their own local communities. 

Culture is the acknowledged and accepted expectations, values, attitudes, beliefs,rituals, symbols, actions, tools, education, and reinforcements enabling agroup to sustain itself and prosper in the face of adversity andcompetition. It holds the capacity to either kill or help thrive an organization. The workplace culture should be strong and must be the fabric that brings together the people for the common good.  Find out more about the three categories of people in your organization – Creators, Teachers and Sustainers – who essential for an organization to help advance in a competitive environment.Find out how to create a culture in your working environment and how the created expectations and values can help you advance steadily.     Eric Gregory has 44-years experience in business development, capture and proposal operations.Eric Gregory has 45 years of continuous experience in Federal business development, capture, proposal operations, and program support. Over his career he achieved success with CACI, Bendix, Martin Marietta, Litton Industries, Hughes Aircraft, and Shipley. He twice served as CEO for the Association of Proposal Management Professionals (APMP) and is an APMP-certified proposal professional (APMP CPP) as well as an APMP Fellow. He has been honored with APMP's highest service award, the William C. McCrae Memorial Award. Eric also received CACI's top honor for service excellence, the Admiral Thomas H. Moore Award. Support the show

We love to mix it up with our road races here at the RunCharlotte Six Pack Series, but we guarantee the last one in the pack will knock your socks off because … it's not on a road. In fact, this race ROCKS! No really… it does… because we're taking you almost a mile DOWN … Continue reading Brian North – Martin Marietta →

This executive panel examines the impact of social justice issues and how diversity, equity and inclusion is good for business. Panelists: Lynn Good, Duke Energy James Sills, M&F Bank Lou Kennedy, Nephron Ward Nye, Martin Marietta

Vor der heutigen FED-Zinsentscheidung präsentierten sich die US-Indizes gestern schwächer. Der Dow Jones ging mit einem Minus von 0,3 Prozent aus dem Handel. Der Nasdaq 100 gab sogar über ein Prozent ab.

Four-time-startup-founder Chris Gladwin is a Chicago guy, and he's spent much of his career bucking the notion that game-changing tech solutions can only be nurtured to market maturity on the coasts. But if you ask him, it's not lightning-in-a-bottle moments that have propelled his journey; it's the idea that successful companies are built in increments, over what he calls “person centuries,” by constantly lending an ear to your customers and earnestly addressing their concerns and needs.In his talk with Jesse, Chris talks about his journey as an IT customer and deliverer of user-friendly enterprise solutions. He describes why IT systems are becoming more complex, and why the need for adept IT talent isn't likely to lessen any time soon. He reveals the ambitious plan behind P33, the organization he started to transform Chicago into a tech hub. He describes in detail how businesses can listen to the customer at scale. And he leaves us with a look at the future of data analysis - a future he's helping to write as CEO of Ocient. (2:51) How Chris's early journey as a customer of IT products prepared him to build consumer-friendly solutions(8:19) The rapidly accelerating complexity of IT systems and data ownership(12:40) “We know what works” -- how to prepare more people to work in IT(14:56) The allure of Chicago, and why Chris started P33 to help transform it(21:17) Building organizations that know how to listen at scale(25:36) Looking ahead: We can analyze more data than ever, but what will we do with it? Guest BioChris Gladwin is the CEO and Co-Founder of Ocient, the Chicago-based company enabling rapid analysis and management of the world's largest datasets. In 2004, Chris founded Cleversafe, which became the largest and most strategic object storage vendor in the world (according to IDC). The technology he started generated over 1,000 patents granted or filed. Prior to Cleversafe, Chris was the Founder and CEO of startups MusicNow and Cruise Technologies, and led product strategy for Zenith Data Systems. He started his career at Martin Marietta, and holds a mechanical engineering degree from MIT.Helpful Links Ocient's websiteP33 Chicago: The organization Chris started to turn Chicago into a major tech hub by 2033Article on Chris in the Chicago TribuneChris on LinkedInEpisode features: Royalty Free Music "Chicago Nights" Prod. by Danya Vodovoz

Book talk episode, Jeff 'Meat' Kluever is our guest to talk about his book 'Waking the Shadows', Kaiti's Theatre, Criswell's Corner, Martin Marietta, Packers v Vikings, favorite Christmas cookie.

Great Stock and Fund Picks Post COP26 include Tesla, NIO, Li Auto, TPI Composites, Schneider National, Knight-Swift Transportation, FREYR, Fisker, Alstom, NARI Technology, SINOPEC Engineering Group, Covestro, Rexel, Ørsted, Siemens Energy, FirstEnergy, Sunrun, PAVE infrastructure ETF, Parker-Hannifin, Xylem, Jacobs Engineering, Martin Marietta, Cleveland-Cliffs, Xcel Energy, United Rentals, VOTE ETF, Plug Power Inc., Brookfield Renewable Partners PODCAST: Great Stock and Fund Picks Post COP26 Transcript & Links, Episode 71, November 19, 2021 Hello, Ron Robins here. Welcome to podcast episode 71 published on November 19, titled “Great Stock and Fund Picks Post COP26” — and presented by Investing for the Soul. investingforthesoul.com is your site for vital global ethical and sustainable investing news, commentary, information, and resources. Remember that you can find a full transcript, links to content – including stock symbols, quotes, and bonus material – at this episode's podcast page located at investingforthesoul.com/podcasts. Now, just a reminder. I do not evaluate any of the stocks or funds mentioned in this podcast. Furthermore, if you're concerned about the ESG and sustainability ratings of any stock or fund included in this podcast, check your broker's online site for such information. If your broker doesn't have this information, signup for free with Morningstar and you can gain access to company and fund ESG-sustainability ratings. Please note, I receive no compensation from Morningstar or anyone else covered in these podcasts. Also, if any terms are unfamiliar to you, simply Google them. ------------------------------------------------------------- Great Stock and Fund Picks Post COP26 (1) Several of today's articles relate in some way to COP26. Here's the first titled, Following COP26? Look at These 3 Sustainable Investing Strategies and 40 Stock Picks. It's by Jack Denton writing in Barron's. Now please excuse my improper pronunciations of company names in these quotes from this article. Quote. “Interested in the renewables sector? Morgan Stanley says… Look at China Jushi (600176.China), Jiangsu Zhongtian Technologies (600522.China), Luoyang Glass (1108.H.K.), Engie (ENGI.France), Ørsted (ORSTED.Denmark), Siemens Energy (ENR.Germany), FirstEnergy (FE), and Sunrun (RUN). For energy storage… Ganfeng Lithium (1772.H.K.), Panasonic (6752.Japan), Zhejiang Huayou Cobalt (603799.China), and QuantumScape (QS) are worth checking out. Across hydrogen… Morgan Stanley identifies Beijing SinoHytec (688339.China), China Petroleum & Chemical (0386.H.K.), Johnson Matthey (JMAT.U.K.), NEL (NEL.Norway), Air Products (APD), Enbridge (ENB), and New Fortress Energy (NFE) among the potential winners. Attractive bets in sustainable alternative fuels… include major oil companies Exxon Mobil (XOM) and Chevron (CVX), as well as HollyFrontier (HFC) and Marathon Petroleum (MPC). The developing field of carbon capture, utilization, and storage offers picks including: Bayer (BAYN.Germany), ConocoPhillips (COP), NextDecade (NEXT), and Occidental Petroleum (OXY). Opportunities in electric transportation and green mobility still abound… Familiar electric-vehicle stocks such as Tesla (TSLA), NIO (NIO), and Li Auto (LI) make Morgan Stanley's list, as do TPI Composites (TPIC), Schneider National (SNDR), Knight-Swift Transportation (KNX), FREYR (FREY), Fisker (FSR), and Alstom (ALO.France). Renovation and energy efficiency also offer options… NARI Technology (600406.China), SINOPEC Engineering Group (2386.H.K.), Covestro (1COV.Germany), and Rexel (RXL.France) are among the potential plays. Morgan Stanley's view is that there are also many stocks facing headwinds… from the trend of decarbonization, including sectors such as energy; power and utilities; cement; chemicals; coal; metals and mining; industrials; automobiles; airlines; and shipping.  In particular, it is bearish on stocks including Consolidated Edison (ED), Continental Resources (CLR), XCel Energy (XEL), Ford Motor (F), BMW (BMW.Germany), Nissan (7201.Japan), American Airlines (AAL), Deutsche Lufthansa (LHA.Germany), and Air France-KLM (AF.France), among others.” End quotes. ------------------------------------------------------------- Great Stock and Fund Picks Post COP26 (2) Now, turning to infrastructure. Another favorite of ethical and sustainable investors, there's this article titled Infrastructure stocks on watch after bill passes Congress. Four under-the-hood ways to play it by Keris Lahiff. It appeared on cnbc.com. Here are some quotes. “‘'I think that the (PAVE infrastructure ETF) is a great way to gain exposure…' Ari Wald, head of technical analysis at Oppenheimer, says it has more room to run…Wald told CNBC's ‘Trading Nation' on Monday. ‘We're bullish on that industry because it is indeed reclaiming its leadership… It has also outperformed the S&P 500 this year, climbing more than 35%...' Wald highlights diversified motion and control parts manufacturer Parker-Hannifin as one stock at the top of his watch list… Shares have jumped this month, rising by 11%. The broad-based S&P 500, by comparison, is up just 1%. Nancy Tengler, chief investment officer at Laffer Tengler Investments… Prefers to play the group through individual stocks rather than the PAVE ETF. She picked out three names she believes have upside potential. ‘Xylem is a beneficiary of the $55 billion water spend that's been allocated in the bill,' she said in the same interview. ‘This is significant spending for water. The state appropriation bills are somewhere in the $2 [billion] to $2.5 billion range annually. This is $55 billion over five years.' ‘Then, for the highways portion of the bill, we like Jacobs Engineering. So think about the $40 billion that's being spent for bridges, that's going to benefit engineering and construction companies, and then Martin Marietta, which is obviously just the asphalt for the road,' said Tengler. Xylem, Jacobs and Martin Marietta Materials… this year all are up by at least 30%, while the S&P 500 has climbed 25%.” End quotes. ------------------------------------------------------------- Great Stock and Fund Picks Post COP26 (3) Now for my second article on infrastructure. It's titled, 3 Stocks That Could Win Big Under Biden's Infrastructure Bill by Matthew DiLallo, Neha Chamaria, and Reuben Gregg Brewer. Here are quotes from the authors on their picks. “1. Reuben Gregg Brewer chooses Cleveland-Cliffs (NYSE: CLF) Over the past couple of years Cleveland-Cliffs has turned itself from a steel industry supplier into an integrated steelmaker that also sells key competitors iron ore pellets and other steelmaking inputs… Cleveland-Cliffs could also be benefiting from increased demand for its steelmaking ingredients… It is, thus, heavily leveraged to the elevated steel demand likely to come from increased infrastructure spending… Cleveland-Cliffs' stock is the best-performing North American steel mill over the past year. However, thanks to the mergers used to create it, the steelmaker also has the most leverage, with a debt-to-equity ratio of 1.3 times, twice as high as the next competitor. 2. Matt DiLallo likes Xcel Energy (NASDAQ: XEL) The infrastructure package includes significant funding for the energy transition to cleaner alternatives… That aligns perfectly with Xcel Energy's investment plan. The utility has committed to achieving net-zero carbon emissions by 2050 and is investing billions of dollars to achieve that bold goal.   In addition to investing heavily in renewable energy, Xcel Energy is spending billions of dollars on upgrading its transmission system. It's also building EV infrastructure, including installing charging stations in major transportation corridors and underserved communities… The company said it could invest up to $4 billion over the coming decade on hydrogen-related projects to blend that emissions-free fuel into its natural gas system… The company could tap into government-funded programs from the infrastructure bill to support its spending plans. That could enable it to achieve its decarbonization efforts while creating significant value for shareholders by growing its earnings and dividend.    3. Neha Chamaria recommends United Rentals (NYSE: URI) As federal spending on infrastructure picks up, so should demand for heavy machinery like the ones United Rentals rents out. In fact, the company is already witnessing higher demand even before federal spending kicks off… Growth of 22% in its third-quarter rental revenue encouraged United Rentals to upgrade its outlook… United Rentals looks well positioned to win as infrastructure spending in the U.S. gathers steam.” End quotes. ------------------------------------------------------------- Great Stock and Fund Picks Post COP26 (4) Now, this is a new style ESG ETF, Article's title is VOTE: ESG Activism in an ETF. It's by Neena Mishra of Zacks. Quote. “In this episode of ETF Spotlight, I speak with Yasmin Dahya Bilger, head of ETFs at Engine No. 1, about activist investing through an ETF. The activist investment firm had sent shock waves through Corporate America in May when it targeted Exxon Mobil XOM and successfully placed three candidates on the board of directors. The Engine No. 1 Transform 500 ETF VOTE, which started trading in June, intends to encourage transformational changes in companies through shareholder activism. The fund invests in 500 of the largest US public companies and comes with an expense ratio of just 0.05%. VOTE is an excellent alternative to standard S&P 500 ETFs for ESG focused investors since they can get a similar financial performance while participating in efforts to bring transformational changes in portfolio companies. Microsoft MSFT, Apple AAPL and Alphabet GOOGL are the top holdings in the market cap weighted ETF, which has already gathered about $250 million in assets.” End quotes. ------------------------------------------------------------- Great Stock and Fund Picks Post COP26 (5) Honorable Mentions These are ethical and sustainable investment recommendations worth reading about but I hadn't the space to review them in this podcast. 1. Title: 3 Solid Climate Tech Funds for Investors – appearing on Morningstar.com by Sylvester Flood. Quote “Bill Gates has said that the next generation of FANGs… will be climate tech companies.” End quote. 2. Title: New BlackRock Minimum Volatility Factor and Fixed Income ESG ETFs Provide More Choices to Putting Sustainability at The Core of Investment Portfolios -- on Business Wire. Press release. Quote “These funds further enable our clients to build strong portfolios customized to their sustainable goals and navigate the transition to a low carbon economy.” End quote. UK Focused picks 1. Title: ACE 40 ethical rated list: Interactive Investor completes annual review. Quote “In performance terms, 48% of active funds on ACE 40 are in 1st and 2nd quartile versus peers over one year to end September 2021, with 79% in 1st/2nd quartile over three years and 91% over five years.” End quote. 2. Title: The Best ISA Investment Funds In November 2021 -- on moneyfacts.co.uk. By Derin Clark. Recommendations associated with Renewable Energy 1. Title: Why Solar Energy Stocks Are Suddenly Hot Again – on the Motley Fool. By Travis Hoium. Quote “Headwinds have turned into tailwinds for the solar industry.” End quote. 2. Title: Green Energy Stocks - Why Now is the Time to Invest from the blueandgreentomorrow.com site). By Sean Mellon. Quote “We've chosen to focus on stocks listed on the coveted and tech-led Nasdaq 100, according to the index's most recent performance and data.” End quote. 3. Title: Why Solar Energy Stocks Jumped Thursday again on the Motley Fool. By Travis Hoium. Quote “The U.S. government rejected a request for solar tariffs, and investors liked what they heard.” End quote. 4. Title: Five climate ETFs for a post-COP26 world on etfstream.com. By Jamie Gordon. Quote “Investors can rest easy knowing a glut of ESG ETF launches in recent years means they are bound to find products matching their climate convictions.” End quote. 5. Title: 3 Climate Tech Stocks To Watch In The Wake Of COP26. By Josh Dylan on Nasdaq.com. Quote “Top Climate Tech Stocks To Watch Right Now Daqo New Energy Corporation (NYSE: DQ), Brookfield Renewable Partners (NYSE: BEP), Plug Power Inc. (NASDAQ: PLUG).” End quote. Incidentally, Daqo is a controversial pick as it is accused of using forced labor. ------------------------------------------------------------- Ending Comment Well, these are my top news stories with their stock and fund tips -- for this podcast: “Great Stock and Fund Picks Post COP26.' To get all the links, stock symbols, or to read the transcript of this podcast -- and more -- go to investingforthesoul.com/podcasts and scroll down to this episode. Also, be sure to click the like and subscribe buttons in Apple Podcasts, Google Podcasts, or wherever you download or listen to this podcast. And please click the share buttons to share this podcast with your friends and family. Let's promote a better post COVID world through ethical and sustainable investing! Contact me if you have any questions. Stay well and healthy—and conscious about the ethical and sustainable values of your investments! Thank you for listening. Talk to you next on December 3. Bye for now. © 2021 Ron Robins, Investing for the Soul.

