Podcasts about McDonnell Douglas

Law firms are spending heavily to recruit great lawyers, then losing them because of broken culture, unclear paths, and weak leadership. In this episode, discover how intentional hiring, smart onboarding, and authentic leadership can transform retention and performance at every level of your firm.   In this episode, Steve Fretzin and Karlton Butts discuss: Phil Jackson's team quote and Bulls-era leadership Law firm culture, mission, and values Attorney development plans and onboarding strategy Cross-practice communication and breaking down silos Transparency, compensation, and listening to associates on retention   Key Takeaways: Retention begins long before someone thinks about leaving; it starts with how firms recruit, interview, and assess for alignment on values like work ethic and culture. Effective onboarding includes personalized development plans, clear growth paths, and early conversations about strengths, aspirations, and what success looks like at the firm. When leaders invest time in one-on-one conversations and cross-practice connections, lawyers feel a stronger sense of belonging to the entire firm rather than a single siloed group. Even in firms with closed compensation systems, consistent transparency about expectations, investment in growth, and visible support can significantly increase loyalty and engagement. The most impactful retention work often comes from examining the data on why people leave, listening to those who stay, and quickly fixing the core issues that cause avoidable departures.   "If they maximize their potential, it strengthens the team, but also the strength of the team is each individual." — Karlton Butts   Check out my new show, Be That Lawyer Coaches Corner, and get the strategies I use with my clients to win more business and love your career again.   Join the Be That Lawyer Community and connect with ambitious lawyers who are serious about growing their book of business, strengthening their brand, and becoming confident, consistent rainmakers.   Ready to go from good to GOAT in your legal marketing game? Don't miss PIMCON—where the brightest minds in professional services gather to share what really works. Lock in your spot now: https://www.pimcon.org/   Thank you to our Sponsor! LEX Reception: https://www.lexreception.com/partners/bethatlawyer Rankings.io: https://rankings.io/ Lawyer.com: https://www.lawyer.com/   Ready to grow your law practice without selling or chasing? Book your free 30-minute strategy session now—let's make this your breakout year: https://fretzin.com/   About Karlton Butts: Karlton Butts is a Certified Executive Coach, keynote speaker, and the #1 Amazon bestselling author of The Soundtrack of Leadership, who leverages over 25 years of diverse industry experience to help organizations eliminate operational friction and build high-performing cultures. His unique professional perspective spans engineering roles at NASA and McDonnell Douglas, Fortune 500 consulting with Booz Allen Hamilton, practicing intellectual property law at Loeb & Loeb, and serving as a tech startup CEO and entertainment executive. Today, through his signature Leadership Soundcheck™ framework, Karlton masterfully blends powerful music metaphors with practical business strategies to help leadership teams realign their vision, strengthen team harmony, and stay perfectly in rhythm with their mission.   Connect with Karlton Butts:   Website: https://karltonspeaks.com/ , https://karltonbutts.com/ LinkedIn: https://www.linkedin.com/in/karltonbutts/   Connect with Steve Fretzin: LinkedIn: Steve Fretzin Twitter: @stevefretzin Instagram: @fretzinsteve Facebook: Fretzin, Inc. Website: Fretzin.com Email: Steve@Fretzin.com Book: Legal Business Development Isn't Rocket Science and more! YouTube: Steve Fretzin Call Steve directly at 847-602-6911   Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

Enjoyed this episode or the podcast in general? Send me a text message:The Navy's do-everything fighter is heading toward the end of the production line, and the question behind the headlines is bigger than one airplane: what replaces a carrier workhorse when budgets, engineering capacity, and strategy all collide? We dig into the F/A-18E/F Super Hornet story from the moment the Navy needed a lifeline after the Cold War drawdown, the A-12 “Flying Dorito” fiasco, and an aging flight deck that was burning through airframes and maintenance dollars.We walk through the procurement sleight of hand that got the Rhino approved as a “derivative,” then break down what made it a different beast in practice: more internal fuel, more payload flexibility, and the bring-back performance that saves real money and preserves options on the carrier. We also get into the compromises that come with a jack-of-all-trades Navy fighter, including the canted pylons that fix dangerous weapon separation and the early wing-drop problem that nearly killed the program before software and aerodynamic fixes turned it into a low-speed carrier monster.From there, the focus shifts to electronic warfare and modern upgrades. We revisit the ES-3A Shadow and why it disappears despite strong performance, then explain how the EA-18G Growler evolves the carrier air wing from passive listening to integrated electronic attack. Finally, we look at Block III modernization, DTP-N processing power, open architecture “app-like” upgrades, RST-21 passive counter-stealth sensing, and the AIM-174B's long reach, all while F/A-XX funding stalls and service life modification programs keep 1990s airframes alive into the 2040s. Subscribe, share this with a friend who follows naval aviation, and leave a review with your take: is the Super Hornet the last manned Navy fighter, or just the bridge to what comes next?Support the showTo help support this podcast and become a PilotPhotog ProCast member: https://www.buzzsprout.com/1555784/supportIf you enjoy this episode, subscribe to this podcast, you can find links to most podcast streaming services here: PilotPhotog Podcast (buzzsprout.com)Sign up for the free weekly newsletter Hangar Flyingwith Tog here: https://hangarflyingwithtog.com You can check out my YouTube channel for many videos on fighter planes here:https://youtube.com/c/PilotPhotog If you'd like to support this podcast via Patreon:https://www.patreon.com/PilotPhotog And finally, you can follow me on Twitter here:https://twitter.com/pilotphotog

Comment on the Show by Sending Mark a Text Message.A factory job can look simple from the outside: run the machine, hit the quota, go home. But the real workplace is an invisible web of employment law, HR procedure, and power, and when those forces collide, the consequences can be life-changing. We walk through a federal case out of Connecticut involving a manufacturing facility, two employees, and allegations that range from racial discrimination and national origin bias to retaliation, hostile work environment, and ADA disability accommodation failures.We start on the floor where training, language, and isolation shape the daily reality of work. Then we follow what happens after complaints: hours reduced, discipline threats, and the kind of “comparator” moments that can define a discrimination case when one worker is punished and another is not. Along the way, we explain why certain stereotypes can carry special weight in court and how management's response can matter as much as the original misconduct.From there, we shift into litigation strategy. We unpack the company's denials, affirmative defenses, and what the Farragher-Ellerth defense reveals about HR as a liability shield. Finally, we break down summary judgment, the McDonnell Douglas burden-shifting framework, pretext, temporal proximity, and why Judge Janet C. Hall's ruling keeps the case alive for a jury. If you want a clear map of how employment law works in the real world, hit play, then subscribe, share this with a coworker, and leave a review with your take: where would you go for help if HR is not neutral? If you enjoyed this episode of the Employee Survival Guide please like us on Facebook, X and LinkedIn.  We would really appreciate if you could leave a review of this podcast on your favorite podcast player such as Apple Podcasts and Spotify. Leaving a review will help other employees find the Employee Survival Guide.  For more information, please contact our employment attorneys at Carey & Associates, P.C. at 203-255-4150, www.capclaw.com.Disclaimer:  For educational use only, not intended to be legal advice. 

Today's guest is an expert in marketing, strategy, and digital transformation with a passion for bridging theory and real-world impact. Victor Magariño is a marketing professor at NYU Stern and ESADE Business School, as well as a seasoned consultant and former corporate leader with over 25 years of experience.Victor's approach goes beyond standard marketing textbooks. With a rich background leading teams at global companies like Google, McDonnell Douglas, Cadbury Schweppes, and NBC Universal, he blends academic rigor with hands-on expertise in multicultural team leadership, digital innovation, and strategic marketing.He's not only an educator preparing future marketing leaders but also an advisor to startups and organizations navigating the challenges of growth and transformation. Whether you're a student, an early-career professional, or a founder looking to sharpen your marketing edge, today's conversation offers deep insights and practical strategies from one of the most dynamic minds in marketing education. Learn more about your ad choices. Visit megaphone.fm/adchoices

Exploring Space Innovation with Dan Hart Join us in this episode as Dan Hart shares his incredible journey from childhood curiosity to leading transformative space ventures. Discover the lessons learned from rocket failures, the evolving industry landscape, and the future of space exploration. In this episode: Dan's early fascination with space and engineering sparked by tinkering with toys and curiosity How a cold call to NASA's astronaut corps set him on a space career path The transition from NASA and defense projects to leading Virgin Orbit Lessons from Virgin Orbit's successes and setbacks, including the Cornwall launch failure The shift from government-led to private industry-driven space missions Insights into the future of space industry: commercialization, international cooperation, and scientific discovery Dan's perspective on air launch systems and their niche applications His current focus on space science advocacy, emerging technologies, and mentorship Timestamps: 00:00 - Welcome and Dan Hart's journey into space exploration 01:07 - Inquisitiveness and early influences in space and engineering 02:23 - Cold calling NASA and beginning in the space shuttle program 03:44 - Industry's role in iconic space vehicles and innovations 05:28 - Shifts in space program management and private sector empowerment 06:56 - Scientific discoveries and the pursuit of life beyond Earth 08:13 - Early career at McDonnell Douglas and experience during Challenger 10:00 - Transition to missile defense and satellite systems 12:08 - Virgin Orbit inception, COVID challenges, and early launch attempts 14:02 - The Cornwall launch failure and lessons learned 17:01 - UK launch ventures and regulatory hurdles 18:58 - Market shifts towards national security and satellite launching 22:23 - Reflection on Virgin Orbit's setbacks and industry lessons 24:26 - The resilience of space startups and the importance of perseverance 28:21 - Future of air launch technology and niche applications 32:17 - Dan's current work on space science, policy, and emerging tech 36:39 - Final thoughts and advice for aspiring space entrepreneurs Resources & Links: Virgin Orbit Dan Hart - LinkedIn National Academy of Sciences Atlantic Council James Webb Space Telescope Hubble Space Telescope Connect with Dan Hart: LinkedIn Twitter/X Additional Notes: Dan emphasizes the importance of resilience, teamwork, and embracing failure as essential parts of space innovation. Discussions highlight the evolving landscape from government-led projects to vibrant private industry participation. Insightful perspectives on policy, regulation, and international collaboration shape the future of space exploration. Stay connected with us! Use #Astroben across various social media platforms to engage with us! Youtube: www.youtube.com/@astrobenpodcast Website: www.astroben.com Instagram: https://www.instagram.com/astrobenpodcast/ X: https://x.com/Gambleonit Tik Tok: https://www.tiktok.com/@astrobenpodcast LinkedIn: https://www.linkedin.com/company/astrobenpodcast/

In S1 E1 of Dirty Money Moves, we left off with a discussion about Mary Carole McDonnell's seemingly bright future. This is a woman who proclaimed herself to be the heiress to the McDonnell Douglas fortune. McDonnell Douglas was a major aerospace manufacturing company which was purchased by Boeing in 1997. In the previous episode, we also delved into Mary Carole's life and discovered the truth about her family history, which had nothing to do with the aerospace industry. Mary Carole had a tendency to lie and overspend. Despite that, her career path in the tv business led her to being hired as the Executive VP of programming for Raycom Media. She started making good money, and bought real estate like it was going out of style. It seemed like the phony heiress was doing whatever she could to live up to the fake persona, spending lavishly and racking up debt. Eventually, Mary Carole began building a media empire of her own, Bellum Entertainment, while maintaining her position at Raycom. It went well …for a while. Bellum Entertainment turned out to be nothing more than a flimsy house of cards that would eventually come crashing down all around her. Follow Jami Rice on Instagram, TikTok, and YouTube @JamiOnAir. Dirty Money Moves: Women in White Collar Crime is available in all podcast apps. Binge season 1 to hear the full story about Mary Carole McDonnell, the phony Hollywood heiress. Dirty Money Moves is a collaboration between MURDERISH and Cloud10 Media. Executive Producers are: Jami Rice and Sim Sarna Research and writing by: Gina Mazzolini If you enjoy MURDERISH, please do us a favor and give the podcast a 5-star rating and review in Apple Podcasts, Spotify or any podcast player. Learn more about your ad choices. Visit megaphone.fm/adchoices

Notes: https://thelawschoolofamerica.com/ConstitutionLaw2025.htmlUnderstanding Equal Protection: A Roadmap for Law StudentsThis conversation delves into the complexities of the Equal Protection Clause, exploring its historical context, the three tiers of scrutiny, and the nuances of applying these standards in legal analysis. The discussion emphasizes the importance of categorization, the rigorous demands of strict scrutiny, and the implications of remedial racial classifications. It also addresses the challenges posed by facially neutral laws and the frameworks used to prove discriminatory intent, providing a comprehensive roadmap for law students preparing for exams.Navigating the complexities of constitutional law can be daunting, especially when it comes to the Equal Protection Clause. This blog post aims to demystify the intricate frameworks and standards that govern equal protection analysis, providing law students with a structured approach to mastering this critical area of law.The Three-Tiered Framework: At the heart of equal protection analysis is the three-tiered framework of judicial review. This framework helps determine the level of scrutiny a court will apply to a law that classifies individuals based on characteristics such as race, gender, or age. Understanding these tiers—strict scrutiny, intermediate scrutiny, and rational basis review—is essential for any law student.Strict Scrutiny: The most rigorous standard, strict scrutiny, applies to laws that classify individuals based on race or national origin. Under this standard, the government must prove that the classification serves a compelling interest and is narrowly tailored to achieve that interest. This level of scrutiny is often described as "strict in theory, fatal in fact," as laws rarely survive this analysis.Intermediate Scrutiny: Intermediate scrutiny is applied to classifications based on gender and legitimacy. The government must demonstrate that the classification serves an important governmental interest and is substantially related to achieving that interest. This standard is less demanding than strict scrutiny but more rigorous than rational basis review.Rational Basis Review: The default standard, rational basis review, applies to all other classifications. Under this standard, the government only needs to show that the classification is rationally related to a legitimate state interest. Laws are almost universally upheld under this deferential standard, except in cases where animus is the sole motivation.Mastering the equal protection framework is crucial for law students preparing for exams or the bar. By understanding the nuances of each tier and applying them to hypothetical scenarios, students can confidently tackle any equal protection question. As the legal landscape evolves, particularly with the rise of algorithmic decision-making, staying informed and adaptable is key to success.Subscribe Now: Stay updated with the latest insights and analysis on constitutional law by subscribing.TakeawaysThe Equal Protection Clause demands structural precision.Identifying classification is the first step in analysis.Strict scrutiny is the most rigorous standard applied to suspect classes.Intermediate scrutiny applies to gender and illegitimacy classifications.Rational basis review is the default standard for most classifications.Remedial racial classifications must show specific past discrimination.Rational basis with bite addresses laws motivated by animus.Facially neutral laws require proof of discriminatory intent to challenge.The Arlington Heights framework helps prove intent through circumstantial evidence.The McDonnell Douglas framework is used for individual discrimination claims.Equal Protection, 14th Amendment, Scrutiny Standards, Discrimination, Law School, Constitutional Law, Affirmative Action, Judicial Review, Legal Framework, Civil Rights

Airlines lose control when they outsource heavy maintenance, and that could be the root cause of the fatal crash of UPS flight 2976, according to a former FAA airworthiness inspector and NTSB major accident investigator.  UPS' CF6-powered, 1991-vintage MD-11F (48417) failed to maintain its climb and crashed after its left engine separated from the wing during takeoff from Louisville, Ky. (SDF). MROs under microscope The FAA and NTSB should look closely at the maintenance checks carriers have outsourced to third-party MROs, Stephen Carbone, president of private maintenance consultant firm Aircraft Maintenance Safety Professionals, says. A former FAA airworthiness inspector and NTSB major accident investigator, Carbone says in this week's episode of “Cargo Facts Connect” that he believes there is not enough oversight from the FAA or quality control from airlines that outsource aircraft maintenance. “Since the early '90s, the airlines have relied a lot more on repair station overhaul facilities to do their work,” Carbone says. “And the problem with that is the airline loses control of the maintenance.” Tragic similarities In addition, the November crash had tragic similarities to a 1979 crash of an American Airlines DC-10 at Chicago's O'Hare International Airport (ORD) that killed all 271 people.  “The basic problem that caused the American Airlines DC-10 crash was the departure of the engine, almost exactly like the UPS MD-11F,” Steve Forness, president of aircraft engineering consultancy Air Flight Technical, says in the podcast. “It went up over the wing. The failure was the aft pylon.” As a member of the McDonnell-Douglas team assigned to the American Airlines DC-10 crash and an FAA designated engineering representative, Forness aided the NTSB investigation, which identified improper installation of the engines as the cause of the aft bulkhead failure in the pylon. Although the lessons learned from the DC-10 were implemented into the design and operation of MD-11s, the NTSB revealed in its Nov. 20 preliminary report of the UPS crash that it had discovered fatigue cracks in the pylon aft mount of the left engine.  As the NTSB investigation into UPS flight 2976 continues and around sixty MD-11Fs remain grounded, tune into this week's episode of “Cargo Facts Connect” to hear Carbone and Forness share their insights with Senior Associate Editor Robert Luke on the accident and what could happen before the MD-11Fs return to service.

