Podcasts about Material

In this episode of the Prolonged Field Care Podcast, Dennis sits down with Alex, CEO of Shannon Mechanics, a Ukrainian company that has produced more than 8,000 drag stretchers and over 330,000 immobilization splints for the front line since the full-scale invasion.Alex shares the raw story of how the company started with scrap materials and construction-store aluminum during the early chaos of 2022, scaled production while operating physically underground with independent power and battery-powered equipment, and refined products based on real soldier feedback. They discuss the BM splint (a more rigid, radiolucent alternative designed for Ukrainian conditions), the philosophy behind their rollable plastic drag stretcher optimized for one-person extraction under drone threat and complex terrain, quality control under resource constraints, the transition from pure volunteering to a sustainable business, and the deeper questions of dignity in life and death, PTSD, and long-term rehabilitation.This is practical, unfiltered insight into how medical manufacturing adapts when supply lines collapse, borders close, and every piece of gear has to work in the worst conditions imaginable.Key TakeawaysMedical equipment designed for true one-person drag evacuation becomes critical when vehicles and multi-person teams are unavailable under drone threat and destroyed terrain.Starting with simple, locally available materials (construction-store aluminum for splints) allowed rapid production when imports were impossible.Operating underground with independent power, internet, and battery-powered tools enables continuity during blackouts and air raids.Visual quality control plus a “donation pile” for minor cosmetic defects keeps functional gear moving to the front while supporting community needs.Sustainable production requires paying people and covering costs—pure volunteering burns out and collapses.Feedback loops from soldiers drive continuous product improvement (rigidity, size options, packing for NATO pouches).Beyond the gear itself, the conversation highlights the need for dignity in recovery of the wounded and the fallen, plus long-term psychological and prosthetic support for survivors.Chapters00:00 – Introduction & Disclaimer00:26 – Meet Alex: CEO of Shannon Mechanics01:15 – Company origins: Revolution of Dignity to 2014–202202:41 – Humble beginnings, scrap materials, and the siege of Kyiv04:55 – Building supply chains under closed borders07:18 – Starting with BM splints, then the Utah/drag stretcher08:06 – Material challenges and community-driven solutions11:20 – Learning the craft, teaching production, and favoring people over full automation13:26 – From volunteering to a sustainable business model16:21 – Quality control process for splints23:20 – Introducing the drag stretcher design philosophy24:02 – Why rigid NATO litters fail in modern Ukrainian conditions25:01 – One-person drag, complex terrain, drones, and secondary injury prevention28:15 – Limitations (sniper fire) and real-world evacuation stories (8 km drag, quad bike integration)30:32 – Hypothermia protection, mud/snow durability, and recovery of the fallen34:40 – PTSD as generational trauma and the need for long-term support40:00 – Managing supply chain volatility and building Ukrainian supplier capacity42:39 – What has allowed the company to succeed during warFor more content, go to ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.prolongedfieldcare.org⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Consider supporting us: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon.com/ProlongedFieldCareCollective⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ or ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠www.lobocoffeeco.com/product-page/prolonged-field-care⁠⁠⁠⁠

Detailed Sermon Summary:  "Legacy of Love: The Greatest Motivation" Pastor Bryan Hudson, D.Min. The sermon “Legacy of Love” explores how the love of God not only saves believers but also transforms their motivations, directs their lives, and creates a spiritual legacy that can be placed within other people. The central text is 2 Corinthians 5:14–15: “For the love of Christ compels us…that those who live should live no longer for themselves, but for Him who died for them and rose again.” The central message is that the God-kind of love is the greatest motivating power in a believer's life. Christ's love should control, compel, and redirect believers so that they no longer live primarily for themselves but for Jesus Christ and the purposes of God. The God-Kind of Love Because the word “love” is used in many different ways, the sermon begins by distinguishing biblical love from friendship, romantic affection, physical attraction, or human sentiment. The love being discussed is the God-kind of love. John 3:16 provides the clearest definition of this love: God loved the world so deeply that He gave His only begotten Son. God's love was demonstrated through sacrifice and action. However, the sacrifice involved more than the Father sending the Son. Jesus also had to willingly accept the assignment. In the Garden of Gethsemane, Jesus struggled with the suffering He was about to face, yet He submitted Himself to the Father's will, saying, “Nevertheless, not My will, but Yours be done.” The God-kind of love, therefore, is a love that willingly sacrifices itself for others. It does for people what they cannot do for themselves. God sent Jesus, and Jesus willingly gave His life to redeem humanity. The Meaning of Legacy Legacy is defined as what a person leaves behind through character, influence, values, accomplishments, relationships, service, teaching, and personal example. Legacy is not limited to money, property, or material possessions. It includes the lasting impact of how a person lived, loved, served, taught, encouraged, and inspired others. An important distinction is made between inheritance and legacy: Inheritance is what we leave to people. Legacy is what we leave within people. Material possessions can be spent, lost, or consumed. However, what has been deposited within a person can continue shaping that person's life and can be passed on to future generations. God did not merely give believers something to possess. Through Jesus Christ and the Holy Spirit, God placed His love within them. That love changes their character, thinking, priorities, and motivations. The Pattern of Spiritual Legacy The pattern of the legacy of love flows: From God the Father, to Jesus Christ, to believers, and then through believers to other people. God placed His love and purpose within Christ. Christ places that same love within believers. Believers are then responsible for placing truth, wisdom, faith, encouragement, and godly values within others. This is especially important for people who work with others, including pastors, teachers, counselors, parents, mentors, community leaders, and those who minister to young people. True influence is more than giving people material assistance. Giving food, resources, or practical help is important, but love also seeks to place something lasting within people. The goal is not only to put something into their hands but also to put truth, hope, wisdom, faith, discipline, and purpose into their hearts and minds. This is why education, counseling, mentoring, ministry, public policy, and advocacy are so important. Good policies and systems help create environments where people can receive what they need to grow and flourish. Love motivates believers not only to serve individuals but also to stand and fight for what is right. What Love Does The sermon describes several ways that love actively works: Love is leverage. It has the power to influence, lift, strengthen, and transform people. Love is light. It dispels darkness, exposes deception, and reveals truth. Love is life. It brings hope, renewal, restoration, and spiritual vitality. Love is liberty. It frees people from fear, guilt, sin, bondage, and oppressive motivations. Love is labor. True love works, serves, sacrifices, remains committed, and accepts responsibility. Love is lordship. It flows from allowing Jesus Christ to rule within the heart. All these qualities originate in the truth that God is love. God possesses many attributes, including power, holiness, majesty, wisdom, and glory, but His actions toward humanity flow from His loving nature. Love caused God to send Jesus. Love caused Jesus to accept the cross. Love causes believers to serve others even when circumstances suggest they have already done enough. Love as the Greatest Motivation The greatest motivation is not recognition, convenience, personal gain, emotional excitement, or public approval. The greatest motivation is the God-kind of love. Emotions and inspiration may rise and fall, but the love of God remains present within the believer. Human motivation cannot always be trusted because it is often influenced by selfishness, fear, pride, comfort, or circumstances. However, when the Spirit of Christ is working within believers, God's love can reorient their motivations. The love of Christ causes people to continue serving when service is difficult. It motivates them to remain faithful when their minds or circumstances suggest that they should withdraw, slow down, or give up. Paul's Labor to Form Christ in People Galatians 4:19 reveals the Apostle Paul's motivation: “My little children, for whom I labor in birth again until Christ is formed in you.” Paul used the language of childbirth and labor to describe his ministry. He did not simply enter a city, preach a sermon, and immediately leave. He often remained with people for extended periods because he wanted Christ to be formed within them. Formation takes time. Whether someone is cooking, painting, building, teaching, mentoring, or developing another person, meaningful results rarely happen instantly. Important things must be worked, shaped, nurtured, and developed. Modern society often demands immediate results, but spiritual formation does not work that way. The legacy of love requires patience, presence, commitment, and sustained labor. “If One Died for All, Then All Died” In 2 Corinthians 5:14, Paul writes: “If One died for all, then all died.” Jesus died on behalf of every person. His death provided the possibility of salvation and new life for everyone. This does not mean that everyone is automatically saved. It means that the provision for salvation has already been made and is available to all who believe. Salvation is therefore not far away. Romans 10:8–9 teaches that the word is near, in a person's mouth and heart. When a person confesses Jesus as Lord and believes that God raised Him from the dead, that person will be saved. People may think they are not ready to receive salvation, but Christ has already completed the necessary work. The provision is ready. The invitation is near. They must recognize their spiritual condition and receive what Christ has provided. Apart from Christ, people may be physically alive but spiritually dead. Christ's death and resurrection make genuine spiritual life possible. Living No Longer for Ourselves Second Corinthians 5:15 explains the proper response to Christ's sacrifice: “He died for all, that those who live should live no longer for themselves, but for Him who died for them and rose again.” Once people understand that Christ died to give them life, their motivations should change. They should no longer view life as something to be lived only for personal pleasure, comfort, advancement, or self-interest. Those who have experienced God's grace should ask: Why am I still alive? What has God preserved me to accomplish? How should I live in light of what Christ has done? What should motivate my decisions? Believers do not need to experience a near-death event before appreciating that life is a gift from God. Every day should be lived with gratitude and purpose. Because Christ gave His life for them, believers should willingly offer their lives to Him. They retain the power to make choices, but those choices should be made in light of God's mercy and Christ's sacrifice. The Love of Christ Compels Us The word “compels” communicates a powerful controlling and directing influence. Different Bible translations express this idea in several ways: The love of Christ “controls and compels us.” Believers are “ruled by the love of Christ.” Love is the “controlling force” in the believer's life. Christ's love takes hold of believers so completely that they can no longer continue living according to their former motivations. God's love is stronger and more dependable than temporary emotional excitement. Inspiration may come and go, but the love of God remains within believers as a sustaining and guiding force. God's Love as a Spiritual GPS The sermon uses GPS technology as an illustration of how the love of Christ directs believers. When someone enters a destination into a GPS, the system does more than show the person's current location. It continually provides direction. It tells the driver where to turn, warns when the driver has gone off course, and recalculates after a wrong turn. In the same way, the love of Christ becomes a controlling direction in the believer's life. God's love: Sets the destination. Influences decisions. Gives direction. Warns when a person is drifting. Redirects after mistakes. Brings the believer back on course. The love of God is like a spiritual GPS. It does not merely provide information; it provides direction and redirection. During a ministry trip through the northern deserts of Kenya, there was no cellular service, yet GPS continued to work because it communicated through satellites. That experience illustrates God's spiritual presence. Even when normal human connections, resources, or familiar supports are unavailable, God remains present and able to guide. Just as GPS has become a dependable tool for navigation, believers should learn to depend even more completely upon the love and presence of God. Replacing Lesser Motivations If believers possess the love of Christ, they should not continue depending upon older, inferior motivations. Some lesser motivations include: What I want. What benefits me. How other people see me. What makes me comfortable. How I can maintain control. Fear of criticism. Desire for approval. Self-preservation. Pride. Anger. Personal convenience. Concern about how others see us can be especially damaging because people often imagine what others think without having any evidence. Like the Israelites who assumed that the inhabitants of Canaan viewed them as grasshoppers, people sometimes allow imaginary judgments to keep them from entering God's promises. Believers must become dead to these lesser motivations and alive to the legacy of love. Settling the Matter in Our Minds Paul says, “We judge thus,” meaning that believers must reach a settled conclusion. There are certain truths about which believers should stop wavering. They must make firm decisions from which they will not retreat. This is not a time for spiritual indecision. In a rapidly changing and unstable world, believers cannot remain in a state of confusion or perpetual hesitation. They must settle certain matters in their hearts: Christ died for all. Christ died for me. My life belongs to God. I will no longer live only for myself. The love of Christ will motivate my decisions. I will follow God's direction. I will not return to lesser motivations. When the love of God is operating within a believer, decisions motivated by that love will lead in a righteous direction. Believers should question selfish thinking, but they should not continually question the genuine work God is doing within their hearts. Crucified With Christ Galatians 2:20 summarizes the entire message: “I have been crucified with Christ; it is no longer I who live, but Christ lives in me.” The old, sinful, self-centered person has been crucified with Christ. The believer now lives a new life through faith in the Son of God. Paul does not merely speak of “my life.” He speaks of “the life which I now live.” This distinction is important because the Christian life is not simply an improved version of the old life. It is the life of Christ operating within the believer. A life controlled only by human ability is limited. A person relying entirely upon “my life,” “my wisdom,” and “my strength” must attempt to solve every problem and confront every spiritual battle alone. However, believers are not limited to themselves. Christ lives within them. They live by faith in the Son of God, who loved them and gave Himself for them. This is the legacy of love: Christ gave Himself so that His life, love, character, power, and motivation could be formed within His people. The Closing Confession of Faith The sermon concludes with a corporate confession affirming the following truths: Believers are living in the legacy of love provided by Almighty God and Jesus Christ. What they have received from God is not only with them but also within them. They are moving away from lesser motivations toward greater motivations. The greatest motivation is the God-kind of love. The love of Christ compels, controls, and motivates them. Because Jesus died and rose again, they no longer have to live for themselves. They can live for the One who died for them and gave them new life. God's legacy of love functions as their spiritual GPS. Their direction and redirection come from the Lord. God's love motivates them to live beyond: Personal desires. Self-interest. The opinions of others. Comfort. The desire to control everything. They have been crucified with Christ. It is no longer the old self that lives, but Christ lives within them. The life they now live is lived by faith in the Son of God, who loved them and gave Himself for them. Central Message The central truth of “Legacy of Love” is that God's love is not merely something believers receive and enjoy. It is something God places within them to transform how they think, live, decide, serve, and influence others. The legacy of love begins with God, is revealed through Jesus Christ, is deposited within believers, and is passed from believers into the lives of others. Because Christ died and rose again, believers are called to abandon selfish and lesser motivations. They are to allow Christ's love to become the controlling, compelling, and directing force of their lives. A genuine legacy of love is created when believers not only give things to people but also place something lasting within them—faith, truth, hope, wisdom, character, courage, purpose, and the life of Christ.

Fortune reported that Khosla Ventures and Andreessen Horowitz backed a startup aiming to modernize mining to support AI infrastructure. The company is promoting a software-led approach to exploration and operations. The report did not disclose financial terms. The push reflects rising demand for materials used in data centers, chips, and power systems. Governments are offering incentives to expand critical mineral supply, while permitting and community engagement remain hurdles. Investors are blending venture equity with project finance and offtake structures. Founders are adapting procurement and design to manage upstream constraints on materials and power.Learn more on this news by visiting us at: https://greyjournal.net/news/ Hosted on Acast. See acast.com/privacy for more information.

This class explores the challenges Jewish immigrants faced in balancing material success with spiritual fulfillment, highlighting the Lubavitcher Rebbe's vision and the impact of shluchim. Personal stories and blessings emphasize perseverance, community, and the value of Jewish outreach. https://www.torahrecordings.com/classes/by_parsha/005_devarim/004_reay/015

Conheça as campanhas que dominaram o maior festival de criatividade e publicidade do mundo, o Cannes Lions 2026. Neste episódio do Papo Social Media, Rafael Kiso e Marcio Silva analisam os principais cases vencedores das categorias Social e Creator. Kiso foi convidado oficial do festival este ano e traz em primeira mão os bastidores, os aprendizados das sessões e a lógica por trás de cada campanha premiada.A conversa revela os padrões por trás de todo case vencedor: simplicidade, comunidade, social listening e impacto real no negócio. O episódio também comenta os principais aprendizados sobre inteligência artificial, GEO (Generative Engine Optimization) e uma pesquisa inédita que mostra por que a maioria das campanhas com creators tem desempenho pior do que campanhas feitas pela própria marca. Se você cria conteúdo, gerencia redes sociais ou planeja campanhas, esse episódio traz cases reais, aplicáveis a negócios de qualquer tamanho, que mostram exatamente o que vai funcionar nas suas redes nos próximos meses.00:00:08 Abertura: Cannes Lions, o maior festival de criatividade do mundo00:01:52 O que significa ser embaixador de Cannes Lions00:03:39 As categorias de Social e Creator: de social influence a creator economy00:04:48 Grand Prix: "Could Have Been a Heineken", a campanha vencedora00:08:16 Inteligência artificial na execução do case Heineken00:08:58 O conceito on life e a integração entre online e offline00:11:03 Essas estratégias funcionam para negócios com orçamento menor?00:11:55 Entrar numa conversa em vez de interrompê-la00:12:16 Kit Kat Heist: transformando uma crise em oportunidade de marca00:15:00 O que os jurados de Cannes realmente avaliam nos vencedores00:16:15 Vaseline Originals: cocriação de produto com criadores de conteúdo00:20:18 TikTok e o poder da comunidade sobre o discurso da marca00:21:09 O paralelo brasileiro: o case da Maisena00:21:37 O papel do social media no social listening para a inteligência de mercado 00:23:38 Dove Real Reviews: usando o Reddit para provar autenticidade00:29:26 Por que essas estratégias também funcionam para negócios pequenos00:31:18 Por que um review negativo valida todos os positivos00:33:25 Columbia Sportswear: o case Expedition Impossible00:37:54 Leroy Merlin e o roubo do Museu do Louvre00:41:50 M&M's e a caça ao tesouro que mobilizou o TikTok00:44:41 A jornada do herói: o cliente como protagonista da marca00:47:12 Além dos prêmios: as trilhas de B2B, dados e IA em Cannes00:48:48 GEO: como aparecer nas respostas das LLMs – https://mla.bs/abe63be83e00:51:42 Alimentando a inteligência artificial com o DNA da marca00:57:02 Assistentes x agentes de IA: qual a diferença na prática01:00:54 Lucky Fan Index: dados e sorte aplicados ao futebol01:04:10 Unwatched Goals da Brahma: recompensando quem perde o gol01:05:27 Companhia aérea usa IA para vender assentos com melhor vista01:07:06 Pesquisa revela por que a maioria das campanhas com creators falha01:10:15 O que os creators de sucesso têm em comum: formato recorrente01:11:09 O erro mais comum: marca aparecendo só no final do vídeo01:12:41 Por que ter menos seguidores pode gerar mais resultado01:15:17 Dados da Kantar: por que viralizar não é um bom negócio - Destaques: https://mla.bs/397eb13c2d 01:16:14 Material bônus: principais insights sobre Cannes 2026 01:16:43 EncerramentoPotencialize sua gestão de mídias sociais com a plataforma mais usada por agências e profissionais no Brasil! Teste grátis a mLabs agora mesmo: https://mla.bs/8f82d839

In the latest “Short Talks from the Hill,” physicist Hugh Churchill, director of the new Arkansas Materials Institute, explains how researchers are working at the atomic scale to unlock new possibilities.