Robert Zubrin is an American aerospace engineer and author, best known for his advocacy of human exploration of Mars with his Mars Society Organization. He and his colleague at Martin Marietta, David Baker, were the driving force behind Mars Direct, a proposal in a 1990 research paper intended to produce significant reductions in the cost and complexity of such a mission. Robert established the Mars Society in 1998. This is an international organization advocating a human mission to Mars as a goal. --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app Support this podcast: https://anchor.fm/spaceexplr/support

It is often challenging to maintain interest, let alone a passion, for what we are doing for nearly half a century. Yet, that is exactly what Rick Seymour has done. He has been helping people improve their health through individualized nutrition plans for 47 years and reports feeling even more passionate about his business than he did when he started! It was not an easy journey though. Finding the right fit involved exploring many different options and transitioning out of corporate America took years of hard work and sacrifice. Learn more about Rick's inspiring journey as he bares it all in this conversation with Stephen Jaye. --- Listen to the podcast here: Powered by Podetize Living Life On Your Own Terms: How Rick Seymour Found And Maintained His Passion For 47 Years One thing I talk about quite a bit is this idea of living by the script. By the script, what I'm talking about is the standard expectations that we have almost unwritten in our culture now. Every culture has them. In this culture, this manifest says something along the lines of go to school, get good grades, get a good job, gradually move up the ladder, have 2.3 kids. I'm not here to throw shade on anyone that is living according to the script. If you're happy with it, I'm happy for you. One of my goals is to open people up to other possibilities. I want to introduce my guest, Rick Seymour, who began living in a semi-retired state at the age of 38. Rick, welcome to the show. Thanks, Stephen. I'm delighted to be with you. Thank you so much. Your journey is going from something that was way more by the script in the sense that you were working a standard corporate job to what you're doing now, which is a state of semi-retirement or working at your own discretion. Describe the overall process. "If somebody is forward thinking enough that they have a growth mindset, they realize that by working on themselves they can accomplish things they weren't able to do in the past. All of a sudden things change dramatically." When I went to school at CU, I had a Major in Applied Mathematics and Physics because it was easy for me. When I got out of school, it's like, “What do you do with that if you want to stay in Colorado?” In those days, there are only two significant corporations to work for that could utilize that talent. That was Martin Marietta, which is now Lockheed Martin, and Ball Brothers. Martin Marietta was very involved in the space program. I came into it early. I'm literally a recovering rocket scientist. I started right at the end of the last Apollo mission and worked on our first space station, which was Skylab. Several years ago, we put a lander on Mars for the first time with less technology than you have in your cell phone. I worked on the early shuttle programs. As interesting and exciting as the work was, the bureaucracy, office politics, all of it made me a little crazy. Maintain A Passion: Until you're able to have that perspective about what it is you're doing and how you put yourself out there, it doesn't matter how good you are at what you do, you're not going to be very successful at it. Being a contractor to NASA, with another layer of politics and bureaucracy on top of us, it was a stifling atmosphere to work in. I got to the place where I didn't want to have to put up with all of that. You have to get a little beat up in the corporate world before being an entrepreneur and being on your own makes sense. I got to the point where I was tired of working for people I wouldn't hire. When you add to that, all of the stuff that goes with large corporations, I wanted out. I wouldn't even eat lunch in the company cafeteria because I was afraid somebody would talk to me. You'd know what to do with that. I couldn't figure a way out but knew that I wanted out and kept striving to make that happen. I knew I wanted the freedom of being in my own business. I wanted the flexibility with a good enough income to enjoy the time freedom.

New Podcast Hey All! I've started a second show completely devoted to the field of Ontology which is another huge passion of mine. Please check out The Eric Scheien Podcast which is an ontological podcast where I break down distinctions of human consciousness as an access to enhancing performance. Podbean This podcast is sponsored by Podbean.  Podbean is probably the easiest way to create your own podcast. We use Podbean to host the Intelligent Investing Podcast and my new podcast, The Eric Schleien Podcast.  Download the free Podbean Podcast App, to start, record, and publish your very own podcast in minutes.  Podbean provides everything you need to run your podcast and you can record and publish episodes directly from the app on your phone. Check it out! TIKR.COM This episode is brought to you by TIKR.com. This is a product I personally use for researching stocks at my firm. TIKR.com is focused on bringing institutional-quality investment research tools to individual investors. TIKR.com is powered by S&P Global CapitalIQ and has coverage of 50k+ stocks globally with financials, estimates, valuation metrics, ownership, transcripts, news, filings, and more. Join TIKR.com‘s free beta today with tikr.com/intelligent NET NET HUNTER This episode is sponsored by Net Net Hunter. If you're interested in finding high-quality stocks trading at fractions of liquidation value – this research service is for you. I personally use this service at my firm to help me research tiny and obscure net-net stocks all around the world. Using Net Net Hunter comes out to way less money than hiring an analyst to do the exact same thing manually. It's a service I love and I am proud to be able to offer this service to my listeners. If this is something you're interested in, please click here. Summary On today's episode, I sit down with Andrew Sather who is a self-taught investor since 2012. He specializes in identifying value traps and avoiding stock market bankruptcies. You can also listen to his podcast - Investing For Beginners. Show Notes [2:29] Infrastructure Bill [3:34] Not a typical minding company - economic moat [4:32] Long-term industry tailwinds [5:27] 125 year quarry rights [7:56] Valuing the business [9:47] Discussing $MLM's competitor Vulcan Materials $VMC   Resources Seeking Alpha Articles by Andrew Sather E-Investing for Beginners   HELP OUT THE PODCAST If you like The Intelligent Investing Podcast, please consider leaving a rating and review on Apple Podcasts. It takes less than 30 seconds to do and makes a huge difference! You can also join the Facebook page!       You can subscribe to the podcast on the following platforms: Apple Podcasts Stitcher TuneIn Spotify Podbean iHeart Radio YouTube   GET IN TOUCH WITH ERIC SCHLEIEN Facebook  |  LinkedIn  | Twitter  | YouTube | GSCM | Instagram Email: IntelligentInvesting@gmail.com

The Dow closed up 186 points and Jim Cramer is breaking down today's action. Then, on the heels of one of its largest deals, Martin Marietta CEO Ward Nye checks in to give more insight into the acquisition of Lehigh Hanson’s West region business. Next, could UTZ have your portfolio looking like a snack? CEO Dylan Lissette stops by to dig into the most recent quarter, acquisitions and more. Plus, Cramer's giving his take on recent IPO Roblox.

If it's been a few years since you caught up with Martin Marietta, it's no longer the aerospace company that developed Titan rockets and the Walt Disney World Monorail. 25 years and a couple of mergers and acquisitions later, it's Martin Marietta materials, supplier of building materials around the world including here in Charlotte. Martin […]

An der Wall Street richtet sich der Fokus aktuell auf die Pläne von Joe Biden. Der Dow Jones zeigt vorbörslich kaum Reaktion. Anders sieht das beim Technologieindex Nasdaq aus. Der ist kurz vor Handelsstart deutlich im Plus.