The first flight of the Lockheed Martin X-59 supersonic Aircraft, Boom Supersonic, the end of SeatGuru, JetBlue emergency landing, new Navy jet trainer, and an Airbus A400M is delivered to Indonesia. Also, a talk with Cranky Flier and the certification of Chinese commercial jets. Aviation News NASA takes one step closer to launching quiet supersonic jets Lockheed Martin Skunk Works®, in partnership with NASA, completed the first flight of the X-59 quiet supersonic aircraft. The X-59 is designed to demonstrate the ability to fly at supersonic speeds while reducing the sonic boom to a “gentle thump.”  Lockheed Martin X59 first flight. The X-59 took off from Skunk Works' facility at U.S. Air Force Plant 42 in Palmdale, California, before landing near NASA's Armstrong Flight Research Center in Edwards, California. Lockheed Martin says “the X-59 performed exactly as planned.” Working with NASA, Skunk Works will continue to lead the aircraft's initial flight test campaign to expand the X-59's flight envelope over the coming months. Part of this test will include the X-59's first supersonic flights and enable NASA to operate the X-59 to measure its sound signature and conduct community acceptance testing. Lockheed Martin press release: X-59 Soars: A New Era in Supersonic Flight Begins. Douglas X-3 Stiletto. Related: Boom Supersonic – Overture Airliner Program Outlook. The Overture remains targeted for a first flight in 2027, followed by a goal of certification by 2029. Boom is assembling and testing components for its in-house Symphony turbofan engine, with manufacturing and validation underway at its Colorado R&D facility. Full-scale engine tests are anticipated in 2026. At least 15 people sent to hospital after JetBlue flight drops altitude, forcing emergency landing in Florida, officials say In a statement, JetBlue said Flight 1230 from Cancun, Mexico, to Newark, New Jersey, “experienced a drop in altitude.” The plane diverted to Tampa International Airport, and at least 15 people were sent to the hospital with non-life-threatening injuries and discharged. The Airbus A320 dropped about 100 feet in about seven seconds. The FAA is investigating a “flight control issue.” End Of An Era: SeatGuru Officially Shuts Down, Redirects To TripAdvisor SeatGuru was launched in 2001 and was widely used by air travelers to examine airline seat maps of most aircraft types. TripAdvisor acquired SeatGuru in 2007, but by early 2020, updates to the seat maps ceased. Seatguru.com now displays the message “SeatGuru has closed down, please visit Tripadvisor to plan your next trip.” TripAdvisor doesn't offer the service that SeatGuru once did. Alternatives include AeroLOPA, SeatMaps, Expert Flyer, and AwardFares. United Airlines CEO Aligns With Trump, Eyes JetBlue Merger? United Airlines CEO Scott Kirby appeared at the White House alongside Vice President JD Vance and Secretary of Transportation Sean Duffy, voicing strong support for reopening the U.S. government without conditions. Kirby emphasized the strain on air traffic control and the airline industry amid the prolonged government shutdown. He called for a “clean continuing resolution.” Some observers speculate that Kirby has a strategy to integrate JetBlue's operations in the Northeast with United's existing Newark operations and a potential Boston expansion. T-45 to Depart the Pattern The T-45 Goshawk Navy jet trainer was originally manufactured by McDonnell Douglas, which merged with Boeing in 1997. The Navy wants a replacement for the Undergraduate Jet Training System (UJTS) program. Vying for the contract are the SNC Freedom Trainer and the Beechcraft M-346N. The Navy expects to formally announce a request for proposals in December 2025 and award a contract in January 2027. Airbus delivers first A400M to Indonesia The Indonesian Air Force will operate the Airbus Defence and Space A400M heavy tactical airlift aircraft.

What happens when the traditional understanding of workplace discrimination is turned on its head? Will the Supreme Court's unanimous ruling in Ames v. Ohio Department of Youth Services change how discrimination cases are evaluated when brought by members of majority groups?Attorney Leah Stiegler of Woods Rogers joins us to examine this decision that rejected the "background circumstances rule" -- a standard that previously imposed a heightened evidentiary burden on white, heterosexual, or male plaintiffs claiming discrimination. As Leah explains, "There's no such thing as reverse discrimination. It's just discrimination." This simple yet insightful statement captures the essence of the Court's reasoning that Title VII protections apply equally to all employees, regardless of their demographic status. Leah shares results from mock trials conducted with identical facts in different Virginia jurisdictions. A conservative Lynchburg jury awarded a white male plaintiff $600,000, while a more liberal Richmond jury found no discrimination whatsoever with the exact same evidence. This highlights how geography and community values dramatically influence discrimination case outcomes, sometimes more than the legal standards themselves.We also explore the McDonnell Douglas burden-shifting framework that remains the analytical backbone of discrimination cases, the emerging concept of intersectional discrimination, and recent executive orders concerning religious expression in the workplace. Throughout our discussion, Leah offers practical insights for employers navigating these evolving issues, emphasizing that while the political discourse around DEI initiatives may be contentious, the fundamental prohibition against discrimination remains unchanged.Whether you're an employer developing workplace policies, an HR professional conducting training, or an employee trying to understand your rights, this episode provides essential context for understanding how discrimination law is evolving in unexpected ways. Subscribe to the Emerging Litigation Podcast for more in-depth analysis of the legal issues shaping our workplaces and society.This is Leah's second appearance on the podcast and I appreciate it! Tom HagyHost | The Emerging Litigation Podcast______________________________________ Thanks for listening! If you like what you hear please give us a rating. You'd be amazed at how much that helps. If you have questions for Tom or would like to participate, you can reach him at Editor@LitigationConferences.com. Ask him about creating this kind of content for your firm -- podcasts, webinars, blogs, articles, papers, and more. Tom on LinkedIn Emerging Litigation Podcast on LinkedIn Emerging Litigation Podcast on the HB Litigation site

Hour 1: Marc Cox and Scott Jagow discuss the government shutdown, the ICE tracking app controversy, and the premiere of Soul on Fire about John O'Leary and Jack Buck. They also highlight St. Louis gaining direct British Airways flights to London and share experiences with high-speed trains in Europe. Hour 2: The 25th anniversary of 97.1 FM Talk is celebrated, with reflections on conservative talk radio and AM signals. RNC Chairman Joe Gruters talks GOP strategy and Trump's leadership, and Nichole Murray delivers business updates including the Boeing strike, Apple app removals, Amazon drones, and a Nissan recall. Hour 3: Ryan Schmelz joins to discuss crime in Memphis, St. Louis, and DC, along with the National Guard's role in public safety and shutdown politics. Capitol Beat features Rep. Eric Burlison on Project 2025, Obamacare subsidies, and concerns about Missouri data centers. Scott on the Spot wraps up the hour with reflections on national and local stories. Hour 4: Marc talks with Greg Brown and Mike Weigand about the Queen of Hearts drawing supporting Backstoppers. Michelle Paulino weighs in on the Bad Bunny Super Bowl halftime controversy and Jay Z's influence on the NFL. The Guns and Hoses event is promoted, and Sue Thomas closes with History of the Lou, focusing on St. Louis's aviation legacy with TWA, McDonnell Douglas, and local pioneers.

In Hour 4, Marc Cox talks with Greg Brown and Mike Weigand about the Queen of Hearts drawing, where the 10 of diamonds in slot three was revealed from a $5,200 pot. Fox News Radio's Michelle Paulino joins to discuss the Super Bowl halftime controversy over Bad Bunny's Spanish-language performance and Jay Z's role in NFL artist selections. The show also highlights the upcoming Guns and Hoses event benefiting the Backstoppers and provides updates on the government shutdown. Sue Thomas closes the hour with History of the Lou, reflecting on St. Louis's aviation legacy, including TWA, McDonnell Douglas, and notable local pioneers.

This is the VIC 4 VETS, Weekly Honored Veteran. SUBMITTED BY: The Washington Guard Jack Jackson Jack Jackson was born in Sullivan, Indiana and grew up on a small farm near Crown Point. He earned a Bachelor of Science Degree at Purdue University. Jack later went on to earn a Master’s Degree in Human Resource Management at Pepperdine University. After graduating from Purdue University, Jack worked for a brief period at General Motors. However, Jack felt the call of his country and joined the United States Marine Corps, where he was commissioned as Second Lieutenant. Jack then went off to flight training to become a Marine Aviator. Jack’s tenacity and courage were quickly demonstrated as a combat aviator in Vietnam. Arriving in November 1968, Jack flew over 600 combat missions. A highly decorated veteran, Jack is the recipient of four Distinguished Flying Crosses, 33 Air Medals, Navy Commendation Medal (with combat V), a host of campaign medals and, most recently, the Legion of Merit for Service to His Country. Returning from Vietnam, Jack attended the United States Naval Test Pilot School, testing aircraft for the United States military. Subsequently, he was the aide-de-camp for a Two Star General. He left active duty as a Marine Captain in 1977. Jack remained active in the service of his country by staying in the Marine Corps Reserves and achieved the rank of Colonel. He was called back to active duty for Desert Shield where he served as a Harrier Instructor Pilot. Jack continued to play an important role in the defense of his country as a key person in the Boeing Company (previously McDonnell Douglas). Jack became a test pilot at Boeing Company in January 1978. He tested virtually every type of U.S. fighter aircraft as well as two Russian fighters, accumulating over 10,000 flight hours. He is also the nation’s most experienced VSTOL pilot. In January 2004, he retired from his position as Chief Pilot-Production Test with Boeing Company where he was responsible for all production activities. Jack is actively involved in his church where he is a deacon. He was the parliamentarian for the Second Congressional District Caucus in 1996 and 2008. He is also a member of the following organizations: V.F.W.; American Legion; National Aeronautical Association; Association of Naval Aviation; Marine Corps League; Vietnam Veterans; National Association of Parliamentarians; and The Society of Experimental Test Pilots. Jack was also on the Boeing Management Club Board of Directors. He was the Chief Test Pilot for Production at the Boeing Company from 1996 until 2004. Jack was elected to the Missouri House of Representatives in 2002. He served as president of the largest freshman class in the history of the state of Missouri. He was Chairman of the Veterans Committee, Chairman of the Joint Committee On Terrorism, Bioterrorism, and Homeland Security; and he was a member of the Appropriations - Public Safety and Corrections and Ways and Means Committees. Jack has been married for 57 years to the former Arleen Henderlong. They have three children and eight grandchildren. Jack is the recipient of the National Aeronautic Association’s “Elder Statesman of Aviation for 2004” Award. He received the Aviation Week and Space Technology 1999 Laurels Award. He also received the “Legislator of the Year Award” from the Missouri Department of Veterans of Foreign Wars in June 2003, 2005, and 2006 and the “Legislator of the Year Award” from the American Legion in 2004. He received the 2006 Farm Bureau Friend of Agriculture Award. He also received the National Aide-de- Camp award from the National Commander of the National VFW. After leaving the legislature in 2006, Jack started his own small business of public speaking and an aircraft charter business. ________________________________________________________________ This Week’s VIC 4 VETS, Honored Veteran on NewsTalkSTL.With support from our friends at:Alamo Military Collectables, H.E.R.O.E.S. Care, Monical’s PizzaSee omnystudio.com/listener for privacy information.

This is the VIC 4 VETS, Weekly Honored Veteran. SUBMITTED BY: The Washington Guard Jack Jackson Jack Jackson was born in Sullivan, Indiana and grew up on a small farm near Crown Point. He earned a Bachelor of Science Degree at Purdue University. Jack later went on to earn a Master’s Degree in Human Resource Management at Pepperdine University. After graduating from Purdue University, Jack worked for a brief period at General Motors. However, Jack felt the call of his country and joined the United States Marine Corps, where he was commissioned as Second Lieutenant. Jack then went off to flight training to become a Marine Aviator. Jack’s tenacity and courage were quickly demonstrated as a combat aviator in Vietnam. Arriving in November 1968, Jack flew over 600 combat missions. A highly decorated veteran, Jack is the recipient of four Distinguished Flying Crosses, 33 Air Medals, Navy Commendation Medal (with combat V), a host of campaign medals and, most recently, the Legion of Merit for Service to His Country. Returning from Vietnam, Jack attended the United States Naval Test Pilot School, testing aircraft for the United States military. Subsequently, he was the aide-de-camp for a Two Star General. He left active duty as a Marine Captain in 1977. Jack remained active in the service of his country by staying in the Marine Corps Reserves and achieved the rank of Colonel. He was called back to active duty for Desert Shield where he served as a Harrier Instructor Pilot. Jack continued to play an important role in the defense of his country as a key person in the Boeing Company (previously McDonnell Douglas). Jack became a test pilot at Boeing Company in January 1978. He tested virtually every type of U.S. fighter aircraft as well as two Russian fighters, accumulating over 10,000 flight hours. He is also the nation’s most experienced VSTOL pilot. In January 2004, he retired from his position as Chief Pilot-Production Test with Boeing Company where he was responsible for all production activities. Jack is actively involved in his church where he is a deacon. He was the parliamentarian for the Second Congressional District Caucus in 1996 and 2008. He is also a member of the following organizations: V.F.W.; American Legion; National Aeronautical Association; Association of Naval Aviation; Marine Corps League; Vietnam Veterans; National Association of Parliamentarians; and The Society of Experimental Test Pilots. Jack was also on the Boeing Management Club Board of Directors. He was the Chief Test Pilot for Production at the Boeing Company from 1996 until 2004. Jack was elected to the Missouri House of Representatives in 2002. He served as president of the largest freshman class in the history of the state of Missouri. He was Chairman of the Veterans Committee, Chairman of the Joint Committee On Terrorism, Bioterrorism, and Homeland Security; and he was a member of the Appropriations - Public Safety and Corrections and Ways and Means Committees. Jack has been married for 57 years to the former Arleen Henderlong. They have three children and eight grandchildren. Jack is the recipient of the National Aeronautic Association’s “Elder Statesman of Aviation for 2004” Award. He received the Aviation Week and Space Technology 1999 Laurels Award. He also received the “Legislator of the Year Award” from the Missouri Department of Veterans of Foreign Wars in June 2003, 2005, and 2006 and the “Legislator of the Year Award” from the American Legion in 2004. He received the 2006 Farm Bureau Friend of Agriculture Award. He also received the National Aide-de- Camp award from the National Commander of the National VFW. After leaving the legislature in 2006, Jack started his own small business of public speaking and an aircraft charter business. ________________________________________________________________ This Week’s VIC 4 VETS, Honored Veteran on NewsTalkSTL.With support from our friends at:Alamo Military Collectables, H.E.R.O.E.S. Care, Monical’s PizzaSee omnystudio.com/listener for privacy information.

On today's episode of The Daily Windup, I sit down with Marsha, a seasoned professional who's been in the world of government contracting since 1981. She cut her teeth as a cost engineer on the historic Three Mile Island cleanup contract with Bechtel and later sharpened her expertise at McDonnell Douglas as a pricing specialist. With decades of experience spanning pricing, accounting, and contracts, Marsha reveals why understanding strategic pricing is the foundation of success in government work. We dive deep into the reality of pricing government contracts—breaking down cost-plus, fixed price, and time & materials—and expose the challenges that companies face when moving from commercial work into federal projects. If you think government money is “easy money,” think again. Marsha explains the hidden complexities, compliance burdens, and regulatory hoops that can make or break your success. This episode is a must-listen for anyone trying to break into government contracting and avoid costly mistakes.