How should a small electrical contractor charge for service work: flat-rate pricing or time and material?In this episode, Paul Abernathy breaks down the differences between these two common pricing methods and explains how each can affect profitability, customer relationships, cash flow, and business growth.Flat-rate pricing gives the customer an agreed price before the work begins and rewards the contractor for experience and efficiency. However, it also places more risk on the contractor if the job takes longer than expected or the original scope is poorly defined.Time-and-material pricing allows the contractor to charge for the actual labor and materials required to complete the work.This can be especially valuable when troubleshooting electrical problems or working with unknown existing conditions. However, customers may become uncomfortable when they do not know the final cost, and highly experienced electricians may earn less simply because they complete the work faster.This episode explains where each pricing method works best and why many small electrical contractors may benefit from using a combination of both.Topics covered include:The fundamental difference between flat-rate and time-and-material pricing.Which party accepts the risk under each pricing method.Why time and material works well for troubleshooting and unknown conditions.How flat-rate pricing rewards training, experience, and efficiency.The dangers of underestimating flat-rate work.Why an hourly billing rate must cover more than an electrician's wages.Material markup versus gross-profit margin.Diagnostic fees and service-call charges.Time and material with a not-to-exceed authorization.Fixed pricing for predictable electrical work.Written scopes, exclusions, and change orders.The importance of tracking labor, materials, callbacks, and warranty costs.Why job costing is essential under either pricing method.How to explain pricing professionally to customers.When a contractor should consider declining a job.Paul also explains why copying another contractor's hourly rate or flat-rate price book can be dangerous. Every electrical contracting business has different labor costs, overhead, insurance expenses, productivity levels, service areas, risks, and financial goals.The customer is not merely paying for the time an electrician spends performing a task. The customer is paying for training, licensing, experience, tools, insurance, availability, testing, warranty responsibility, and a safe professional result.Whether you are preparing to start an electrical contracting business or trying to improve the profitability of an existing company, this episode will help you make better pricing decisions and understand the true value of the professional electrical services you provide.Become a supporter of this podcast: https://www.spreaker.com/podcast/master-the-nec-podcast--1083733/support.Struggling with the National Electrical Code? Discover the real difference at Electrical Code Academy, Inc.—where you'll learn from the nation's most down-to-earth NEC expert who genuinely cares about your success. No fluff. No gimmicks. Just the best NEC training you'll actually remember.Visit https://FastTraxSystem.com to learn more.

How should a small electrical contractor charge for service work: flat-rate pricing or time and material?In this episode, Paul Abernathy breaks down the differences between these two common pricing methods and explains how each can affect profitability, customer relationships, cash flow, and business growth.Flat-rate pricing gives the customer an agreed price before the work begins and rewards the contractor for experience and efficiency. However, it also places more risk on the contractor if the job takes longer than expected or the original scope is poorly defined.Time-and-material pricing allows the contractor to charge for the actual labor and materials required to complete the work.This can be especially valuable when troubleshooting electrical problems or working with unknown existing conditions. However, customers may become uncomfortable when they do not know the final cost, and highly experienced electricians may earn less simply because they complete the work faster.This episode explains where each pricing method works best and why many small electrical contractors may benefit from using a combination of both.Topics covered include:The fundamental difference between flat-rate and time-and-material pricing.Which party accepts the risk under each pricing method.Why time and material works well for troubleshooting and unknown conditions.How flat-rate pricing rewards training, experience, and efficiency.The dangers of underestimating flat-rate work.Why an hourly billing rate must cover more than an electrician's wages.Material markup versus gross-profit margin.Diagnostic fees and service-call charges.Time and material with a not-to-exceed authorization.Fixed pricing for predictable electrical work.Written scopes, exclusions, and change orders.The importance of tracking labor, materials, callbacks, and warranty costs.Why job costing is essential under either pricing method.How to explain pricing professionally to customers.When a contractor should consider declining a job.Paul also explains why copying another contractor's hourly rate or flat-rate price book can be dangerous. Every electrical contracting business has different labor costs, overhead, insurance expenses, productivity levels, service areas, risks, and financial goals.The customer is not merely paying for the time an electrician spends performing a task. The customer is paying for training, licensing, experience, tools, insurance, availability, testing, warranty responsibility, and a safe professional result.Whether you are preparing to start an electrical contracting business or trying to improve the profitability of an existing company, this episode will help you make better pricing decisions and understand the true value of the professional electrical services you provide.Become a supporter of this podcast: https://www.spreaker.com/podcast/electrify-electrician-podcast--4131858/support.

How should a small electrical contractor charge for service work: flat-rate pricing or time and material?In this episode, Paul Abernathy breaks down the differences between these two common pricing methods and explains how each can affect profitability, customer relationships, cash flow, and business growth.Flat-rate pricing gives the customer an agreed price before the work begins and rewards the contractor for experience and efficiency. However, it also places more risk on the contractor if the job takes longer than expected or the original scope is poorly defined.Time-and-material pricing allows the contractor to charge for the actual labor and materials required to complete the work.This can be especially valuable when troubleshooting electrical problems or working with unknown existing conditions. However, customers may become uncomfortable when they do not know the final cost, and highly experienced electricians may earn less simply because they complete the work faster.This episode explains where each pricing method works best and why many small electrical contractors may benefit from using a combination of both.Topics covered include:The fundamental difference between flat-rate and time-and-material pricing.Which party accepts the risk under each pricing method.Why time and material works well for troubleshooting and unknown conditions.How flat-rate pricing rewards training, experience, and efficiency.The dangers of underestimating flat-rate work.Why an hourly billing rate must cover more than an electrician's wages.Material markup versus gross-profit margin.Diagnostic fees and service-call charges.Time and material with a not-to-exceed authorization.Fixed pricing for predictable electrical work.Written scopes, exclusions, and change orders.The importance of tracking labor, materials, callbacks, and warranty costs.Why job costing is essential under either pricing method.How to explain pricing professionally to customers.When a contractor should consider declining a job.Paul also explains why copying another contractor's hourly rate or flat-rate price book can be dangerous. Every electrical contracting business has different labor costs, overhead, insurance expenses, productivity levels, service areas, risks, and financial goals.The customer is not merely paying for the time an electrician spends performing a task. The customer is paying for training, licensing, experience, tools, insurance, availability, testing, warranty responsibility, and a safe professional result.Whether you are preparing to start an electrical contracting business or trying to improve the profitability of an existing company, this episode will help you make better pricing decisions and understand the true value of the professional electrical services you provide.Become a supporter of this podcast: https://www.spreaker.com/podcast/ask-paul-national-electrical-code--4971115/support.

NOTAS DE ELENAMaterial complementario de la escuela Sabática para adultosNarrado por: Patty CuyanDesde: California, USAUna cortesía de DR'Ministries y Canaan Seventh-Day Adventist ChurchLUNES, 03 DE AGOSTOUNIDAD EN LA DIVERSIDADPablo ruega a los efesios que conserven la unidad y el amor... Las divisiones que haya en la iglesia deshonran la religión de Cristo delante del mundo, y dan a los enemigos de la verdad ocasión de justificar su conducta. La unión de los creyentes con Cristo resultará naturalmente en la unión de los unos con los otros, el vínculo más resistente de la tierra. Somos uno con Cristo, así como Cristo es uno con el Padre. Los cristianos son los pámpanos, y solo pámpanos, en la Vid viviente... Nuestra vida debe proceder de la cepa. Únicamente como resultado de una unión personal con Cristo, de una comunión con él día tras día y hora tras hora, podemos llevar los frutos del Espíritu Santo... Nuestro crecimiento en la gracia, nuestra alegría, nuestra utilidad, todo depende de nuestra unión con Cristo y del grado de fe que tengamos en él. La palabra y el espíritu de la verdad morando en el corazón nos separarán del mundo. Los inmutables principios de la verdad y del amor vincularán los corazones y la fuerza de la unión estará de acuerdo con la medida de la gracia y de la verdad que se disfrute. La vid tiene muchos pámpanos, sin embargo, aunque todos son diferentes, no pelean entre sí. Hay unidad en la diversidad. Todos los pámpanos obtienen su alimento de la misma fuente. Esta es una ilustración de la unidad que debe existir entre los seguidores de Cristo. En los diferentes tipos de trabajo que realizan deben tener una sola Cabeza. El mismo Espíritu, de distintas maneras, obra por medio de ellos. Hay acción armoniosa, aunque los dones difieran... Dios llama a cada uno... a hacer el trabajo señalado de acuerdo con la capacidad que se le ha dado. Hay un carácter que debemos mantener, pero es el de Cristo. Si tenemos el carácter de Cristo, podemos trabajar juntos en su obra. El Cristo que esté en nosotros responderá al Cristo que esté en nuestros hermanos, y el Espíritu Santo consagrará esa unión de sentimientos y de acción que atestigua al mundo que somos hijos de Dios... Lo que el mundo necesita es ver este milagro: los corazones de los hijos de Dios ligados unos a otros por el amor cristiano (God's Amazing Grace, p. 211; parcialmente en La maravillosa gracia de Dios, 22 de julio, p. 211). 

How should a small electrical contractor charge for service work: flat-rate pricing or time and material?In this episode, Paul Abernathy breaks down the differences between these two common pricing methods and explains how each can affect profitability, customer relationships, cash flow, and business growth.Flat-rate pricing gives the customer an agreed price before the work begins and rewards the contractor for experience and efficiency. However, it also places more risk on the contractor if the job takes longer than expected or the original scope is poorly defined.Time-and-material pricing allows the contractor to charge for the actual labor and materials required to complete the work.This can be especially valuable when troubleshooting electrical problems or working with unknown existing conditions. However, customers may become uncomfortable when they do not know the final cost, and highly experienced electricians may earn less simply because they complete the work faster.This episode explains where each pricing method works best and why many small electrical contractors may benefit from using a combination of both.Topics covered include:The fundamental difference between flat-rate and time-and-material pricing.Which party accepts the risk under each pricing method.Why time and material works well for troubleshooting and unknown conditions.How flat-rate pricing rewards training, experience, and efficiency.The dangers of underestimating flat-rate work.Why an hourly billing rate must cover more than an electrician's wages.Material markup versus gross-profit margin.Diagnostic fees and service-call charges.Time and material with a not-to-exceed authorization.Fixed pricing for predictable electrical work.Written scopes, exclusions, and change orders.The importance of tracking labor, materials, callbacks, and warranty costs.Why job costing is essential under either pricing method.How to explain pricing professionally to customers.When a contractor should consider declining a job.Paul also explains why copying another contractor's hourly rate or flat-rate price book can be dangerous. Every electrical contracting business has different labor costs, overhead, insurance expenses, productivity levels, service areas, risks, and financial goals.The customer is not merely paying for the time an electrician spends performing a task. The customer is paying for training, licensing, experience, tools, insurance, availability, testing, warranty responsibility, and a safe professional result.Whether you are preparing to start an electrical contracting business or trying to improve the profitability of an existing company, this episode will help you make better pricing decisions and understand the true value of the professional electrical services you provide.Become a supporter of this podcast: https://www.spreaker.com/podcast/ask-paul-national-electrical-code--4971115/support.

Im allerersten Interview nach seiner Wahl zum Präsidenten, sagt Sandro Burki im FC Aarau Fan-Podcast, wie es beim FC Aarau mit der Vermarktung und mit der Kommunikation weiter geht, welche Strategie der Club kurz- und mittelfristig verfolgt - und er nennt das sportliche Saisonziel 2026/2027.----Wer uns unterstützen möchte (Hostingkosten, Material etc.) darf dies gerne per Twint machen: 079 533 19 02. Herzlichen Dank!Vielen Dank an z5000, dass wir das Lied "machs för Aarau" im Outro nutzen dürfen.Hier geht es zum kompletten Song: https://open.spotify.com/track/5QIudTFi28sOw31bxGgERV?si=36bec653b00f4d0cVielen Dank auch an Markus Papis, dass er den Intro- und Outrotext für uns gesprochen hat.Wir freuen uns über eine Rezension mit möglichst vielen Sternen unter: ‎„FC Aarau Fan-Podcast“ auf Apple Podcasts und bei Spotify. Zudem freuen wir uns sehr, wenn der Podcast bei der Podcast-App deiner Wahl abonniert wird, damit du keine Folge mehr verpasstFeedback und Themenwünsche: FC Aarau Fan-Podcast (fcaarau-fanpodcast.ch)

NOTAS DE ELENAMaterial complementario de la escuela Sabática para adultosNarrado por: Patty CuyanDesde: California, USAUna cortesía de DR'Ministries y Canaan Seventh-Day Adventist ChurchDOMINGO, 02 DE AGOSTODIVERSIDAD DE DONESLos talentos que Dios ha confiado a su iglesia representan especialmente los dones y bendiciones impartidos por el Espíritu Santo. "Porque a este es dada por el Espíritu palabra de sabiduría; a otro, palabra de ciencia según el mismo Espíritu; a otro, fe por el mismo Espíritu; y a otro, dones de sanidades por el mismo Espíritu. A otro, el hacer milagros; a otro, profecía; a otro, discernimiento de espíritus; a otro, diversos géneros de lenguas; y a otro, interpretación de lenguas. Pero todas estas cosas las hace uno y el mismo Espíritu, repartiendo a cada uno en particular como él quiere». 1 Corintios 12:8-11. En toda la organización divina, no hay nada más hermoso que el plan de darles a los hombres y las mujeres diversidad de dones. La iglesia es su jardín adornado con gran variedad de árboles, plantas y flores. Él no espera que el hisopo adquiera las proporciones de un cedro, ni que un olivo alcance la altura de la majestuosa palmera. Muchos han recibido solo una limitada educación religiosa e intelectual, pero Dios tiene una tarea para que estas personas la realicen, si trabajan humildemente, confiando en él... Dones diferentes son impartidos a diferentes personas, para que los obreros sientan la necesidad unos de otros. Dios los otorga para que sean empleados en su servicio; no para glorificar a su poseedor, ni para elevar al hombre, sino para exaltar al Redentor del mundo. Deben ser utilizados para el bien de toda la humanidad, para representar la verdad, y no con el fin de testificar una falsedad... En cada palabra y acción se revelará bondad y amor; y cuando cada obrero ocupe fielmente el lugar que le corresponde, será respondida la oración de Cristo pidiendo la unidad de sus seguidores, y el mundo conocerá que estos son sus discípulos (Recibiréis poder, 1° de julio, p. 193). Cuando se realice el juicio y se abran los libros, muchos se sorprenderán por la evaluación del carácter que Dios hace. Se darán cuenta de que él no mira como el hombre lo hace; que su juicio no es como el de los hombres. Lee el corazón. Conoce los motivos que impulsan las acciones, y reconoce y ensalza cada esfuerzo fiel hecho en su honor. El Señor utiliza diversos dones en su obra. Que ningún obrero piense que sus talentos son superiores a los de otro. Permitan que Dios sea el juez. Él prueba y aprueba a sus siervos, y hace una evaluación justa de sus habilidades. Él ha puesto en la iglesia una variedad de dones como para afrontar todas las necesidades de la diversidad de mentes con las cuales sus obreros entrarán en contacto. El Señor ha dado a cada hombre su tarea, y cada creyente ha de hacer la obra que el Señor le dio. No todos tienen los mismos dones o disposición. Sin embargo, todos necesitan sentir diariamente el poder convertidor del Espíritu Santo a fin de llevar mucho fruto para el Señor. No es el que predica el evangelio quien provee la eficiencia que trae éxito a sus esfuerzos. Es el Obrero invisible que está detrás del ministro quien convence y convierte a las personas (Recibiréis poder, 20 de julio, p. 212). 

Também permitidos carro de som e passeatas até a véspera do primeiro turno das votações.

Fri, 31 Jul 2026 03:00:00 GMT http://relay.fm/material/578 http://relay.fm/material/578 Andy Ihnatko and Florence Ion Google made a ton of money last quarter on AI, which is good, because now it owes the EU $1 Billion for violating the Digital Markets Act. Google made a ton of money last quarter on AI, which is good, because now it owes the EU $1 Billion for violating the Digital Markets Act. clean 3528 Google made a ton of money last quarter on AI, which is good, because now it owes the EU $1 Billion for violating the Digital Markets Act. Links and Show Notes: Full transcript of Alphabet earnings call Google hit with $1 billion EU fine, in 'constructive' talks to avoid more penalties Trump threatens new tariffs against EU over Google fine Our expanded partnership with NBCUniversal: Redefining the modern entertainment subscription Support Mate

What Is True Wealth? A Biblical and Ancient Near Eastern Perspective One of the greatest differences between the modern Western world and the biblical world is how each defines wealth. In today's culture, wealth is usually measured by what you own—your bank account, investments, property, possessions, and financial success. The more you accumulate, the wealthier you are considered. The Bible begins with a completely different question. Not "What do you own?" But "To whom do you belong?" 1. The First Wealth Was God's Presence The richest people in the Bible were not Abraham, David, or Solomon. The richest people were Adam and Eve before the Fall. They owned no land. They possessed no silver. They had no currency. Yet they lacked nothing. Why? Because they lived in communion with God. In the Ancient Near Eastern mindset, the greatest wealth was not possessions—it was the presence of God. When Adam and Eve left Paradise, they did not first lose a garden; they lost communion with the Source of life. That was humanity's greatest poverty. 2. Wealth Is Communion, Not Possession In the Bible, everything belongs to God. "The earth is the Lord's, and everything in it." (Psalm 24:1) Human beings are never described as absolute owners. They are stewards. Everything we have is entrusted to us by God. The biblical question is therefore not, "How much do I own?" but, "How faithfully am I managing what God has entrusted to me?" 3. The Heart Determines Wealth The Hebrew word for money, כֶּסֶף (Kesef), means silver, but its root also means to long for or to desire. Money, therefore, is connected to the desires of the heart. Jesus builds on this biblical idea when He says: "Where your treasure is, there your heart will be also." (Matthew 6:21) The issue is never the money itself. The issue is what your heart treasures. 4. The Difference Between Cain and Abel The first words spoken after humanity leaves Eden are spoken by Eve: "I have acquired (קָנִיתִי) a man." (Genesis 4:1) Cain's very name is connected with acquiring. Outside Paradise, humanity begins measuring life by what it can possess. Abel's name, however, הֶבֶל (Hevel), means breath or vapor. His name reminds us that life itself cannot be possessed. It is received as a gift from God. This is the tension that runs throughout Scripture: Will we live by acquiring, or by receiving? 5. Jesus Redefines Wealth Jesus never condemns possessions. He condemns serving possessions. He says, "You cannot serve God and Mammon." (Matthew 6:24) The issue is worship. Money is a wonderful servant, but a terrible master. The richest person is not the one who owns the most, but the one whose heart belongs completely to God. 6. The Image on the Coin When Jesus was asked about paying taxes, He held up a coin and asked, "Whose image is this?" "It is Caesar's." So Jesus replied, "Render to Caesar the things that are Caesar's, and to God the things that are God's." The coin bears Caesar's image, so it belongs to Caesar. But you bear God's image (Genesis 1:26). Therefore, the greatest wealth you possess is not your money— it is your identity as one created in the image of God. The real question is not, "What belongs to Caesar?" The real question is, "Have I given myself back to the God whose image I bear?" 7. The Wealth of the Kingdom Jesus describes the Kingdom as a hidden treasure, a pearl of great price, a treasure in heaven. The Kingdom itself is the greatest wealth. To gain Christ is to gain everything. As Paul writes: "I count everything as loss because of the surpassing worth of knowing Christ Jesus my Lord." (Philippians 3:8) Knowing Christ is greater than possessing the whole world. Teaching Summary In the Ancient Near Eastern mindset, true wealth is not measured by what you own but by your relationship with God. The richest person is the one who lives in communion with the Creator, faithfully stewards His gifts, and treasures the Kingdom above all else. Material possessions are temporary, but the presence of God is the greatest treasure. Christ came not merely to make us prosperous, but to restore the true riches that humanity lost in Paradise—the riches of life, peace, communion, and fellowship with God.