An der Wall Street scheint sich heute ein ruhiger Handel anzubahnen. Beim Dow Jones und S&Pist vorbörslich kaum Bewegung zu sehen. Lediglich der Technologieindex Nasdaq ist etwas deutlicher im Plus.

Vicki Flier Hudson is the Chief Collaboration Officer of Highroad Global Services, Inc., a company that exists to release the power of diverse teams. She offers keynote presentations, workshops, and organizational strategies for working successfully across differences. Vicki has a strong track record preparing leaders for global and cross-cultural responsibilities. She has brought training and consulting to companies like Procter & Gamble, IHG, UPS, The Home Depot, The Coca-Cola Company, NASA, Martin Marietta, and many more. She is the author of the book Zen and the Art of Offshoring: How to Build a Collaborative and Profitable Team with Your Partners in India, and a recipient of Kennesaw State University's Instructor of the Year award for International Programs. Vicki is certified in TTI Success Insights DISC and 12 Driving Forces. She is also a certified administrator of the Intercultural Development Inventory (IDI), a certified facilitator of the Cultural Detective methodology, and a trained coach through CTI (Co-Active Training Institute). Previously, Vicki supervised and conducted training for Distribution and Manufacturing for Immucor, Inc., a worldwide blood bank automation company with affiliates throughout the globe. She also spent several years as a software analyst specializing in multi-country software implementation.   Vicki has lived and/or worked in Belgium, Canada, China, France, Germany, India, Nepal, and Thailand. She developed a knack for riding camels, rickshaws, buses, and cement trucks across the globe, and enduring Indian train rides exceeding fifty-five hours at a time. She has traveled in several countries including Austria, Costa Rica, Czech Republic, England, Greece, Iceland, Ireland, Israel, Jordan, Malaysia, Mexico, Panama, and Singapore. She is an active member of the Society for Intercultural Education, Training and Research (SIETAR) and Japan-America Society of Georgia, and served on the Board of Directors for the Georgia Indo-American Chamber of Commerce and TAG's International Business Society. In her spare time, Vicki sings and plays guitar in two hard rock bands, Overtime Crew and The Spirit of Rush. Chat Highlights Can you share your story of how you came to realize your passion for global leadership coaching, virtual training, and cross-cultural training? How has the rise of polarization impacted your story and reframed your vision for how you carry out your purpose through your work? How can we seek reconciliatory justice without condemning or dehumanizing people whose beliefs and actions have been harmful either directly or indirectly to our lives? In what ways have you learned to communicate with people across political, cultural, and social beliefs - particularly when those beliefs are vastly different than your own? What advice would you have for leaders to effectively inspire their teams who have diverse and sometimes polarizing viewpoints? Get In Touch Visit High Road Global Services Website Follow Highroaders Blog Watch this powerful story [Video] Using Empathy to Promote Dialogue in a Divided Society by Vicki Flier Hudson Follow Vicki's Band FaceBook Page: The Spirit of Rush Follow Vicki on LinkedIn Presented By Inspiredu: Nonprofit Leaders Bridging The Digital Divide | Atlanta, GA AppBarry: Custom Web And Mobile Application Development | Atlanta, GA Classic City Consulting: WordPress Website Development | Atlanta, GA Stratfield Consulting: Consulting, Staffing, Recruiting | Atlanta, GA See omnystudio.com/listener for privacy information.

Top Infrastructure Stocks And More. They include Vulcan Materials, Martin Marietta Materials, Vale, Caterpillar, Deere, United Rentals, Freeport-McMoRan, Brookfield Infrastructure Corporation, Eaton, Crown Castle International, American Water Works, Brookfield Renewable Partners, Vanguard FTSE Social Index Fund, Trillium ESG Global Equity Fund, Shelton Green Alpha Fund, Vert Global Sustainable Real Estate Fund, TIAA-CREF Green Bond Fund PODCAST: Top Infrastructure Stocks. And More… Transcript & Links, Episode 54, March 26, 2021 Hello, Ron Robins here. Welcome to podcast episode 54 published on March 26, titled “Top Infrastructure Stocks. And More…”— and presented by Investing for the Soul. investingforthesoul.com is your site for vital global ethical and sustainable investing news, commentary, information, and resources. Remember that you can find a full transcript, links to content – including stock symbols, quotes, and bonus material – at this episode’s podcast page located at investingforthesoul.com/podcasts. And Google any terms that are unfamiliar to you. ------------------------------------------------------------- 1. Top Infrastructure Stocks. Now, I’m starting by talking about top infrastructure stocks. infrastructure stocks. This sector is hot right now because government infrastructure spending is making huge leaps around the world. However, remember, that building infrastructure to support transportation developments or electricity generation with solar or wind, etc., requires huge amounts of mining and basic resources no matter how you build it. Most ethical and sustainable investors will be fine with this while others won’t. So, this article 12 Best Infrastructure Stocks for Biden's Next Big Plan by Charles Lewis Sizemore is timely. It’s another great analysis you can find on Kiplinger.com I’ll mention Mr. Sizemore’s recommendations followed by some brief quotes by him on each company. Incidentally, to check on the sustainability profiles of each company, Yahoo! Finance is a good place to start. Enter the company name in their search box and look for the ‘Sustainability’ tab on the navigation panel. “1) Vulcan Materials (VMC) It's America's largest producer of construction aggregates, which includes things like crushed stone, sand and gravel, and a major producer of asphalt and cement. Aggregates make up 76% of the company's revenues and 91% of its gross profit… 2) Martin Marietta Materials (MLM) Marietta is a building materials company that specializes in the materials used in large construction and infrastructure projects. Among other things, it makes crushed sand and gravel products, ready-mixed concrete and asphalt, and paving products and services… Martin Marietta's chemical products are used in flame retardants, wastewater treatment, and assorted environmental applications. 3) Vale (VALE) Brazil's Vale is first and foremost a miner of iron ore. Vale also is the world's leader in nickel mining, and is a significant producer of copper, gold, silver and other metals… 80% of its electricity usage is already sourced from renewables, primarily solar and wind farms. 4) Nucor (NUE) … the largest domestic steelmaker in North America. 5) Caterpillar (CAT) Easily the most iconic maker of construction and mining equipment… Much of the reason for its poor performance in the years leading up to 2020 was weakness in emerging markets… But looking ahead, Caterpillar's exposure to EMs should be considered a positive once again. 6) Deere (DE) … is known best as a maker of tractors and other heavy-duty farm equipment… It's also a major producer of construction and forestry equipment. 7) United Rentals (URI) United operates a network of 1,165 rental locations… (in) two segments: General Rentals and Trench, Power and Fluid Solutions. The General Rentals segment rents out what you would think of as typical construction equipment: backhoes, forklifts, earthmoving equipment, boom lifts, etc. The Trench, Power and Fluid Solutions segment rents out specialty equipment specifically designed for underground work and fluid treatment. 8) Freeport-McMoRan (FCX) … it's one of the world's largest and best-run copper miners… Electric vehicles use about four times as much copper as traditional internal combustion vehicles. Also, the transition to solar and wind energy will require major investments in copper, too, as renewable energy uses more than four times as much copper as good, old-fashioned oil and gas. 9) Brookfield Infrastructure Corporation (BIPC) Together with its sister company Brookfield Infrastructure Partners (BIP), Brookfield is one of the largest diversified infrastructure stocks in the world, with operations spanning utilities, transportation, energy and even data infrastructure. 10) Eaton (ETN) Eaton isn't a pure play on green energy. But, as a major supplier of electrical components and systems, it is an important part of the story. Wind and solar farms have to be integrated into the national grid, and that's exactly what Eaton does. 11) Crown Castle International (CCI) Biden's campaign pledge to ‘build back better’ specifically… included a promise to provide universal broadband coverage. Crown Castle owns more than 40,000 cell towers and around 80,000 route miles of fiber supporting around 80,000 small cells.   Mobile data usage will continue to grow at a blistering rate for the foreseeable future, and Crown Castle is a solid way to play that trend. It also happens to pay a respectable 3%-plus dividend, and it's stated goal is to grow that cash distribution by 7% to 8% per year. 12) Global X U.S. Infrastructure Development ETF (PAVE) If you're looking for a single one-stop shop, the Global X U.S. Infrastructure Development ETF is a solid choice… Per its investment mandate, (it) ‘seeks to invest in companies that stand to benefit from a potential increase in infrastructure activity in the United States,’ and in raw materials, heavy equipment and construction in particular.” End quotes. ------------------------------------------------------------- 2. Top Infrastructure Stocks Two more top infrastructure stocks are included in this article 3 Top Stocks to Hold for the Next 20 Years by Neha Chamaria. It appeared on fool.com. “1) American Water Works (NYSE: AWK) First, American Water treats and delivers more than a billion gallons of water every day… Second, it has predictable capital deployment plans that almost assure earnings, and with earnings comes dividend growth… Third, work on President Biden's aggressively campaigned infrastructure bill is already under way, and clean water is one of his top priorities. American Water Works is in the sweet spot. The company foresees 7% to 10% compound annual growth over each of the next five years in earnings per share (EPS) and dividends. American Water is a best-in-class utility dividend stock, having increased its dividend every year since going public in 2008. 2) Brookfield Renewable Partners (NYSE: BEP) (NYSE: BEPC) (as distinct from Brookfield Infrastructure Corporation covered earlier) (It) wants to grow its annual dividend by 5% to 9% and deliver 12% to 15% annualized returns in the long term. That's an easily achievable goal given the massive growth opportunity ahead for the company as the world shifts from fossil fuels to clean energy. With Biden also proposing a monster climate plan emphasizing clean energy, Brookfield is a surefire winner in the making. Brookfield is one of the world's largest publicly traded renewable companies and among the best you could find to bet on in the industry given its diversity: The company primarily deals in hydropower, but it has recently expanded into solar and wind energy such that hydropower now makes up only about 66% of its portfolio. ------------------------------------------------------------- 3. 7 Green Mutual Funds to Buy Now Moving onto a familiar theme, Matt Whittaker gives his 7 Green Mutual Funds to Buy Now. It was posted on USNews.com. “1) Vanguard FTSE Social Index Fund (VFTAX) While the fund is passively managed and tracks an index, it does represent a broad set of companies screened for certain ESG factors. The fund also comes with a low annual expense ratio of 0.14%. 2) Trillium ESG Global Equity Fund (PORTX) (Is) actively managed (and) participates in shareholder activism… This fund invests domestically and internationally, including emerging markets… The fund's expense ratio is a bit high, at 1.3%. 3) Shelton Green Alpha Fund (NEXTX) This fund's stated investment objective is to ‘achieve long-term capital appreciation by investing in stocks in the green economy,’ and Earth Equity Advisors CEO Peter Krull likes its forward-looking philosophy. ‘They owned Moderna (MRNA) before anyone knew who the hell Moderna was… (The fund) has an expense ratio of 1.28%. 4) Vert Global Sustainable Real Estate Fund (VGSRX) Vert Asset Management says the real estate sector offers ESG investors opportunities to capitalize on companies increasing the value of their buildings by making them ‘healthier, more efficient and more profitable…’ It comes with an expense ratio of 0.5%. 5) Thornburg Better World International Fund (TBWAX) Investing internationally can carry more risk than domestic picks, both for returns as well as environmental sustainability. That said, putting money abroad can also mean higher returns – and it doesn't have to mean investing in companies with shoddy environmental practices… Thornburg Better World International Fund has a higher expense ratio than others on this list, at 1.83%. 6) Calvert Emerging Markets Equity Fund (CVMAX) Calvert seeks to invest in companies that, among other things, manage water scarcity and ensure efficient and equitable access to clean sources, diminish climate-related risks, and drive sustainability innovation and resource efficiency. 7) TIAA-CREF Green Bond Fund (TGROX) The fund ‘invests in bonds whose proceeds target positive outcomes via renewable energy, climate change, and natural resource projects and initiatives without compromising return potential,’ according to its website. It comes with an expense ratio of 0.8%.” End quotes. ------------------------------------------------------------- Ending Comment Well, these are my top news stories with their stock and fund tips -- for this podcast: “Top Infrastructure Stocks. And More…“ To get all the links, stock symbols, or to read the transcript of this podcast -- and more -- go to investingforthesoul.com/podcasts and scroll down to this episode. Also, be sure to click the like and subscribe buttons in iTunes/Apple Podcasts or wherever you download or listen to this podcast. And please click the share buttons to share this podcast with your friends and family. Let’s promote a better post COVID world through ethical and sustainable investing! Contact me if you have any questions. Stay well and healthy—and conscious about the ethical and sustainable values of your investments! Thank you for listening. Talk to you next on April 9. Bye for now. © 2021 Ron Robins, Investing for the Soul.