A version of this essay was published by Deccan Herald at https://www.deccanherald.com/opinion/let-s-make-our-own-planes-3607351June 23rd was a very sad anniversary: it was exactly 40 years ago that Air India Kanishka, Flight AI 182 (Montreal-London-Delhi), a Boeing 747, was blown up in the sky off Ireland, killing all 329 on board. There has never been closure, because the Canadian government stonewalled the investigation into how alleged Khalistani terrorists on their soil perpetrated one of the worst airline disasters in history.The black box and cockpit voice recorder were recovered, and confirmed a loud explosion and sudden loss of communications and an explosive decompression, consistent with a bomb in baggage. Separately, two baggage handlers at Narita were killed when another bomb linked to the same terror group exploded on the ground on flight AI 301 on the Toronto-Tokyo-Bangkok-Delhi route.On June 12th, 2025, the as-yet unsolved crash-landing of AI 171 (Ahmedabad-London) killed all but one of 242 on board, and at least 35 people on the ground, as the Boeing 787 Dreamliner failed just after take-off. The black box has been recovered, and India's Aircraft Accident Investigation Bureau was able to decode it. The detailed results will take another couple of weeks. Fortunately, the black box didn't have to be sent to the US because they would have an incentive to exonerate Boeing.Indeed there is already a media narrative of a) incompetence of the Indian pilots, b) poor maintenance by Air India. While there have been previous complaints about broken seats and entertainment systems, there was a clear objective to limit reputational damage to already beleaguered Boeing. Whistleblower reports have long suggested shoddy manufacturing practices especially on jets earmarked for delivery overseas.Boeing appears to be an engineering-driven company that was ruined as the focus shifted to bean-counting and finance, ever since they took over McDonnell Douglas in 1997, but paradoxically allowed the latter's cost-cutting managers to dominate. Instead of innovating, they now tend to recycle old designs. A 2022 Netflix documentary, “Downfall: The Case Against Boeing”, is scathing in its accusations.India is building the infrastructure for significant growth in air travel, to the extent that the hostile Financial Times mocked it with a story titled “Air India crash tests Narendra Modi's ambition to get his country flying”, blaming Air India and the airline regulator (but not Boeing). All this has implications for India, considering that Air India ordered 220 Boeing aircraft and another 350 from Airbus, while Indigo ordered 500 Airbus planes. That's many billions of dollars. The obvious question is: why isn't India making these commercial aircraft? Surely aerospace is a growth sector for India? Yes, there will be offset-based sub-assembly manufacturing, and maintenance operations, but why not India's own passenger aircraft?Brazil's Embraer, Russia's UAC and China's COMAC are eyeing the cosy Airbus-Boeing duopoly. Strategic autonomy suggests India should also strive for its own design.There are military reasons too. Warfare is changing, and drones and missiles are becoming more important, though fighter aircraft remain critical. India is developing the Tejas and the newly-approved AMCA, but there is the salutary tale of the indigenous HF-24 Marut, phased out because of underpowered engines, inadequate infrastructure, and poor coordination between HAL, the IAF, and the government; also no private sector involvement and the lure of imports.India has to build its own fighter jets, and especially jet engines like Kaveri: India is last in line for foreign engine-makers, and anyway, they keep the kill switches. India may be able to sell fighter jets to many countries, along with the battle-tested BrahMos, Lakshya and Akashteer, so spending on them is an investment with likely returns.There is still the siren-song of the US F-35, the Russian Su-57, and so on. There is, ironically, a British-owned F-35B sitting, forlorn, in the rain, on the tarmac at Trivandrum airport since June 15th. It has a) fuel issues, b) hydraulic problems with STOL, c) other problems. This $100+-million jet may end up having to be hauled back in a big transport plane, unable to take off on its own. Local trolls advertised it on OLX for a mere $4 million for scrap.British specialists were flown in, but couldn't fix it. They await Americans now. Obviously, even the closest allies do not get full technology transfer.Let us also remember that the first F-35 built under license by Mitsubishi in Japan ended up in the Pacific Ocean. The pilot, who died, was blamed for ‘spatial disorientation', not Lockheed Martin. The black box was damaged, so the story ends there.Suffice to say that in both civil and military aircraft it is time for India to get its act together.775 words, 29 June 2025The AI-generated podcast based on this essay is here. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit rajeevsrinivasan.substack.com/subscribe

It's official—The Supreme Court has made their decision. The 52-year-old McDonnell Douglas case prevails; those who feel they have been discriminated against in employment decisions can now seek justice. Karl Ulrich with Sebaly, Shillito & Dyer joins Pandy to explain the implications of such a serious decision. Learn what to do in preparing for the possible claim before it happens.

What does it take to be an entrepreneur? What is the skill set that separates the entrepreneur from the rest of us? Might there even be a personality or gene that helps people be especially gifted here?In today's episode we get to listen in to a short snippet of a recent conversation I had with John McDonnell, the leader and owner behind McDonnell Douglas which eventually sold to Boeing about what he says at the start of the company, and what it might imply for the rest of us. Special Guest: John McDonnell.

fWotD Episode 2944: McDonnell Douglas Phantom in UK service Welcome to Featured Wiki of the Day, your daily dose of knowledge from Wikipedia's finest articles.The featured article for Tuesday, 27 May 2025, is McDonnell Douglas Phantom in UK service.The McDonnell Douglas F-4 Phantom II was one of the principal combat aircraft of the United Kingdom (UK) from 1968 to 1992. The UK was the first export customer for the US-built F-4 Phantom, which was ordered in the context of political and economic difficulties around British designs for similar aircraft. The Phantom was procured to serve in both the Royal Navy's Fleet Air Arm and the Royal Air Force (RAF) in several roles including air defence, close air support, low-level attack and tactical reconnaissance.Most Phantoms operated by the UK were built as a special batch containing a significant amount of British technology. This was a means of supporting the British aerospace industry in the wake of major project cancellations. Two variants were initially built for the UK: the F-4K variant was designed from the outset as an air-defence interceptor to be operated by the Fleet Air Arm from the Royal Navy's aircraft carriers, and the F-4M version was operated by the RAF in tactical strike and reconnaissance roles. In the mid-1980s, a third Phantom variant was obtained when fifteen second-hand F-4J aircraft were purchased to augment the UK's air defences following the Falklands War.The Phantom entered service with both the Fleet Air Arm and the RAF in 1969. In Fleet Air Arm service, it was primarily intended for fleet air defence, with secondary conventional and nuclear strike roles; in the RAF it was soon replaced in its initial tasks by other aircraft designed specifically for strike, close air support and reconnaissance, and instead was moved to the air-defence mission. By the mid-1970s, the Phantom had become the UK's principal interceptor; it continued in this role until 1992, when it was withdrawn as part of a series of post-Cold War defence cuts.This recording reflects the Wikipedia text as of 00:56 UTC on Tuesday, 27 May 2025.For the full current version of the article, see McDonnell Douglas Phantom in UK service on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm neural Aria.

Todos hemos tomado en alguna ocasión un avión, algunos lo hacen incluso varias veces al mes. En nuestro mundo más de 12 millones de personas vuelan diariamente en alguno de los 100.000 vuelos comerciales que cada día del año las aerolíneas programan de forma regular. Volar nos parece de lo más normal, pero es algo relativamente reciente. Los seres humanos no consiguieron despegarse del suelo hasta finales del siglo XVIII, primero en globos como el de los hermanos Montgolfier en 1783, luego en dirigibles y más tarde, ya en el siglo XX, en aeroplanos de ala fija más pesadas que el aire. Este último invento se lo debemos a los hermanos Wright, que en 1903 hicieron el primer vuelo en una playa de Carolina del Norte. A partir de ahí el aeroplano fue mejorando paulatinamente y durante décadas convivió con los dirigibles, que tuvieron una vida larga en países como Alemania. La primera aerolínea de la historia voló, de hecho, dirigibles, no aviones y lo hizo tan pronto como en 1909. Pero los dirigibles eran lentos, voluminosos y su operación implicaba riesgos, de modo que los aviones pronto tomaron la delantera. La primera guerra mundial propulsó la innovación y la producción de aeronaves de combate que, una vez firmada la paz, siguieron su desarrollo, pero ya como aviones comerciales. Fue entonces, en 1919, cuando el convenio de París reguló la aviación civil y nacieron las primeras aerolíneas, algunas de las cuales siguen existiendo un siglo después como la holandesa KLM, la australiana Qantas, la alemana Lufthansa o la española Iberia. Los años 20 y 30 fueron un periodo dorado que sirvió de antesala a la segunda guerra mundial, en la que la aviación tuvo un papel mucho más importante que en la anterior. Los aviones eran potentes, rápidos y ya de gran tamaño. La innovación no se detuvo, fue en esta época cuando aparecieron los primeros aparatos presurizados, los motores a reacción y brillaron los grandes hidroaviones. Antes de terminar el conflicto la convención de Chicago estableció normas para todos y creo la OACI, siglas de Organización de Aviación Civil Internacional. La posguerra asistió al surgimiento de grandes cuatrimotores para pasajeros como el Lockheed Super Constellation y el Douglas DC-7, que desplazaron definitivamente a los hidroaviones. Sería en 1952 en el Reino Unido donde se presentase el primer jet comercial, el De Havilland Comet, que tuvo una vida corta y accidentada. Le sucedería el Boeing 707 en 1958, un avión que revolucionó la aviación comercial gracias a su diseño, capacidad y, especialmente, su velocidad ya que podía mantener cruceros de más de 900 kilómetros por hora. Los años 60 y 70 trajeron la competición supersónica entre el Concorde franco-británico y el Tupolev 144 soviético. El segundo no pasó de unos pocos vuelos, el primero tuvo una vida de casi tres décadas, pero sus costes de operación eran demasiado elevados. En paralelo, los ingenieros de Boeing desarrollaron el 747, también conocido como Jumbo por sus descomunales dimensiones, el primer avión de fuselaje ancho de la historia. McDonnell Douglas respondió con un trimotor, el DC-10, y los europeos de Airbus con el A-300, el primer avión bimotor de fuselaje ancho, algo muy bien recibido por las aerolíneas tras la crisis del petróleo. La desregulación aérea en EEUU y los cielos abiertos en Europa transformaron el mercado, permitiendo a cientos de millones de personas volar de forma rutinaria gracias a la aparición de compañías de bajo coste como Southwest y Ryanair. La normativa ETOPS permitió a los bimotores operar rutas transoceánicas, sacando del mercado a los cuatrimotores. Alianzas como Star Alliance o One World optimizaron recursos, mientras que aviones como el Boeing 787 Dreamliner o el Airbus A350 introdujeron materiales compuestos para mejorar la eficiencia. La industria aérea nunca ha dejado de innovar y lo sigue haciendo. Se investiga activamente en aviones de propulsión eléctrica y nuevos modelos supersónicos que sean económicamente viables. Para hablar de una historia tan presente tenemos hoy en La ContraHistoria a Iker Muro, piloto comercial, contraescucha y, sobre todo, un amante de la aviación. Bibliografía: - "Wings: A History of Aviation" de Tom D. Crouch - https://amzn.to/4cRMGb4 - "100 Years of Civil Aviation" de Ben Skipper - https://amzn.to/3RyZuJK - "Commercial Aviation History" de Saeed Nassar - https://amzn.to/42qtgqe - "Eso no estaba en mi libro de historia de la aviación" de Rafael de Madariaga y Adolfo Roldán - https://amzn.to/44EvdAI · Canal de Telegram: https://t.me/lacontracronica · “Contra la Revolución Francesa”… https://amzn.to/4aF0LpZ · “Hispanos. Breve historia de los pueblos de habla hispana”… https://amzn.to/428js1G · “La ContraHistoria de España. Auge, caída y vuelta a empezar de un país en 28 episodios”… https://amzn.to/3kXcZ6i · “Lutero, Calvino y Trento, la Reforma que no fue”… https://amzn.to/3shKOlK · “La ContraHistoria del comunismo”… https://amzn.to/39QP2KE Apoya La Contra en: · Patreon... https://www.patreon.com/diazvillanueva · iVoox... https://www.ivoox.com/podcast-contracronica_sq_f1267769_1.html · Paypal... https://www.paypal.me/diazvillanueva Sígueme en: · Web... https://diazvillanueva.com · Twitter... https://twitter.com/diazvillanueva · Facebook... https://www.facebook.com/fernandodiazvillanueva1/ · Instagram... https://www.instagram.com/diazvillanueva · Linkedin… https://www.linkedin.com/in/fernando-d%C3%ADaz-villanueva-7303865/ · Flickr... https://www.flickr.com/photos/147276463@N05/?/ · Pinterest... https://www.pinterest.com/fernandodiazvillanueva Encuentra mis libros en: · Amazon... https://www.amazon.es/Fernando-Diaz-Villanueva/e/B00J2ASBXM Escucha el episodio completo en la app de iVoox, o descubre todo el catálogo de iVoox Originals

My guest this week is Glen Martin, Co-Founder & CEO of Extraterrestrial Mining Company (XMC), discusses his company's bold mission to mine Helium-3 on the Moon and its potential to revolutionize energy and tech on Earth.  

Sarah Isgur and David French discuss Chief Justice John Roberts' recent rebuke of President Donald Trump and the proper way to criticize a court's opinion. The Agenda: —Judicial independence and integrity —Orin Kerr and Michael C. Dorf debate —The “confusing” McDonnell Douglas framework —Parental due process rights —Age restrictions on the 2A —Free speech for professors —SCOTUS' lottery system Advisory Opinions is a production of The Dispatch, a digital media company covering politics, policy, and culture from a non-partisan, conservative perspective. To access all of The Dispatch's offerings, click here. Learn more about your ad choices. Visit megaphone.fm/adchoices

The Jacuzzi Seven were obsessed with flight and engineered better propellers. What is the difference between propellers of air or water??? Dave Young: Welcome to the Empire Builders Podcast, teaching business owners the not-so-secret techniques that took famous businesses from mom and pop to major brands. Stephen Semple is a marketing consultant, story collector, and storyteller. I'm Stephen's sidekick and business partner, Dave Young. Before we get into today's episode, a word from our sponsor, which is, well, it's us. But we're highlighting ads we've written and produced for our clients, so here's one of those. [Tapper's Jewelry Ad] Dave Young: Welcome back to the Empire Builders Podcast, Dave Young here, alongside Stephen Semple, discussing empires, entrepreneurial empires that started from just somebody's crazy idea and became something huge. And today, Jacuzzi. Stephen Semple: Jacuzzi. Dave Young: We're not talking about a hot tub, we're talking about a Jacuzzi. Stephen Semple: Correct. Dave Young: Which, sort of became the generic name for hot tubs, but I'm fascinated to hear the story. I'm guessing we're headed to the 70s, baby. Is that ring true or no? Stephen Semple: The business was founded in 1915. Dave Young: All right, so we're not headed to the 70s, but we'll still be around. Was it founded as Jacuzzi? Stephen Semple: Well, here's the interesting thing, here's the really fun part. Dave Young: Oh wait. Stephen Semple: Guess what their first business was? Dave Young: Wait, I'm thinking. These might be like therapeutic Whirlpool things too, no? I don't know. I'm getting ahead, I don't know what their first business was. Stephen Semple: Their first business was in the airplane business. Dave Young: Okay. The 1915 three engine Jacuzzi. No, I don't know. Stephen Semple: No, they started by making props for airplanes, that was their first business. Dave Young: Really? Stephen Semple: Yes. How crazy is that? Dave Young: That's nuts. Okay. Stephen Semple: Isn't that nuts? Yeah. So, they were founded in 1915 in Berkeley, California by seven siblings, there were seven kids in the Jacuzzi family. Dave Young: Holy. Stephen Semple: And they were- Dave Young: Was Jacuzzi their name? Stephen Semple: Well, actually, it was Iacuzzi, and when they immigrated, the classic. Dave Young: Yeah. Stephen Semple: Yeah, the classic mistake of being written down wrong, and that's the new spelling is what stuck. They were immigrants from Casarsa della Delizia in Italy, and I'm sure I'm completely butchering that. Dave Young: Yeah, just say Italy. Stephen Semple: Yeah. And as said, the original family name was Iacuzzi. Dave Young: Okay. Stephen Semple: And it became Jacuzzi, and of course, it defined the hot tub business, which today is a $6 billion global market. Dave Young: But airplane propellers. Stephen Semple: Airplane propellers. Dave Young: Seven siblings had the bright idea of making airplane propellers. Stephen Semple: Yeah. Dave Young: But this is shortly after Orville and Wilbur- Stephen Semple: Oh yeah. This is- Dave Young: Had invented airplane propellers. Stephen Semple: Well, this is the day of biplanes, right? So, it's 1915, and Rachele Jacuzzi, who's the youngest of the seven, is visiting the San Francisco Fair, and he sees biplanes. And one of the sons is working as an engineer for the founder of McDonnell Douglas, and they're obsessed with flight, and they see these stunt plane props, and they look at them and go, these are really inefficient. So, they invented propeller that is curved and smaller and more efficient, and it's called the toothpick propeller. Got these little tiny blades. And they open up a machine shop to start making these propellers,