NOTAS DE ELENAMaterial complementario de la escuela Sabática para adultosNarrado por: Patty CuyanDesde: California, USAUna cortesía de DR'Ministries y Canaan Seventh-Day Adventist ChurchSÁBADO DE TARDE, 1° DE AGOSTODONES ESPIRITUALESEstudie esta escritura cuidadosamente. Dios no le ha dado a cada uno la misma línea de trabajo. Es su plan que haya unidad en la diversidad. Cuando se estudia y se sigue su plan, habrá muchos menos roces en el trabajo en la causa. "En un cuerpo tenemos muchos miembros, pero no todos los miembros tienen la misma función, pero cada uno es esencial para la perfección de la obra" ver Romanos 12:4 y Efesios 4:12. "El cuerpo no es un solo miembro, sino muchos. Si dijere el pie: Porque no soy mano, no soy del cuerpo, ¿por eso no será del cuerpo? Y si dijere la oreja: Porque no soy ojo, no soy del cuerpo, ¿por eso no será del cuerpo? Si todo el cuerpo fuese ojo, ¿dónde estaría el oído? Si todo fuese oído, ¿dónde estaría el olfato? Mas ahora Dios ha colocado los miembros cada uno de ellos en el cuerpo, como él quiso. Porque si todos fueran un solo miembro, ¿dónde estaría el cuerpo?" 1 Corintios 12:14-18. "Vosotros sois pues el cuerpo de Cristo, y miembros cada uno en particular. Y a unos puso Dios en la iglesia, primeramente apóstoles, luego profetas, lo tercero maestros, luego los que hacen milagros, después los que sanan, los que ayudan, los que administran, los que tienen don de lenguas". 1 Corintios 12:27, 28. El Señor desea que su iglesia respete cada don que ha otorgado a los diferentes miembros. Estemos en guardia, no vaya a ser que nuestra mente se fije en uno mismo, pensando que otras personas no pueden servir al Señor a menos que trabajen en las mismas líneas en las cuales trabajamos nosotros. Nunca debe decir un obrero: "No quiero trabajar con uno así, porque no ve las cosas como yo las veo. Deseo trabajar con alguien que esté de acuerdo con todo lo que yo digo y que lleve a cabo todas mis ideas". La persona con la que el obrero rehúsa conectarse puede tener verdades que presentar que aun no han sido presentadas. Y debido a la negativa del obrero en aceptar la ayuda que provee el Señor, la obra queda desequilibrada (Ser semejante a Jesús, 16 de marzo, p. 82). Los instrumentos del Señor son muchos. Pero todos los que se sienten inclinados a trabajar de acuerdo con los planes de Dios, están comprendidos en las palabras "porque... vosotros sois labranza de Dios, edificio de Dios". 1 Corintios 3:9. Los siervos de Dios deben avanzar de manera que no se pierda ni uno solo de los dones del Señor. Su voluntad debe estar completamente sometida a Dios, de manera que cuando llegue el momento establecido por él, su vara reverdezca. Nadie sabe exactamente qué rumbo tomará la obra, pero los siervos del Altísimo deben estar siempre dispuestos, en condiciones de comprender los procedimientos y la voluntad de su Jefe (Cada día con Dios, 23 de enero, p. 29). 

Subscribe & become a channel member.00:00:00 - Intro00:07:46 - Two more applications sent out00:09:41 - Mount Union Ohio, and Texas A&M follow up and 10 minute teaching demo00:30:22 - Penn State & Rhode Island College00:35:30 - Application Material & Mindset00:50:24 - Criteria for where I want to work00:55:30 - My Portfolio01:01:53 - Ending recap and fun nuggets Full Playlist: https://www.youtube.com/playlist?list=PLfofppTiRUZza7kewuD4rnI8hvhfQ4_INAlso available in audio only formats at https://podcasters.spotify.com/pod/show/theartprofessorspodcastOriginal art available on Etsy https://www.etsy.com/shop/studiotwelvehundredMailing lists:All Things Art: https://mailchi.mp/3a849c5b3194/zims-art-mailing-listAll Things YouTube: https://mailchi.mp/89e310208900/sign-upSupport:Tip Link - https://streamlabs.com/thezimvideo1/tipYouTube Member - https://www.youtube.com/thezimvideo/joinPatreon - https://www.patreon.com/thezimPaypal - https://www.paypal.com/paypalme/creatorzimVenmo - https://venmo.com/thezimEtsy - https://www.etsy.com/shop/studiotwelvehundredDonate Ethereum - 0x34814104Bb1d6579569Ef7463CeFaa94Ec2cDe44NFT's - https://rarible.com/thezimYoutube - https://www.youtube.com/thezimvideoBlueSky - https://bsky.app/profile/thezimvideo.bsky.socialDiscord - https://discord.gg/7wbUFVxJ8fStream my music: Now All No Wall EPSpotify: https://found.ee/UCKKdApple Music: https://found.ee/cHRkRChannel Merch:https://www.etsy.com/listing/1402151936/zim-2023-exclusive-t-shirthttps://www.amazon.com/s?rh=n%3A7141123011%2Cp_4%3AtheZimhttp://thezim.com/#art #podcast #davidchoe

In dieser Folge von Tapetenwechsel wird es ungemütlich, aber hochspannend: Thomas berichtet direkt von einem massiven Fäkalschaden in einer geräumten Zahnarztpraxis. Ausgerüstet mit Mundschutz, Handschuhen und Desinfektionsmittel – ganz im Stil eines Tatortreinigers – nimmt er uns mit an den Ort des Geschehens, wo nicht nur ein extremer Geruch, sondern auch Insekten auf ihn warteten.Die Analyse: Kernbohrung statt blinder Zerstörung Bevor unüberlegt Böden herausgerissen werden, muss zunächst sichergestellt sein, dass die Ursache des Schadens durch einen Fachbetrieb, wie einen Installateur, behoben wurde. Während nasser Gipskarton, der Feuchtigkeit wie ein Schwamm nach oben saugt, meist unkompliziert im unteren Bereich abgeschnitten und ersetzt werden kann, stellt der Estrich eine viel größere Herausforderung dar. Thomas erklärt den forensischen Ansatz: Durch eine Kernbohrung werden Proben von Bodenbelag, Spachtel, Estrich und Dämmschicht entnommen. Diese gehen im Tatort-Stil an einen Mikrobiologen, der das Material auf Schadstoffe wie Asbest und gefährliche Fäkalkeime untersucht.Mehr erfährst du in der Folge.Lass uns Tacheles reden – persönlich und direkt.Hast du ein Bauprojekt, das nicht ewig dauern darf? Oder brauchst du eine ehrliche Einschätzung zu Schadensfällen und Asbest? Dann lass uns nicht lange Mails schreiben, sondern sprechen.Hier findest du mich und meine Arbeit:

Wenn die Angst vor Krankheiten das Leben prägt; Erdüberlastungstag 2026; Duft Mimikry: Käferlarven duften wie Blüten, um Bienen zu manipulieren; Powerbanks im Flugzeug; Plastik - teuflisch oder göttlich?; Organspende - Warum so wenig gespendet wird Moderation: Marija Bakker. Von WDR 5.

A new episode of Material, Girl brings positive news of dug-sitting, negative news of powerful men and educational news of the abundant power of Jupiter. Like, share, and subscribe to @materialgirlcomedyMake sure to check out:Material Girl Podcast https://linktr.ee/materialgirlcomedyMaterial Girl Live shows https://linktr.ee/materialgirlcomedyMaterial Girl Newsletter https://substack.com/@materialgirlcomedyFollow Susan Riddell & Amanda Dwyer & Material Girl on socials:@susanriddellcomedian https://linktr.ee/susrid@amandadwyerrlolYou can follow Material Girl on Instagram and TikTok for clips, news and more! Leave a 5 star review!Email us your questions: materialgirlthepodcast@gmail.comA Rare Water PodcastEnquiries: lorenzo@rarewatermedia.com#podcast #comedy #podcastclips #funny #standupcomedy #jokes #fyp #womenincomedy #materialgirlcomedy #susanriddell #amandadwyer Hosted on Acast. See acast.com/privacy for more information.

EKEV- COMO UNA COMIDA MATERIAL MANTIENE EL ALMA ESPIRITUAL .m4a by Rab Shlomo Benhamu

Vilka material kommer vi få ont om redan år 2030 och vad tar slut år 2040? Vi svarar på frågan om vilka material som kommer bli viktigast att återvinna i framtiden!En riktigt sopig podd produceras av Sysav med miljöpedagogerna Ann Nerlund och Rustan Nilsson. Hosted on Acast. See acast.com/privacy for more information.

This episode of the Molder Life Podcast features an interview with Donna and Anthony of A&D Equipment following a successful open house event. The conversation highlights the value of hands-on equipment demos, specifically focusing on the efficiency and revenue potential of screening and crushing buckets. Anthony explains how recycling waste material on-site can significantly reduce disposal fees and transportation costs for contractors. They also discuss the importance of technical education, detailing how they use technology like QR codes to provide ongoing customer support.

In this episode of Sustainability in Progress, we sit down with Albert Douer, CEO of UBQ Materials, to unpack how household garbage gets converted into a material that can replace plastic in manufacturing. Albert draws on 40+ years in the plastics and materials industry to explain why traditional recycling can only solve part of the waste problem, and how UBQ's process instead breaks down organic waste at a molecular level to create something entirely new. We discuss what a "negative carbon footprint" actually means in practice, why global adoption has been slower than expected, and what it would take to scale this technology into a true alternative to landfills and incinerators.

2007.05.13 Zagreb HR

Trotz der Waffenruhe bleibt die humanitäre Lage im Gazastreifen dramatisch. Warum viele Hilfsgüter und Material für den Wiederaufbau nicht ankommen, wer dafür Verantwortung trägt und was das für die Menschen vor Ort bedeutet - im BR24 Thema des Tages.

Spoiler: Stick around to the end to hear Seth do a Justin Bieber/Shema mashup... What if salvation isn't about escaping our humanity but restoring it? This episode unpacks a revolutionary view: human beings are inherently divine images—nouns and verbs—created to reflect God's character and creativity into the world. But somewhere along the way, that sacred image is fractured, leading to spiritual abuse, dehumanization, and disconnection from ourselves and others. In this episode, we explore the biblical concept of being fully human as God originally intended—images and likenesses of God, called to image and "verb" humanity into the world. We discuss how understanding our created purpose impacts our view of spirituality, identity, and the fight against spiritual abuse.The biblical foundation of human dignity: imagery and likeness in GenesisThe significance of image-bearing as verb and noun: (re)imagining God into the worldHumanity's role in creation: exercise of sovereignty, rule, and subduing with purposeThe concept of glory and honor: humans crowned when acting as God's imageThe impact of idolatry: exchanging God's glory for created things, resulting in dehumanizationThe recovery of humanity through Christ: becoming conformed to Jesus' image in ongoing transformation Timestamps:00:00 - Welcome and episode overview: rediscovering what it means to be fully human 02:08 - Parental stories and everyday life as reflections of human image-bearers 03:19 - Introducing the series: spiritual abuse and the importance of being fully human 06:06 - How bad religion binds us and takes us away from our true humanity 06:54 - Humanity's broad scope: body, spirit, and all aspects of life as God's image 07:25 - Genesis 1: Making humans in our image and likeness—temple language 08:47 - Image as physical representation of divine power: statues of gods and kings 09:47 - Humanity as living idols: embodying God's character and purposes 10:45 - Humanity's role to rule, subdue, and create potential in creation 12:10 - Purposeful rule: exercising sovereignty and cultivating the world 14:37 - The divine breath and humanity: dirt plus divine spirit 15:32 - Material and immaterial unity: embodying God's spirit and image 16:14 - Humanity's role in worship through work and loving care of creation 17:10 - Names and authority: humans mirroring God's naming as image bearers 19:07 - The human's shared authority with God: law, naming, and rule 20:18 - Doing what God does: image as noun and verb—reflecting and enacting God's character 21:55 - The importance of language: naming and imitating God's creative acts 22:56 - The impact of the fall: losing the image and glory, and the rupture in relationships 24:34 - The shift from image as noun to image as verb: imaging the serpent's wisdom 27:17 - Psalm 8: Humanity crowned with glory when fulfilling divine purposes 29:49 - Romans 1 and 3: Exchanging God's glory for images of creation, resulting in dehumanization and corruption 32:34 - The fall and the wave of idolatry: suffering in bodies and communities 35:09 - Jesus as the perfect human: revealing the true image of God 37:42 - Christ's image as the ultimate image bearer: revealing God's character fully 40:50 - The power of the Gospel: recovering the image and glorifying God in our restored humanity 44:13 - Salvation as the recovery of true humanity, not escape from bodies 45:39 - Practical implications: recovering sexuality, emotion, and purpose in God's image 47:37 - Jesus' ministry as the full embodiment of human image-verbing 50:11 - Community and shame: reclaiming sacredness and dignity 52:30 - The challenges of shame and the path towards wholeness in Christ 55:26 - The importance of seeing ourselves as image bearers: our identity and calling 56:33 - Systems of dehumanization and the collapsing of societal structures 58:29 - Celebrating community and the gift of joyful service in God's image