Learn all about Martin Marietta from Area Manager Kris Luce in his week's Associate Member Spotlight episode. To learn more about this week's sponsor, HWC Engineering, Inc., visit: https://indianaconstructorsinassoc.weblinkconnect.com/A-Z/HWC-Engineering%2c-Inc-1492

Tonight marks the first episode Gary does with us on PSN RADIO, and the Public Streaming Network would like to welcome him to our networking family. He had tonight a fantastic show with two wonderful guests both who were on talking about their thoughts on our possible man missions to mars. But first Gary starts by taking on the big bad evil that is controlling our world, and keeping us in the dark on what's happening on the planet earth itself. Now imagin how these frauds here who keep us glued to our tv sets watching the propaganda they spew as they keep us in the dark on what's happening in space, and with our possible missions to red planet MARS. Better be Ready friends as the threat is serious, and the current people in charge are without not in the same page with us the people, and don't have our best interest at heart. This is our first episode on PSN TV, PSN RADIO, both of Public Streaming Network as well as SoFloRadio.com. To listen live remember check out first! www.thefacesofmars.com www.psn-tv.com www.publicstreamingnetwork.com www.sofloradio.com www.youtube.com/c/psntvlive​ www.youtube.com/c/psntvonline​ www.twitch.tv/psntvlive www.dlive.tv/PSNTV www.twitter.com/PSNBroadcast Share this podcast pages... Also check out Angels Patreon page over at www.patreon.com/angelespino Robert Zubrin was the first guest tonight he's an American aerospace engineer, author, and advocate for human exploration of Mars. He and his colleague at Martin Marietta, David Baker, were the driving force behind Mars Direct, a proposal in a 1990 research paper intended to produce significant reductions in the cost and complexity of such a mission. The key idea was to use the Martian atmosphere to produce oxygen, water, and rocket propellant for the surface stay and return journey. A modified version of the plan was subsequently adopted by NASA as their "design reference mission". He questions the delay and cost-to-benefit ratio of first establishing a base or outpost on an asteroid or another Apollo program-like return to the Moon, as neither would be able to provide all of its own oxygen, water, or energy; these resources are producible on Mars, and he expects people would be there thereafter. Dr. John E. Brandenburg joined as the second guest, and he's a theoretical plasma physicist who was born in Rochester Minnesota, and grew up in Medford Oregon. During the Reagan years he worked at Mission Research Corporation and Sandia National Laboratories on SDI and plasmas for controlled fusion and directed energy weapons. He has authored the popular science books “Death on Mars,” (2014) “Life and Death on Mars” (2010), “Beyond Einstein’s Unified Field” (2011) and “Dead Mars, Dying Earth” (1999) with Monica Rix Paxson, which won the Ben Franklin Silver Medal award for best Science/Environmental book in 2001. He has written two science fiction novels under the pen name “Victor Norgarde”: “Morningstar Pass, The collapse of the UFO Coverup” and “Asteroid 20-2012 Sepulveda” He is the recipient of the William Gerald Award in 2006 from the Harlem Children Society for his work with underprivileged students, and the 2012 Devi Bhargava Award at Madison College for working with students with disabilities.

Robert Taylor was one of the true pioneers in computer science. In many ways, he is the string (or glue) that connected the US governments era of supporting computer science through ARPA to innovations that came out of Xerox PARC and then to the work done at Digital Equipment Corporation's Systems Research Center. Those are three critical aspects of the history of computing and while Taylor didn't write any of the innovative code or develop any of the tools that came out of those three research environments, he saw people and projects worth funding and made sure the brilliant scientists got what they needed to get things done. The 31 years in computing that his stops represented were some of the most formative years for the young computing industry and his ability to inspire the advances that began with Vannevar Bush's 1945 article called “As We May Think” then ended with the explosion of the Internet across personal computers.  Bob Taylor inherited a world where computing was waking up to large crusty but finally fully digitized mainframes stuck to its eyes in the morning and went to bed the year Corel bought WordPerfect because PCs needed applications, the year the Pentium 200 MHz was released, the year Palm Pilot and eBay were founded, the year AOL started to show articles from the New York Times, the year IBM opened a we web shopping mall and the year the Internet reached 36 million people. Excite and Yahoo went public. Sometimes big, sometimes small, all of these can be traced back to Bob Taylor - kinda' how we can trace all actors to Kevin Bacon. But more like if Kevin Bacon found talent and helped them get started, by paying them during the early years of their careers…  How did Taylor end up as the glue for the young and budding computing research industry? Going from tween to teenager during World War II, he went to Southern Methodist University in 1948, when he was 16. He jumped into the US Naval Reserves during the Korean War and then got his masters in psychology at the University of Texas at Austin using the GI Bill. Many of those pioneers in computing in the 60s went to school on the GI Bill. It was a big deal across every aspect of American life at the time - paving the way to home ownership, college educations, and new careers in the trades. From there, he bounced around, taking classes in whatever interested him, before taking a job at Martin Marietta, helping design the MGM-31 Pershing and ended up at NASA where he discovered the emerging computer industry.  Taylor was working on projects for the Apollo program when he met JCR Licklider, known as the Johnny Appleseed of computing. Lick, as his friends called him, had written an article called Man-Computer Symbiosis in 1960 and had laid out a plan for computing that influenced many. One such person, was Taylor. And so it was in 1962 he began and in 1965 that he succeeded in recruiting Taylor away from NASA to take his place running ARPAs Information Processing Techniques Office, or IPTO.  Taylor had funded Douglas Engelbart's research on computer interactivity at Stanford Research Institute while at NASA. He continued to do so when he got to ARPA and that project resulted in the invention of the computer mouse and the Mother of All Demos, one of the most inspirational moments and a turning point in the history of computing.  They also funded a project to develop an operating system called Multics. This would be a two million dollar project run by General Electric, MIT, and Bell Labs. Run through Project MAC at MIT there were just too many cooks in the kitchen. Later, some of those Bell Labs cats would just do their own thing. Ken Thompson had worked on Multics and took the best and worst into account when he wrote the first lines of Unix and the B programming language, then one of the most important languages of all time, C.  Interactive graphical computing and operating systems were great but IPTO, and so Bob Taylor and team, would fund straight out of the pentagon, the ability for one computer to process information on another computer. Which is to say they wanted to network computers. It took a few years, but eventually they brought in Larry Roberts, and by late 1968 they'd awarded an RFQ to build a network to a company called Bolt Beranek and Newman (BBN) who would build Interface Message Processors, or IMPs. The IMPS would connect a number of sites and route traffic and the first one went online at UCLA in 1969 with additional sites coming on frequently over the next few years. That system would become ARPANET, the commonly accepted precursor to the Internet.  There was another networking project going on at the time that was also getting funding from ARPA as well as the Air Force, PLATO out of the University of Illinois. PLATO was meant for teaching and had begun in 1960, but by then they were on version IV, running on a CDC Cyber and the time sharing system hosted a number of courses, as they referred to programs. These included actual courseware, games, convent with audio and video, message boards, instant messaging, custom touch screen plasma displays, and the ability to dial into the system over lines, making the system another early network.  Then things get weird. Taylor is sent to Vietnam as a civilian, although his rank equivalent would be a brigadier general. He helped develop the Military Assistance Command in Vietnam. Battlefield operations and reporting were entering the computing era. Only problem is, while Taylor was a war veteran and had been deep in the defense research industry for his entire career, Vietnam was an incredibly unpopular war and seeing it first hand and getting pulled into the theater of war, had him ready to leave. This combined with interpersonal problems with Larry Roberts who was running the ARPA project by then over Taylor being his boss even without a PhD or direct research experience. And so Taylor joined a project ARPA had funded at the University of Utah and left ARPA.  There, he worked with Ivan Sutherland, who wrote Sketchpad and is known as the Father of Computer Graphics, until he got another offer. This time, from Xerox to go to their new Palo Alto Research Center, or PARC. One rising star in the computer research world was pretty against the idea of a centralized mainframe driven time sharing system. This was Alan Kay. In many ways, Kay was like Lick. And unlike the time sharing projects of the day, the Licklider and Kay inspiration was for dedicated cycles on processors. This meant personal computers.  The Mansfield Amendment in 1973 banned general research by defense agencies. This meant that ARPA funding started to dry up and the scientists working on those projects needed a new place to fund their playtime. Taylor was able to pick the best of the scientists he'd helped fund at ARPA. He helped bring in people from Stanford Research Institute, where they had been working on the oNLineSystem, or NLS.  This new Computer Science Laboratory landed people like Charles Thacker, David Boggs, Butler Lampson, and Bob Sproul and would develop the Xerox Alto, the inspiration for the Macintosh. The Alto though contributed the very ideas of overlapping windows, icons, menus, cut and paste, word processing. In fact, Charles Simonyi from PARC would work on Bravo before moving to Microsoft to spearhead Microsoft Word. Bob Metcalfe on that team was instrumental in developing Ethernet so workstations could communicate with ARPANET all over the growing campus-connected environments. Metcalfe would leave to form 3COM.  SuperPaint would be developed there and Alvy Ray Smith would go on to co-found Pixar, continuing the work begun by Richard Shoup.  They developed the Laser Printer, some of the ideas that ended up in TCP/IP, and the their research into page layout languages would end up with Chuck Geschke, John Warnock and others founding Adobe.  Kay would bring us the philosophy behind the DynaBook which decades later would effectively become the iPad. He would also develop Smalltalk with Dan Ingalls and Adele Goldberg, ushering in the era of object oriented programming.  They would do pioneering work on VLSI semiconductors, ubiquitous computing, and anything else to prepare the world to mass produce the technologies that ARPA had been spearheading for all those years. Xerox famously did not mass produce those technologies. And nor could they have cornered the market on all of them. The coming waves were far too big for one company alone.  And so it was that PARC, unable to bring the future to the masses fast enough to impact earnings per share, got a new director in 1983 and William Spencer was yet another of three bosses that Taylor clashed with. Some resented that he didn't have a PhD in a world where everyone else did. Others resented the close relationship he maintained with the teams. Either way, Taylor left PARC in 1983 and many of the scientists left with him.  It's both a curse and a blessing to learn more and more about our heroes. Taylor was one of the finest minds in the history of computing. His tenure at PARC certainly saw the a lot of innovation and one of the most innovative teams to have ever been assembled. But as many of us that have been put into a position of leadership, it's easy to get caught up in the politics. I am ashamed every time I look back and see examples of building political capital at the expense of a project or letting an interpersonal problem get in the way of the greater good for a team. But also, we're all human and the people that I've interviewed seem to match the accounts I've read in other books.  And so Taylor's final stop was Digital Equipment Corporation where he was hired to form their Systems Research Center in Palo Alto. They brought us the AltaVista search engine, the Firefly computer, Modula-3 and a few other advances. Taylor retired in 1996 and DEC was acquired by Compaq in 1998 and when they were acquired by HP the SRC would get merged with other labs at HP.  From ARPA to Xerox to Digital, Bob Taylor certainly left his mark on computing. He had a knack of seeing the forest through the trees and inspired engineering feats the world is still wrestling with how to bring to fruition. Raw, pure science. He died in 2017. He worked with some of the most brilliant people in the world at ARPA. He inspired passion, and sometimes drama in what Stanford's Donald Knuth called “the greatest by far team of computer scientists assembled in one organization.”  In his final email to his friends and former coworkers, he said “You did what they said could not be done, you created things that they could not see or imagine.” The Internet, the Personal Computer, the tech that would go on to become Microsoft Office, object oriented programming, laser printers, tablets, ubiquitous computing devices. So, he isn't exactly understating what they accomplished in a false sense of humility. I guess you can't do that often if you're going to inspire the way he did.  So feel free to abandon the pretense as well, and go inspire some innovation. Heck, who knows where the next wave will come from. But if we aren't working on it, it certainly won't come. Thank you so much and have a lovely, lovely day. We are so lucky to have you join us on yet another episode. 