**Discussion begins at 4:15**Since 1916, Boeing has been synonymous with safety and reliability.  The company was responsible for the production of 100,000 airplanes for Allied Forces in WW2, the production of Air Force One, and revolutionizing air travel.  The slogan was, “If it's not Boeing, I'm not going”.  Following a merger with McDonnell Douglas, experts agree that the company had a culture shift, in which perhaps finances were prioritized over safety.  This all came to a head when Boeing did a rapid roll out of the 737 Max, in an attempt to keep up with their only competition, Airbus.  Following a slew of poor decisions, there were two plane crashes, with 346 deaths.  Since that time, a number of employees have come forward to report safety issues with Boeing and it's contractor, Spirit Aerosystems.  Things had been relatively quiet for Boeing, until last year when a number of safety issues brought them back into the news.  Following a 2.5 billion dollar loss, 50,000 lay offs, and a drop in stocks by 26% in the first quarter, two of the Boeing whistleblowers died under mysterious circumstances within 2 months of each other.  Were these just unfortunate tragedies?  Or was Boeing behind the mysterious deaths?Send us a textSupport the showTheme song by INDA

Discover the truth behind the most enigmatic phenomena of our time with "UFOs: Who Knows?" This captivating book delves deep into the world of Unidentified Flying Objects (UFOs) and extraterrestrial encounters, compiling a compelling array of quotations and testimonies from highly credible sources. From military generals to astronauts, scientists to celebrities, and even political and religious figures, each voice adds weight to the argument that UFOs and extraterrestrial phenomena deserve serious attention and exploration.In "UFOs: Who Knows?", you'll uncover:   Firsthand Accounts: Experience the awe and intrigue of UFO sightings as described by astronauts like Gordon Cooper and Dr. Edgar Mitchell, who reveal their extraordinary encounters in space.   Expert Testimonies: Delve into the detailed observations of renowned scientists such as Dr. Jacques Vallee, whose rigorous investigations challenge conventional explanations and push the boundaries of scientific inquiry.   Government Perspectives: Gain insight from high-ranking military officials and whistleblowers, including the recent sworn testimony of Major David Grusch, shedding light on decades-long programs and classified information.   Cultural Reflections: Hear from celebrities like David Bowie, John Lennon, and Demi Lovato, who share their personal experiences and beliefs about extraterrestrial life, adding a unique cultural dimension to the discussion.This meticulously curated anthology is more than just a collection of quotes; it is a mosaic of perspectives that together form a larger picture of the UFO phenomenon. Whether you are a skeptic or a believer, "UFOs: Who Knows?" invites you to approach this subject with an open mind and a quest for the truth. Join the conversation, explore the mysteries, and prepare for one of the most significant chapters in the human story. "UFOs: Who Knows?" is not just a book—it's a call to action for readers, researchers, and policymakers to embrace transparency and foster an informed dialogue about the realities of UFOs and extraterrestrial contact. Don't miss your chance to uncover the truth that has long been shrouded in secrecy and skepticism. Get your copy today and join the journey into the unknown!Ryan BioRyan S. Wood grew up in southern California where he first became acquainted with UFOs when his father, Dr. Robert M. Wood, was engaged in deciphering the physics of UFOs while managing a research project on anti-gravity for McDonnell Douglas. This involved the process of trying to change the speed of light in a Michelson Morley interferometer with high magnetic fields. In 1978, he graduated from Cal Poly San Luis Obispo with degrees in Mathematics and Computer Science and has had a long career in marketing, sales, engineering, and corporate management, across, semiconductor, computer systems, medical imaging, energy conservation, and aerospace industries.Ryan is regarded as a leading authority on the Top Secret classified Majestic-12 intelligence documents and the 1941 Cape Girardeau, Missouri UFO Crash amongst others. He is the author of MAJIC EYES ONLY: Earth's Encounters with Extraterrestrial Technology, a landmark synthesis of over 100 UFO crash retrievals along with authenticity discussions of many of the majestic documents.A frequent lecturer on the UFO subject, Ryan has taught college courses and made numerous presentations about UFOs to civic organizations and at ufology conferences across the world. He has organized seven worldwide UFO crash retrieval symposia (2003-2009), each with conference proceedings and presentations from UFO crash investigators along with keynote banquet speakers. During this time, he advanced the ufological careers and reputation of scores of now widely known UFO lecturers, TV guests and researchers.In the late 1990's he gave a two-hour UFO lecture to an international class of military officers at the Naval Postgraduate School that formed the basis of the final exam for a National Security Affairs class. He manages the content of website majesticdocuments and along with his father was the executive producer of a television documentary that aired on the Sci-Fi channel detailing the authenticity of the Majestic-12 documents called The Secret. He has been interviewed on numerous television shows such as the History channel, ABC news and numerous local Bay Area, Denver, and Las Vegas TV channels. He has been a radio guest on Art Bell, Jeff Rense, and George Noory several times.https://www.amzn.com/dp/B0DHVYCVCW/ https://www.pastliveshypnosis.co.uk/https://www.patreon.com/alienufopodcast

'Beyond: UFOs and the Unknown'Following revelations of a secret government program studying UFOs, many experts have stopped asking whether UFOs are real and have started wondering: "what are they?" The answer could change everything we thought we knew about human consciousness.Paul BioBritish Born Musician turned Film Maker, now living in the USA. Award winning Editor known for Dogtown and Z-Boys, Riding Giants, Sound City: Real to Reel and The Beatles: Eight Days a Week - The Touring Years. Also known for Directing 'Amazing Journey: The Story of The Who' and '1'. He can also be seen around Los Angeles playing with the classic power pop band The AutomaticsRyan WoodUFO's: Who Knows?: Quotations from famous people: Celebrities, Science, Military, Religion, Politics, and GovernmentDiscover the truth behind the most enigmatic phenomena of our time with "UFOs: Who Knows?" This captivating book delves deep into the world of Unidentified Flying Objects (UFOs) and extraterrestrial encounters, compiling a compelling array of quotations and testimonies from highly credible sources. From military generals to astronauts, scientists to celebrities, and even political and religious figures, each voice adds weight to the argument that UFOs and extraterrestrial phenomena deserve serious attention and exploration.https://www.amzn.com/dp/B0DHVYCVCW/The AI Ufologist: Answering the Big Questions of UfologyEmbark on an enthralling journey with "The AI Ufologist" by Ryan S. Wood, where the enigmatic world of UFOs/UAPs and extraterrestrial life collides with the frontiers of our modern society, economy, and technology, all under the transformative lens of artificial intelligence (AI). This captivating book dives deep into the most profound questions of ufology: What drives the ET agenda? Why do alien beings venture to Earth? What secrets lie behind their advanced technology? Wood masterfully untangles a complex web woven by major governments, a web of secrecy, deception, and intimidation, to reveal a narrative that is as enlightening as it is gripping.https://www.amzn.co.uk/dp/B0CWZJTWSVRyan BioRyan S. Wood grew up in southern California where he first became acquainted with UFOs when his father, Dr. Robert M. Wood, was engaged in deciphering the physics of UFOs while managing a research project on anti-gravity for McDonnell Douglas. This involved the process of trying to change the speed of light in a Michelson Morley interferometer with high magnetic fields. In 1978, he graduated from Cal Poly San Luis Obispo with degrees in Mathematics and Computer Science and has had a long career in marketing, sales, engineering, and corporate management, across, semiconductor, computer systems, medical imaging, energy conservation, and aerospace industries.Ryan is regarded as a leading authority on the Top Secret classified Majestic-12 intelligence documents and the 1941 Cape Girardeau, Missouri UFO Crash amongst others. He is the author of MAJIC EYES ONLY: Earth's Encounters with Extraterrestrial Technology, a landmark synthesis of over 100 UFO crash retrievals along with authenticity discussions of many of the majestic documents.A frequent lecturer on the UFO subject, Ryan has taught college courses and made numerous presentations about UFOs to civic organizations and at ufology conferences across the world. He has organized seven worldwide UFO crash retrieval symposia (2003-2009), each with conference proceedings and presentations from UFO crash investigators along with keynote banquet speakers. During this time, he advanced the ufological careers and reputation of scores of now widely known UFO lecturers, TV guests and researchers.In the late 1990's he gave a two-hour UFO lecture to an international class of military officers at the Naval Postgraduate School that formed the basis of the final exam for a National Security Affairs class. He manages the content of website majesticdocuments and along with his father was the executive producer of a television documentary that aired on the Sci-Fi channel detailing the authenticity of the Majestic-12 documents called The Secret. He has been interviewed on numerous television shows such as the History channel, ABC news and numerous local Bay Area, Denver, and Las Vegas TV channels. He has been a radio guest on Art Bell, Jeff Rense, and George Noory several times. https://www.pastliveshypnosis.co.uk/https://www.patreon.com/alienufopodcast

Carol's Top 5 Strengths are:  Activator, Connectedness, Woo, Belief, Communication  Mary's Top 5 Strengths are: Maximizer, Strategic, Learner, Communication, Responsibility,  Lyn's Top 5 Strengths are: Positivity, Empathy, Harmony, Connectedness & Input  Judy's Top 5 Strengths are: Developer, Connectedness, Positivity, Stratetic & Input  Website for Beyond: Creating a Love you Love in your 50's, 60's, 70's and more Carol Dodds has enjoyed working alongside her husband, Stuart, with Cru and Athletes in Action since 1982. Carol is a passionate speaker, life coach, and mentor. She is the founding director of Encore, an organization in Austin, Texas for influential women over fifty. Carol and Stuart have three children and one granddaughter.   Mary Henderson is an author, counselor and speaker devoted to helping others overcome the barriers keeping them from being all they can be. She and her husband, John, have lived and worked toward this goal throughout New Zealand, Eastern Europe, Russia and the United States. They have three grown children and two grandchildren. Her website is Mary Henderson   Lyn Alexander is deeply committed to developing rich, lasting relationships with her family and those she mentors. She served as the Executive Director of TruCare in Austin, Texas, and has held positions at The Hollywood Reporter, Paramount Pictures, and McDonnell Douglas. Lyn and her husband Dan have three children and three grandchildren.   Judy Douglass loves encouraging people to be all that they were created for. She is an author, speaker, podcast host, and Director of Women's Resources for Cru. She is the founder and host of Prayer for Prodigals, an online community for those who love someone who is making destructive choices. She has three children and ten grandchildren. Her website is Judy Douglass   Find out your strengths by taking the CliftonStrengths Top 5 Assessment   Workshops and Coaching with Barbara Culwell Subscribe & Leave a Review on Embrace Your Strengths  

Adam Pilarski shares his background and journey in aviation, from his initial disinterest in the industry to his career at McDonnell Douglas and eventually joining of Avitas. He emphasizes the importance of understanding the logic behind business decisions and the value of being authentic and truthful in his work. Adam also discusses the evolution of data and resources in the industry, highlighting the need to balance the use of advanced models with a clear understanding of the underlying reasons and relationships. He concludes by expressing his passion for economics and his enjoyment of his work. In this conversation, Adam Pilarski discusses his experiences in the aviation industry and shares his insights on various topics. He talks about his time at McDonnell Douglas and his transition to Avitas, highlighting the changes he has witnessed in the industry over the years. Adam also reflects on some surprises he encountered, such as the rapid fall of communism, and the importance of timing in making accurate forecasts. He emphasizes the need to consider factors like population growth, geopolitical issues, and technological advancements when assessing the future of aviation.

Carter Williams is the CEO and Managing Director at iSelect Fund, who invests at the convergence of agtech and human health. Carter has spent his entire career working on innovation. First as a young engineer at McDonnell Douglas, next in his leadership roles at Boeing managing R&D and starting Boeing Ventures.  Later as a successful entrepreneur and venture investor. Throughout his career, he has directly managed investments of over $600 million in early-stage ventures and corporate research, resulting in several billion dollars of new product revenues. As part of Boeing Phantom Works, Carter led Boeing's technology planning process, involving all aspects of internal and external technology development and manufacturing research. This eventually led to his role in founding and managing Boeing Ventures. After Boeing, he was President of Gridlogix, initially a small 4-person startup that grew over 3 years, exiting successfully to Johnson Controls in October 2008. Gridlogix became Johnson Controls Panopics system. Before leading iSelect, Carter was Senior Managing Director at Progress Partners, an energy and technology investment banking firm. He was a Managing Partner at Open Innovation Ventures and a Director at Clayton Capital Partners. Carter is the past President and Founder of the MIT Corporate Venturing Consortium and Co-founder of the MIT Entrepreneurship Society. He has an M.B.A. from the MIT Sloan School and a B.S. in Mechanical Engineering from Rensselaer Polytechnic Institute.  He also writes about innovation at the substack Creative Destruction. — This episode is presented by American AgCredit. Learn more HERE. Check out Matt Woolf's episode on the California ag market HERE. — Links iSelect Fund - https://www.iselectfund.com Carter on Linkedin - https://www.linkedin.com/in/carter/ Carter's Substack - https://creativedestruction.substack.com Join the Co-op - https://themodernacre.supercast.com