Last time we spoke about the Japanese offensive at Changsha. In late September 1941, fighting in China had become a brutal struggle of endurance. Japanese forces kept pushing forward, but China—though battered by heavy losses—refused to yield. Help from abroad was slowly beginning to matter. American aid reached China through groups like the Red Cross, and volunteers later associated with the Flying Tigers offered crucial support to Chinese operations. Against this backdrop, Changsha in Hunan became the center of a dangerous autumn campaign. Chiang Kai-shek and the Nationalist leadership treated the city as strategically vital, knowing that its fate could influence the wider course of the war. In the end, the resistance at Changsha showed China's key advantage: resilience. The city's defense helped slow the Japanese advance, break up momentum, and create uncertainty as the campaign continued.   #212 The Autumn Battle of Changsha, 1941 Welcome to the Fall and Rise of China Podcast, I am your dutiful host Craig Watson. But, before we start I want to also remind you this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Perhaps you want to learn more about the history of Asia? Kings and Generals have an assortment of episodes on history of asia and much more  so go give them a look over on Youtube. So please subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry for some more history related content, over on my channel, the Pacific War Channel where I cover the history of China and Japan from the 19th century until the end of the Pacific War. In late September 1941, the war in China had already entered its fifth year. By then the conflict had lost whatever remained of novelty and had settled into something harsher and more exhausting: a long war of attrition fought across enormous distances, under conditions of chronic shortage, strategic uncertainty, and repeated local catastrophe. Japan still possessed formidable military strength. Its armies could strike hard, move fast, and exploit superior firepower, air support, and communications in individual campaigns. Yet the larger shape of the war had begun to change. China had not collapsed. The Nationalist government still stood. Chinese armies, however battered, still held the field. The line between survival and defeat remained dangerously thin, but it had not broken. This was the situation in which the autumn campaign in Hunan and Hubei unfolded.   The struggle around Changsha did not occur in isolation. It belonged to a wider military and political moment. In Europe, the war had already expanded into a continent-wide convulsion. Germany and the Soviet Union were locked in a massive struggle after the German invasion in June. Leningrad was under threat, Kiev had become the scene of disaster, and the approach of the battle for Moscow suggested that still greater bloodshed lay ahead. Stalin had pressed Churchill to open a second front in Europe and had been refused. The global balance of war was shifting, but not yet in any way that guaranteed relief to China.   In Asia, Japan continued to press forward. The pressure on China remained immense. Yet by mid-1941 China's position, though still precarious, no longer looked quite as desperate as it had in earlier years. International sympathy had grown. Material aid, however limited, was beginning to take more concrete form. In July, the American Red Cross sent China medical supplies worth millions of dollars. In August, more than a hundred retired American pilots and mechanics came together to aid China against Japan. The air unit they formed, later celebrated as the Flying Tigers, meant more than aircraft and personnel alone. It signaled that China's war was no longer quite so isolated. That change in atmosphere did not produce calm in Chongqing. It sharpened urgency.   For Chiang Kai-shek, the possibility that the international situation might slowly improve for China carried with it a hard implication: China had to endure long enough to benefit from it. That meant surviving not in abstract terms, but in particular places, against particular offensives, at moments when a local defeat might have consequences far beyond the immediate battlefield. In the autumn of 1941, one of those places was Changsha. Changsha had long occupied an outsized place in the military geography of the war. It stood as the capital of Hunan, a hinge between regions, and a vital position in the defense of central China. Its security affected the Xiang River basin, communications across the province, and the broader defensive posture shielding approaches toward the wartime capital. To lose it, even temporarily, would be more than a symbolic blow. It would threaten the larger balance of the front in south-central China and test whether Japanese offensives could still force dramatic strategic results.   At the same time, the battle for Changsha was not a simple contest between one Chinese army and one Japanese army facing each other across a fixed line. It was part of a larger operational struggle linking the Ninth War Zone with supporting actions from the Third, Fifth, and Sixth War Zones. It involved frontal resistance, hurried reinforcement, mobile defense, rear harassment, and the constant effort to turn Japanese momentum into Japanese overextension. Chinese commanders were trying not merely to survive a blow, but to absorb it, stretch it, and eventually strike back against an enemy whose speed could become a liability once supply lines lengthened and formations dispersed. This was the burden resting on the Military Commission in Chongqing.   There, while reports arrived in fragments and maps were revised hour by hour, Chiang Kai-shek spent long stretches in the operations room watching the situation in Hunan and Hubei develop. He had already ordered the various war zones to support the Ninth War Zone's operations, and now he followed the campaign with intense concentration. His attention moved repeatedly toward reports from the Sixth War Zone and Chen Cheng's counteroffensive toward Yichang, for Yichang was tied not only to local fighting in Hubei but also to the defense of the Yangtze approach and therefore to the security of Chongqing itself. In his mind, Hunan and Hubei had become the focal point of China's war effort in that season.   Meanwhile at the front, the situation was deteriorating fast. Japanese forces pressing into northern Hunan had already imposed severe strain on the Chinese defense. Blocking units had been battered back. Communications were uncertain. Some formations fought stubbornly but could not hold; others dissolved more quickly than hoped. The Japanese advance toward Changsha created exactly the kind of crisis Chinese commanders feared most: one in which the enemy moved with enough force and speed to threaten a major city before a coherent defensive response could be reassembled. Chinese units had to be thrown into action as they arrived, often after exhausting marches, often with incomplete knowledge of the situation, and often under immediate pressure from artillery, aircraft, and aggressive infantry assaults. Yet even at this dangerous stage, the campaign contained an opportunity as well as a threat.   The deeper Japanese units pushed into Hunan, the more exposed their rear became. Supply depots, transport lines, and communications stretched farther behind the spearhead. Chinese formations that had been driven aside were not always destroyed; some remained capable of reappearing to strike roads, depots, and isolated detachments. If Changsha represented the visible center of the struggle, the enemy rear represented its hidden vulnerability. The Chinese aim, therefore, was not simply to defend passively around the city. It was to combine stubborn resistance in front with harassment and disruption behind, so that Japanese advance would become increasingly difficult to sustain. The battle that followed unfolded under these pressures: a threatened city, a strained but unbroken defense, commanders forced to improvise under severe danger, and a wider international war that made every local decision feel heavier than the ground on which it was taken.   This subtle improvement in China's larger situation did not mean safety. China was still battered, under-resourced, and vulnerable. Japanese forces still possessed enormous advantages in mobility, firepower, and air power in many sectors. Large parts of the country remained occupied or threatened. Yet by mid-1941 something in the atmosphere had changed. In July, the American Red Cross sent China medical supplies worth millions of dollars. In August, more than a hundred retired American pilots and mechanics came together to aid China in its struggle against Japan. The air unit they formed would become famous under the name by which China knew them: the Flying Tigers. Their significance exceeded their immediate tactical value. They represented a visible sign that China was not entirely abandoned to isolation.   For Claire Chennault, romantic, aggressive, and optimistic by temperament, the new situation encouraged increasingly bold thoughts. For the first time he included in his planning the idea that Japanese home territory might one day be bombed from bases in China. Such schemes were ambitious and perhaps premature, but their very existence reveals an altered horizon of possibility. A country that imagines striking back is already psychologically in a different position from one concerned only with preventing collapse.     Yichang mattered directly to the fighting in Xiangbei, but it also mattered independently. It was tied to the security of the Yangtze approach and therefore to the defense of Chongqing. It belonged not only to the immediate problem of battlefield maneuver but to the larger question of whether China could do more than absorb Japanese offensives. Could Chinese forces exploit enemy overstretch? Could Japanese advances be turned into liabilities? Could local counterattacks and rear harassment generate effects greater than the raw size of the forces involved? By September 1941, these questions were no longer hypothetical. They were urgent. In Chiang's mind, Hunan and Hubei had become the focal point of China's war effort in that season.   The struggle around Changsha was central to that effort. From Chongqing, Chiang telegraphed Commander Xue Yue of the Ninth War Zone with instructions that made both the danger and the opportunity plain. The message emphasized that the enemy in northern Hunan, though still pressing hard, had already been bravely intercepted by Chinese units and was now exhausted, with lines of advance increasingly difficult to sustain. This, Chiang argued, created an excellent opportunity for Chinese forces to strike at the enemy's rear and seek annihilation rather than mere delay. He urged officers and soldiers alike to remain determined to destroy the enemy. Even if Japanese troops advanced to the vicinity of Changsha itself, Chinese forces were to renew their efforts, maintain their confidence in victory, and prevent the enemy from establishing a foothold.   The telegram also pointed to the broader operational picture. Japanese troops drawn from the sectors of the Fifth and Sixth War Zones had been committed to the invasion of northern Hunan, leaving their rear areas dangerously exposed. The Third, Fifth, and Sixth War Zones had launched supporting offensives on the twenty-third. Therefore, the Ninth War Zone had to strike resolutely and fiercely, preventing the Japanese from coordinating their forces and frustrating any attempt to occupy Changsha. The message was at once exhortation and operational logic. It reflected the core Chinese problem in the campaign: the Japanese thrust was dangerous and had to be blocked, but the very speed and depth of that thrust could also expose the attacker. Yet by the time Chiang sent his instructions, the danger around Changsha was already severe. After the 74th Army had been beaten back, there was no major Chinese force north of the city that could confidently block the Japanese advance in a straightforward, stable line. The Japanese 4th Division, together with the Hayabuchi Detachment, had defeated the 95th Division of the Chinese 37th Army and pushed toward Changsha. The prospect that the city might fall, at least temporarily, was no longer remote.   In response, Xia Chuzhong's 79th Army from the Sixth War Zone was ordered to move toward the city. Its vanguard was Wang Jiaben's 98th Division. That movement was a forced march in the literal sense. It was not a flourish of language but an admission of emergency. Troops were pushed beyond ordinary endurance because there was no time to gather strength under favorable conditions. Changsha could not wait for convenience, rest, or ideal concentration. Either reinforcements arrived in time to fight immediately, or they arrived too late to matter. Wang Jiaben was no stranger to battle. A veteran officer from the Yunnan Army, he had fought the Japanese repeatedly—more than twenty times since the outbreak of the War of Resistance. He belonged to that generation of commanders who had been shaped by the fragmented military politics of Republican China but whose careers were now being rewritten by the national emergency of the anti-Japanese war.   During the First Battle of Changsha, he had already distinguished himself. He led troops in a counterattack along the Tongcheng line in southern Hubei and intercepted retreating Japanese forces at Longmenchang and Changshoujie, killing more than a thousand enemy soldiers. He had experience, reputation, and a sense of what it meant to fight in the Changsha theater. This time he marched from Changde, driving his division forward with all possible speed. By noon on September 26 the 98th Division reached a position about two kilometers northeast of Changsha. There was scarcely time to settle the men. No careful preparation was possible. They had arrived because the city was in danger, and battle began almost at once. At dusk the division engaged the Hayabuchi Detachment.   The fighting continued until late in the night without decisive result. That in itself was costly enough. Troops who have just completed a punishing march are already close to the limits of their endurance. To be thrown immediately into combat magnifies every weakness: thirst, fatigue, confusion, and the difficulty of building fieldworks under pressure. What the soldiers of the 98th Division could do that night, they did with their hands and whatever tools they had. They scraped positions out of the earth. They assembled makeshift cover. Officers moved along the line trying to impose order on terrain that had become a battlefield almost as soon as it was occupied. At dawn on September 27 the Japanese intensified the pressure from the air.   More than twenty aircraft bombed the 98th Division's positions, tearing apart the earthworks that officers and soldiers had spent the night constructing. Bombing had a double effect. Physically, it damaged positions, wounded men, and disrupted preparations. Psychologically, it reminded defenders that they were being observed from above and struck by an enemy against whom they could often do little in the sky. Immediately after the bombing came a fierce infantry assault. Wang Jiaben and several other commanders went down to their respective regiments to supervise the fighting personally. This was dangerous, but under such circumstances commanders often believed that presence itself mattered. When fieldworks are collapsing, shell bursts are continuous, and communications are unreliable, authority must sometimes be carried by a body rather than a wire. The defenders held.   Again and again the Japanese attacked. Again and again they were repulsed only to reorganize and come on once more. Every minute the Chinese line remained in place was bought with blood. Fallen and wounded men were carried rearward in what seemed an endless stream. The cost of resistance accumulated visibly before the eyes of those still fighting. By noon even water could no longer be delivered to the front. That detail reveals the intensity of the battle more clearly than many grander statements could. A line that cannot be supplied even with water has reached a condition of severe strain. During brief pauses in the fighting, officers and soldiers pulled out dry rations and chewed them slowly, swallowing with difficulty while they waited for the next attack. Such moments are among the most characteristic in battle: not the long, smooth continuity imagined in peacetime rhetoric, but brief interludes of miserable necessity between explosions. At two in the afternoon the crisis deepened sharply.   A unit of the Japanese 4th Division worked its way behind the 98th Division's position and attacked from the rear. This was the kind of tactical development every defending commander dreads. A force can endure heavy frontal pressure if its line remains coherent and its rear reasonably secure. But when enemy troops appear behind a position, the entire structure of defense begins to dissolve. There, behind the line, were more than a hundred Chinese wounded awaiting evacuation. Japanese soldiers attacked them with bayonets. One of the wounded Chinese soldiers, already beyond ordinary capacity for resistance, rushed forward and detonated a grenade against a Japanese attacker. It was an act of desperation, but also of defiance. The episode captures something essential about the tone of the battle around Changsha. This was not a neat engagement between organized lines alone. It was a desperate collision in which even the badly wounded were drawn into last resistance. For Wang Jiaben, however, the tactical reality was impossible to deny. If he stayed where he was, the division might be annihilated. Personal courage could not alter encirclement. Resentfully, bitterly, and under the kind of pressure that leaves permanent scars on a commander's memory, he ordered retreat. When he led the survivors off the battlefield, fewer than half his men remained.   Reinforcements from another direction now entered the struggle. The Provisional 2nd Army of the Seventh War Zone dispatched the Provisional 8th Division under Zhang Junsong. At seven in the evening on September 27, Zhang's force arrived at Zuojiatang on the eastern outskirts of Changsha. Personnel of the Ninth War Zone waiting there reported grim news: a Japanese detachment had already entered the city that afternoon, and another detachment was only three kilometers away. The situation invited rashness. A commander arriving near a threatened city at dusk, with reports that the enemy is already inside, may feel compelled to hurl troops forward immediately in a gesture of resolution. Yet night fighting in an urban approach without adequate reconnaissance can turn courage into waste. Zhang Junsong considered the matter carefully. He concluded that to rush blindly into the city at night would likely produce confusion and heavy losses. Instead he first sought to strike the enemy outside the city. His troops deployed quietly and crept forward through the darkness, launching a probing attack. But they soon discovered that the Japanese were fully prepared and not vulnerable to easy surprise. The line could not be broken. With no prospect of success, the force withdrew.   The moment is revealing because it shows how narrow the margin had become. Chinese commanders were trying to recover initiative while still groping through uncertainty. Reports were incomplete, Japanese dispositions difficult to fix, and every hour dangerous. On the evening of September 28, the 79th Army's 6th Provisional Division occupied Yuelu Mountain west of Changsha. From that height officers and soldiers looked across the Xiang River toward the city. Changsha, for the first time, was in Japanese hands. The emotional force of that sight can only be imagined. Changsha had lived for years under threat. It had been defended, contested, prepared, and feared. The possibility of its loss had hovered over military planning and public consciousness alike. Now the danger had become fact. A city that had stood as an object of effort and anxiety was visibly occupied by the enemy. No single feeling could have governed the men who saw it. There must have been anger, shame, weariness, and dread—but also stubbornness. For in war a city seen in enemy hands is not always simply lost. Sometimes it is a summons.   Late that night Zhao Jiping, commander of the 6th Provisional Division, received a telegram from Xue Yue. He read it and then stood before the map for a long time. Days of anxiety began to lift. He was not alone in that reaction. Many Chinese generals involved in the campaign had felt that they were fighting a confused and chaotic battle. Japanese movements had been broad, rapid, and difficult to pin down. The Ninth War Zone had thrown numerous units into blocking actions, yet both well-regarded formations and weaker, improvised units had repeatedly failed to hold. After ten days of combat, Chinese losses were heavy. But Japanese forces too had been worn, stretched, and damaged. Only now, as the Japanese reached the apparent culmination of their advance, did the Ninth War Zone begin to recover rhythm. Chaos did not disappear, but it became more legible. The possibility of a more ordered counteroffensive emerged.   In the early hours of September 29, Zhao Jiping issued the order to force a crossing of the Xiang River and attack the enemy in Changsha. The preparations consumed the entire day. River crossings under combat conditions are among the most delicate operations in war. Boats must be assembled or found. Units must be organized into waves. Timing matters. Surprise matters. The location of landing points matters. The men themselves matter most of all, because they must sit exposed in fragile craft knowing that the real test will begin not in the middle of the river but at the far bank. Late that night the division crossed secretly by boat in six groups. The crossing itself went well enough. The river did not betray them. The groups made progress in darkness. Yet everyone involved understood that smooth movement on the water did not guarantee success. The crucial question was what waited at the landing points. It was expected that the troops going ashore at Daximen would be first to meet the Japanese. Once battle began there, the rest of the crossing accelerated.   Chinese soldiers landed, attacked fiercely, and drove the enemy back from the riverbank. The momentum of the assault mattered. In such moments hesitation on shore can doom an entire crossing, but aggression can seize a foothold before the defender fully stabilizes. By the time Chinese forces entered the city, dawn was breaking. Then came street fighting. Changsha had ceased to be an objective on a map. It became again what cities become in war: a place of corners, walls, alleys, debris, smoke, and sudden death. Fighting in a city strips away much of the abstraction through which campaigns are often remembered. Streets channel movement. Buildings become cover, obstacles, or traps. Distances shrink but danger multiplies. A few men behind masonry can delay many more. Noise magnifies confusion. The city itself seems to fragment into a hundred separate battlefields. For Changsha, the long season of anxious anticipation ended in direct flame.   Yet to understand the campaign only through the struggle at Changsha would be incomplete. While the city drew attention as the central prize, another set of operations was unfolding across Hunan and Hubei—less dramatic in appearance perhaps, but strategically significant. These were the actions of the 27th Army Group under Yang Sen. If the fighting around Changsha demonstrated the pressure of frontal battle, Yang Sen's operations illustrated another principle entirely: the stubborn, opportunistic use of weaker forces to harass, sting, and trouble a stronger enemy from behind. The 27th Army Group was composed largely of Sichuan troops. Their presence speaks to one of the larger political transformations of the war. Republican China had long been fractured by regional militarism. Armies had often owed stronger loyalty to commanders, provinces, or local power structures than to any unified national command. Yet the anti-Japanese war compelled a partial reordering of those loyalties. Many warlord forces, however imperfectly integrated, now turned their weapons outward under Nationalist command.   There were exceptions. Some men, like Han Fuqu, had preserved their own strength at the cost of military responsibility and lost both opportunity and honor in doing so. But in the main, especially among middle and lower-ranking officers and ordinary soldiers, the imperative of national survival overrode provincial identity. Men from distant regions marched and fought in terrains not their own because the war no longer permitted a narrow conception of interest. Yang Sen himself was an old warlord soldier, one of those figures formed in the fractured military world of earlier decades. By 1941 he was deputy commander of the Ninth War Zone and commander-in-chief of the 27th Army Group. Along the Hunan-Hubei-Jiangxi border he had long been cautious in his operations.   At the beginning of the northern Hunan battle, his troops proved unable to withstand the force of the Japanese offensive and retreated in disorder into mountains and forests. That fact should not be softened. They were pushed back. But retreat did not mean disappearance. This is where Yang Sen's role became important. Once the main Japanese force had advanced far ahead, the troops that had scattered began to reemerge. They knew the terrain. They knew the roads, villages, passes, and wooded approaches. If they could not defeat the Japanese in a grand collision, they could search for openings behind the advancing columns.   On September 20, as the Japanese main force drove into the heart of northern Hunan, Yang Sen led elements of the 4th, 58th, and 20th Armies in pursuit for an entire day. The main body of the 4th Army had already been badly beaten at the Xinqiang River line, and only the 60th Division, recently transferred from the 37th Army, remained relatively intact. That single fact sharply defined the weakness of his means. He was not pursuing with fresh and powerful forces prepared for a decisive encounter. He was pursuing with fragments, survivors, and such units as still retained some offensive potential. But the Japanese, intent on rapid advance southward, paid too little attention to what followed behind them. That was the opening Yang Sen needed.   On the morning of September 21, the 60th Division acted on information supplied by an old beggar. Such details often sound almost literary, but they remind us that war in China was never fought by armies alone. Villagers, refugees, peddlers, guides, boatmen, and the destitute all participated in the circulation of military knowledge. A beggar could see what a reconnaissance officer had missed. On the basis of that tip, the 60th Division launched a surprise attack on the supply depot of the Japanese 40th Division at Zhangjiayuan. Division Commander Dong Yu led the action.   The Chinese quickly overwhelmed the more than three hundred Japanese troops guarding the depot. Once they broke in, they discovered an astonishing quantity of matériel: shell boxes, ammunition, food, medicine, gasoline, explosives, protective clothing, telephone wire, body bags, stretchers, and more, all stacked beneath heavy canvas. For men accustomed to scarcity, it must have seemed almost unreal. Dong Yu, delighted, is remembered as exclaiming to his deputy commander, "It's practically a department store!" The line has a momentary comic brightness in the middle of war, and that is part of why it survives. But its deeper significance lies in what it reveals. A modern army advancing deep into hostile territory is sustained by accumulation—ammunition, fuel, wire, medicines, rations, transport materials. To seize such a depot is not merely to take objects. It is to grasp the hidden skeleton of movement. Dong Yu then issued a one-word order: "Move."   At once the whole division became a swarm of carriers. Officers and soldiers grabbed whatever they could and began hauling the captured supplies away. The scene must have been one of extraordinary improvised energy—riflemen transformed into laborers, war reduced for a moment to the brute physical act of lifting, dragging, and carrying. They moved like ants dismantling a storehouse. But there was too much to remove and too little time. Before even two regiments had completed the work, the Japanese returned in force. Enraged, they sent more than a dozen aircraft to bomb the troops carrying off the captured crates, while over a thousand infantrymen rushed in on the ground. Dong Yu immediately ordered the men to abandon what remained and destroy it. Amid deafening explosions, the 60th Division withdrew from Zhangjiayuan. The Japanese pursued hard, driving them back into the mountains before finally stopping. Measured purely in terms of territorial occupation, the action changed little. The Chinese did not hold the depot. They were forced back again. But judged in operational terms, the raid mattered. Supplies had been captured, destroyed, or disrupted. Japanese rear security had been embarrassed. Time and energy had been consumed in response. In a campaign where the Japanese were racing south and depending increasingly on stretched lines, such harassment was not trivial.   After September 23, Yang Sen expanded these efforts. He sent whole divisions to harass the Japanese rear while also dispatching battalions and companies to ambush supply columns and disrupt transport lines. This was not the kind of warfare that produces neat dramatic maps in conventional military histories. The actions were scattered, local, opportunistic, and often inconclusive. Yet precisely for that reason they can be misunderstood. Not every useful military action ends in the destruction of an enemy division. Sometimes its value lies in forcing a stronger opponent to spend attention where he had hoped to spend only momentum. These operations were costly and uncertain. Small Chinese units striking roads and depots risked encirclement or aerial punishment. Yet they possessed one advantage: they did not need to win a grand battle to matter. They needed only to make movement harder, supply more precarious, and the rear less secure.   On September 25, even after the 26th and 37th Armies had suffered defeat elsewhere, Yang Sen gathered the troops that still retained some offensive capacity and launched another attack. In these actions, the 90th Division captured Wukou; the 59th Division reached the north bank of the Miluo River; the 60th Division advanced to Donggang; and elements of the 58th Army controlled the Yuanba–Zheyangqiao highway line by the twenty-sixth. These gains were not the dramatic centerpiece of the campaign. But they formed part of the cumulative pressure on Japanese operations. Every road contested from the rear, every convoy threatened, every depot exposed, and every forced diversion of troops weakened the enemy's ability to convert tactical advance into stable success.   The battlefield was fluid enough that Yang Sen's headquarters itself had to keep moving—from the Miluo River northward to Pingjiang. Mobile headquarters in such conditions lived under constant uncertainty. Reports arrived late or contradictory. Rumors outran facts. The front could bend in unpredictable ways. A command post that seemed safely behind the line in the morning might by afternoon lie only a few kilometers from enemy forces. Years later Mao Jiuyin, who had then served as an operations staff officer under Yang Sen, recalled the old commander's outward behavior in those dangerous days. Yang Sen, Mao remembered, was always joking with the people around him and could still laugh and talk during battle. On one occasion he even joked with his bodyguard about putting chili oil in his tea. To younger staff officers, such behavior appeared almost absurd.   Yet they knew how dangerous their situation often was. Sometimes they were only a few kilometers from the main Japanese forces. There is more than anecdote in this memory. Old commanders often cultivated a style of ease under danger not because they felt no fear, but because they believed visible calm itself was part of command. Men take emotional bearings from those above them. A commander who panics spreads panic faster than any enemy breakthrough. Yang Sen was sixty years old during the Second Battle of Changsha, and he liked to remark that he was five years older than Chiang Kai-shek. Age had not removed him from the front. His function in the campaign was not to shatter the enemy in one decisive frontal blow. It was to persist, reappear, sting, and remain troublesome. The 27th Army Group followed the Japanese nearly all the way to the outskirts of Changsha.   They did not fight many large set-piece engagements. That was never their main value. But the Japanese could not ignore them. If Japanese units turned and tried to hit them directly, they tended to dissolve into the landscape. If the Japanese pushed on and ignored them, they reappeared to sabotage roads, hit supply lines, and create alarms in the rear. Even Japanese official histories later described them memorably. They called them "like a swarm of annoying flies." The phrase was meant as contempt. But as so often happens in war, an insult became an accurate description of effect. If these Chinese troops could not be tigers in formal battle, they could still become intolerable as flies. And under certain conditions—fatigue, heat, uncertainty, stretched supply, shaken morale—flies can become more oppressive than an enemy would like to admit.   When later generations look back on campaigns, they often search for a single explanatory image. But the fighting of September 1941 resists reduction to one symbol alone. What gives the campaign its force in memory is not one isolated episode, but the convergence of several pressures at once: a city under threat, a command trying to coordinate multiple fronts, exhausted reinforcements thrown directly into battle, Japanese forces advancing quickly but becoming increasingly vulnerable the farther they pushed, and Chinese troops in the rear refusing to disappear after defeat. Seen from Chongqing, the campaign was a matter of telegrams, maps, and the management of strategic risk. Seen from the front, it was a matter of thirst, mud, broken fieldworks, sudden bombing, exhausted marching, and the uncertainty of whether the next order meant reinforcement, retreat, or death. Seen from the Japanese side, it was initially an aggressive advance toward an important objective, but one increasingly troubled by stretched supply, difficult terrain, and the persistent reappearance of Chinese forces behind the line of movement.   At the same time, the campaign reveals a Chinese war effort that had become more resilient than in the earliest years of the conflict. The Japanese advance toward Changsha was dangerous and at moments appeared close to success. Chinese blocking forces suffered severe defeats. Units arrived exhausted and were hurled into action at once. Commanders lost men at devastating rates. Changsha itself briefly fell into enemy hands. And yet the city was not simply surrendered as an accomplished fact. Chinese forces regrouped. Orders were coordinated across war zones. Reinforcements marched at desperate speed. Counterattacks were mounted. Forces west of the Xiang prepared and crossed back into the city. Elsewhere, troops under Yang Sen gnawed at the Japanese rear and made advance more costly than a map of front lines alone might suggest. This combination of desperate frontal resistance and incessant rear harassment was one of the characteristic strengths of China's resistance in this stage of the war. China could not always match Japanese power in one concentrated blow. But it could absorb, delay, fragment, and trouble that power across space and time. That is why the struggle around Changsha in late September 1941 deserves to be remembered not merely as a sequence of engagements, but as a layered event in which tactical battle, morale, logistics, political endurance, and international context all converged.   I would like to take this time to remind you all that this podcast is only made possible through the efforts of Kings and Generals over at Youtube. Please go subscribe to Kings and Generals over at Youtube and to continue helping us produce this content please check out www.patreon.com/kingsandgenerals. If you are still hungry after that, give my personal channel a look over at The Pacific War Channel at Youtube, it would mean a lot to me. In late September 1941, Japan pushed deeper into China, but Chinese forces—supported gradually by international help—kept resisting. Changsha in Hunan became the central point of the conflict, seen as vital to strategic control in south-central China. Meanwhile, elsewhere in Hunan and Hubei, Yang Sen's 27th Army Group—often using smaller, opportunistic actions—reappeared behind Japanese lines to disrupt depots and convoys. Even when Chinese gains were temporary, the cumulative pressure delayed Japanese momentum.       