After serving in the Air Force for more than 22 years and then working for Martin Marietta, Ray Hall founded a ministry to provide good Christian books and Bibles for tens of thousands of prisoners in more than 2600 prison facilities around the world. Listen to hear his story and how at age 87 he continues this life-changing ministry as a volunteer. Christian Life Missions has been supplying books and Bibles to prisoners for decades. You can help CLM and Prison Book Project by sending your tax-deductible gift to Christian Life Missions, 600 Rinehart Road, Lake Mary, FL 32746 or giving securely at www.christianlifemissions.org/prisonproject.

After a long and successful career in business – including stints at Ernst & Young and Martin Marietta in Denver; Powerhouse Technologies upon her return to Bozeman; and eventually as the CFO and COO, respectively, at RightNow Technologies (now Oracle)—fifth-generation Montanan Susan Carstensen is concerned with giving back. “I want to see the world a better place,” remarks Carstensen. “ I want people to do the right things. And I feel more of a responsibility to share it than maintain it.” Thankfully, “people aren’t good at giving up,” least of all Carstensen, and her commitment to change engenders reciprocity. In addition to sitting on a handful of boards, she actively supports many local non-profits, is involved in an equal number of political causes, and dedicates both energy and assets to the establishment and growth of Montana startups. She is the change she seeks to create. In this podcast, Interchange Founder Tate Chamberlin and guest Susan Carstensen attempt to reconcile the assumptions and concerns – absolutes and possibilities – surrounding baby boomers’ social, political, and economic legacy and its impact on generations to come.

Safety is a team effort, and Sheryl Wiser of Fox Contractors Corp. is here to share with you her experiences, lessons learned and successful programs she's implemented. To learn more about this week's sponsor, Martin Marietta, visit: https://members.indianaconstructors.org/A-Z/Martin-Marietta-1510

Topics: Transportation spending, infrastructure investment, commercial construction, company growth Panelists: Joe Waters, Co-Founder and CEO, Capita Randall Johnson, Executive Director, NC Biotechnology Center, Southeastern Office, Wilmington President, NC Economic Development Association

Die US-Märkte knüpften gestern an ihre Entwicklung des Vortages an. Das heißt der Dow Jones ging abermals mit einem Zugewinn aus dem Handel. Die Dynamik lässt aber nach. Das Tagesplus betrug 0,4 Prozent.

If you could go back and change how you approached leading your team during the Covid-19 pandemic, what would you change? Would you change anything? In these unprecedented times, we are faced with many new uncertainties and challenges. As leaders, our teams are looking to us for guidance, communication, and encouragement, even when we aren't entirely sure how to provide.  Fortunately, some companies have very intuitive leaders who can share with us the things that have worked for them in building up their teams during times of stress. Today's guest is Ward Nye, CEO of Martin Marietta, who will guide us in managing a very large scale corporation with increased communication, flexibility, and accessibility. What We Talked About in This Episode: ● How Ward Nye Approached Management and Communication with a Large Scale Corporation ● Keeping Company Systems Robust and Capable ● Company Protocol and Efficiency During Covid ● Staying Accessible as a Leader ● When to Step Back and Refresh ● Communication vs. Micromanaging: Find the Balance ● The Importance of Flexibility ● Culture and Expectations ● Keeping the Nation Moving with Essential Workers ● The Resilience and Ingenuity of a Team During Challenges ● Efficiency Through Remote Employees ● Ward Nye's Daily Rituals About Our Guest: Ward Nye is the President and Chief Executive Officer of Martin Marietta, a US-based S&P 500 company that supplies building materials, including aggregates, cement, ready-mixed concrete, and asphalt. Ward has served as Chairman of the Board since 2014, as President of Martin Marietta since 2006, and as Chief Executive Officer and a Director since 2010. Ward Nye has about 9,000 employees across 400 locations. To reach Ward Nye or contact someone within Martin Marietta, go to Martin Marietta's website: www.martinmarietta.com Connect with Ward Nye: Martin Marietta Web Page LinkedIn Facebook Twitter Connect with John Murphy: Youtube Facebook LinkedIn Twitter Website If you liked this episode, please don't forget to subscribe, tune in, and share this podcast. Thanks for tuning in!

If you could go back and change how you approached leading your team during the Covid-19 pandemic, what would you change? Would you change anything? Today’s guest is Ward Nye, CEO of Martin Marietta, who will guide us in managing a very large scale corporation with increased communication, flexibility, and accessibility.

When people matter, business problems are no longer a barrier. Audie Penn joins me to explain the value of communicating what is important and participating in creating a flourishing organizational community. Audie Penn is the Principal & Owner of AUDIE PENN CONSULTING. Audie has been working and consulting for over 30 years providing different services to several Fortune 50 companies in diverse industries and organizations. His approach is a lean transformation by applying training, coaching and project facilitation with local teams securing a solid foundation. Audie has been most notable as a Global Consultant where he combines tactical leadership skills with process focus improvements. Some of his clients are Caterpillar, John Deere, Martin Marietta and HON Today's show is sponsored by Audible.com. Audible.com is a leading provider of spoken audio entertainment and information. Listen to audiobooks whenever and wherever you want. Get a free book when you sign up for a 30-day free trial at audibletrial.com/businessgrowth.

Portia Brown is the Vice President of Page Memorial Hospital of Valley Health and a passionate rural health leader. We’re having a conversation with Portia today, who participated in a meeting in the West Wind of the White House a few weeks ago with members of the current administration. It was a once-in-a-lifetime opportunity for Portia to meet in the Roosevelt Room of the White House to have a conversation with administration leaders talking about rural health. “I accepted the White House invite at around 12:30 pm on Monday and found myself in the West Wing of the White House on Tuesday at 1:00 pm.” ~Portia Brown Portia Brown is the Vice President at Valley Health Page Memorial Hospital located in Luray, Virginia. She has 37 years of healthcare experience to include 32 years in leadership positions working in large and small hospitals, a 1000 bed Veterans Administration hospital, academic facility, and Martin Marietta contractor for the U.S. Department of Energy. She provides administrative oversight to hospital and clinic operations at Page Memorial Hospital as well as oversight for the Southern Region Valley Health hospitals including Shenandoah Memorial and Warren Memorial Hospitals’ quality, performance improvement, safety, risk management, patient experience, regulatory compliance, and infection prevention programs. Portia has a passion for patient safety, risk reduction, performance improvement, patient experience and providing an environment where staff and physicians have a great place to work and patients to receive high quality compassionate care. Portia received undergraduate degrees in laboratory technology and medical technology from Auburn University and a Master of Science in Health Administration from Virginia Commonwealth University, Medical College of Virginia. Portia is a certified professional in healthcare quality (CPHQ), patient safety (CPPS), and healthcare risk management (CPHRM) as well as Fellow of the American College of Healthcare Executives (FACHE). Currently, Portia serves as acting president of the Board of Directors for the Virginia Rural Healthcare Association and is a National Rural Health Association Fellow.

The Dow rebounded 160 points, and Cramer's breaking down the action in today's tape. Then, With the stock rallying from its March lows, Cramer's checking in with the CEO of Dexcom to learn more about the company's connected devices and what it has planned for the future. And, as America begins to reopen, Cramer's getting a read on infrastructure from Martin Marietta's top brass. Plus, after the company's post-earnings decline Cramer's talking to Aphria CEO, Irwin Simon, to dig into the quarter and learn more about the state of the cannabis industry.  Learn more about your ad choices. Visit megaphone.fm/adchoices

Audie Penn is the Principal & Owner of AUDIE PENN CONSULTING. Audie has been working and consulting for over 30 years providing different services to several Fortune 50 companies in diverse industries and organizations. His approach is a lean transformation by applying training, coaching and project facilitation with local teams securing a solid foundation. Audie has been most notable as a Global Consultant where he combines tactical leadership skills with process focus improvements. Some of his clients are Caterpillar, John Deere, Martin Marietta and HON.

Steven Sedlmayer started in aerospace at the age of just 16 years-old working for Martin Marietta and was the youngest National Science Foundation recipient for a climate change study in Arctic and Alpine Weather. He attended the Colorado School of Mines and University of Colorado, where he studied theoretical Mathematics, computers, electronics, and geo-physics. Upon graduation from university, Mr. Sedlmayr began working for NASA in perfecting cameras and lenses used on the Mars rover lander so as to creat a display of over 1-million pixels, which eventually led to the creation of the flat screen TV now ubiquitous in our society. Steven has been an expert & consultant for the Walt Disney corporation, Lemelson patent defense, The Pentagon, various military contractors, and Christie Projectors. He invented and patented a laser projector before building and selling the company. Over the past 20 years, he has been working on making the world a better place through technology, specifically by means of water purification and bottling. He eventually founded DIVINIA Water in 2015 and is now focuses his efforts on natural health, healing, medicine, and sustainability. Steven has been married to his wife for over 36 years, and they have two grown children and one grandchild. Steven is now the Chief Technology Officer at DIVINIA Water, where he works with his family who reside in Idaho. https://twitter.com/diviniawater - [Follow Divinia water on Twitter] https://www.diviniawater.com/ - [Visit Divinia Water Website] https://www.youtube.com/channel/UCuNGzUVanm0UXi7sV8GMvXQ - [Divinia water on YouTube]  

Audie Penn is the principal/owner of Audie Penn CONSULTING. Audie has been working and consulting for over 30 years providing different services to several Fortune 50 companies in diverse industries and organizations. His approach is a lean transformation by applying training, coaching and project facilitation with local teams securing a solid foundation. Audie has been most notable as a Global Consultant where he combines tactical leadership skills with process focus improvements. Some of his clients are Caterpillar, John Deere, Martin Marietta and HON. “build great relationships with your customers. I think relationship is the foundation of trust and influence can only show up if there is trust between you as an organisation and your customers. I don't care what size your organisation is this is true everywhere you go. And even more importantly build better relationships with your team… So build great relationships with your customers and even better relationships with your team members”…[Listen for More] Click Here for Show Notes To Listen or to Get the Show Notes go to https://wp.me/p6Tf4b-7tR