This week we talk about the Falcon 9, the Saturn V, and NASA's bureaucracy.We also discuss Boeing's mishaps, the Scout system, and the Zenit 2.Recommended Book: What's Our Problem? by Tim UrbanTranscriptIn 1961, the cost to launch a kilogram of something into low Earth orbit—and a kilogram is about 2.2 pounds, and this figure is adjusted for inflation—was about $118,500, using the Scout, or Solid Controlled Orbital Utility Test system of rockets, which were developed by the US government in collaboration with LTV Aerospace.This price tag dropped substantially just a handful of years later in 1967 with the launch of the Saturn V, which was a staggeringly large launch vehicle, for the time but also to this day, with a carrying capacity of more than 300,000 pounds, which is more than 136,000 kg, and a height of 363 feet, which is around 111 meters and is about as tall as a 36-story building and 60 feet taller than the Statue of Liberty.Because of that size, the Saturn V was able to get stuff, and people, into orbit and beyond—this was the vehicle that got humans to the Moon—at a dramatically reduced cost, compared to other options at the time, typically weighing in at something like $5,400 per kg; and again, that's compared to $118,500 per kg just 6 years earlier, with the Scout platform.So one of the key approaches to reducing the cost of lifting stuff out of Earth's gravity well so it could be shuffled around in space, in some rare cases beyond Earth orbit, but usually to somewhere within that orbit, as is the case with satellites and space stations, has been to just lift more stuff all at once. And in this context, using the currently available and time-tested methods for chucking things into space, at least, that means using larger rockets, or big rocket arrays composed of many smaller rockets, which then boost a huge vehicle out of Earth's gravity well, usually by utilizing several stages which can burn up some volume of fuel before breaking off the spacecraft, which reduces the amount of weight it's carrying and allows secondary and in some cases tertiary boosters to then kick in and burn their own fuel.The Soviet Union briefly managed to usurp the Saturn V's record for being the cheapest rocket platform in the mid-1980s with its Zenit 2 medium-sized rocket, but the Zenit 2 was notoriously fault-ridden and it suffered a large number of errors and explosions, which made it less than ideal for most use-cases.The Long March 3B, built by the Chinese in the mid-1990s got close to the Saturn V's cost-efficiency record, managing about $6,200 per kg, but it wasn't until 2010 that a true usurper to that cost-efficiency crown arrived on the scene in the shape of the Falcon 9, built by US-based private space company SpaceX.The Falcon 9 was also notable, in part, because it was partially reusable from the beginning: it had a somewhat rocky start, and if the US government hadn't been there to keep giving SpaceX contracts as it worked through its early glitches, the Falcon 9 may not have survived to become the industry-changing product that it eventually became, but once it got its legs under it and stopped blowing up all the time, the Falcon 9 showed itself capable of carrying payloads of around 15,000 pounds, which is just over 7000 kgs into orbit using a two-stage setup, and remarkably, and this also took a little while to master, but SpaceX did eventually make it common enough to be an everyday thing, the Falcon 9's booster, which decouples from the rocket after the first stage of the launch, can land, vertically, intact and ready for refurbishment.That means these components, which are incredibly expensive, could be reused rather than discarded, as had been the case with every other rocket throughout history. And again, while it took SpaceX some time to figure out how to make that work, they've reached a point, today, where at least one booster has been used 22 times, which represents an astonishing savings for the company, which it's then able to pass on to its customers, which in turn allows it to outcompete pretty much everyone else operating in the private space industry, as of the second-half of 2024.The cost to lift stuff into orbit using a Falcon 9 is consequently something like $2,700 per kg, about half of what the Saturn V could claim for the same.SpaceX is not the only company using reusable spacecraft, though.Probably the most well-known reusable spacecraft was NASA's Space Shuttle, which was built by Rockwell International and flown from the early 1980s until 2011, when the last shuttle was retired.These craft were just orbiters, not really capable of sending anyone or anything beyond low Earth orbit, and many space industry experts and researchers consider them to be a failure, the consequence of bureaucratic expediency and NASA budget cuts, rather than solid engineering or made-for-purpose utility—but they did come to symbolize the post-Space Race era in many ways, as while the Soviet, and then the successor Russian space program continued to launch rockets in a more conventional fashion, we didn't really see much innovation in this industry until SpaceX came along and started making their reusable components, dramatically cutting costs and demonstrating that rockets capable of carrying a lot of stuff and people could be made and flown at a relatively low cost, and we thus might be standing at the precipice of a new space race sparked by private companies and cash-strapped government agencies that can, despite that relatively lack of resources, compared to the first space race, at least, can still get quite a bit done because of those plummeting expenses.What I'd like to talk about today is a reusable spacecraft being made by another well-known aerospace company, but one that has had a really bad decade or so, and which is now suffering the consequences of what seems to have been a generation of bad decisions.—Boeing is a storied, sprawling corporation that builds everything from passenger jets to missiles and satellites.It's one of the US government's primary defense contractors, and it makes about half of all the commercial airliners on the planet.Boeing has also, in recent years, been at the center of a series of scandals, most of them tied to products that don't work as anticipated, and in some cases which have failed to work in truly alarming, dangerous, and even deadly ways.I did a bonus episode on Boeing back in January of this year, so I won't go too deep into the company's history or wave of recent problems, but the short version is that although Boeing has worked cheek-to-jowl with the US and its allies' militaries since around WWII, and was already dominating aspects of the burgeoning airline industry several decades before that, it merged with a defense contractor called McDonnell Douglas in the late-1990s, and in the early 2000s it began to reorganize its corporate setup in such a way that financial incentives began to influence its decision-making more than engineering necessities.In other words, the folks in charge of Boeing made a lot of money for themselves and for many of their shareholders, but those same decisions led to a lot of inefficiencies and a drop in effectiveness and reliability throughout their project portfolio, optimizing for the size of their bank account and market cap, rather than the quality of their products, basically.Consequently, their renowned jetliners, weapons offerings, and space products began to experience small and irregular, but then more sizable and damaging flaws and disruptions, probably the most public of which was the collection of issues built into their 737 MAX line of jets, two of which crashed in 2018 and 2019, killing 346 people and resulting in the grounding of 387 of their aircraft.A slew of defects were identified across the MAX line by 2020, and an investigation by the US House found that employee concerns, reported to upper-management, went ignored or unaddressed, reinforcing the sense that the corporate higher-ups were disconnected from the engineering component of the company, and that they were fixated almost entirely on profits and their own compensation, rather than the quality of what they were making.All of which helps explain what's happening with one of Boeing's key new offerings, a partially reusable spacecraft platform called the Starliner.The Starliner went into early development in 2010, when NASA asked companies like Boeing to submit proposals for a Commercial Crew Program that would allow the agency to offload some of its human spaceflight responsibilities to private companies in the coming decades.One of the contract winners was SpaceX's Crew Dragon platform, but Boeing also won a contract with its Starliner offering in 2014, which it planned to start testing in 2017, though that plan was delayed, the first unmanned Orbital Flight Test arriving nearly 3 years later, at the tail-end of 2019, and even then, the craft experienced all sorts of technical issues along the way, including weak parachute systems, flammable tape, and valves that kept getting stuck.It was two more years before the company launched the second test flight, and there were more delays leading up to the Starliner's first Crew Flight Test, during which it would carry actual humans for the first time.That human-carrying flight launched on June 5 of 2024, and it carried two astronauts to the International Space Station—though it experienced thruster malfunctions on the way up, as it approached the ISS, and after several months of investigation, the Starliner capsule still attached to the Station all that time, it was determined that it was too risky for those two astronauts to return to Earth in the Starliner.That brings us to where we are now, a situation in which there are two astronauts aboard the ISS, in low Earth orbit, who were meant to stay for just over a week, but who will now remain there, stranded in space, for a total of around eight months, as NASA decided that it wasn't worth the risk putting them on the Starliner again until they could figure out what went wrong, so they'll be bringing Starliner back to earth, remotely, unmanned, and the stranded astronauts will return to Earth on a SpaceX Crew Dragon craft that is scheduled to arrived in September of this year, and which will return to Earth six months in the future; that craft was originally intended to have four astronauts aboard when it docks with the ISS, but two of those astronauts will be bumped so there will be room for the two who are stranded when it returns, next year.All of which is incredibly embarrassing for Boeing, which again, has already had a truly horrible double-handful of years, reputationally, and which now has stranded astronauts in space because of flaws in its multi-billion-dollar spacecraft, and those astronauts will now need to be rescued, by a proven and reliable craft built by its main in-space competitor, SpaceX.One of the key criticisms of NASA and the way it's operated over the past several decades, from the shuttle era onward, essentially, is that it's really great at creating jobs and honorable-sounding positions for bureaucrats, and for getting government money into parts of the country that otherwise wouldn't have such money, because that spending can be funneled to manufacturing hubs that otherwise don't have much to manufacture, but it's not great at doing space stuff, and hasn't been for a while; that's the general sense amongst many in this industry and connected industries, at least.This general state of affairs allowed SpaceX to become a huge player in the global launch industry—the dominant player, arguably, by many metrics—because it invested a bunch of money to make reusable spacecraft components, and has used that advantage to claim a bunch of customers from less-reliable and more expensive competitors, and then it used that money to fund increasingly efficient and effective products, and side-projects like the satellite-based internet platform, Starlink.This has been enabled, in part, by government contracts, but while Boeing and its fellow defense contractors, which have long been tight-knit with the US and other governments, have used such money to keep their stock prices high and to invest in lobbyists and similar relationship-reinforcing assets, SpaceX and a few similar companies have been stepping in, doing pretty much everything better, and have thus gobbled up not just the client base of these older entities, but also significantly degraded their reputations by showing how things could be done if they were to invest differently and focus on engineering quality over financial machinations; Boeing arguably should have been the one to develop the Falcon 9 system, but instead an outsider had to step in and make that happen, because of how the incentives in the space launch world work.One of the big concerns, now, is that Boeing will retreat from its contract with NASA, leaving the agency with fewer options in terms of ISS resupply and astronaut trips, but also in terms of longer-term plans like returning to the Moon and exploring the rest of the solar system.Lacking industry competition, NASA could become more and more reliant on just one player, or just a few, and that's arguably what led to the current situation with Boeing—its higher-ups knew they would get billions from the government on a regular basis whatever they did, no matter how flawed their products and delayed their timelines, and that led to a slow accretion of bad habits and perverse incentives.There's a chance the same could happen to SpaceX and other such entities, over time, if they're able to kill off enough of their competition so that they become the de facto, go to option, rather than the best among many choices, which they arguably are for most such purposes at the moment.And because Boeing seems unlikely to be able to fulfill its contract with NASA, which will necessitate flying six more Starliner missions to the ISS, before the International Space Station is retired in 2030, this raises the question of whether the company will move forward with the reportedly expensive investments that will be necessary to get its Starliner program up to snuff.It's already on the hook for about $1.6 billion just to pay for various delays and cost overruns the project has accrued up till this point, and that doesn't include all the other investments that might need to be made to fulfill that contract, so they could look at the short-term money side of this and say, basically, we're ceding this aspect of the aerospace world to younger, hungrier companies, and we'll just keep on collecting the reliable dollars we know we'll get from the US military each year, no questions asked.We could then see Boeing leave the race for what looks to be the next space-related government contract bonanza, which will probably be related to NASA's smaller, more modular space station ambitions; the ISS may get a second-wind and be maintained past 2030, but either way NASA is keen to hire private companies to launch larger craft into low Earth orbit for long-term habitation, supplies and crew for these mini space-stations shuttled back and forth by companies like SpaceX and Blue Origin, the latter of which is a direct competitor to SpaceX owned by Amazon founder Jeff Bezos.Boeing has been tapped by Blue Origin to help keep their in-orbit assets supplied under that new paradigm, but it could be that they show themselves incapable of safely and reliably doing so, and that could open up more opportunities for other, smaller entities in this space, if they can figure out how to compete with the increasingly dominant SpaceX, but it could, again, also result in a new monopoly or monopsony controlled by just a few companies, which then over time will have to fight the urge to succumb to the save perverse incentives that seem to be weighing on Boeing.Show Noteshttps://www.npr.org/2024/03/20/1239132703/boeing-timeline-737-max-9-controversy-door-plughttps://en.wikipedia.org/wiki/Boeing_Starlinerhttps://en.wikipedia.org/wiki/Boeinghttps://arstechnica.com/space/2024/08/after-latest-starliner-setback-will-boeing-ever-deliver-on-its-crew-contract/https://www.nytimes.com/2024/08/24/science/nasa-boeing-starliner-astronauts.htmlhttps://en.wikipedia.org/wiki/Scout_(rocket_family)https://en.wikipedia.org/wiki/Saturn_Vhttps://en.wikipedia.org/wiki/Zenit-2https://en.wikipedia.org/wiki/Long_March_3Bhttps://ourworldindata.org/grapher/cost-space-launches-low-earth-orbithttps://www.cradleofaviation.org/history/history/saturn-v-rocket.htmlhttps://en.wikipedia.org/wiki/Space_Shuttle_orbiterhttps://en.wikipedia.org/wiki/Reusable_spacecrafthttps://en.wikipedia.org/wiki/Spaceplanehttps://en.wikipedia.org/wiki/Falcon_9 This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit letsknowthings.substack.com/subscribe

This is a free preview of a paid episode. To hear more, visit davidlat.substack.comWelcome to Original Jurisdiction, the latest legal publication by me, David Lat. You can learn more about Original Jurisdiction by reading its About page, and you can email me at davidlat@substack.com. This is a reader-supported publication; you can subscribe by clicking here.Here's a trivia question for devotees of Original Jurisdiction: excluding Supreme Court justices and Judge Aileen Cannon, who has been most frequently recognized in these pages as Judge of the Week? It's a tie between a pair of four-time honorees: Judge James Ho (5th Cir.), whom I've previously interviewed, and Judge Kevin Newsom (11th Cir.)—my latest guest on the Original Jurisdiction podcast.This month marks the seventh anniversary of Judge Newsom's appointment to the U.S. Court of Appeals for the Eleventh Circuit. And although seven years is not a long time by the standards of judicial service, Judge Newsom has already developed a national reputation as one of the sharpest thinkers and writers on the federal bench.How has he put himself on the map? Many of history's most celebrated jurists have done so through dazzling dissents, such as Justice John Marshall Harlan, often called “The Great Dissenter,” and Justice Antonin Scalia.But Judge Newsom has done so through a more unusual vehicle: the concurrence (including the occasional self-concurrence, i.e., a concurrence to his own majority opinion). In a series of thoughtful and scholarly concurrences, he has tackled some of the messiest doctrinal areas and knottiest problems in American law, including standing, nondelegation, complex First and Second Amendment issues, the burden-shifting analysis of McDonnell Douglas v. Green, and jurisdiction under Bell v. Hood.Judge Newsom and I discuss why he writes these concurrences—plus Justice Elena Kagan's critique of superfluous concurrences, how to hire great law clerks (and feed them to the Supreme Court), and the potential utility of AI for originalism—in the latest episode of the Original Jurisdiction podcast.Show Notes:* Judge Kevin C. Newsom bio, U.S. Court of Appeals for the Eleventh Circuit* Remarks of Judge Kevin C. Newsom, Harvard Journal of Law & Public Policy* Interview of Judge Kevin Newsom, by David Oscar Markus for For the DefensePrefer reading to listening? For paid subscribers, a transcript of the entire episode appears below.Sponsored by:NexFirm helps Biglaw attorneys become founding partners. To learn more about how NexFirm can help you launch your firm, call 212-292-1000 or email careerdevelopment at nexfirm dot com.

For decades, Boeing had a reputation as one of the most trusted companies in the U.S. But after a merger with plane manufacturer McDonnell Douglas in the 1990s, new leader Harry Stonecipher abandoned Boeing's engineering-first roots in order to boost its stock price, leaving many longtime employees concerned about the future, and the safety of the company's planes. Listen to American Scandal on the Wondery App or wherever you get your podcasts. Experience all episodes ad-free and be the first to binge the newest season. Unlock exclusive early access by joining Wondery+ in the Wondery App, Apple Podcasts or Spotify. Start your free trial today by visiting wondery.com/links/american-scandal/ now.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

David Rodnitzky is the founder of David Rodnitzky Consulting, a boutique firm dedicated to helping agency founders navigate complex acquisition, scaling, and M&A opportunities. He also founded 3Q Digital, a media management company managing over$2 billion in ad spend annually, which subsequently became part of DEPT.  Rodnitzky has written a book called “Selling Your Marketing Agency: Making the Most of Your Most Important Deal” that helps guide agency founders through one of the biggest decisions in their careers. In this episode, Matt and David discuss what it takes to build a successful business, the importance of thinking long term with client relationships, and the emotional and strategic complexities of selling a company, as well as some key insights into the world of M&A   Chapters: (0:01) David Rodnitzky's Journey from Iowa to San Francisco (1:58) From Dot-Com Boom to Founding Three Q Digital (7:13) Scaling a Digital Marketing Agency from Coffee Shop to Acquisition (12:44) Navigating Mergers and Acquisitions with Strategic Earnouts (20:07) Selling and Reacquiring a Company Multiple Times (25:56) Balancing Culture and Performance in the Workplace (32:11) Common Pitfalls and Ethical Issues in Advertising Agencies (40:45) Selling Your Business: Emotional and Practical Considerations (45:26) Boeing's Merger with McDonnell Douglas and Resulting Hostile Takeover (46:51) The Importance of Strategic Thinking in Legal and Business Decisions (50:30) Strategic Thinking and Due Diligence in Business Acquisitions (52:42) Building Long-Term Value in Agencies for Successful M&A   Link to Podcast Transcript

Boeing should use a third-party organization that would act on behalf of the FAA to monitor the design and production of its aircraft. That's the proposal of special guest and Kilroy Aviation CEO Mike Borfitz published in a June 28, 2024 editorial in Aviation Daily.This kind of oversight had been provided in the past by Boeing employees who acted as the eyes and ears of the FAA. The process is based on FAA regulations created in 2005 that allowed manufacturers to create Organization Designation Authorizations (ODAs), groups of employees who were paid by the manufacturer and who worked for the FAA. The effectiveness of this organizational setup for Boeing was questioned in the wake of the 737 MAX crashes in 2018 and 2019. Borfitz's proposal would address the weaknesses of the previous setup by having a third-party organization outside of Boeing's control act as Boeing's ODA. This would make it more likely that concerning issues would be brought to the attention of the FAA.This episode includes a wide-ranging discussion of how aircraft are certified to FAA standards. Todd Curtis and Borfitz, both of whom worked for Boeing when the company merged with McDonnell Douglas, relate that the merger led high-level Boeing managers to focus more on shareholder value.Borfitz expresses his belief that the current Department of Justice sanctions against Boeing that require an independent monitor to oversee compliance and safety for three years would be ineffective because it allows Boeing to return to its previous management policies in three years. Don't miss what's to come from the Flight Safety Detectives - subscribe to the Flight Safety Detectives YouTube channel, listen at your favorite podcast service and visit the Flight Safety Detectives website. Music: “Inspirational Sports” license ASLC-22B89B29-052322DDB8

Boeing Co. has had more than its share of struggles in the past few years. The airplane and aerospace manufacturing giant has become a national joke owing to quality problems on its commercial aircraft that resulted in bolts missing or loose on cabin doors and other mishaps. Most recently, Boeing is being called to account by Congress for problems related to the Starliner, which recently got stuck at the International Space Station. For Peter Schweizer, host of The Drill Down, Boeing's problems are personal. He grew up in the Seattle area, where his father, an immigrant from Switzerland, worked as an engineer at Boeing for more than 30 years designing wing flaps and the hydraulic components that operate them. Boeing in the 1970s and 1980s was a different company, before its merger with aerospace company McDonnell-Douglas, but he remembers a proud company pursuing excellence and innovation in everything it did. Learn more about your ad choices. Visit megaphone.fm/adchoices

This conversation explores the history and challenges faced by Boeing, particularly after the merger with McDonnell Douglas. The discussion highlights the cultural shift and management practices that led to a decline in engineering expertise and a focus on financial engineering. The impact of outsourcing, union busting, and cost-cutting measures on the quality and safety of Boeing planes is also discussed. The conversation emphasizes the importance of engineering knowledge, loyalty, and communication in the aerospace industry. Boeing's focus on incremental modifications and shareholder value has led to a decline in safety and innovation. The company's self-certification process and lack of a strong safety culture have contributed to disasters like the 737 MAX crashes. The concept of self-certification in industries where lives are at stake is questionable. The tension between short-term shareholder value and long-term value creation is a challenge for companies. The lack of multidisciplinary expertise and a culture of innovation is a concern. Elon Musk's approach to running companies like SpaceX raises questions about the balance between a driven leader and the need for a strong management team. The conversation explores the concept of the Imperial CEO and the mythic, heroic figure that CEOs have become. It discusses the importance of regulation and oversight in industries like aviation and the need for expertise and organizational knowledge. The conversation also touches on the impact of culture and the role of companies in society. The final word emphasizes the need for long-term thinking, the dangers of short-term profit-maximization, and the importance of learning from past failures.