The language of sustainable materials is getting more complicated. Terms like bio-based, bio-sourced, bio-attributed, and USDA BioPreferred® are increasingly common in product literature, but they don't necessarily mean the same thing—or provide the same level of verification. In this ICYMI episode of I Hear Design, we revisit an interiors+sources article that breaks down the terminology designers and specifiers should understand when evaluating renewable material claims. Learn how ASTM D6866 testing helps verify bio-based content, how supply-chain tracking differs from lab verification, and why a higher percentage of renewable content doesn't always tell the full sustainability or performance story. It's a practical primer for design professionals who want to look beyond marketing language, ask better questions, and specify bio-based materials with greater confidence.

This episode of 2Days Denarius focuses on the spiritual goal of FELLOWSHIP for our 2026 mid year goals check up. Yes, it's time to take a look at our devotion to being part of a local New Testament Bible believing church. Also, we must look at how we can improve up our church attendance and ministries that we are, or should be, supporting. There are various other considerations to be looked at, along with some encouragement for listeners to increase participation and looking God's calling in their lives. A goal not refined may not be a good goal at all or neglected far to much to begin with. Let's not run that route! Let's be strongly devoted to our Lord and Savior Jesus Christ and the Great Commission! Theme song “Holy Is the Lord” is used by permission of songwriter/performing artist Pastor Steve Hereford of the Changed By Grace Church in Jacksonville, FL. His inspirational Scripture songs may be found on Spotify, Apple Music, Amazon Music, and many other web streaming services. Search “Steve Hereford.”Your comments are welcome! Send a text my way!2Days Denarius is a Bible believing teaching ministry devoted to the inerrancy, infallibility, and authority of Scripture as our only rule of faith and practice. It also holds to the doctrinal tenets of the London Baptist confession of 1689. This ministry may be reached at 2daysdenarius@gmail.comRon Thomas (MDiv, RBC) is an ordained minister with 25-plus years of ministry experience, 22 serving as an active duty chaplain in our armed services.Material used in this podcast are provided under the educational and commentary provisions of Section 207 of the Fair Use Act of 1976.

Send us Fan MailShow notes:0:00 – Caterina Moruzzi on knowing the needs that standards should respond to1:30 results of the “Authenticity Unmasked” exhibition, part of the CREATEC project sponsored by UK's BRAID (Bridging Responsible AI Divides) and UK Research and Innovation Programme4:00 “Authenticity Unmasked” exhibition with 3 artists responding to how AI is changing authenticity: Georgia Gardner, Kinnari Saraiya, dmstfctn8:00 interdisciplinary aim of BRAID 9:20 “Embracing the Complexities of Authenticity” project13:45 standards should consider the level of diversity and detail creators want included with their work-ex: creator's intent for why they used certain tools 16:30 distributing credit and authorship 17:35 types of authenticity discussed in the Content Authenticities article 19:20 ex: Beethoven 22:40 questions raised by the use of AI to build on works by deceased artists like the Beethoven X: AI project 25:30 Matt Dryhurst and Molly Herdon's project of training AI model on choirs recorded across the UK27:25 change to “originality” definition32:00 US copyright approach and A Single Piece of American Cheese34:40 blockchain use as seen through ORAgen 39:00 pillars of provenance standard – metadata, watermarking and fingerprint41:00 concerns of creatives from economic harm to loss of identity44:00 jurisdictional approaches to generative AI46:50 EU AI Act's mandatory transparency requirements to establish content provenance under code of practice on marking and labeling AI outputs48:45 input of creators on policy like through C2PA community52:45 defining justice for the creative sector: equity of agency and accountability/responsibility 55:40 mark CM hopes to make in her work-to find a proactive approach 59:00 collaborative book project of CM to rethink what the material aspects of creativity mean1:01:00 Stefania Salles Bruins' questions to CM1:03:25 CM: AI versus artistic workshops of artists from Rembrandt to Koons1:07:00 CM: opt out v opt out issues as seen with AI functionality on phones 1:10:00 Emily Gould's comments 1:13:00 AI agents-possible danger of anthropomorphizing AI agents1:16:00 authenticity1:17:00 case study related to responsibility-reporter in war zone who doesn't want certain metadata disclosed as seen with Georgia Gardner's exploration of an author's process when they don't want all info disclosed1:19:20 face value of ‘responsibility' in regard to liability and the ability to receive feedback on your work from the environment such as critics even if you don't disclose your identity1:21:30 what creativity is, what a work of art is1:25:20 SSB: Tolstoy's definition of great art as requiring universality, sincerity and specificityPlease share your comments and/or questions at stephanie@warfareofartandlaw.comMusic by Toulme.To hear more episodes, please visit Warfare of Art and Law podcast's website.To leave questions or comments about this or other episodes of the podcast and/or for information about joining the 2ND Saturday discussion on art, culture and justice, please message me at stephanie@warfareofartandlaw.com. Thanks so much for listening!This podcast and its content may not be used for training or developing AI systems without permission.© Stephanie Drawdy [2026]

Eli Drinkwitz sound. He's got more Kansas jokes. Cam showering with Yogi Berra. Athletes going off to war.Cam's favorite interview. Hockey players as golfers. EMOTD winnerSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Kelsey from NPBC brings Dr. Greenthumb to a whole new level with this Triple Dry Hopped West Coast IPA called Dank Material. A beer this light in body and that has a hop list as long as it does should not be this drinkable. Dank Material hits with big hop flavor and Kelsey has an awesome pairing idea from the kitchen.

Thu, 23 Jul 2026 20:00:00 GMT http://relay.fm/material/577 http://relay.fm/material/577 Andy Ihnatko and Florence Ion More Android XR and foldable devices are on the way, just as Google quadruples its profits. More Android XR and foldable devices are on the way, just as Google quadruples its profits. clean 3225 More Android XR and foldable devices are on the way, just as Google quadruples its profits. Links and Show Notes: Samsung & Google's first Android XR glasses have 9-hour battery life Samsung's Galaxy Z Fold 8 Is for Everyone Who Can't Stop Scrolling Google Gemini launch delayed as tech falls short of internal goals, Bloomberg News reports S

Worldly riches are deceiving

Geoff Fowler is the Head of public engagement, Youth AI Safety Institute, Common Sense Media. He joins Megan with a look at a new report on AI-generated images. The institute conducted a national survey of teens, half of them have seen AI-generated sexual images and a quarter of it was of themselves. Where are they seeing it? A 'vast majority were seeing it in their social media feeds,' and group chats with friends says Fowler. 66% said they were scared of a deep-fake being created of themselves, Folwer tells Lynch. (Photo by Scott Olson/Getty Images)

In tonight's Australian Stock Market Show, Dale, Fil and Pedro break down the Material sector and what the best stocks to buy now.

We endure the ravages of time to deliver you this exhausted Supplementary Material. Bowed but never broken, the decoders persist.The full episode is available to Patreon subscribers (Full Episode: 2hr 20 mins)Join us at: https://www.patreon.com/DecodingTheGurusSupplementary Material 5300:23 Introduction: Matthew the Succulent's Post-Holiday Report02:15 Pickle Ball Injuries & Bouldering Curses07:40 They Won't Let You Talk about Middle-Aged Sports Injuries08:37 New AI Models09:31 Cory Doctorow, Trevor Noah, and Confirmation Bias23:45 The Glorious Past and the Terrible Present28:28 The Horror of Tinned Asparagus30:26 The Collapse of Industries & Stores36:16 Negativity Bias37:11 AI Prompting 10144:30 AI and Research Applications50:28 Nigel Farage vs Count Binface59:10 Nigel Farage Knighted on Russia Today01:02:53 Hasan's Advice for Ukrainians01:07:51 Russian Apologetics01:13:32 Vlad Vexler and soft Anti-Vaxx rhetoric01:19:35 Guru Red Flags01:23:48 Bret Weinstein in 2020 on Vaccines01:28:53 Gary vs Piers Morgan01:30:58 Piers Morgan being a blustering idiot about Elon Musk01:36:55 Gary's Pitch01:41:55 Alternative Tax Proposals01:46:18 Matt and Chris' Economics01:47:22 Gary's Wealth01:52:07 Piers the sleazy liar01:55:25 Gary is the best inequality economist in the UK01:57:08 Gary's Predictions02:00:40 Gary is Very Tired02:07:14 A message from anyone else to finish?02:14:25 Final Takeaways02:16:55 Matt attempts to wrangle another holidayLinksThe Verge: China delivers a one-two punch to America's AI dominance What Now? with Trevor Noah: Why Google, Apple & Big Tech Keep Making Everything Worse — Cory Doctorow and Trevor NoahBaumeister, R. F., Bratslavsky, E., Finkenauer, C., & Vohs, K. D. (2001). Bad is stronger than good. Review of general psychology, 5(4), 323-370.Count Binface on BBC Morning Live — full interviewCount Binface on NewsnightHasan offers Ukraine his advice to “give peace a try”Report on polling from Ukraine in 2025 that does not show what Hasan claimsReport on more recent polling that still does not show what Hasan claimsVlad Vexler tweets about vaccinesBret's Tweets in 2020 on Vaccines (and here)Chris noting Bret's anti-vaccine rhetoric in 2020 (see the comments under the tweet)Kyiv International Institute of Sociology: Ukrainian views on exchanging Donbas for security guaranteesDecoding Academia 34: Matt and Chris' EconomicsPiers Morgan Uncensored: “I'm QUITTING!” Gary Stevenson vs Piers Morgan on Wealth, Economic Growth & Elon Musk

Occult Louisiana https://tubitv.com/movies/100015339/the-forbidden-documentary-occult-louisianaForbidden Knowledge Network https://forbiddenknowledge.news/ FKN Link Treehttps://linktr.ee/FKNlinksMake a Donation to Forbidden Knowledge News https://www.paypal.me/forbiddenknowledgenehttps://buymeacoffee.com/forbiddenFKN Merch!https://galactecfire.com/fkn/We are back on YouTube! https://youtube.com/@forbiddenknowledgenews?si=XQhXCjteMKYNUJSjBackup channelhttps://youtube.com/@fknshow1?si=tIoIjpUGeSoRNaEsDoors of Perception is available now on Amazon Prime!https://watch.amazon.com/detail?gti=amzn1.dv.gti.8a60e6c7-678d-4502-b335-adfbb30697b8&ref_=atv_lp_share_mv&r=webDoors of Perception official trailerhttps://youtu.be/F-VJ01kMSII?si=Ee6xwtUONA18HNLZListen to Forbidden Knowledge News on clearair.fm every Tuesday, Thursday, and Saturday 12:15pm CSThttps://clearair.fm/Pick up Independent Media Token herehttps://www.independentmediatoken.com/Be prepared for any emergency with Prep Starts Now!https://prepstartsnow.com/discount/FKNStart your microdosing journey with BrainsupremeGet 15% off your order here!!https://brainsupreme.co/FKN15Book a free consultation with Jennifer Halcame Emailjenniferhalcame@gmail.comFacebook pagehttps://www.facebook.com/profile.php?id=61561665957079&mibextid=ZbWKwLWatch The Forbidden Documentary: Occult Louisiana on Tubi: https://link.tubi.tv/pGXW6chxCJbC60 PurplePowerhttps://go.shopc60.com/FORBIDDEN10/or use coupon code knowledge10Johnny Larson's artworkhttps://www.patreon.com/JohnnyLarsonSign up on Rokfin!https://rokfin.com/fknplusPodcastshttps://www.spreaker.com/show/forbiddenAvailable on all platforms Support FKN on Spreaker https://spreaker.page.link/KoPgfbEq8kcsR5oj9FKN ON Rumblehttps://rumble.com/c/FKNpGet Cory Hughes books!Lee Harvey Oswald In Black and White https://www.amazon.com/dp/B0FJ2PQJRMA Warning From History Audio bookhttps://buymeacoffee.com/jfkbook/e/392579https://www.buymeacoffee.com/jfkbookhttps://www.amazon.com/Warning-History-Cory-Hughes/dp/B0CL14VQY6/ref=mp_s_a_1_1?crid=72HEFZQA7TAP&keywords=a+warning+from+history+cory+hughes&qid=1698861279&sprefix=a+warning+fro%2Caps%2C121&sr=8-1https://coryhughes.org/Our Facebook pageshttps://www.facebook.com/forbiddenknowledgenewsconspiracy/https://www.facebook.com/FKNNetwork/Instagram @forbiddenknowledgenews1@forbiddenknowledgenetworkXhttps://x.com/ForbiddenKnow10?t=uO5AqEtDuHdF9fXYtCUtfw&s=09Email Forbidden Knowledge News forbiddenknowledgenews@gmail.comsome music thanks to:https://www.bensound.com/ULFAPO3OJSCGN8LDDGLBEYNSIXA6EMZJ5FUXWYNC6WJNJKRS8DH27IXE3D73E97DC6JMAFZLSZDGTWFIBecome a supporter of this podcast: https://www.spreaker.com/podcast/forbidden-knowledge-news--3589233/support.