Ocient co-founder Chris Gladwin joins this episode to take us down his entrepreneurial journey, starting as a child born and raised in Ohio (7:07) to his days at MIT (14:02), including the internship that kicked off his entire career. He dives into his first few jobs: Evaluating information technology products for Martin Marietta (now Locheed Martin) (21:34) and then building ethernet into portable PCs at Zenith Data Systems (24:07). His first startup, Cruise Technologies, stemmed from his time at Zenith, developing Wireless Thin Clients (29:00) from which he shares lessons learned in building respectful relationships with investors (32:19). He then goes on to explain how those lessons enabled him to raise money for his next startup, a music subscription service called MusicNow, which he founded in 1999 (38:47). Yes, he founded this company just a few years before iTunes, and yes, that's a frustrating subject Gladwin discusses as well (44:15). However, his experience with MusicNow created a natural bridge into his next company, Cleversafe, the largest data storage system in the world (45:50), which he sold to IBM for $1.3 billion in 2015 (55:00). Finally, he explains the purpose for starting his current venture, Ocient, where he's building new technology to analyze the world's largest sets of data, faster than ever before (56:12). For More, Follow Us Here: Fritz NelsonLinkedIn: https://www.linkedin.com/in/fritznelson/ Twitter:  https://twitter.com/fnelson Chris GladwinLinkedIn: https://www.linkedin.com/in/chris-gladwin-7ba42b/ Grow WireLinkedIn: https://www.linkedin.com/company/grow-wire/ Twitter: https://twitter.com/GrowWire Instagram: https://www.instagram.com/growwire/ Facebook: https://www.facebook.com/GrowWire/

We’re having a conversation about the Medicaid Work Requirement with Portia Brown, Vice President at Valley Health Page Memorial Hospital, Shena Popat, Research Scientist at NORC Walsh Center for Rural Health Analysis, and Laurel Molly, Chief Nursing Officer at UNC Lenoir Health Care.  Portia, Shena and Laurel were 2018-2019 Rural Health Fellows with the National Rural Health Association (NRHA), where they focused on the Medicaid Work Requirement, culminating in a Policy Paper presented to and adapted by the NRHA Rural Health Congress.   “The national landscape is changing daily on this topic.”  Portia Brown   Portia Brown is the Vice President at Valley Health Page Memorial Hospital located in Luray, Virginia.  She has 35 years of healthcare experience to include 30 years in leadership positions working in large and small hospitals, a 1000 bed Veterans Administration hospital, academic facility, and Martin Marietta contractor for the U.S. Department of Energy.  Portia has a passion for patient safety, risk reduction, performance improvement, patient experience and providing an environment where staff and physicians have a great place to work and patients to receive high quality compassionate care.  Portia received undergraduate degrees in laboratory technology and medical technology from Auburn University and a Master of Science in Health Administration from Virginia Commonwealth University, Medical College of Virginia.  Portia is a certified professional in healthcare quality (CPHQ), patient safety (CPPS), and healthcare risk management (CPHRM) as well as Fellow of the American College of Healthcare Executives (FACHE).  Currently, Portia serves on the Board of Directors for the Virginia Rural Healthcare Association as well as on the Board of Directors for the Virginia Chapter of the American Society for Healthcare Risk Management.   “Veterans can be affected by work requirements… and they will face the same work requirement as others.”  Shena Popat  Shena Popat is a Research Scientist for the Walsh Center for Rural Health Analysis at NORC at the University of Chicago. She has experience working specifically on rural and frontier health projects, conducting grant program evaluations and collaborating with colleagues to develop policy recommendations for federal agencies. Previously, Shena worked in administration at a critical access hospital and rural health clinic. Shena has her MHA from the George Washington University.  “Our great discovery to highlight is that… rural does need to be taken seriously.”  Laurel Molloy  Laurel Molloy MSN, RN, CPHQ currently works at UNC Lenoir Health Care in Kinston, NC as the VP of Nursing and Rehab Services. As an RN for about 25 years, Laurel has contributed to nursing in many roles including bedside ICU and Emergency Department nursing, flight nursing, nurse education, organizational quality improvement, and formal executive nursing leadership. Recently, Laurel received a Hall of Honor Induction from East Carolina University, Greenville, NC where she earned her Bachelors in Nursing. She was a 2018 fellow for The National Rural Health Association and worked with a team that explored the impact of Medicaid Work Requirements in the rural setting. Her work passion is about providing excellent patient care, supporting practices that improve care delivery, mentoring new nurses and nursing leadership, and reducing disparity within the rural environment.  She is married to Dennis and they have 4 children; Audrey (25), Elijah (24), Ethan (20), and Claire (18). 

If you’re looking for an example of the Strong Towns mindset applied to local economic development, you couldn’t do much better than Economic Gardening. It’s an approach to growing a city’s job base and economic prosperity that doesn’t involve a dollar of subsidy to a large, outside corporation—and produces better results than those subsidy programs, too. Economic Gardening predates the Strong Towns movement by 20 years, but you can think of it as the economic-development analogue to our Neighborhoods First approach to public infrastructure: a program that seeks to make small, high-returning investments instead of big silver-bullet gambles, by capitalizing on a community’s existing assets and latent potential. The approach has its origins in the Denver suburb of Littleton, Colorado, in 1988. Martin Marietta, a predecessor of Lockheed Martin, was Littleton’s dominant employer in the 1980s. The company was in the war business—it’s a major military contractor. As the Cold War wound to an end, the U.S. found itself, as a country, divesting from the war business, and in 1988, Martin Marietta laid off thousands of its Colorado employees. Littleton’s City Council tasked economic developer Chris Gibbons with a challenge: find local businesses that already exist that want to grow. Figure out what these startups’ needs are and how we can help them. Provide them with technical support, access to databases and analytical tools that can help them find customers, resources to help them manage the challenges of rapid growth. We’re going to grow our own jobs locally, instead of trying to import them from outside. Gibbons’s efforts were phenomenally successful, and sparked a whole alternative movement in economic development: Economic Gardening. Numerous cities and states now have Economic Gardening programs, and Gibbons and the Edward Lowe Foundation continue to develop and promote the concept through the National Center for Economic Gardening. In 2013, we had Chris Gibbons on the Strong Towns Podcast as a guest to explain what economic gardening is, what kinds of companies it can benefit, and the many successes the approach has enjoyed. It’s one of our most popular podcast episodes of all time, and so we’re featuring it as the final entry in our Strong Towns Podcast Greatest Hits series. Yes, we said “final.” Next week—Monday, April 22nd—Charles Marohn will be back from hiatus with a brand new episode of the Strong Towns Podcast. And we’ll keep rolling out new episodes on Mondays after that, so keep us in your iTunes feed or wherever you get your podcasts, and keep doing what you can to build strong towns.

This podcast is proudly sponsored by Blacklidge.On this episode of #WhereWeBelong, we sit down in beautiful Northern Colorado with Abby Glasser, Project Coordinator at Martin Marietta. Glasser describes splitting her time between the field and the office, her search for guidance and industry knowledge, and why any interested, ambitious woman can achieve her own success in the asphalt industry.Support the show (https://womenofasphalt.org/membership/)

Steven Sedlmayr has an extensive background in mathematics and was the youngest recipient of the National Science Foundation Grant at age of 16. He has worked for Martin Marietta, NASA, and the Denver Nuggets and several other institutions. Steven has many patents to his name. He has founded several companies and also is the inventor of the fiber optic television - ahead of its time, but is the precursor to high-definition television.    Later in his career, he worked with Dr. Rostrom Roy from Arizona State and Penn State. His latest patented invention concerns the restructuring of water molecules through a resonant process inducted by microwave energy. Divinia water is light water - meaning that the deuterium (heavy water) is stripped from the molecules. Visit our website at: https://lostriverlegendspodcast.com Instagram: https://instagram.com/lostriverlegends Copyright 2018 - Lost River Legends

Beverly D. Burgess – Grant Writer, Grant Teacher, and “The Grant Guru” Former State of Florida Executive Administrator, Department of Labor, Employment, and Training, State of Florida Grant Writer and Federal Grant Writer, Bureau of Apprenticeship Former State of Florida Partnerships with NASA, Lockheed, Martin Marietta, Bureau of Apprenticeship, State of Florida CO-Programs Developer, Bureau of Apprenticeship, State of Florida Students Recording Certification Specialist, Bureau of Apprenticeship Beverly D. Burgess brings over forty-two years to the table, in the grant writing arena. She worked for the State of Florida, Department of Labor, Employment, and Training, Bureau of Apprenticeship Division, for over twelve years.  Ms Burgess also trained as an expert corporate grant writer by the State of Florida, Department of Labor, Employment, and Training, Bureau of Apprenticeship, she has built relationships and partnerships with many world's corporate CEO's their companies. Learn more about your ad choices. Visit megaphone.fm/adchoices

Portia Brown is the Vice President at Valley Health Page Memorial Hospital located in Luray, Virginia. She has 35 years of healthcare experience to include 30 years in leadership positions working in large and small hospitals, a 1000 bed Veterans Administration hospital, academic facility, and Martin Marietta contractor for the U.S. Department of Energy. “We added a pharmacist to help support our patient care in our rural health clinics…She supports patients with opioid prescriptions and substance use disorders…discusses a narcotic contract with the patient and the patient signs that contract.” Portia has a passion for patient safety, risk reduction, performance improvement, patient experience and providing an environment where staff and physicians have a great place to work and patients to receive high quality compassionate care. She received undergraduate degrees in laboratory technology and medical technology from Auburn University and a Master of Science in Health Administration from Virginia Commonwealth University, Medical College of Virginia. Portia is a certified professional in healthcare quality (CPHQ), patient safety (CPPS), and healthcare risk management (CPHRM) as well as Fellow of the American College of Healthcare Executives (FACHE). Currently, Portia serves on the Board of Directors for the Virginia Rural Healthcare Association as well as on the Board of Directors for the Virginia Chapter of the American Society for Healthcare Risk Management.

One of the chief goals of technology is to improve efficiency to make it quicker and easier to do our jobs and to make money. Baton Rouge is home to a growing number of tech companies that are coming up with software products and services that increase efficiency in a variety of sectors. Joel Costonis is CEO of Advanced Concepts and Engineering. The company s signature product is the ACE Auto Grade Laboratory. It s a mobile testing lab about the size of your average washing machine, and it streamlines and improves the accuracy of aggregates testing, which, if you know anything about commercial construction, you ll know is very important because aggregates are key components used to strengthen the composite materials like concrete and asphalt. Until Joel s mobile lab came along, such testing was done manually, which is time consuming, expensive and prone to human error. The ACE Auto Grade Laboratory is making this testing process quicker and easier, and a lot of major companies, including Martin Marietta, have begun using it. Matt Mullenix is a local public relations consultant and partner in a firm that has developed a new GPS based tracking software called VIP Signal that is making it quicker and easier for governments and companies to track their employees in the field. One of Signal s initial applications was in tracking participants and emergency services providers at the Louisiana Marathon. Since then VIP Signal has gotten the attention of municipal organizations throughout the region. Photos at Mansurs on the Boulevard by Karry Hosford. See omnystudio.com/listener for privacy information.

Richard welcomes the inventor of a patented water purification technology who reveals the bad news about our public drinking water supply. GUEST: Steven Sedlmayr is the founder and CEO of Divinia Water. Steve has over 20 patents to his name, founded over 5 companies, and was the youngest recipient of the National Science Foundation Grant when he received it at the age of 16.  Steve has worked at Martin Marietta, NASA, and the Colorado School of Mines.  Steve is a prominent inventor who invented the fiber optic television, which is known as the predecessor to high-definition television. Under the mentorship of Dr. Rostrum Roy at Arizona State and Penn State, Sedlmayr has perfected the state of water with his latest, patented invention.  