This week I'm reading from Ryan Wood's book 'Majic Eyes Only: Earth's Encounters with Extraterrestrial Technology'.MAJIC EYES ONLY is the most authoritative and comprehensive chronicle ever published on the subject of worldwide UFO crashes and subsequent military retrievals from 1897 to the present. The author guides the reader through 104 UFO crash incidents supported by compelling evidence in the form of official documents, eyewitnesses and in some cases physical evidence. Since 1984, multiple sources have leaked, revealed or discovered some 3,500 pages of UFO documents, hundreds classified Top Secret and linked to Majestic-12. These MJ-12 documents, coupled with the Leonard Stringfield data and strong investigations by other case experts, provide a powerful core of UFO crash incidents. The idea that major governments have covered up the true nature of the UFO phenomenon for more than half a century through unprecedented secrecy, deception and intimidation strikes many reasonable citizens as preposterous. Yet, this book provides a wealth of evidence, including declassified and leaked government documents and credible eyewitness testimony, that supports the uncomfortable truth of this "preposterous" notion.Majic Eyes Only is the Top Secret security classification for overwhelming proof of the most deeply held secret on the planet: we are not alone in the universe. Furthermore, several major governments have captured and exploited both extraterrestrial spacecraft and living aliens, for purposes that may sometimes defy understanding but which undoubtedly include the relentless quest for military supremacy and the preservation of society's established power structures. On March 5, 1942 Chief of Staff General George C. Marshall created an inflection point in history by issuing a Top Secret memorandum to President Roosevelt that inaugurated one of the most secret enterprises the world has ever seen: the Interplanetary Phenomenon Unit (IPU).BioRyan S. Wood grew up in southern California where he first became acquainted with UFOs when his father, Dr. Robert M. Wood, was engaged in deciphering the physics of UFOs while managing a research project on anti-gravity for McDonnell Douglas. This involved the process of trying to change the speed of light in a Michelson Morley interferometer with high magnetic fields. In 1978, he graduated from Cal Poly San Luis Obispo with degrees in Mathematics and Computer Science and has had a long career in marketing, sales, engineering, and corporate management, across, semiconductor, computer systems, medical imaging, energy conservation, and aerospace industries. Ryan is regarded as a leading authority on the Top Secret classified Majestic-12 intelligence documents and the 1941 Cape Girardeau, Missouri UFO Crash amongst others. He is the author of MAJIC EYES ONLY: Earth's Encounters with Extraterrestrial Technology, a landmark synthesis of over 100 UFO crash retrievals along with authenticity discussions of many of the majestic documents. A frequent lecturer on the UFO subject, Ryan has taught college courses and made numerous presentations about UFOs to civic organizations and at ufology conferences across the world. He has organized seven worldwide UFO crash retrieval symposia (2003-2009), each with conference proceedings and presentations from UFO crash investigators along with keynote banquet speakers. During this time, he advanced the ufological careers and reputation of scores of now widely known UFO lecturers, TV guests and researchers. In the late 1990's he gave a two-hour UFO lecture to an international class of military officers at the Naval Postgraduate School that formed the basis of the final exam for a National Security Affairs class. He manages the content of website majesticdocuments and along with his father was the executive producer of a television documentary that aired on the Sci-Fi channel detailing the authenticity of the Majestic-12 documents called The Secret. He has been interviewed on numerous television shows such as the History channel, ABC news and numerous local Bay Area, Denver, and Las Vegas TV channels. He has been a radio guest on Art Bell, Jeff Rense, and George Noory several times.Amazon link https://tinyurl.com/yc48ae8hhttps://www.pastliveshypnosis.co.uk/https://www.patreon.com/alienufopodcastBecome a supporter of this podcast: https://www.spreaker.com/podcast/alien-ufo-podcast--5270801/support.

**Discussion begins at 5:30**Since 1916, Boeing has been synonymous with safety and reliability.  The company was responsible for the production of 100,000 airplanes for allied forces in WW2, the production of Air Force One, and revolutionizing air travel.  The slogan was, “If it's not Boeing, I'm not going”.  Following a merger with McDonnell Douglas, experts agree that the company had a culture shift, in which perhaps finances were prioritized over safety.  This all came to a head when Boeing did a rapid roll out of the 737 Max, in an attempt to keep up with their only competition, Airbus.  Following a slew of poor decisions, there were two plane crashes, with 346 deaths.  Since that time, a number of employees have come forward to report safety issues with Boeing and its contractor, Spirit Aerosystems.  Things had been relatively quiet for Boeing, until this year when there have been a number of safety issues that have brought them back into the news.  Following a 2.5 billion dollar loss, 50,000 lay offs, and a drop in stocks by 26% in the first quarter, two of the Boeing whistleblowers died under mysterious circumstances within 2 months of each other.  Were these just unfortunate tragedies?  Or was Boeing behind the mysterious deaths?Source Material & Additional ContentSend us a Text Message.Support the Show.Theme song by INDA

This week I'm talking to Ryan Wood about his book 'Majic Eyes Only: Earth's Encounters with Extraterrestrial Technology'.MAJIC EYES ONLY is the most authoritative and comprehensive chronicle ever published on the subject of worldwide UFO crashes and subsequent military retrievals from 1897 to the present. The author guides the reader through 104 UFO crash incidents supported by compelling evidence in the form of official documents, eyewitnesses and in some cases physical evidence. Since 1984, multiple sources have leaked, revealed or discovered some 3,500 pages of UFO documents, hundreds classified Top Secret and linked to Majestic-12. These MJ-12 documents, coupled with the Leonard Stringfield data and strong investigations by other case experts, provide a powerful core of UFO crash incidents. The idea that major governments have covered up the true nature of the UFO phenomenon for more than half a century through unprecedented secrecy, deception and intimidation strikes many reasonable citizens as preposterous. Yet, this book provides a wealth of evidence, including declassified and leaked government documents and credible eyewitness testimony, that supports the uncomfortable truth of this "preposterous" notion.Majic Eyes Only is the Top Secret security classification for overwhelming proof of the most deeply held secret on the planet: we are not alone in the universe. Furthermore, several major governments have captured and exploited both extraterrestrial spacecraft and living aliens, for purposes that may sometimes defy understanding but which undoubtedly include the relentless quest for military supremacy and the preservation of society's established power structures. On March 5, 1942 Chief of Staff General George C. Marshall created an inflection point in history by issuing a Top Secret memorandum to President Roosevelt that inaugurated one of the most secret enterprises the world has ever seen: the Interplanetary Phenomenon Unit (IPU).BioRyan S. Wood grew up in southern California where he first became acquainted with UFOs when his father, Dr. Robert M. Wood, was engaged in deciphering the physics of UFOs while managing a research project on anti-gravity for McDonnell Douglas. This involved the process of trying to change the speed of light in a Michelson Morley interferometer with high magnetic fields. In 1978, he graduated from Cal Poly San Luis Obispo with degrees in Mathematics and Computer Science and has had a long career in marketing, sales, engineering, and corporate management, across, semiconductor, computer systems, medical imaging, energy conservation, and aerospace industries. Ryan is regarded as a leading authority on the Top Secret classified Majestic-12 intelligence documents and the 1941 Cape Girardeau, Missouri UFO Crash amongst others. He is the author of MAJIC EYES ONLY: Earth's Encounters with Extraterrestrial Technology, a landmark synthesis of over 100 UFO crash retrievals along with authenticity discussions of many of the majestic documents. A frequent lecturer on the UFO subject, Ryan has taught college courses and made numerous presentations about UFOs to civic organizations and at ufology conferences across the world. He has organized seven worldwide UFO crash retrieval symposia (2003-2009), each with conference proceedings and presentations from UFO crash investigators along with keynote banquet speakers. During this time, he advanced the ufological careers and reputation of scores of now widely known UFO lecturers, TV guests and researchers. In the late 1990's he gave a two-hour UFO lecture to an international class of military officers at the Naval Postgraduate School that formed the basis of the final exam for a National Security Affairs class. He manages the content of website majesticdocuments and along with his father was the executive producer of a television documentary that aired on the Sci-Fi channel detailing the authenticity of the Majestic-12 documents called The Secret. He has been interviewed on numerous television shows such as the History channel, ABC news and numerous local Bay Area, Denver, and Las Vegas TV channels. He has been a radio guest on Art Bell, Jeff Rense, and George Noory several times.Amazon link https://tinyurl.com/yc48ae8hhttps://www.pastliveshypnosis.co.uk/https://www.patreon.com/alienufopodcastBecome a supporter of this podcast: https://www.spreaker.com/podcast/alien-ufo-podcast--5270801/support.