The alleged suspect of an explosion outside of a federal building in New York City was carrying "anti-ICE" material. Plus, is Iran turning into Trump's forever war? Also, Trump announces new tariffs against Canada. What it could mean for the affordability crisis.  Learn more about your ad choices. Visit podcastchoices.com/adchoices

This episode featured a conversation with Rahul Sonpimple, founder of the All-India Independent Scheduled Castes Association. Our conversation began with Rahul's conception of Indian history and the place of anti-caste struggle within it. We delved further into Rahul's own understanding of “anti-caste” as deeply rooted in Ambedkar's own argument about the necessity of force in emancipatory social transformation. Rahul was especially forthright about the political cost of elevating meekness as a moral condition, a choice that he associates with the rise of a Dalit middle class focused primarily on securing its own representational authority. This took us to a discussion of the need for an independent and consolidated Dalit politics rooted in the lives of the Dalit poor with sufficient leverage to negotiate terms with the state. The last part of the episode focused on Rahul's critique of both Ambedkarites and Indian Marxists for their disregard of caste as a material question. He spoke at particular length about the failure of Indian Marxists to advance a materalist critique of caste and how their analytical separation of caste and class has played into the hands of the Hindu Right. We ended the episode with Rahul laying out his own definition of Ambedkarism as a material and spiritual politics that recognizes the Dalit poor as a revolutionary class with the potential to rebuild society. Read the transcript here Guest Rahul Sonpimple is author and founder of the All-India Independent Scheduled Castes Association. References B.R. Ambedkar, The Buddha and his Dhamma, 1957. B.R. Ambedkar, Small Holdings in India and their Remedies, 1918. B.R. Ambedkar, Buddha or Karl Marx, 1956. B.R. Ambedkar, “Mr. Russell and the Reconstruction of Society,” 1916. Rahul Sonpimple, “Against Hindu Rashtra: Ambedkar's Buddhist Rashtra as Nation,” The Ambedkarian Chronicle, May 4, 2026. Rahul Sonpimple, “Remembering Babasaheb Ambedkar: The Unfinished Task of Burying Manu,” The Ambedkarian Chronicle, April 14, 2026. Rahul Sonpimple, “Kanshi Ram Sahab: Beyond Bureaucratic Dalit Passivity,” The Ambedkarian Chronicle, March 15, 2026. Rahul Sonpimple, “Spontaneity in Ambedkar: Beyond the Passivity of Popular Dalit Discourse,” The Ambedkarian Chronicle, April 16, 2025. Rahul Sonpimple, “The End of Independent Ambedkarite Dalit Politics?” Round Table India, July 12, 2024. Rahul Sonpimple, “Dalit conversions: An act of rebellion against caste supremacy,” Al Jazeera, 14 June 2018. Himsa and ahimsa are foundational ethical concepts in Buddhism. Himsa refers to injury, harm, or violence and ahimsa to non-harming, non-violence, or compassion. Ambedkar critiqued extreme, blanket doctrines of ahimsa as unworkable and often hypocritical. Chokhamela was a saint-poet from Maharashtra, India who belonged to the Mahar caste and was a devotee of Vitthala. Bhakt: devotee Vitthala: Hindu deity worshipped mainly in the states of Maharashtra and Karnataka as an avatar of Vishnu. Kabir and Ravidas: medieval poet-saints who were part of the Bhakti movement (7th-17th century), which emphasized devotion to a personal god, rather than rituals and scriptural knowledge, as the path to spiritual liberation. Samata Sainik Dal: a social organization founded by B. R. Ambedkar in 1927 with the objective of safeguarding the rights of all oppressed sections of Indian society. Bhima Koregaon: a village in Maharashtra that was the site of an 1818 battle between the army of Peshwa Baji Rao II and an East India Company force comprised mainly of Mahars, a Dalit caste. This battle has attained legendary status for Dalits who view it as a victory of Mahars over the Brahminical Peshwas. Baniya: refers to mercantile castes primarily from the states of Rajasthan and Gujarat. Kanshi Ram: Indian social reformer and politician who founded the All India Backwards and Minorities Communities Employees' Federation (BAMCEF) in 1971 and the Bahujan Samaj Party in 1984. Jogendra Nath Mandal: Bengali politician and Dalit leader who held the law portfolio in the 1946-47 Interim Government of India and served as the Minister of Law and Labor in Pakistan from 1947-50. Rajah: M.C. Rajah was a Tamil politician and Dalit leader who served on the Madras Legislative Council in the 1920s and founded the All India Depressed Classes Association in 1925. Kamble: B.C. Kamble was a Marathi politician and Dalit leader who led the Republican Party of India for decades. BAMCEF: All India Backwards and Minorities Communities Employees' Federation UGC Bill: officially the University Grants Commission (Promotion of Equity in Higher Education Institutions) Regulations, 2026, is a set of regulations aimed at ending discrimination against marginalized communities in higher education. Following widespread protests and a public interest litigation (PIL), the Supreme Court of India stayed the regulations in January 2026. Bhagwa kapda: saffron clothing Scheduled Caste Federation: a political organization founded in 1942 by Dr. B. R. Ambedkar dedicated to advocating for the rights and political self-representation of the Dalit community. Republican Party of India: a political party established by Dr. B. R. Ambedkar in 1956. PESA: Panchayats Extension to Scheduled Areas (PESA) Act, 1996 is a landmark legislation enacted by the Government of India to ensure self-governance for tribal communities living in Fifth Schedule Areas. Manusmriti: a text that served as a foundational legal and societal framework in ancient India. EWS: refers to the Economically Weaker Section, a government classification referring to those within the unreserved (general) category eligible for a 10% quota in government jobs and educational admissions. Karan Johar: an Indian filmmaker, producer and television personality. Dharavi: a residential area in Mumbai (Bombay) considered one of the world's largest slums. Adani: Gautam Adani is an Indian billionaire and chairperson of the multinational conglomerate, the Adani Group. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/new-books-network

This episode featured a conversation with Rahul Sonpimple, founder of the All-India Independent Scheduled Castes Association. Our conversation began with Rahul's conception of Indian history and the place of anti-caste struggle within it. We delved further into Rahul's own understanding of “anti-caste” as deeply rooted in Ambedkar's own argument about the necessity of force in emancipatory social transformation. Rahul was especially forthright about the political cost of elevating meekness as a moral condition, a choice that he associates with the rise of a Dalit middle class focused primarily on securing its own representational authority. This took us to a discussion of the need for an independent and consolidated Dalit politics rooted in the lives of the Dalit poor with sufficient leverage to negotiate terms with the state. The last part of the episode focused on Rahul's critique of both Ambedkarites and Indian Marxists for their disregard of caste as a material question. He spoke at particular length about the failure of Indian Marxists to advance a materalist critique of caste and how their analytical separation of caste and class has played into the hands of the Hindu Right. We ended the episode with Rahul laying out his own definition of Ambedkarism as a material and spiritual politics that recognizes the Dalit poor as a revolutionary class with the potential to rebuild society. Read the transcript here Guest Rahul Sonpimple is author and founder of the All-India Independent Scheduled Castes Association. References B.R. Ambedkar, The Buddha and his Dhamma, 1957. B.R. Ambedkar, Small Holdings in India and their Remedies, 1918. B.R. Ambedkar, Buddha or Karl Marx, 1956. B.R. Ambedkar, “Mr. Russell and the Reconstruction of Society,” 1916. Rahul Sonpimple, “Against Hindu Rashtra: Ambedkar's Buddhist Rashtra as Nation,” The Ambedkarian Chronicle, May 4, 2026. Rahul Sonpimple, “Remembering Babasaheb Ambedkar: The Unfinished Task of Burying Manu,” The Ambedkarian Chronicle, April 14, 2026. Rahul Sonpimple, “Kanshi Ram Sahab: Beyond Bureaucratic Dalit Passivity,” The Ambedkarian Chronicle, March 15, 2026. Rahul Sonpimple, “Spontaneity in Ambedkar: Beyond the Passivity of Popular Dalit Discourse,” The Ambedkarian Chronicle, April 16, 2025. Rahul Sonpimple, “The End of Independent Ambedkarite Dalit Politics?” Round Table India, July 12, 2024. Rahul Sonpimple, “Dalit conversions: An act of rebellion against caste supremacy,” Al Jazeera, 14 June 2018. Himsa and ahimsa are foundational ethical concepts in Buddhism. Himsa refers to injury, harm, or violence and ahimsa to non-harming, non-violence, or compassion. Ambedkar critiqued extreme, blanket doctrines of ahimsa as unworkable and often hypocritical. Chokhamela was a saint-poet from Maharashtra, India who belonged to the Mahar caste and was a devotee of Vitthala. Bhakt: devotee Vitthala: Hindu deity worshipped mainly in the states of Maharashtra and Karnataka as an avatar of Vishnu. Kabir and Ravidas: medieval poet-saints who were part of the Bhakti movement (7th-17th century), which emphasized devotion to a personal god, rather than rituals and scriptural knowledge, as the path to spiritual liberation. Samata Sainik Dal: a social organization founded by B. R. Ambedkar in 1927 with the objective of safeguarding the rights of all oppressed sections of Indian society. Bhima Koregaon: a village in Maharashtra that was the site of an 1818 battle between the army of Peshwa Baji Rao II and an East India Company force comprised mainly of Mahars, a Dalit caste. This battle has attained legendary status for Dalits who view it as a victory of Mahars over the Brahminical Peshwas. Baniya: refers to mercantile castes primarily from the states of Rajasthan and Gujarat. Kanshi Ram: Indian social reformer and politician who founded the All India Backwards and Minorities Communities Employees' Federation (BAMCEF) in 1971 and the Bahujan Samaj Party in 1984. Jogendra Nath Mandal: Bengali politician and Dalit leader who held the law portfolio in the 1946-47 Interim Government of India and served as the Minister of Law and Labor in Pakistan from 1947-50. Rajah: M.C. Rajah was a Tamil politician and Dalit leader who served on the Madras Legislative Council in the 1920s and founded the All India Depressed Classes Association in 1925. Kamble: B.C. Kamble was a Marathi politician and Dalit leader who led the Republican Party of India for decades. BAMCEF: All India Backwards and Minorities Communities Employees' Federation UGC Bill: officially the University Grants Commission (Promotion of Equity in Higher Education Institutions) Regulations, 2026, is a set of regulations aimed at ending discrimination against marginalized communities in higher education. Following widespread protests and a public interest litigation (PIL), the Supreme Court of India stayed the regulations in January 2026. Bhagwa kapda: saffron clothing Scheduled Caste Federation: a political organization founded in 1942 by Dr. B. R. Ambedkar dedicated to advocating for the rights and political self-representation of the Dalit community. Republican Party of India: a political party established by Dr. B. R. Ambedkar in 1956. PESA: Panchayats Extension to Scheduled Areas (PESA) Act, 1996 is a landmark legislation enacted by the Government of India to ensure self-governance for tribal communities living in Fifth Schedule Areas. Manusmriti: a text that served as a foundational legal and societal framework in ancient India. EWS: refers to the Economically Weaker Section, a government classification referring to those within the unreserved (general) category eligible for a 10% quota in government jobs and educational admissions. Karan Johar: an Indian filmmaker, producer and television personality. Dharavi: a residential area in Mumbai (Bombay) considered one of the world's largest slums. Adani: Gautam Adani is an Indian billionaire and chairperson of the multinational conglomerate, the Adani Group. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/critical-theory

This episode featured a conversation with Rahul Sonpimple, founder of the All-India Independent Scheduled Castes Association. Our conversation began with Rahul's conception of Indian history and the place of anti-caste struggle within it. We delved further into Rahul's own understanding of “anti-caste” as deeply rooted in Ambedkar's own argument about the necessity of force in emancipatory social transformation. Rahul was especially forthright about the political cost of elevating meekness as a moral condition, a choice that he associates with the rise of a Dalit middle class focused primarily on securing its own representational authority. This took us to a discussion of the need for an independent and consolidated Dalit politics rooted in the lives of the Dalit poor with sufficient leverage to negotiate terms with the state. The last part of the episode focused on Rahul's critique of both Ambedkarites and Indian Marxists for their disregard of caste as a material question. He spoke at particular length about the failure of Indian Marxists to advance a materalist critique of caste and how their analytical separation of caste and class has played into the hands of the Hindu Right. We ended the episode with Rahul laying out his own definition of Ambedkarism as a material and spiritual politics that recognizes the Dalit poor as a revolutionary class with the potential to rebuild society. Read the transcript here Guest Rahul Sonpimple is author and founder of the All-India Independent Scheduled Castes Association. References B.R. Ambedkar, The Buddha and his Dhamma, 1957. B.R. Ambedkar, Small Holdings in India and their Remedies, 1918. B.R. Ambedkar, Buddha or Karl Marx, 1956. B.R. Ambedkar, “Mr. Russell and the Reconstruction of Society,” 1916. Rahul Sonpimple, “Against Hindu Rashtra: Ambedkar's Buddhist Rashtra as Nation,” The Ambedkarian Chronicle, May 4, 2026. Rahul Sonpimple, “Remembering Babasaheb Ambedkar: The Unfinished Task of Burying Manu,” The Ambedkarian Chronicle, April 14, 2026. Rahul Sonpimple, “Kanshi Ram Sahab: Beyond Bureaucratic Dalit Passivity,” The Ambedkarian Chronicle, March 15, 2026. Rahul Sonpimple, “Spontaneity in Ambedkar: Beyond the Passivity of Popular Dalit Discourse,” The Ambedkarian Chronicle, April 16, 2025. Rahul Sonpimple, “The End of Independent Ambedkarite Dalit Politics?” Round Table India, July 12, 2024. Rahul Sonpimple, “Dalit conversions: An act of rebellion against caste supremacy,” Al Jazeera, 14 June 2018. Himsa and ahimsa are foundational ethical concepts in Buddhism. Himsa refers to injury, harm, or violence and ahimsa to non-harming, non-violence, or compassion. Ambedkar critiqued extreme, blanket doctrines of ahimsa as unworkable and often hypocritical. Chokhamela was a saint-poet from Maharashtra, India who belonged to the Mahar caste and was a devotee of Vitthala. Bhakt: devotee Vitthala: Hindu deity worshipped mainly in the states of Maharashtra and Karnataka as an avatar of Vishnu. Kabir and Ravidas: medieval poet-saints who were part of the Bhakti movement (7th-17th century), which emphasized devotion to a personal god, rather than rituals and scriptural knowledge, as the path to spiritual liberation. Samata Sainik Dal: a social organization founded by B. R. Ambedkar in 1927 with the objective of safeguarding the rights of all oppressed sections of Indian society. Bhima Koregaon: a village in Maharashtra that was the site of an 1818 battle between the army of Peshwa Baji Rao II and an East India Company force comprised mainly of Mahars, a Dalit caste. This battle has attained legendary status for Dalits who view it as a victory of Mahars over the Brahminical Peshwas. Baniya: refers to mercantile castes primarily from the states of Rajasthan and Gujarat. Kanshi Ram: Indian social reformer and politician who founded the All India Backwards and Minorities Communities Employees' Federation (BAMCEF) in 1971 and the Bahujan Samaj Party in 1984. Jogendra Nath Mandal: Bengali politician and Dalit leader who held the law portfolio in the 1946-47 Interim Government of India and served as the Minister of Law and Labor in Pakistan from 1947-50. Rajah: M.C. Rajah was a Tamil politician and Dalit leader who served on the Madras Legislative Council in the 1920s and founded the All India Depressed Classes Association in 1925. Kamble: B.C. Kamble was a Marathi politician and Dalit leader who led the Republican Party of India for decades. BAMCEF: All India Backwards and Minorities Communities Employees' Federation UGC Bill: officially the University Grants Commission (Promotion of Equity in Higher Education Institutions) Regulations, 2026, is a set of regulations aimed at ending discrimination against marginalized communities in higher education. Following widespread protests and a public interest litigation (PIL), the Supreme Court of India stayed the regulations in January 2026. Bhagwa kapda: saffron clothing Scheduled Caste Federation: a political organization founded in 1942 by Dr. B. R. Ambedkar dedicated to advocating for the rights and political self-representation of the Dalit community. Republican Party of India: a political party established by Dr. B. R. Ambedkar in 1956. PESA: Panchayats Extension to Scheduled Areas (PESA) Act, 1996 is a landmark legislation enacted by the Government of India to ensure self-governance for tribal communities living in Fifth Schedule Areas. Manusmriti: a text that served as a foundational legal and societal framework in ancient India. EWS: refers to the Economically Weaker Section, a government classification referring to those within the unreserved (general) category eligible for a 10% quota in government jobs and educational admissions. Karan Johar: an Indian filmmaker, producer and television personality. Dharavi: a residential area in Mumbai (Bombay) considered one of the world's largest slums. Adani: Gautam Adani is an Indian billionaire and chairperson of the multinational conglomerate, the Adani Group. Learn more about your ad choices. Visit megaphone.fm/adchoices Support our show by becoming a premium member! https://newbooksnetwork.supportingcast.fm/anthropology