What does the PMBOK® Guide - 6th Edition say about Quality? It refers to the cost of Quality. And there is a cost to quality – in terms of both money and time. But lack of quality also has a cost. Being able to measure quality helps us to juggle and flex project requirements. How exactly does quality fit into the overall project scheme? Is optimum quality even a high priority of any given project? The Project Manager who is well informed and kept up to date on the full program perspective is better poised to make intelligent decisions about the give and take of project components in order to achieve the quality that maximizes value.       Listen, learn, and get a free PDU! An educational podcast with PM Guests discussing key technical project management techniques in new ways.   PDU Information Earn education PDUs in the PMI Talent Triangle for each podcast you listen to. Use the following information in PMI’s CCRS system to register the PDUs for this podcast: PDU Category: Online or Digital Media Provider Number: 4634 PDU Claim Code: 4634PDVJDG Activity Number: PMPOV0047 PDUs for this episode: 1     Stephen A. Devaux, MSPM, PMP Analytic Project Management President Steve Devaux, MSPM, PMP, is President of Analytic Project Management, Boston, MA, a PMI Global R.E.P. founded in 1992. Major corporate clients include Siemens, BAE Systems, Wells Fargo, Texas Instruments, Wyeth Pharmaceuticals, MIT Lincoln Labs, iRobot, L-3 Communications, American Power Conversion, and Respironics. Devaux’s newest book Managing Projects as Investments: Earned Value to Business Value came out from CRC Press in September 2014. He is also the author of Total Project Control, the second edition of which was published by CRC Press in March 2015. He contributed chapters on his new CPM metric, critical path drag, in two 2013 books: Project Management in the Oil and Gas Industries and Handbook of Emergency Response. He is the author of numerous articles and PMI webinars, and a frequent speaker at PMI Chapter meetings throughout the US. He also authors a blog on advanced practices in project management several times a week at www.TotalProjectControl.com. Over the years, he has taught graduate project management courses at Suffolk University, Brandeis University and University of the West Indies/Barbados and in Executive Education programs at Bentley University and UMass/Lowell.   Michael Hannan, PMP, TOC Jonah Fortezza Consulting, LLC Principal Consultant & Founder Mike Hannan is Founder and Principal Consultant for Fortezza Consulting, LLC, which helps CIOs, IT PMO Directors, and project teams improve the speed and reliability of their Project Portfolios. Mr. Hannan brings over 20 years’ experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect/Engineer/Designer/Tester. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex programs such as the International Space Station and High-Performance Computing & Communications (HPCC). He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments. Mike has been an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM Symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. Mr. Hannan has been a PMP since 2005, and is a member of both the PMIWDC and Montgomery County chapters. He has been a Theory of Constraints Jonah since 2011, and has Masters degrees in Information Technology and International Affairs. He is also a devoted father of 3 teenage boys, a competitive masters-level track athlete, and an amateur oenophile.   Randall C. Iliff Eclectic Intellect, LLC Founder Mr. Iliff has over 35 years’ experience leading developmental effort, and has participated in all phases of project execution from proposal to close out. He is a seasoned large-project PM as well as a recognized expert in Systems Engineering. Mr. Iliff holds a BS in Engineering / Industrial Design from Michigan State University, and an MS in Systems Management, Research and Development from the University of Southern California. Mr. Iliff is a charter member of the International Council On Systems Engineering (INCOSE), and currently serves as the INCOSE representative on an alliance between INCOSE, PMI, and the MIT Center for Program Excellence. Until early 2016 Mr. Iliff was VP at the award-winning design firm bb7, where he was also Director of Strategy, Methods and Learning. Prior to that he worked for Motorola, Martin Marietta, and McDonnell-Douglas. In 2016, he left bb7 and founded Eclectic Intellect.              

Charlie Weidman is president of Buddha Logic, an enterprise content management solutions provider that helps companies streamline digital document capture and management. Charlie shares how their process starts is they typically go in, analyze the process, and then take a look at the solution set or tools that will help clients get to their goal. That culturally can be a challenge because people like to do things a certain way. Charlie shares they may sometimes have to convince their vendors and customers to take advantage of this new process they’re implementing. Buddha Logic specializes in the accounts payable world, but has also gotten into digital signatures as well, and shares that there’s a whole industry waiting out there to enjoy more of this automated processing. Listen to the podcast: " data-artist="Business Leaders Podcast" data-paid="true" data-social="true" data-social_twitter="true" data-social_facebook="true" data-social_gplus="true" data-speedcontrol="true" data-uid="Dg85VFb0" data-download_id="095fe5f3791424195d887d5539af216a" > Charlie Weidman, President Buddha Logic, Enterprise Content Solutions Driving Cost Savings And Improving Profits We’re incredibly fortunate to have as our guest Charlie Weidman. He’s the president of (http://buddhalogic.com/) , a Denver, Colorado-based company with 25 years of experience specializing in enterprise content management and smart process application solutions that produce a return on investment. Charlie, it’s a pleasure to have you on the podcast. Thank you for having me, Bob. Looking forward to sharing. Tell us how old did you get started? Out of school. I graduated from University of Colorado Boulder and was offered a job with Martin Marietta and they started my career in the data processing world. They presented me with a PC back in the mid ‘80s and they weren’t sure what to do with. It pretty much is the size of a desk , but it was a lot of fun to play with it. I developed some of my first applications using some tools that were available at that point in time for an IBM XT computer. That started my path down to the data world. As my tenure with Martin, they trained me in a couple different other products. Both of them were content management products. What do you do with your documents when they’re coming into your world? How do you store them and retrieve them? How do you version them? They trained me on a couple of products that gave me enough skill sets to start down the road of being an entrepreneur. I worked with a gentleman, in fact I had hired him or recruited him to help us do a project at Martin Marietta. A year later he offered me a job to come out and be employee number two with him in a small company. That’s how I got started in this whole world and have been through several very exciting and enjoyable smaller companies that failed. It was sobering and you learn a lot. I also didn’t ever want to go back to a larger company. I was getting used to being able to choose what I wanted to do and how I would develop and presented and delivered to a client. I think about that pivot from large corporate security blanket to, “I’m going to come out with a small company.” Take us to that decision process in your mind. What did that look like? It was an interesting choice. The salary increase helped a lot. I was offered pretty close to twice what I was making to start. I thought, “Wow.” At that point in time I was pretty young and I thought that’s great. I didn’t realize there were a lot of benefits that were being taken care of by my large corporate family that I now had to do by myself, so that was interesting. However, the work itself was really exciting. That was what made it easy, pushed me over the edge, so to speak, to say, “Let’s give this a try.” I think about in the early years when you’re doing that data storage. What was that

This is the second in a series of roundtable discussions on PMBOK® 6. The focus here is Agile and the Agile Practice Guide, which is included as a supplemental volume in latest PMBOK® Guide. For this discussion, one of the co-authors of the guide, Jesse Fewell, joins two previous panelists, Michael Hannan, and Randall Iliff, to talk about the decision-making process that went into the guide, and what it means for PMs who must learn to adopt a more hybrid approach to project management. Listen, learn, and get a free PDU! An educational podcast with PM Guests discussing key technical project management techniques in new ways. PDUs Awarded:  1 PDU Information Earn education PDUs in the PMI Talent Triangle for each podcast you listen to — over 12.25 PDUs by listening to the entire series! Use the following information in PMI's CCRS system to register the PDUs for this podcast: PDU Category: Online or Digital Media Provider Number: C046 Activity Number: PMPOV0045 PDUs for this episode: 1 About the Speakers   Jesse Fewell JesseFewell.com Agile Coach Jesse Fewell is an author, coach, and trainer in the world of modern management, helping teams across the world deliver products faster with higher quality. A leader in the advancement of management practices, he founded the first PMI Agile Community of Practice, co-created the PMI-ACP® agile certification, and co-authored the Software Extension to the PMBOK Guide®. A graduate of Johns Hopkins University, he is the world’s only certified Project Management Professional® (PMP) to also hold the expert-level agile designations of Certified Scrum Trainer® (CST), and Certified Collaboration Instructor® (CCI). Michael Hannan, PMP, TOC Jonah Fortezza Consulting, LLC Principal Consultant & Founder Mike Hannan is Founder and Principal Consultant for Fortezza Consulting, LLC, which helps CIOs, IT PMO Directors, and project teams improve the speed and reliability of their Project Portfolios. Mr. Hannan brings over 20 years’ experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect/Engineer/Designer/Tester. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex programs such as the International Space Station and High-Performance Computing & Communications (HPCC). He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments. Mike has been an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM Symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. Mr. Hannan has been a PMP since 2005, and is a member of both the PMIWDC and Montgomery County chapters. He has been a Theory of Constraints Jonah since 2011, and has Masters degrees in Information Technology and International Affairs. He is also a devoted father of 3 teenage boys, a competitive masters-level track athlete, and an amateur oenophile.   Randall C. Iliff Eclectic Intellect, LLC Founder   Mr. Iliff has over 35 years’ experience leading developmental effort, and has participated in all phases of project execution from proposal to close out. He is a seasoned large-project PM as well as a recognized expert in Systems Engineering. Mr. Iliff holds a BS in Engineering / Industrial Design from Michigan State University, and an MS in Systems Management, Research and Development from the University of Southern California. Mr. Iliff is a charter member of the International Council On Systems Engineering (INCOSE), and currently serves as the INCOSE representative on an alliance between INCOSE, PMI, and the MIT Center for Program Excellence. Until early 2016 Mr. Iliff was VP at the award-winning design firm bb7, where he was also Director of Strategy, Methods and Learning. Prior to that he worked for Motorola, Martin Marietta, and McDonnell-Douglas. In 2016, he left bb7 and founded Eclectic Intellect.