[00:00:00] Carl LaBarbera: I met a guy, Dick Berry, who was a professional in the Policy Governance arena. And once I took his class, I was convinced that this was what I needed to do board work. And the reason for that is because primarily my own work in aerospace industry, knowing that systems and procedures are essential to do any kind of job that's going to be effective. [00:00:26] Carl LaBarbera: And when Policy Governance was presented that's the kind of system that I was seeing. And so, a complete, scientific system with procedures and thinking about all the elements of governance was something I needed. [00:00:42] Tommy Thomas:  My guest today is Carl LaBarbera. I met Carl several years ago at his home in Southern California.  He was gracious to give me a couple of hours that afternoon, and we've maintained some loose contact with each other since then.  One of the areas of expertise he has is that of Policy Governance, and I've known that, from the afternoon I met him, so as I was thinking about more guests we could have in the area of board service, Carl was one of the ones I wanted to have, so thank you, Carl, for joining us this afternoon. [00:01:14] Carl LaBarbera: Thank you, Tommy. It's my pleasure to be here and look forward to our conversation. [00:01:19] Tommy Thomas: Before we dig too deep into Policy Governance, how did you get interested in or involved in nonprofit board service? [00:01:29] Carl LaBarbera: That goes back 40 years. So, it's interesting. I don't know how far back you want me to go. [00:01:37] Carl LaBarbera: I can go back to my childhood because my dad had a company in inner city LA which is a very difficult area. [00:01:48] Tommy Thomas: Back then, especially, [00:01:49] Carl LaBarbera:   When I was a very young child, I was 11 years old when the Watts Riots occurred. And my mother and I were driving into the business in South LA. [00:01:59] Carl LaBarbera: And the Watts Riots were underway. And my mom swears that a black woman flagged off attackers.  She was in front of us, and we were able to drive into the business, but we had no idea. The news was not like it is today.  We literally drove into it. So that obviously left a big impression on me as a kid. [00:02:22] Carl LaBarbera: And I've had a heart for the inner city ever since. And we continued, actually, my brother and I took over the business that my dad had started and in 1957 after the war and in continued in that Watts area, but then we were bought out by the freeway and moved just slightly south of there in an area in Linwood, which is still South LA [00:02:48] Carl LaBarbera:  So that connection of having a business in that community and actually knowing the neighbors in that community, in the Watts community, which was primarily African American gave me that heart. And then I was listening to Focus on The Family. I would wake up in the morning, six o'clock in the morning, with Focus on The Family on the radio. [00:03:09] Carl LaBarbera: And Dr. Dobson was talking with Keith Phillips, who is the founder of World Impact, and talking about Watts. And I thought to myself, wow, that's literally across the street. And so, I made a journey to introduce myself to World Impact. At the time it was a Canadian director who was leading that Watts ministry. [00:03:33] Carl LaBarbera: And we got to become good friends in our company partnered with World Impact to help the missionaries in the Watts community and help them in any way we can to support them in their ministry. [00:03:45] Tommy Thomas: Wow. That goes back a long way. [00:03:49] Carl LaBarbera: We're talking 1990s. Yeah. At the time I met him, it was late eighties or early nineties. [00:03:55] Tommy Thomas: Did you have any kind of mentorship relative to board service? Did you have a model or a role model? [00:04:03] Carl LaBarbera: I think, my interest in board work really began with our own company. That was the work that I love to do, having a 30,000-foot perspective, being able to work at that high level, conceptual level seeing all the pieces in an organization the teamwork necessary to make an organization successful. [00:04:25] Carl LaBarbera: I got a hunger for that level of leadership in our own company, but where I was introduced to Policy Governance was at the Christian Management Association. So, I was a member of the association, which was called the Christian Management Association. Now it's called Christian Leadership Alliance. [00:04:44] Carl LaBarbera: And I met a guy, Dick Berry, who was a professional in the Policy Governance arena. And once I took his class, I was convinced that this was what I needed to do board work. And the reason for that is because primarily my own work in the aerospace industry, knowing that systems and procedures are essential to do any kind of job that's going to be effective. [00:05:11] Carl LaBarbera: And when Policy Governance was presented that's the kind of system that I was seeing. And so, a complete, scientific system with procedures and thinking about all the elements of governance was something I needed. And then of course, serving with a friend from church who was an urban ministry leader when he started his nonprofit Urban Youth Workers Institute and asked me to join his board and chair his board, John Carver. [00:05:44] Carl LaBarbera: It was like, what do I use to run a board? Because there's really nothing other than best practice information as to how you actually chair and run a board, how you lead a board. And so that's why policy governance just rung a bell for me, and I knew it was something I had to learn and be very good at. ++++++++++++++++++++ [00:06:05] Tommy Thomas:  Get up at 50,000, 100,000 feet and look down. What's the primary purpose of the nonprofit board? One role of the Board is dealing with the risk factor.  Mitigating or at least evaluate risk to determine what's acceptable and what's not acceptable. [00:06:12] Carl LaBarbera: Yeah, there is one, one primary purpose with two parts actually. And I can just simplify that to say get the mission done and stay out of trouble. So, there's two elements. And what we say, what we call mission, and we call ENDS is what benefit for what people at what worth. [00:06:33] Carl LaBarbera: So those three elements make up the mission or the ENDS. And then there's the risk factor. So, a board is there to mitigate risk or at least evaluate risk and to determine what's acceptable and what's not acceptable but that's the keeping the organization out of trouble part, right? [00:06:51] Carl LaBarbera: So, get the mission done, stay out of trouble. That's their primary purpose. And, but let me add that all that's done on behalf of someone. Especially in nonprofits, in a corporation, right? You are beholden to the shareholders. A board works on behalf of the shareholders. There are no shareholders in the nonprofit world, but what Carver was smart enough to know is that we're, the board is beholden to some, they don't own the organization, the CEO, the staff, they don't own the organization, who owns the organization? [00:07:25] Carl LaBarbera: In the church, we say Jesus owns it. Of course, he owns it all, but Jesus owns the organization, which is cool because he left us a whole book of values that we know that we are beholden to, that we need to comply with. But secondarily, there are owners or what we call care holders or stakeholders on the organization. [00:07:49] Carl LaBarbera: I could talk about the global church as owning a nonprofit. So, we need to be aware of the values of the global church. We could talk about those that the organization impacts. Not the beneficiaries so much, but the communities that would have an interest in the organization. So, when we determine who the owners are, the moral owners, we call them, who is interested in seeing this organization succeed, who is interested in the benefits that this nonprofit will bring. [00:08:24] Carl LaBarbera: And those are the people that we are beholden to, not in a democratic way, not like we're looking for them to give us majority rule direction, but in a way like a doctor or a lawyer would work in the best interest of their ownership. So, the client comes to the doctor. Obviously, the client knows something about their ailment, but the doctor knows more, they're an informed agent. [00:08:50] Carl LaBarbera: Or Robert Greenleaf would say a trustee. So, a trustee, their job is to follow the direction of the trust that is given to them. And that trust is the trust that the ownership holds. And so, the board is to determine what are those values and determine what is in the best interest of those stakeholders. [00:09:12] Carl LaBarbera:  That derives a whole set of policies, which then give direction to the organization. The role of the Board Chair is that of Chief Governance Officer – making sure that the Board accomplishes what is says it is going to do. [00:09:21] Tommy Thomas: Under this model, what's the primary role of the Board Chair? [00:09:25] Carl LaBarbera: The Board Chair is called the C.G.O. So Chief Governing Officer.  So, the Chief Governing Officer, the primary role really is to assure that the board accomplishes what it says it's going to do. In a sense, the chairman is a manager of the board itself to assure that whatever they said they were going to do, because they have a role, they have a job description, and to assure that they get that job done. But I'd also say that the chair is the interface or maybe the primary interface with the CEO. It's very important that chairman has a really solid relationship with the CEO, that there's a clear understanding that there's complete communication on both sides in order for that chairman to do his job well. [00:10:16] Tommy Thomas: Give me some words and phrases that maybe would describe the skillset that this chair needs to do his or her job well. [00:10:25] Carl LaBarbera: Yeah, that really starts with character. Especially in a Christian organization, but any nonprofit really, but it's the character. So that's essential. I think essential elements are wisdom over a lot of experience, preferably humility is very important. I think a humble leader, a servant leader. So, I love Robert Greenleaf and all his writing on servant leadership, and I'm deeply indebted to Robert Greenleaf and his description of what a servant leader does. So that chairman really needs to be that servant leader like Jesus commanded. If you want to be a leader in the kingdom, you have to be the least of all. So that chairman serves the board, and they serve the CEO and they serve the organization. [00:11:13] Tommy Thomas: I know this would vary, but just from your experience, how often does the chair meet with the CEO to maintain this relationship and this esprit de corps? [00:11:25] Carl LaBarbera: World Impact is a good example. And Alvin Sanders, the CEO, and I have a standing meeting once a week on a Monday morning. And we try to communicate with one another on a regular basis just to have that regular flow of communication, what's going on in your world. What's going on from my perspective. And, of course, planning together what the agenda is going to be for the year and for the next meeting. All those things are critical and talking through what issues are important for the CEO to comply with the board policy manual. The board has created, in helping that process.  A lot of times I need to help educate the CEO in the process of Policy Governance. Because there are not a lot of Policy Governance experts out there. And yeah, you don't see that a lot. So, part of it is educating as well. [00:12:19] Tommy Thomas: When you get a new board member what's the best way to onboard this person? [00:12:25] Carl LaBarbera: Yeah. The first thing we do is provide the documents that we've created. So, it's really important for a new board member to understand the process, certainly. So, what is this process called Policy Governance? It's very different from what most people experience. I think I know beyond several boards that many board members want to show up and display their wisdom and their good decision-making skills. And that's really not, that's not what the board is all about. We want that, certainly, but the board needs to understand the process. The beauty of Policy Governance is that all of the things that need to be known are in a policy, a board policy manual, and that manual is less than 30 pages, and it covers all four aspects of what we would call the policy circle regarding CEO role the board role, the chairman role the interaction between the board and the CEO what the mission is and what the limitations are, the things that we can't do as an organization, even if they worked, things illegal or unbiblical. A good Board Policy Manual provides invaluable information for new Board members.  This manual is usually less than 30 pages. So that board policy manual really provides invaluable information to anyone coming on board gives them all the information they need. They're not going to get it all in the first read through, but all the information is there, and they can study that. And the other thing we do is, obviously we want them to know what the bylaws are and what the expectations are in terms of meetings, etc. So, it's really just a quick update getting board members up to date on where we've been, where we're going, and how we operate. [00:14:14] Tommy Thomas: Let me ask you to get you to respond to this quote about a board service. Somebody said, “You need a director on a board who will be a pleasant irritant, someone who will force people to think a little differently. That's what a good board does.” [00:14:29] Carl LaBarbera: I love that because one of the things I strive for is called healthy, I call it healthy conflict. There's probably a better word than conflict, healthy discussion, which means we really want honest feedback from all our board members. So having that, and we definitely have those. A good irritant is someone who really is just thinking through. They're thinking from their perspective, and they're offering their perspective, and we need to hear it. Even if it's opposed to the direction that, we think we need to go, we need to know who was it that talked about Ruth Haley Barton. She talked about working together, finding God's will together. And you really need in teams, and I think it's any team, but including a board team, you need to know what the no people are saying. If someone's really objecting to where we're going, it's pertinent on us to determine what God is saying to that person. Why are they adamantly opposed? And if we don't take the time to figure that out, then we're neglecting our duty. As a board, so not again, obviously, you don't always achieve consensus, but I've been in situations on boards where we have worked it through taking some time and ultimately say there are two people that maybe don't agree, but they relent and say, we will submit to the wisdom of the board. And of course, one of the principles of Policy Governance is that we speak with one voice. After all the discussion and we finally get to the end of the day and we vote and some have to acknowledge that we don't agree, but we are going to speak with one voice when we're done with our work.  So that's critical. ++++++++++++++++++++++ [00:16:23] Tommy Thomas: Your thoughts on bringing younger people in their thirties and forties onto a nonprofit board? [00:16:30] Carl LaBarbera: Yeah, I would love to see that.  And I would love to see young people have that interest. My experience has been that young people aren't the younger generation, millennials, maybe is my experience aren't as interested in what they might consider business-like work. So, say in a church setting, right? Or even in a Christian ministry setting, this is a business job in which I really have a problem with that because I'm a firm believer that God owns it all that he works through business and churches and our ministry happens in all realms of life, right? But that kind of perspective is, yeah, I don't want to be involved in that kind of business process, but every time I've seen young people engage in the process, it is so helpful. So, I would be a big fan. Where do we find them? I have seen them in the governance organization governed for impact, which I'm a fellow with, and we have seen their young people take a real interest in governance. And when they do, then it's highly valuable. We need their perspective, right? This is where the world's going. [00:17:49] Tommy Thomas: For sure. [00:17:51] Carl LaBarbera: Yeah. We need millennial perspective. We need Z perspective. Yeah, I value that. I wish we could get more of it. [00:17:59] Tommy Thomas: I run into this a lot in my work and has to do with the past CEO being a member of the board when, when you bring a new CEO on, your thoughts just from so many years of experience that you've had any observations there. It can be very difficult when a retiring CEO, especially a founder wants to remain as an emeritus Board Member.  That can restrict the ability of the new CEO to make mistakes and/or go in a different direction if that's what the organization needs. [00:18:14] Carl LaBarbera: Yeah, that's tough. I've seen that in churches. I've seen it, I've seen it in other nonprofits. It's just, it's very difficult because when a CEO, who's especially a founder, CEO or a founding pastor and wants to be an emeritus board member or emeritus leader, even that really restricts the ability of that new CEO to be free to make mistakes and go in a different direction to bring their unique skill set because each leader has a unique skill set and they should be allowed to use that. And so I just, I see it often doesn't work out very well. And you hear the phrase that you don't want to be the next guy. You want to be the guy after the next guy. Because oftentimes that first guy is still hanging around and influencing where it's going. And that could be debilitating. [00:19:06] Tommy Thomas: This is probably in your Policy Governance manual but tell us about CEO evaluation. [00:19:13] Carl LaBarbera: That's an ongoing process. So, it is not a once-a-year process, although we do a summarized once-a-year process, but in the board policy manual the policies pertain particularly to the CEO or the executive director or the lead pastor. Those things that are called the Ends. So those are what benefits for what people at what worth. And then there are the executive limitations. And there are quite a few of those limitations, as I said before, that are not allowed, even if they work, because they're illegal or biblical or other reasons. And so, we constantly have a calendar of monitoring. So there's a very specific process of monitoring those limitations, how that CEO is complying with the limitations, and how they're complying with the accomplishment of the mission or the end. And so that's done, I think the Ends probably are mostly done on a biannual basis, but the executive limitations as I said, on a calendar, they're done every meeting.  We're evaluating some aspects of that CEO's performance. [00:20:30] Tommy Thomas: So, under Policy Governance, do you use closed session or executive session a lot? Or is that not a part of the M.O. [00:20:40] Carl LaBarbera: Yeah, no, not a lot at all. These are, there's nothing that is considered, not transparent unless there's something to do with, specific HR issues or something where it would be a problem legally, but otherwise now I believe in transparency. I believe this, everything we do at the board level should be transparent. I know as I chaired or on the executive committee at our church, everything we do there should be transparent to our membership. But it's, we do have, I know at World Impact, there is a session at the end of the year where we look at all the policy governance elements that either were complied or not complied with, but then we also get a little more personal and try to talk about their spiritual life, their personal life how, the communication with the board. So those are, those get to be touchy conversations, but necessary because that's part of the board's job is really to assure it's one of three responsibilities the board can't delegate. And that is to assure the success of the CEO and thus the organization. [00:21:57] Tommy Thomas: On strategic planning, from your perspective, how deep should the board get into that, or is that something that the CEO and his or her cabinet brings to the board? [00:22:08] Carl LaBarbera:  I'd like to think of strategic planning as a continuum of planning, right? When we do the ENDS work, the ENDS, again, are the high-level mission. It's what benefit, what people, at what worth. That is, that's the highest level of the strategic planning process. The board can get more specific about that policy of ENDS or mission, but then they stop. The job of the board is to stop communicating at the point which they're willing to allow any reasonable interpretation of that mission, right? It's hard work to determine that. So, trying to determine what it is that the board has to say to a CEO about the mission, but then allow freedom for him to have any reasonable interpretation or any strategic plan that can accomplish those ENDS.  That's the delicate part of developing that particular set of policies. It takes a lot of wisdom, prayer, and determination. You don't want to say too much because if the board is saying too much and prescribing too much, then that is not allowing our professional CEO to do their job well. ++++++++++++++++ [00:23:30] Tommy Thomas: Let's go to something that happened in mine and your era. People younger than us may not remember this, but certainly we do - the Enron scandal. And although they weren't a nonprofit, I'm sure there are things a nonprofit board can learn from that. But one of the writers that did some analysis there, his perspective was that probably the board didn't ask the tough questions that they needed to ask.  How do you get that done in a nonprofit? [00:23:58] Carl LaBarbera: Absolutely. And the way we get it done is through the policy manual. In the manual itself, in those executive limitations, we're asking the hard questions up front. There are limitations regarding financials. There are limitations regarding asset protection. There are limitations regarding staff. There are limitations regarding the relationship with the CEO to the board and all these things, safety issues. So that is the role of the board, is to think through. And Carver was genius about this in a scientific way. He thought through a dozen different categories of risk that the board needs to think about ahead of time. And of course, you're not going to think about all risks that can happen, especially today. It's so hard to figure out what's going to come at you at a pretty hard and rapid pace, but for the most part, to think in general, in a systematic way, what are all the risks that an organization might encounter? And to think about that in a systematic way and do it ahead of time and have those boundaries in place, which then provides the CEO freedom to do anything else. The beauty of policy governance is it lays out the boundaries of acceptability, like a football field and says, you have to stay within these parameters, within these limits, within the rules that we've outlined. You could do anything else to achieve your end if they haven't already been stated. So it's empowering to the CEO. It gives freedom to the CEO. It gives them freedom to make mistakes. But does provide those boundaries, which is clear communication between the board and the CEO. [00:25:45] Tommy Thomas: Go back to the Board Chair for a minute.  So you got but the two or three questions that I like to ask that, that I think the answers are good and one of them is, you get all the high power, which you want people that have got experience in making tough decisions dealing with complexity, dealing with risk But sometimes it's difficult for the, for those people to take the CEO hat off when they walk into the boardroom and become a member of the whole. Have you experienced that in recruiting board members and how have you effectively coached them into good board service? [00:26:19] Carl LaBarbera: So, are you asking, I just want to be clear, you're asking about those who have been or are CEOs that now become a part of the board, that kind of leader? [00:26:29] Tommy Thomas: Yeah, they're probably still the CEO in their organization and they've got an expertise that you need on the board. [00:26:34] Carl LaBarbera: Yeah, exactly. Now that is a difficulty because, CEOs by nature are built to want to do strategy and make decisions and get things done. That is not the job of the board. And so, they really have to, and that's one of those characteristics of a good board members, you need to really set aside maybe your own leadership gifts to allow yourself to be a part of this team who is now going to operate from a 30,000 foot perspective, not at the operational level. Under Policy Governance, the Board's role is governance – not management.  That is a critical element of governance. Because that's not where we work. We are governance is not management. That is a critical element of governance. It is not management. We shouldn't be doing management work. We have professional CEOs that we've hired. We feel that the board members should be as professional as the CEO. Why shouldn't they be as trained and have as much expertise about their job that the CEO has about hs or her job and but to do that job and not someone else's right that there's another training element that high level leaders just need to be trained that this, you are not operating the organization. We are governing the organization. And that's a big difference. You're taking your leadership.  Your directive often becomes a trustee, which is a different role. [00:28:03] Tommy Thomas: You mentioned the CLA for people who might be members. There are people that might be Christian organizations. What about your standard, other kind of nonprofit? Where might they get this kind of training? Are there seminars or Policy Governance training that one could attend or sign up for? [00:28:23] Carl LaBarbera: Absolutely. I belong to the Govern for Impact Association.  They have an annual conference, and they have sessions throughout the year as well. And it's been a great place for me to really learn the process. It's a complex process and it should be.  They have classes, they have seminars, they have this conference once a year. There is training, future board members and chairmen, chair, chairwomen, chairpersons to do this work. And the interesting thing, this organization, started originally with the Carvers and those who are Carver-trained and but now has become this international organization, literally. And actually has been participating in in Europe to develop ISO standards. I was in the aerospace industry, everything we did, especially for government and military work had to be done to international standards or Boeing standards or Lockheed's or McDonnell Douglas standards. So now Policy Governance has been embedded in an ISO standard for governance, what we're hoping to see is that will trickle down and that will become expected of boards to adhere to a set of, international best standards. Policy Governance will be included, and will be a framework for that. [00:29:49] Tommy Thomas: What advice are you giving somebody who comes to you and said they've been approached by an organization to serve on their board? What questions are you telling them to ask? [00:30:00] Carl LaBarbera: Yeah, that's a good question. Yeah, I guess I would warn them or ask them. They should know everything about that organization and how it operates that they can. And one of those things would be to see if there is Policy Governance in place. Just obviously, if you want to read the bylaws, to read those governing documents that will affect their role because the worst thing that can happen is someone get on a board and have to spend so much time and tedium and making decisions that are management decisions. When I first began serving with our church, there was an old process developed over many years where you had elders who each one represented an area of ministry in the church, and then they would come together as an elder board as a governing board. And then each 1 would be reporting out from their area of ministry which could be a dozen different ministries. And so, you have 20 people on a board and you are spending hours and hours listening and thinking about things that you really shouldn't be thinking about. That is not your job. And so, I definitely would not want to be a part of that board. And I would advise others not to be a part of that board. If the organization is not clear about that. The board's role in their job. I wouldn't advise being a part of that board. [00:31:34] Tommy Thomas: Thank you for joining us today. If you are a first-time listener, I hope you will subscribe and become a regular. You can find links to all the episodes on our website: www.jobfitmatters.com/podcast. Tommy Thomas: If there are topics you'd like for me to explore my email address is tthomas@jobfitmatters.com.  Word of mouth has been identified as the most valuable form of marketing. Surveys tell us that consumers believe recommendations from friends and family over all other forms of advertising. Tommy Thomas: If you've heard something today that's worth passing on, please share it with others. You're already helping me make something special for the next generation of nonprofit leaders. I'll be back next week with a new episode. Until then, stay the course on our journey to help make the nonprofit sector more effective and sustainable.   Links & Resources JobfitMatters Website Next Gen Nonprofit Leadership with Tommy Thomas The Perfect Search – What every board needs to know about hiring their next CEO Christian Leadership Alliance Govern for Impact Robert K. Greenleaf Center for Servant Leadership Ruth Haley Barton World Impact   Connect tthomas@jobfitmatters.com Follow Tommy on LinkedIn   Listen to Next Gen Nonprofit Leadership with Tommy Thomas on: Apple Podcasts | Spotify | Stitcher | Google Podcasts