As a nurse with MS, I’m interviewed about AI’s real role in care: pattern recognition, human-in-the-loop skepticism, and the Three T’s and Two C’s framework. Click here to view the printable newsletter. More readable than a transcript. Click here for a verbatim transcript Summary I sit in the guest chair on Practical AI in Healthcare with Steve Labkoff. I walk through my experience feeding my own symptom logs, lab results, and ten years of clinician notes into an AI LLM: a physical therapy referral I needed and hadn’t scheduled, a medication side effect my neurologist later confirmed, and a rating scale buried in my chart that no one had surfaced. I describe the less impressive side: the four-pound box of unsorted paper my primary care practice mailed me and the 296 pages of unsearchable PDFs I got back from another system in fifteen minutes. Along the way, I lay out my framework for judging any digital health tool, the Three T’s and Two C’s: time, trust, talk, control, and connection, and explain why I insist on keeping humans in the loop even though the research on that is more complicated than people assume. This isn’t a pitch for AI in healthcare. It’s a working nurse and patient’s honest field report. What’s your experience been feeding your own health data into an AI LLM? Tell us in the comments. Episode Transcript Proem I usually ask the questions. This time I'm the guest. I met Drs. Steve Labkoff and Leon Rozenblit a couple of years ago at a DCI Network conference. They host Practical AI in Healthcare, a show I've listened to steadily, though it creates more tension for me than any other podcast I keep coming back to. Usually, I jettison podcasts that do that. I stay with this one because I approach AI in healthcare the way I approach best health; I'm an N of one and resist generalizing, while most guests do a fair amount of it. I bristle at most of them, wanting the shades of gray that reflect deep understanding. In four of 33 episodes, the guest has had lived experience: ePatient Dave DeBronkart, Amy Price, Hugo Campos, and me. I invited Steve and Leon to join my virtual Reckoning group, which I've hosted since 2019. We give podcasters warm critiques of selected episodes: the kind of feedback you give when you've made a hundred mistakes yourself, can spot them quickly in someone else's cut, and have endless thoughts about production, audience, dissemination, and life. They took the critique well. When Steve later asked me to come on his show to talk about how I use AI, not the theory but the daily grind, I readily agreed. They let me publish it here unchanged, apart from this Proem and Reflection. I struggled to prepare for this conversation. I wanted to wear all my hats, but had to narrow my focus to two. I chose my lived experience and nurse hats. Underneath it all was the question I keep circling back to. Not a cure. Best health, the most function, and Hello, and welcome to this week’s edition of Practical AI in Healthcare. My name is Dr. Steven Lapcoff, and this week I’m actually on my own because my partner, Dr. Leon Rosenblatt, is actually on spring break with his kids, so I am covering for him and he’ll be back in the next week. This week we have a guest who we met at a conference in Boston a few months ago at the Beth Israel at the DCI network. Steven Labkoff: We have Danny van Leeuwen. Danny is a nurse. He has background in giving actual physical care to patients. He actually runs his own podcast called Health Hats, the Podcast, and he’s been using AI in both his personal life and in his professional life very extensively. Also, Danny has a significant medical condition, and I’ll let him explain that in the course of the discussion because it’s with that lens that we got introduced at our patient-centric AI conference, and that’s why we thought it’d be a good idea to have Danny come and have a chat with us. So welcome to the podcast, Danny. How are you today? Health Hats: I’m good. Thank you. Thanks for having me. I appreciate it. Steven Labkoff: So Danny, as you probably have heard because you’ve helped us with our podcast, and for that I want to say thank you. For those who are listening in, Danny runs actually a group that actually helps folks running podcasts improve their podcasts, and he’s had Leon and I on many times to listen to critiques and feedback, and it’s been very, very helpful. Danny, we often start our podcast with asking for folks’ origin stories, like how did they get their cape and their superhero tights. What did you do to get you to this point in your life? And just tell us the background of what brought you here. Health Hats: Oh, thanks. So I’m a child of Holocaust survivors, and my parents– when I was young, my parents were active in the civil rights and fair housing movement in the ’60s. And when I was 16 and I was thinking about the war in Vietnam and worried about getting drafted, I wanted to learn what I could learn about the draft and how I could protect myself and manage. And I went to a church in downtown Detroit, and I went for a session of draft counseling as, you know, a little precocious at 16, and I found it fascinating, and they found me fascinating, and they encouraged me to become a draft counselor. And so I, uh, I actually took their course and became a draft counselor, and what I learned is that you change systems from the inside, not the outside. And I learned how the sausage was made, and that, uh, really pointed me in a direction. The way I got into nursing is really because I didn’t want to cut my hair I had an opportunity for a job at one point, and I could have read water meters or become an aide at the Detroit Psychiatric Institute. And reading water meters paid more, but I didn’t wanna cut my hair, so I got the job as, as nurse’s aide. And while I was there, they introduced me to the idea of going to nursing school, which was amazing. Steven Labkoff: It was more– You got paid more to read meters, water meters, than you did- Health Hats: Yes. Steven Labkoff: That’s unbelievable. Life gives you some real interesting turns and twists, doesn’t it? Health Hats: It does. And I was really fortunate because my first jobs in nursing were in physical rehabilitation and home care. I just happened to be in a place where the Holyoke Visiting Nurses was dying to hire a guy, and I was a brand-new nurse, and they ended up hiring me. And so my first introduction to nursing was not in acute care. It was in home care, and actually, I was the first male public health nurse in Western Massachusetts in 1976. And really, what I learned there was that most healthcare does not occur in the medical system. It occurs outside the medical system. And so when I ended up getting into medical care, it was always so interesting to me that everybody there thought this is where, you know, health happened, which it doesn’t. So over the 20 years of working as a nurse, I’ve worked in, other than the rehab and home care, I’ve worked in the emergency department, I’ve worked in ICU, I worked in pediatrics, behavioral health. And after about 15, 20 years, I shifted from becoming a student of individual health to a student o- of organizational health. And what I mean by that is I got into performance improvement. I led a couple of electronic health record implementations. I had a couple of gigs in the C-suite. I did some consulting. Now, in 2009, I was diagnosed with multiple sclerosis, and when I was diagnosed, I learned that I had had it for 25 years. And since my father died young, he died at 45 when I was 19 of his second heart attack, and so every time I would have some kind of episode, I would get a cardiac workup. And by the time the cardiac workup was done, you know, the episode was over, and this went on two, three, four times a year for a long time. And there was a pattern there, and nobody was connecting the dots for 25 years. That’s very important to me because the pattern of what was going on was in my records for 25 years, but nobody had synthesized it. Steven Labkoff: Yeah, they may have been biased, right? Because of your family history and having these episodes, you know, as a clinician, you get very biased by family history, and that can actually lead you down roads which may not be correct, and it sounds like that’s precisely what happened with you. Health Hats: So I’ve– I wanna bring in the caregiver role because I have been a caregiver for my grandmother, my mother, and a son in their end-of-life journeys. So I’ve been on many sides of very difficult decisions. As you said, that my shtick is health hats, and I’m health hats because I’m a patient, I’m a caregiver, I’m a nurse, I’m an advocate, I’m an informaticist, I’m a podcast host. I wear a lot of hats. And wearing many hats has gotten me a seat at many tables because they can check off boxes. When it was really different to be bringing patients o-on board, I was an easy choice. Uh, I was at the table for technical expert panels at CMS, at National Academy of Medicine, at AHRQ, National Quality Forum, PCORI, Patient-Centered Outcomes Research Institute. But really, I wasn’t really there in it for the seat itself. My goal was always to open seats for people who weren’t there yet Now let’s build the bridge, since this is a podcast about AI, let’s build that little bit of that bridge. So my first, like, serious experience with– Well, I don’t know about my first. I was involved in something that you probably are familiar with, which was the Blue Button Plus program, and my goal in that, I was there both as a patient and as somebody who was working with people with disabilities. I, I was VP of quality for an organization that supported about 40,000 people with disabilities. And my goal for that couple of years of weekly or every other week, I can’t remember, calls was, uh, to add a f- a caregiver field to the data set, and to also introduce the idea that what people needed was information that would be able to say what works for me when I’m in pain and what works for me when I’m afraid, which was an issue for me, and it was an issue for the organization that I was working with at the time. Now, I have to say that the caregiver field got added, so I felt some success in that. But as a nurse leader in the informatics group I was part of, really they were only interested in putting a name in the field, not doing anything with that information, which I- Just collecting, so just collecting the data. Steven Labkoff: They didn’t care what the data was used for? Is that what you’re saying? Health Hats: Correct. Yeah. And I couldn’t– got no traction on the pain and fear, which now that I’m older, I understand why, how difficult that is. Nevertheless, it’s something that’s important to patients and caregivers. So I think I would close this section with that I am both an early adopter of technology and a rapid skeptic, that I’m kinda making this number up, but I’ve probably tried over 100 health apps, and I would say that I’ve used five more than three times. And so I think there’s a gap between what’s promised with digital technology and what’s useful for people. So that’s really why I’m here and what’s guiding for me in this. Steven Labkoff: So let’s take it to the next step. In our prequel, I didn’t even know about your personal background to that degree. Mm-hmm. We can take that one offline later about the Holocaust survivor issues. We, we have family, I have family in that same situation, frankly. Let’s change gears and talk about the challenges that you’ve seen. You opened the door a little bit on that a few minutes ago- Yeah … in terms of people wanting to collect data but not necessarily doing much with the data, not being able to understand the true value of the data to some degree. And you said it yourself, people weren’t connecting the dots. Medical records have always been complicated. They’ve always been bulky. They’ve always been full of information, some of which is really relevant, a lot of which is not so relevant, and connecting the dots to making that a, uh, an important information source is not always an obvious task. So what, what was the particular angle on that challenge that you were trying to gun at? Health Hats: Well, I think we have to take a step back- and think about what is– Well, I’m just gonna speak for myself, okay? I know that I often, you know, as I said, I get asked to sit at the table because people can, you know, check boxes, like is that I’m a patient. I wanna be clear that I’m a privileged white old man with MS living in Boston, but I’m an N of one, and I don’t represent other patients. I’m representing myself here and my perspectives. My goal in terms of my health is best health, and what I mean by best health is optimal health and function, physical, mental, spiritual. Not a cure, but best health for where I am, what I have right now. And to get there, I need my own health data, not just what’s in my clinician’s chart, but what I know about myself, my circumstances, my environment, my history, my habits. Not just my medical history, my life history, my treatment responses. And so that’s like patient-reported data, and that’s stuff that’s only exists because I observe it and sometimes I record it And that’s where it falls apart right away. You were just alluding to some of it, that there’s all this medical data and what’s useful about that. I think Dave DeBronkart was a guest on your show. And when he launched his Gimme My Damn Data campaign, I responded to him with, “Watch what you wish for. You’ll be trying to drink dirty water from a fire hose.” And, and that was years ago, and it’s still true. So six months ago, I, I’d been on a mission to gather my medical data, and my– I’d been with my, uh, primary care practice since 2011, and I wanted all that data from 2011 to 2025. This was, like, in December I started on this crusade of trying to get my data. And actually, two months later, I got a box, a four-pound box of paper, and it was paper that was not in chronological order. And it’s just sitting right here. I’ve scanned it in. It’s not, um- Was it in– Steven Labkoff: Was it a printout of Epic or something, or was it actual- Health Hats: It’s a computer printout. It seems like it’s a vendor that they use to- Steven Labkoff: It wasn’t digital. They sent you, literally sent you a box of paper. Health Hats: Yeah, it was a box of paper. Oh. And then I use a lot the, the Beth Israel Lahey Mount Auburn system, and I asked for the last three months of my records, and I got 296 pages of redundant, non-searchable PDFs, and I got that in 15 minutes. Uh, I see a lot of doctors, so maybe I had seen Hmm. I think I had maybe eight or nine visits, and it just happened to be a three-month period that was busy for me, but I got s- 296 pages. And so that really adds to your comment, which is that access to data and access to usable data are really different. Steven Labkoff: Oh, absolutely. And yeah, I’ll tell you, in my world, I think you know that I’ve worked in the life sciences for many, many years, and we are consumers of healthcare data on many levels. We consume medical claims, we consume electronic medical records, and one of the hardest things about using medical records for research or for outcome studies and things like that is the very fact you’re describing, which is the data tends to be sparse, it tends to be poorly organized. It doesn’t always come in an encoded fashion. Thank God most of what we get these days is at least digital. No boxes of paper for us these days, but it wasn’t so long ago that when it was all paper, we couldn’t get that data in the first place. It just wasn’t even gettable. So at least you’ve made some progress. And- Yeah … yeah, I know that you sit on some national level boards, uh, around outcomes, and you can talk about that in a moment. But those are, you know, those boards are trying very hard to come up with outcome studies and ways of– Let me back that up. They’re coming up with ways of using data to perform outcome studies by harmonizing and, and distilling down to usable forms of this EHR data, which is so challenging. Health Hats: I think what’s key, I– like I, I think I w- I’d like to focus on my data. And so what I wanna do is I wanna see patterns. I wanna see patterns that takes my circumstances, my environment, my habits, my treatment over time, and because I think that these patterns are how I formulate the right questions, so the right questions before I go into a clinical encounter. They’re how I track when something is actually working, and it helps me to coordinate across care teams that don’t talk to each other and make decisions that I can live with that help me attain this goal of best health. So that’s the job, formulate better questions, g- seek better answers, make better decisions. And AI is the tool that I try to use to do it. Now, whether it’s up to the task or not is different. I wanna stick in the nursing angle, if you don’t mind- You know, one of the things that I learned the way I got started in nursing is that my goal as a nurse was to put myself out of a job. Steven Labkoff: So that sounds counterintuitive, but what I mean is from minute one with a patient and family, I’m planning my exit. Like, and to do that, I need maximum face time. I need real present, real conversation, real relationships, not less charting. I was gonna say not charting, not documentation, so that’s just ridiculous. Health Hats: But less, you know. The way you do that, I think, is, you know, less charting, less documentation, you know, not hunting through information you can’t find. And that’s where nursing, that’s a genuine promise. So pattern recognition across specific cohorts of patients. So as a nurse, even though I worked a lot of different places, in each place I worked, there was commonalities. In– When I lived in West Virginia and I was an ER nurse in a super rural hospital, if I had had more information about my patients, their families, I could get– an AI could help me surface those patterns that exist for the people that I’m taking care of, I think I could get time back as a nurse. And if the nurse gets time back, then the patient and family gets the presence of the clinician. So that’s the trade that I’m interested in I wanna go back to that thing about pain and fear. I wanna add what I’ve learned working on the blue button, plus I wanna add cognition. So when you think about it, the data almost never captures the variability of pain, fear, and cognition, and those things are really important because pain changes what you can do and what you can decide. Fear closes your heart. It closes your mind. And so when you’re scared in a clinical encounter, you’re not making good decisions. You’re just saying yes to end it. And cognition is, you know, it varies. Like I can absorb better at 10 in the morning on a good day compared to 3:00 in the afternoon when I’m spent. You know, you could extrapolate this to other people. They have their own particular patterns and circumstances. But I think What I’m trying to get at in all of this is it isn’t first about the data, it’s first about what about life and what about the things that are important to people, uh, patients, caregivers, and the clinicians that they partner with, and how can AI help them? Steven Labkoff: So you’ve explained to me in the pre-call that you’re doing some of this work, so maybe you can unpack a little bit about what it is you’re actually doing with it and how it’s helping or, in some cases, not helping those efforts. Health Hats: Well, what have I done? I, I’ve done different things. One of the things that, that I’ve done is to try to build my toolkit. You know? So when I say build my toolkit, I’m a, I’m a, a conglomeration of symptoms. I mean, you know, I’m, I’m not MS, I’m not my symptoms, but they’re big and they’re there, and I feel like I’m trying to, I’m trying to figure out for anything that I have to deal with, whether it’s any of the different kinds of pains I have, my, my anxiety, my bladder, you know, my mobility, I have challenges, and I, I need a toolbox. I need a toolbox, and the way I think is I need at least three things that will work so that when they happen, I got something I can go do, and pretty much the most common thing is drink water. Drink water is by far the most successful intervention across all of my symptoms. It’s kind of amazing. It’s so cheap, so easy. It isn’t the drugs. Okay, but so how do I do that? Well, for me, I’ve done that partially just in my head. Partially I’ve done that by keeping lists. Like, I keep track of the steps I take. I keep track of the amount of time I play music. I keep track of my falls. I keep track of my weight. And so I use digital tools to do that when I can. Steven Labkoff: I also record my clinician visits because- When you say record, do you mean like audio record or dig- Health Hats: Yeah. Yeah, audio record, right. And, uh, until recently I used Abridge, which is a company that, um- Steven Labkoff: How did you get to use Abridge? You– I thought Abridge was only selling basically into doctor’s offices, uh, from the clinician side. Do you- Health Hats: So I was before that. Ah. And they started as a patient-facing product, and actually they sponsored my podcast for three years. So I was pre that. So putting all that together, so I play with, you know, trying to put into Claude There’s nothing magic or special. You know, it’s me playing, just trying stuff. You know, some of it, you know, my wife will say, “Hey,” she sees a pattern. My kids will see a pattern, or I’ll- Steven Labkoff: Give, give, give us an example of what, of what this looks like. I mean, you’re saying you’re giving Claude or another LLM- Yeah … a series of symptoms, or you’re giving it a series of, plus your data. Like, unpack it and let us know. Yeah. What have you did- Okay, so what- … with the system, and how is it working for you? Health Hats: I’ve done a couple of different things. One is, you know, I have a spreadsheet, and I just put the spreadsheet in, you know, as a document or whatever you call it when you have a project and, you know, you load. I load my spreadsheet. I keep a annual summary, and I keep the year that I’m