For this probing look at the newly released PMBOK 6, we convened a panel of experts for a rousing roundtable discussion. Host Kendall Lott talks with Stephen Devaux, Michael Hannan, and Randall Iliff about what’s good, what’s interesting, and what’s missing in the latest iteration of the PMBOK Guide. Among the topics covered are: projects as investments; time as a resource; flow; and more. Listen, learn, and get a free PDU! An educational podcast with PM Guests discussing key technical project management techniques in new ways. PDU Information Earn education PDUs in the PMI Talent Triangle for each podcast you listen to — over 12 PDUs by listening to the entire series! Use the following information in PMI's CCRS system to register the PDUs for this podcast: PDU Category: Online or Digital Media Provider Number: C046 Activity Number: PMPOV0044 PDUs for this episode: 1 » More PM-POV Episodes About the Speakers Stephen A. Devaux, MSPM, PMP Analytic Project Management President Steve Devaux, MSPM, PMP, is President of Analytic Project Management, Boston, MA, a PMI Global R.E.P. founded in 1992. Major corporate clients include Siemens, BAE Systems, Wells Fargo, Texas Instruments, Wyeth Pharmaceuticals, MIT Lincoln Labs, iRobot, L-3 Communications, American Power Conversion, and Respironics. Devaux’s newest book Managing Projects as Investments: Earned Value to Business Value came out from CRC Press in September 2014. He is also the author of Total Project Control, the second edition of which was published by CRC Press in March 2015. He contributed chapters on his new CPM metric, critical path drag, in two 2013 books: Project Management in the Oil and Gas Industries and Handbook of Emergency Response. He is the author of numerous articles and PMI webinars, and a frequent speaker at PMI Chapter meetings throughout the US. He also authors a blog on advanced practices in project management several times a week at www.TotalProjectControl.com. Over the years, he has taught graduate project management courses at Suffolk University, Brandeis University and University of the West Indies/Barbados and in Executive Education programs at Bentley University and UMass/Lowell.   Michael Hannan, PMP, TOC Jonah Fortezza Consulting, LLC Principal Consultant & Founder Mike Hannan is Founder and Principal Consultant for Fortezza Consulting, LLC, which helps CIOs, IT PMO Directors, and project teams improve the speed and reliability of their Project Portfolios. Mr. Hannan brings over 20 years’ experience as a Consulting Executive, IT Project Portfolio and Program Manager, Process Engineer, and Software Architect/Engineer/Designer/Tester. His background in Project Portfolio Management started at NASA in the early 1990s supporting large, complex programs such as the International Space Station and High-Performance Computing & Communications (HPCC). He has managed and consulted on $500M+ project portfolios, and trained CIOs and other senior executives in Federal Civilian, Military, and Commercial environments. Mike has been an active speaker at industry events, including local PMI chapter and community meetings, webinars, PM Symposia, and in the Agile community. He is a leading innovator of disciplined ways to integrate Agile, Lean, Critical Chain, and other techniques to drive dramatic breakthroughs in the performance of IT Project Portfolios. Mr. Hannan has been a PMP since 2005, and is a member of both the PMIWDC and Montgomery County chapters. He has been a Theory of Constraints Jonah since 2011, and has Masters degrees in Information Technology and International Affairs. He is also a devoted father of 3 teenage boys, a competitive masters-level track athlete, and an amateur oenophile.   Randall C. Iliff Eclectic Intellect, LLC Founder Mr. Iliff has over 35 years’ experience leading developmental effort, and has participated in all phases of project execution from proposal to close out. He is a seasoned large-project PM as well as a recognized expert in Systems Engineering. Mr. Iliff holds a BS in Engineering / Industrial Design from Michigan State University, and an MS in Systems Management, Research and Development from the University of Southern California. Mr. Iliff is a charter member of the International Council On Systems Engineering (INCOSE), and currently serves as the INCOSE representative on an alliance between INCOSE, PMI, and the MIT Center for Program Excellence. Until early 2016 Mr. Iliff was VP at the award-winning design firm bb7, where he was also Director of Strategy, Methods and Learning. Prior to that he worked for Motorola, Martin Marietta, and McDonnell-Douglas. In 2016, he left bb7 and founded Eclectic Intellect.

Representatives from top companies discuss the ‘why' of contractor management. These companies are taking a proactive approach to managing their relationships with third-party contractors, suppliers and vendors. You are listening to audio from a webinar in the Safety+Health Webinar Series presented on January 25, 2017 by: Brian Cook, Manager, Worldwide Safety, Walt Disney Parks & Resorts; Joe Conrad, Manager, Safety and Training, Xcel Energy; Stacy Tate, Senior Manager – Procurement Systems and Processes, Martin Marietta; and Joel Van Campen, Director of Professional Services, BROWZ. Watch the archived webinar video to see the presenter's slides http://www.safetyandhealthmagazine.com/events/63-the-why-of-contractor-management

Representatives from top companies discuss the ‘why’ of contractor management. These companies are taking a proactive approach to managing their relationships with third-party contractors, suppliers and vendors. You are listening to audio from a webinar in the Safety+Health Webinar Series presented on January 25, 2017 by: Brian Cook, Manager, Worldwide Safety, Walt Disney Parks & Resorts; Joe Conrad, Manager, Safety and Training, Xcel Energy; Stacy Tate, Senior Manager – Procurement Systems and Processes, Martin Marietta; and Joel Van Campen, Director of Professional Services, BROWZ. Watch the archived webinar video to see the presenter's slides http://www.safetyandhealthmagazine.com/events/63-the-why-of-contractor-management

Chris Gladwin is the CEO and Founder of Ocient, a startup building software that enables sophisticated users of data to handle massive amounts of information fast enough to make real-time decisions. Two years ago Chris sold his data storage company Cleversafe to IBM for $1.3 billion. Cleversafe was the largest and most strategic object storage vendor in the world. The technology he started generated over 1,000 patents granted or filed, creating one of the ten most powerful patent portfolios in the world. Prior to Cleversafe, Chris was the Founder and CEO of startups MusicNow and Cruise Technologies, and led product strategy for Zenith Data Systems. He started his career at Martin Marietta, and holds a mechanical engineering degree from MIT. In This Episode You Will Learn: The story of Chris’s senior prank and the lessons around forming a team, have a vision, and setting goals that translate to being an entrepreneur The importance of not being too far ahead of the market and how you know if you have the timing right? His experience developing a tablet computer 20 years before the iPad Why Cleversafe was able to get a multiyear head start on everyone else in the industry  How storage worked before Cleversafe Why Peter Barris, Managing General Partner at New Enterprise Associates, doesn’t think Cleversafe could have happened in Silicon Valley How the sale to IBM came about Why you want to be bought not sold What it was like delivering the news of the sale of Cleversafe to everyone The impact on the Chicago ecosystem of the Cleversafe exit minting 80 new millionaires How Chris landed his first reference customer for Cleversafe How Chicago tech has changed since his first company in geography and scale Why we still need a Chicago tech anchor Chris's thoughts on Chicago's potential for Amazon HQ2 and what they should be indexing on Why Chris requires 5-8 nonstop flights a day to any satellite office location Chicago's biggest advantages over Silicon Valley? talent cost and talent retention The similarities between being a founder and a poker player Why you have to put yourself in a position to realize your ambition What Chris focuses on? Building the team, raising money, and building a pipeline of customer information and feedback into the company  The similarities between being a founder and a journalist Favorite Books: Snow Crash by Neal Stephenson The Codebreakers: The Comprehensive History of Secret Communication from Ancient Times to the Internet by David Kahn

Our PM methods face stress in the face of projects that are related to research and development…where systems engineering is the key discipline is needed. The focus is on the requirements that change, that the project scope is unstable, as there are decisions that will arise after the project is undertaken. The PM’s task becomes a focus on creativity over structure…but what are those trade-offs? We need to follow more conditional branching, tasks that aren’t executed, and tasks that are suddenly forced to be repeated until an exit condition is met. It gets complicated when seen from our standard linear view. Listen in and here three engineers. Randall Iliff, Ruth Barry, and Nathaniel Fischer discuss projects with different definitions of what “done” looks like. Listen, learn, and get a free PDU! PM Point of View® (PM-POV) is a podcast series produced by Final Milestone Productions and PMIWDC. PM-POV allows our membership and the public at large to listen to brief and informative conversations with beltway area practioners and executives as they discuss various perspectives on project management -- its uses, its shortcomings, its changes, and its future. Listeners can send comments and suggestions for topics and guests to pm-pov@pmiwdc.org. PM Point of View® is a registered trademark of M Powered Strategies, Inc. PDUs Awarded:  1 PDU Information Earn education PDUs in the PMI Talent Triangle for each podcast you listen to — over 10.25 PDUs by listening to the entire series! Use the following information in PMI's CCRS system to register the PDUs for this podcast: PDU Category: Online or Digital Media Provider Number: C046 Activity Number: PMPOV0038 PDUs for this episode: 1 » More PM-POV Episodes About the Speakers Randall C. Iliff   Eclectic Intellect, LLC Founder Mr. Iliff has over 35 years’ experience leading developmental effort, and has participated in all phases of project execution from proposal to close out. He is a seasoned large-project PM as well as a recognized expert in Systems Engineering. Mr. Iliff holds a BS in Engineering / Industrial Design from Michigan State University, and an MS in Systems Management, Research and Development from the University of Southern California. Mr. Iliff is a charter member of the International Council On Systems Engineering (INCOSE), and currently serves as the INCOSE representative on an alliance between INCOSE, PMI, and the MIT Center for Program Excellence. Until early 2016 Mr. Iliff was VP at the award-winning design firm bb7, where he was also Director of Strategy, Methods and Learning. Prior to that he worked for Motorola, Martin Marietta, and McDonnell-Douglas. In 2016, he left bb7 and founded Eclectic Intellect.   Ruth Barry   bb7 Director of Electrical & Software Engineering VOLCANO (PHILIPS) CORE FM Project Manager Wireless device used to measure blood pressure and blood flow. The project included human interface, industrial, mechanical, advanced electrical and software design, and full product testing. ORASCOPTIC XV1 INTEGRATED LOUPE AND HEADLAMP SYSTEM Project Manager The first fully-integrated loupe and headlamp system for use in dental and surgical applications. The project included IP research, human interface, industrial, mechanical, optical, electrical and software design, and full product testing. The loupes launched 18 months after approved concept. KERR DENTAL CURING WAND Project Manager Two generations of ergonomic curing wands; the second product features ultracapacitor technology in place of traditional battery technology. Both projects included IP research, human interface, industrial, mechanical, optical, electrical and software design, and full product testing. The first wand launched within twelve months of concept approval; the second product followed one year later.   Nathaniel Fischer   bb7 Mechanical Engineer LANAIR PORTABLE RADIANT HEATER Mechanical Engineer Addressed reliability concerns with existing machine. Re-designed a portable radiant heater to reduce cost, and simplify the design to minimize assembly time and reduce rework and scrap. MALLINCKRODT PHARMACEUTICALS Lead Mechanical Engineer Designed modular test fixture for gas sensors that allows for several different gas flow configurations. GE HEALTHCARE VARIABLE COST PRODUCTIVITY (VCP) PROJECTS VCP Mechanical Engineer Work with a cross-functional team to reduce component costs. Tasks include: writing engineering change orders, verification activities, updating documents. NASA KENNEDY SPACE CENTER MODELING AND SIMULATION Simulation Engineer Intern Using Mathworks Simulink and Simscape, developed a model of a closed-volume fluid tank, and tested the model in a real-time environment.  

Executive Vice President and Chief Financial Officer, Anne Lloyd, Martin Marietta and Executive Vice President and Chief Financial Officer, Steve Young, Duke Energy talk candidly.

Want the truth?  Then join Supernatural Girlz Helene Olsen and Patricia Baker as they speak with Robert Salas, a highly regarded witness to the 1967 UFO encounters at Malmstrom AFB.  Robert Salas graduated from the U.S. Air Force Academy and spent seven years on active duty from 1964 to 1971.  He also held positions at Martin Marietta, Rockwell International and spent 21 years at the FAA as an aircraft structures certification engineer. While an officer in the Air Force, he held positions as a weapons controller, drone pilot, missile launch officer, as well as an engineer on the Titan III missile program.He is a researcher and speaker on the UFO phenomenon at nuclear weapons bases since 1994. He is the co-author of  the book Faded Giant with James Klotz and the author of Unidentified: The UFO Phenomenon.  Mr. Salas will discuss the press conference held on September 27, 2010 in Washington DC, which he co-sponsored.  At this crucial and significant event, seven ex-military officers publicly disclosed their own encounters with UFOs at nuclear weapons bases. He will also discuss his own Alien abduction.

Ward Nye, President and Chief Executive Officer of Martin Marietta, Topic: Leadership in Challenging Times

Space research on photosynthesis led to improved baby formula and breakfast foods

Space research on photosynthesis led to improved baby formula and breakfast foods

Hosted by Kimberley Jaeger & Gary Moore... Audio from the National Press Club UFO Disclosure Conference where former military personnel spoke on UFO existence. SEE ALL 3 SPEAKER VIDEOS 1. Captain Salas graduated from the Air Force Academy and spent seven years in active duty from 1964 to 1971. He also held positions at Martin Marietta and Rockwell and spent 21 years at the FAA. Category. 2.Former Air Force Lieutenant Colonel Dwayne Arneson. 3. Former Air Force Official Bill Jameson. Youtube link: http://www.youtube.com/watch?v=YqzoC3QPI_E Lee Carroll channels Kryon Berkeley Springs, WV "Energetic Consciousness", July 17, 2010 http://www.kryon.com