working on. And I will have fits of journaling. You know, I, this is not something that I am, like, super consistent on, but I’ll, especially when I’m struggling with something, if I’m struggling with my blood pressure or I’m struggling with my mood. I have a progressive mobility thing going on, and I’ll put that in and I’ll prompt. I’ll say, “Can you– do you see a pattern in this?” You know, and I’ve gotten, you know, that there’s- Steven Labkoff: Has it given you some insights? Is it… Like, give me an example of some of the insights it’s actually given you that you didn’t see yourself. Health Hats: Well, I’ve gotten, like, uh, it’s kind of humorous. But, but I’ve gotten, like, you know, “Have you thought about seeing a physical therapist?” And I, I have. You know, I have a physical therapist, uh, that I don’t go to very often. You know, my relationship with her is I go for a tune-up. But they’ll– I, I want– It’ll show, like, I’ll do my sort of things are clearly, you know, I’m not walking as far, I’ve fell on a few times, you know, and I’ll get this suggestion, you know. I also– What else have I done? Oh, oh, uh, once I had a medication that I was taking for neuropathy, and I was– my mood had, like, changed considerably and, you know, I got a thing on that might be a side effect. You know, “Have you talked to your doctor about this?” Steven Labkoff: And I- And you got that out of the LLM? You fed that to the LLM? Health Hats: I did. Yeah. Steven Labkoff: And it suggested it was a side effect, which you didn’t figure out. Health Hats: I didn’t. A neurologist said that he thought– He said, “It sounds like you have an allergy to it.” And, you know, he wanted it to be listed as an allergy because he thought it was very possible that he’s had people that have had a problem. Steven Labkoff: When you tell me that you’ve loaded your data, you give the LLM your signs, your symptoms, you give it your labs, you give it what’s in, in the system, and it comes up with a recommendation that you hadn’t thought– Now, you’re a clinician. You’re a nurse. Yeah. You’ve been a nurse for many, many decades. Health Hats: 50 years. Steven Labkoff: 50 years. And does it surprise you that it comes up with stuff that you didn’t see? Health Hats: No. Steven Labkoff: Cause I, to be honest with you- I- … if I, if I did what you just said and it came up with something completely radical that I’d never thought of and it was right- I would be scratching my head and thinking, “Okay, that’s in- that’s beyond interesting. I better pay more attention to this, and maybe I wanna use it differently.” Because not, it’s not just yous using it. Like, people around everywhere are starting to use it for the same, in the same sim- in the same exact way. So that’s the simplification of the medical system, right? Health Hats: It does. I mean, like when I tell my neurologist, he laughs, and he’s like a whatever works kinda guy, you know? That he feels like he doesn’t have all the answers, and that he likes- those stories. I feel like I’ve learned, I think you know Amy Price, right? Steven Labkoff: Yeah, very well. Health Hats: Yeah. We’re buddies. And so one of the things that I’ve learned from her is how to query and how to be skeptical and how to ask questions from different angles, from different perspectives so that you– And that’s why I think that’s where the unexpected comes up. Steven Labkoff: Well, you’re describing something that we did at the conference. I don’t know if you were in the room in the working group that we did this on, but you’re describing, and actually we’re submitting a paper on it very shortly, on AI literacy. Yeah. And you, you didn’t label it as such, but you’re describing yourself as being AI literate and understanding how to use the tools, most importantly, how to be skeptical of the answers, how to interpret the information that’s being presented to you. Health Hats: A- and that, those are all components of literacy, of AI literacy specifically. One of the things I’m finding in my world is that painfully few people are indeed AI literate. Even the folks in IT departments in large life science companies or hospitals who even work in the space and think that they’re good at it and are literate sometimes are not. That has other implications, which are if people are taking on these really impressively powerful tools and they don’t quite know how to use them as well as they should, and if they query them incorrectly, to your point earlier about making good queries, the responses that come out may or may not be the point. And if patients use that information inappropriately because they didn’t know how to ask the right questions to start with, that could have deep implications to the healthcare system. You could say that same thing about doctors. Steven Labkoff: I will say it about doctors. I mean, not about AI, about the advice that doctors give. Health Hats: There’s a, a tremendous variation, and it is very different. When I am feeling good enough to be organized and to be directive in the conversation with a clinician, I get a very different output than when I’m not. And I still have to be skeptical of what doctors tell me, and until I build some trust. And, and then I, you know, then there’s just too many decisions to make when you’re a person with chronic illness. It’s like putting in a kitchen. There’s so many decisions to make, and I’m happy for the doctors that I trust to make the decisions for me. But there are certain decisions I don’t want to give to the doctor or to AI, like I don’t wanna mess with my pathological optimism. I wanna progress as slowly as possible, and I wanna keep playing my horn. These are really important things to me, and I don’t give those decisions that affect that, I don’t give up. But all the rest of it I do, and, and I’ve worked really hard to build the team that I have that appreciates me and my strangeness and my assertiveness, and, you know, they’re not threatened by it. Steven Labkoff: Is your team AI literate? Do they also use the, these same tools in your care? Health Hats: Uh, like I don’t know. I mean, AI literate is like, is huge. You know? I mean, that’s just such a big thing. Do they use AI? Yes. Do I know how they use AI? Well, you know, they use what’s attached to Epic. I know that. Uh, I mean, look, my neurologist, who I just love, he thinks like he uses, he uses the portal well because he takes– he just keeps adding things to the end of the, a note. Yeah. And so he feels like… Well, I don’t find his notes at all useful, and I tell him that. I tell him, “What I really wanna know is, how am I doing? Am I getting better? Am I getting worse? Am I stable? What should I be paying attention to in the next six months till I see you again?” And I can’t find that in his note. That’s true. Yeah. Now, on the other hand, I’ve taken his note and asked Claude and say, “Here’s the note. How am I doing? You know, have I progressed? H-how is he measuring it?” Oh, well, then I find he’s using this scale, right? And it’ll come up with looking through this note, which is like 10 years running, and it’ll find, I can’t remember the name of it, but there’s a scale that he uses. And then we go back and I’ll say to him, “Oh, you’re using this scale.” And he goes, “Yeah.” And I say, “Well, why don’t you like put that at the top of your note?” You know, so that I can find it. You know, so we have that kind of conversation- Yeah … that AI has helped. Steven Labkoff: Well, that’s actually an interesting perspective that AI is helping to reorganize things, ’cause one of the use cases that has been discussed at, at length actually, and it was discussed at our conference, is using AI to digest medical records. Health Hats: And when I say digest, it’s not about like ingesting them, which is slightly different, but digesting, which means find all the different pieces, put them together, come up with a narrative that summarizes perhaps 300 pages of information which may be sparse and may be poorly organized, and bring it all together. And that’s actually a task that AI is actually turning out to be pretty darn good at. And that again changes the nature of the healthcare system and the healthcare journey. You know- And it does a fair job. You say it’s really good at it. So- It’s better than I could do. It’s better than I could do. Well, yes. Well, you’re not– First of all, that’s not your training, and you don’t have the time for it. And you still have to review it. Yeah, of course. Because I have never used AI that gave me a, “Oh, this is great.” I mean, the first time I read it pretty much every time I think it’s amazing. And then, you know, my rule is sleep on it and check it again. And then it’s like, oh my God, this, first of all, it either just said nothing very fancy or it got some very basic things wrong. And then I’ll say, “Oh, you know, you missed this and you missed that.” And it’ll go, “Oh, you’re right, I did.” You know? Steven Labkoff: Well, that also speaks to the concept of keeping a human in the loop- Yeah which is something that you espouse and many folks in the healthcare aisle- I do … espouse. Ironically, you know Adam Rodman, I think. He was at our conference, he spoke. Yeah. Uh, he’s done a study which shows actually having a human in the loop in some cases actually makes the conclusions worse, believe it or not. Ah. Which is w- a non-intuitive finding. You would think that the two together would be better than either one alone, but so that’s, that’s now relatively n- well, it’s not even that new anymore. That information came out about a year ago. So I, we gotta start wrapping up in a few minutes here. Yeah. You know, we didn’t cover the concept around outcomes around your three T’s and two C’s. Maybe we can cover that in the last bit here, and then we can get to closing. Health Hats: Okay. So I feel like one of the questions that you’ve asked is how AI helped, right? And so what I need to tell you is the framework that I’ve developed over the years, which I’ve actually shared in my AI Claude project that’s Danny’s Health, what I call the three T’s and the two C’s, and this is like the framework I use to evaluate any digital health technology. And so they are time, trust, talk, control, and connection. What I mean by that is time is, you know, you need time to learn, to plan, to talk, to build trust. So I say the clock isn’t the enemy, it’s the, the wrong things filling the time, so the, the time. The second is trust. You know, trust can take a really long time. It can happen really quickly. Sometimes you never have it, and you know in your gut when you don’t have it. And most digital health tools, AI, have a trust deficit, I think, not because they’re untru- untrustworthy, which maybe they are, but it’s really because the people who use them, use the tools, don’t, don’t trust them, and I think it’s really important. You c- you can’t shortcut trust in the use of any tool. I think talk is really important. It’s woven through all of it, real conversation. There is nothing like actual conversation that is making decisions together, which is a lot of what healthcare is about, is making decisions. AI can help you prepare for it, and it can help process it. And then control. I trust more when I have power in a situation. So if I’m feeling like an ant ready to be crushed, I’m not making good decisions. And finally, I would say connection is, it’s the human lifeline. You know, when somebody greets you when you cross a threshold, that’s a connection. When someone’s been where you’re going and they can say, “Oh, that helped me.” AI can extend that connection. They can help people find communities that are available at 3:00 in the morning, but you can’t manufacture it. I, I think that connection is really important, so that’s where I g- you know, time, talk, trust, control, and connection, and I use that framework when I’m evaluating. Steven Labkoff: And that framework gives you a better, you know, a how do I say this right? It gives you a, like a rubric, if you will, to go- Yes … through, uh, the information that’s coming out of it. Danny- Yeah … we’re gonna have to wrap up here in a second. Sure. Are there any last comments you wanna make that, that will, you know, help other patients in the, in the space in terms of how they might wanna think about adopting- an AI tool in their world? Health Hats: I think that I would say use it, use AI, keep using it, experiment with it. That, that i- i- just like anything else, it takes time to learn. It takes time to be comfortable with it. Use it. I would say advocate for humans in the loop. I don’t care what the study says. It’s about humans. We are human. Keep it humans in the loop. I would say find a buddy, you know. Do this with somebody else. Find a buddy- That’s good advice … and experiment. I would say, yeah, talk to your clinician about it. It’s a good barometer of a physician. If they don’t wanna talk or blow you off, that tells you something. Absolutely right. And I would say if you’re comfortable with it, mentor. You know- That’s a good idea … be the buddy. And for clinicians and for systems and developers, I would say you need to have patients, caregivers, and practicing partner clinicians in the design. They need to be there from the beginning. And, you know, so i- it solves the problems people have, not the problems that the developers think are there or the venture capitalists thinks are gonna make money. You know, y- and if you have an opportunity, join, you know, participate. Steven Labkoff: All good advice. Well, Danny, I wanna thank you very much for your participation in, in today’s discussion. Hopefully that there are other patients out there who listen to the podcast, they’ll take something away. For the clinicians out there who are listening, you know, you’ve heard it straight out from a patient who happens to be a healthcare provider himself, and he’s got very strong perspectives on how this can be used in a positive and productive way, and I think the framework that he’s put together is very useful. Danny, I wanna just say thank you for all the help that you’ve provided helping this podcast get off the ground. That’s been really incredibly generous of you and your friends who have helped us a lot, and a lot of the things that have happened on our podcast, uh, for improvement’s sake, have come directly from those conversations, so thank you for that. I wanna thank you for being a guest and sharing your journey and sharing your experiences here. And for the rest of us, I’m gonna say thank you for joining us, and we will see you again next time on another episode of Practical AI in Healthcare. Thank you for listening. Thank you for joining us this week on Practical AI in Healthcare. If you’re ready to go beyond buzzwords and hype and explore how AI is truly transforming healthcare, stay tuned for more conversations that get us to what works. Until next time, stay practical Reflection When Steve interviewed me, he didn't know that everything I told him is the origin story of TrustMyOwn.Health. The box of paper. The 296 pages that were technically my data and practically useless. Twenty-five years of a pattern that sat in my chart the whole time, that it took a person, my PCP, a year to put together. Could AI have done it in an afternoon?  I got tired of that being the normal experience instead of the exception. [Add: what specifically prompted starting TMOH, and when.] TMOH starts from a premise I didn't have language for until I said it out loud to Steve: trust isn't a feature you bolt onto a health platform after the engineering is done. It's the whole structure, or the whole thing fails. The three T's and two C's I use to size up any digital health tool turn out to be close to a design spec. Time, because a vault of your whole health history takes patience to build, not a single import. Trust, built into governance rather than promised in marketing; TMOH's Data Sovereignty Covenant binds the board and investors to the same terms as everyone else, which is the only version of trust I believe in. Talk, because the point was never to replace the conversation with my clinician, it was to walk in more prepared for it. Control, because I decide what goes in the vault and who sees it, the same way I decide which of my own decisions I hand to a doctor or an AI and which ones I keep for myself. Connection, which no vault can manufacture, but a good one can make room for. I told Steve that AI found a pattern in my chart that twenty-five years of clinicians missed. That's not really a story about AI being smart. It's a story about who owned the data long enough to ask the question. That's the whole bet behind TMOH: put the owner at the center, and let the rest of the ecosystem, the networks, the vendors, the AI, earn its place around that. See you around the block. Practical AI in Healthcare Episodes https://open.spotify.com/episode/4wA4ltjmZfIZ5VpmTeTTOF?si=KbEvc2_ERNWakJ3JeP2Ddg https://open.spotify.com/episode/0LDetUFJJrSV1cy6LtpGFx?si=qAqoqKBBSNm9PiwPjSIXYA https://open.spotify.com/episode/0wXEm1KnnGorOvTt9GTh7o?si=K_DKXzGyThusBPA6KoVkCg https://open.spotify.com/episode/6krV94ob6Lcv7VNo0qahZ5?si=B6lZDkvsQ9y2Z2FhkXzQGQ Referenced in episode Patient data access history: “Introducing Blue Button Plus: The Next Generation in PHRs” — HealthIT.gov (Office of the National Coordinator for Health IT) — https://www.healthit.gov/blog/consumer/introducing-blue-button/ The “Gimme My Damn Data” campaign Danny references: “Gimme My Damn Data (and Let Patients Help!): The #GimmeMyDamnData Manifesto” — Dave deBronkart, Journal of Medical Internet Research — https://www.jmir.org/2019/11/e17045/ Amy Price, mentioned as a mentor in questioning and skepticism: “Welcoming Dr. Amy Price as Editor-in-Chief” — Society for Participatory Medicine — https://participatorymedicine.org/2024/welcoming-dr-amy-price-dphil-as-the-editor-in-chief-for-the-journal-of-participatory-medicine/ AI literacy for patients, the concept Steve names in the episode: “Critical AI Health Literacy as Liberation Technology: A New Skill for Patient Empowerment” — National Academy of Medicine — https://nam.edu/perspectives/critical-ai-health-literacy-as-liberation-technology-a-new-skill-for-patient-empowerment/ Human-in-the-loop research Danny and Steve discuss (Adam Rodman): “AI and the Evolution of Medical Thought with Dr. Adam Rodman” — NEJM AI Grand Rounds (podcast) — https://ai-podcast.nejm.org/e/ai-and-the-evolution-of-medical-thought-with-dr-adam-rodman/ Abridge, the ambient AI scribe tool Danny mentions using: “Pioneers in Generative AI for Healthcare” — Abridge — https://www.abridge.com/about The DCI Network conference where Danny met the hosts: “About DCI Network” — DCI Network, Beth Israel Deaconess Medical Center — https://www.dcinetwork.org/about-us Please comment and ask questions: at the comment section at the bottom of the show notes on LinkedIn  via email YouTube channel  DM on Instagram, TikTok to @healthhats Substack Patreon Production Team Kayla Nelson: Web and Social Media Coach, Dissemination, Help Desk  Leon van Leeuwen: editing and site management Oscar van Leeuwen: video editing Julia Higgins: Digital marketing therapy Steve Heatherington: Help Desk and podcast production counseling Joey van Leeuwen, Drummer, Composer, and Arranger, provided the music for the intro, outro, proem, and reflection Claude, Perplexity, Auphonic, Descript, Grammarly, DaVinci Resolve, DaVinci AI Art Generator, OpenArt AI Creator Studio Inspired by and Grateful to: Steve Labkoff, Leon Rosenbilt, Amy Price, Leon and Oscar van Leeuwen, Laura Marcial Artificial Intelligence in Podcast Production Health Hats, the Podcast, utilizes AI tools for production tasks such as editing, transcription, and content suggestions. While AI assists with various aspects, including image creation, most AI suggestions are modified. All creative decisions remain my own, with AI sources referenced as usual. Questions are welcome. Creative Commons Licensing CC BY-NC-SA This license enables reusers to distribute, remix, adapt, and build upon the material in any medium or format for noncommercial purposes only, and only so long as attribution is given to the creator. If you remix, adapt, or build upon the material, you must license the modified material under identical terms. CC BY-NC-SA includes the following elements:    BY: credit must be given to the creator.   NC: Only noncommercial uses of the work are permitted.    SA: Adaptations must be shared under the same terms. Please let me know. dannyhealthhats@gmail.com  Material on this site created by others is theirs, and use follows their guidelines. Disclaimer The views and opinions presented in this podcast and publication are solely my responsibility and do not necessarily represent the views of the Patient-Centered Outcomes Research Institute®  (PCORI®), its Board of Governors, or Methodology Committee. Danny van Leeuwen (Health Hats)

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All links and images can be found on CISO Series Check out this post for the discussion that is the basis of our conversation on this week's episode co-hosted by David Spark, the producer of CISO Series, and Steve Zalewski. Joining is their sponsored guest, Rajan Kapoor, vp, security, Material Security. In this episode: Pre-existing conditions Architecture over rollout Access isn't legitimacy Data has a half-life A huge thanks to our sponsor, Material Security Legacy email security only watches the door. Material protects your entire cloud workspace—email, files, and accounts—as one ecosystem. It's more coverage for less than the cost of a legacy SEG. One price, no surprises: just security that covers the whole surface area. Learn more at material.security.

Opie kicks off complaining he's got nothing for the show—then rips into quiet coffee awkwardness, only-child energy, a $150 bounty to skip tomorrow, brutal beach winds killing volleyball dreams, NYC's Legionnaires' disease outbreak, why Tom Segura & Joe Rogan aren't funny, Shane Gillis' realness, Philly's disease legacy, Mamdani's controversial immigrant map drama, and more. Classic unfiltered Opie & Ron chaos.