Science journalist, Jeff Wise, joins us to share his views on how Boeing lost its way after it acquired McDonnell Douglas.  We also look back at one of aviation's biggest unsolved mysteries - the disappearance of Malaysia Airlines MH370 just over 10 years ago. Check out Jeff's recent article on Boeing and his intriguing podcast uncovering the latest clues to what happened to MH370:Boeing NosediveDeep Dive MH370Join the conversation!https://www.nexttripnetwork.com/

Today we're replaying our Breakdown on Boeing, hosted by Zack Fuss. We recorded the episode in September before the mid-air blowout on a Boeing 737 operated by Alaska Airlines and the subsequent management changes, but it serves as a useful overview of the commercial airline industry writ large, how we got here, and what the future might look like. It also pairs well with the breakdown we're releasing next about Brazilian-based airplane manufacturer Embraer. So look out for that, and in the meantime, enjoy this episode on Boeing. For the full show notes, transcript, and links to the best content to learn more, check out the episode page here. ----- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes. Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here. Follow us on Twitter: @JoinColossus | @patrick_oshag | @jspujji | @zbfuss | @ReustleMatt | @domcooke Show Notes (00:03:08) - (First question) - An introduction to the aerospace industry and Boeing's role in it (00:06:11) - Boeing's business model today (00:10:22) - How the aerospace industry settled into a duopoly (00:13:00) - Costs associated with airplane manufacturing (00:14:32) - The life expectancy of an aircraft (00:15:16) - Dealing with the supply coordination problem (00:18:09) - The Boeing and McDonnell Douglas merger (00:21:21) - Problems Boeing has faced over the past five years (00:21:14) - How leadership turnover has permeated through Boeing (00:28:33) - Competitive headwinds Boeing can face (00:33:40) - How Boeing will grow in the aerospace industry (00:38:09) - Boeing's eVTOL strategy (00:42:12) - What is impacting the profitability of the business (00:44:08) - The biggest challenge facing the aerospace industry (00:45:27) - Lessons learned from studying Boeing Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Bill Bellows and host Andrew Stotz discuss seeing organizations as holograms—3D images. Holograms show all parts from different views at once. Learn how using the lens of the System of Profound Knowledge lets you see the problems and opportunities for transformation. TRANSCRIPT 0:00:02.5 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas, to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today, which we call Episode 18, is, Wouldn't It Be Nice? Bill take it away.   0:00:28.9 Bill Bellows: Wouldn't it be nice if [chuckle] we were older and we wouldn't have to wait so long? Okay. So Episode 18, greetings, Andrew. So as I mentioned in the past, I like to go back and listen to the past previous podcasts and as well as hear from people and their feedback on them. And I have a few points of clarity on the last one, and then we'll get into today's feature. So the last one which we refer to as Diffusion From a Point Source. And I talked about being in a bathtub, you start off at room temperature water and, or you fill the bath and you went and got distracted and came back, and now it's not warm enough, so you crank up, let's add some more water, and you feel that heat coming towards you from the... And then the diffusion equation is about how that, all the water ends up about the same temperature, and then you turn off the water and you drop back to room temperature.   0:01:41.1 BB: But another aspect of the point source that I wanted to clarify is, is if you have in the bathtub some, a source of energy, a heat source, which is not, you know, is different than the source of the water coming out of the faucet. But imagine you've got a little generator in there pumping out heat, then the bathtub, depending on the temperature of that, the amount of energy being released, then the bathtub is going to get warmer, warmer and warmer and warmer and warmer and warmer, and what keeps it going back to room temperature is how much energy is coming out of that. And that's what I was referring to as what it takes to maintain a transformation either individually within an organization, is something which continues to churn. Else you end up by the world we're in, you're watching the news, you're hearing about some accident and people are looking for the singular source, or they're looking at two points in a row, a downturn or upturn and looking at two data points to draw a conclusion. So there's all these everyday reminders of how, of the prevailing system of management at work in terms of how people are treated, how we manage systems. And our challenge is, how do you fight that?   0:03:14.7 BB: And so even within your organization, if you're trying to get people excited by Deming's works, what you have to appreciate is when they go home, the rest of their lives, they're being immersed in a culture of blame of individuals, not the system, and that's part of what we have to deal with. So I just want to mention that what I meant by that source term is, what does it take individually that we can do within our organizations to try to keep things going and not get sucked back down, knowing you've got all this normality around us that we're trying to move beyond. So the next thing I want to talk about is transformation. [chuckle] And then as that leads into, Wouldn't It Be Nice. And I was looking at The New Economics, my Kindle version, and found out that there were 73 references to transform in The New Economics, 73. And the first one is in the forward written by our good friend Kevin Cahill, and in there Kevin references, this is in the 3rd edition of The New Economics, which is the white cover if you have it in print. And it came out 2018. In there, Kevin references Out of the Crisis. And Kevin says, "The aim of the book," again, Out of the Crisis, "was clearly stated in the preface."   0:04:48.1 BB: This from Dr. Deming now, "The aim of this book is transformation of the style of American management, transformation of American style of management is not a job of reconstruction nor is it revision, it requires a whole new structure from foundation upward. The aim of this book is to supply the direction." Okay? Now back to Kevin, then Kevin says, "Out of the Crisis supplies direction for any and all types of organizations, while many people focused on its application in manufacturing, it was a call to action for every organization from education, to healthcare, to non-profits and startups of all sizes." Okay. So now we get to the preface for The New Economics. And so this is from Dr. Deming, what I just shared with you is Kevin quoting his grandfather. So now going back to 1993, the 1st edition, Dr. Deming said, "The route to transformation is what I call Profound Knowledge. The System of Profound Knowledge is composed of four parts all related to each other, appreciation for system, knowledge about variation, theory of knowledge, psychology. The aim of this book is to start the reader on the road to knowledge and to create a yearning for more knowledge." He adds to that,   0:06:07.3 BB: "What we need is cooperation and transformation... " there's that transformation word again. "To a new style of management, the route to transformation is what I call Profound Knowledge. The System of Profound Knowledge is composed of four parts all related to each other." And I'll just pause here and I, just thinking of a friend a couple years ago is inviting me to go to his company and do an in-house program. And he wanted to know how I would start the program, would I open up with the System of Profound Knowledge? I said, "No." I said I would build up to that, and he says, "Well, why not just start with it?" I said, "Because it's a solution to a problem you don't know you have." I said, "I would rather first give a sense of the nature..." now, and he said, "Well, how are we going to start?" And I said, "I'm going to start with the Trip Report, having people compare the ME versus the WE or the All Straw versus the Last Straw. And then use Profound Knowledge as a means by which to understand how you go from one to the other." I said, "But without that understanding of the problem we face... " again, it's an elegant... [chuckle] Every time, the System of Profound Knowledge is an elegant solution to a problem you don't know you have. So I look at it as, let's first create a sense of the problem/opportunity. Okay.   0:07:38.0 BB: So we're going to come back to transformation, but now I want to go back to the title, Wouldn't It Be Nice. And what I'll do is, when this is posted on the institute webpage, I'll put a link to an article I wrote in September, 2015 for the Lean Management Journal, entitled, Wouldn't It be nice. And that article includes in the opening, it says, "My appreciation of Brian Wilson on the Beach Boys has grown significantly in the past month," okay, and this was written in 2015, "after viewing the Brian Wilson Biopic “Love and Mercy," which for you, Andrew, and everyone listening, it's a fascinating, fascinating film. And it got me turned on to Brian Wilson and all these things about the Beach Boys I really underestimated. All right, so then I wrote, "Through this blast from my past, I was reminded of another Beach Boys classic, Wouldn't It Be Nice. And the yearning "wouldn't it be nice if we were older then we wouldn't have to wait so long." And then I closed the opening with, "And reflecting on this adolescent wishfulness, I propose a wishfulness that organizations, public and private and even governments, improve their understanding of variation in how it impacts the systems they design, they produce and they operate."   0:09:00.7 BB: And so when I was going back and looking at that, 'cause I was thinking about transformation in this article, and I thought the transformation I talked about last time was the transformation... We talked about the transformation going from an observer, me as a professor used a student, I'm an observer of your learning versus a participant, and that's just a systems perspective. What Dr. Deming is talking about is not just how we look at systems, but the transformation involves how we look at variation. Do we move past two data points and look at variation in the context of common causes and special causes? A transformation of how we engage people, do we engage them with carrots and sticks? Do we understand when we blame them as the willing workers, what that creates in our organizations? And then the last element of Profound Knowledge, theory of knowledge. How do we know that what we know is so? And so I was just looking back at that article, and the article was written about, what if we had a better understanding of variation as one element of a transformation? And what I wanted to highlight today is talk more about transformation, but also look at transformation from not just one aspect of the System of Profound Knowledge, all of them.   0:10:32.2 BB: And it may well be, we're going to need another episode to go through this. But the next topic I want to do as we go down this path. Some time ago somebody made reference to a hologram, and I have seen holographic pictures, and so I went back and I was trying to think, why did that strike me? What about this hologram got my attention? And I started to remind myself of it. And Kevin and I were in Idaho a few months ago meeting with an audience. And I was again reminded by this hologram thing, because people were saying, "How come people in operations are so antiquated?" And I said, "Well, it's not just operations, it's more than that." So first, holograms, so what is a hologram? So I found a dictionary definition. "It's a three-dimensional image produced by a pattern of interference produced by a split coherent beam of radiation, such as a laser." That's for the physicists in the room.   0:11:38.5 AS: I'm not sure if that helped me but...   0:11:40.6 BB: [laughter] But I also found on a website, the Institute for the Advancement of Service, and the website is, www.showanotherway.org. And there I found something I think it's a little bit easier to digest. And the text says, if you turn a photograph over and you see a blank white surface," so far so good. "A photograph shows the image only on the front, thus only from one side, a hologram is a three-dimensional image created by interacting light sources, it shows the same image from all angles regardless of how it's being viewed. When a hologram is divided into pieces, the text says, each part still contains the entire image within it, although each new image is from a slightly different perspective." And then, again, from this website, and this leads us into the transformation piece, is "how does a concept of a hologram apply to organizational structures?" And I thought, "Okay. Now we're getting some place." "Because when people come together, share a vision for an organization, each person has his or her own unique perspective of the whole." I said, "Okay." "Each shares responsibility for the whole, not just his or her piece, but the component pieces aren't identical, each represents the whole picture from a different point of view.”   0:13:08.0 BB: “When we add up the pieces, the image of the whole does not change fundamentally, but rather the image becomes more intense. When more people share the common vision, the vision may not change fundamentally, but it becomes more alive, more real in a sense of the mental reality that people can truly imagine achieving." And to me, what I say is, the role of the ME/WE Trip Report is in part to create a common mental model, a common 3D view of an organization. But depending on who you're talking with in an organization, they see only one aspect of it, they see what it means in finance, they see what it means in HR, they see what it means in, from engineering. And the beauty of, what I have found is, is when you look at organizations from Dr. Deming's perspective, we're able to appreciate that these views are different, but it is the same thing we're looking at. So the next thing I want to get into of the work we're doing at Rocketdyne, working harder in a ME organization at a non-Deming company, working harder is the mantra, working smarter, as you and I have talked about, is what does that mean? Think about things from a Deming perspective. What does that mean? So what you get is a lot of working harder. And in which case, you have KPIs and we're working harder to achieve these KPIs.   0:14:46.9 BB: Well, I was very fortunate, Rocketdyne in the mid '90s, the Air Force came up with a brand new program for a next generation rocket with a set of KPIs that a few of us believed were impossible. Now what's the relevance of that? As long as, my theory is, as long as a non-Deming organization can achieve the KPI in how it currently operates, then just get out of the way. And they will work harder, a lot of brute force will be done to meet those KPIs. And Dr. Deming would remind us, anyone can accomplish anything if they don't count the cost. So, I mean, it will destroy people's lives and marriages and all that, but as long as those KPIs are met, just get out of the way. Well, what I loved about the Air Force requirement, was I was convinced that it couldn't be met. And part of the challenge was to convince executives at Rocketdyne that we can't get there from here. And that then, what I thought was, "This is our moment." We, so again, if you're in an organization and everything can be done, how the organization currently operates, then I say try to find something that can't be done with the current system. It can't be done in the schedule, it can't be done at the cost, but if it can be done by the current system, then that's not your opening. But for us, it was the opening. So the Air Force in the mid '90s had a couple billion dollars to develop a next generation series of rockets.   0:16:30.7 BB: And so we're, nowadays we think of SpaceX launching rockets. Well, this is the mid '90s, which is 20 years or so before SpaceX. And so the requirement was, that everything in the entire rocket, everything in the entire rocket, that's a lot of parts including the engine. Everything had to meet requirements, everything had to be a White Bead, no Red Beads. In the past, if there were Red Beads, which the Air Force accepted, and we know you get Red Beads, we know how you get Red Beads. And if they have Red Beads, then you would get paid to repair them, extra. And a friend of mine who was the brainchild of the effort within the Air Force to eliminate the purchase of Red Beads, he said, "The entire rocket will not have Red Beads." And when I heard of that I thought, "ME organizations don't know how to do that." They just, all they know how to do is create Red Beads. And the strategy we had already developed was, if we look at the variation in the White Beads, as you and I have talked about, then that's a great means to prevent White Beads, Red Beads in the first place, let alone improve integration. So we started getting senior management on board with things we have done to explain to them, here's a strategy, as we heard this flow down from the Air Force.   0:18:04.6 BB: Well, the existing system, how bad it was, was... And I learned this from the brain, this Lieutenant Colonel in the Air Force who pushed this incredible KPI, which was, everything must meet requirements. And it translated to something called "No Material Review Board, where a material review board in the industry, in the aerospace industry, is a situation where you've got a Red Bead that may be a very expensive Red Bead that the contractor wants to sell the Air Force, but it doesn't meet requirements. And then the contractor gets together with the Air Force and they schmooze over it, and what Lieutenant Colonel Ciscel explained is, you've got the contractor that really wants to sell that, even though something is not quite right. And what makes it work for the Air Force is when the contractor says, "Well, the bad thing about not using this is, it's going to take a couple of months to have a new one." And that time delay starts to bug the Air Force. Next thing you know that white, that Red Bead starts to look pretty good. But worse than that, what Dave explained is, he said, it's like going to the car dealership and finding that beautiful car you want. Then I, the sales person, tell you, "Andrew, okay, we're going to have it for you tomorrow, all ready to go."   0:19:36.0 BB: And then you come back the next day and I say... And you say, "Well, where's my new car?" And I say, "Well, Andrew, I told you we were going to wash it and wax it. Yeah, well, when we put it through the car wash we scratched it." And you're like, "You scratched it." And I say, "Well, yeah but we buffed out that and we're only going to charge you a little bit more for that. We're going to charge you for this and this and this." And they said, "That's what the Air Force does." And so what he was pushing for in the mid '90s was to get rid of all of that inspired by, you're ready Andrew? Inspired by his undergraduate education that the Air Force paid for when he was an officer, and he learned about Dr. Deming's work on control charts. And so when I heard that I thought, "We've got a requirement that can't be met." This is the, this is our means, our opening for initiating a transformation. 'Cause working harder, convincing the executives was, we can't get there from here. But boy, if you can get there from here, get out of the way. So now I'm going to go back to chapter two of The New Economics. Dr. Deming says, "Somehow the theory for transformation that's been mostly applied in the shop floor, everyone knows about statistical control of quality, this is important, but the shop floor is only a small part of the total. Anyone could be a 100% successful."   0:20:54.1 BB: Well, what I want to share there in terms of the situation we were dealing with in the mid '90s, if we started to talk to the executives about statistical control of quality, control charts, common causes and special causes. Well, as soon as we started to talk about the process being "in control," to the majority of our executives that translated to "everything met requirements." And so our starting point was just for that, just what does "in control" mean? And it was just so amazing how that got translated to meets requirements. And we're like, "No, no, no. We need to have the process in control, understand common cause variation and control charts and, let alone being on target." But that was our starting point, was just trying to get these ideas across on the shop floor. And chapter three... I've got a couple of things from each chapter, at least from some of the opening chapters. We'll cover the rest later. Dr. Deming says in chapter three, "We saw in the last chapter that we are living under the tyranny of the revealing style of management. Most people imagine that this style has always existed, it is a fixture. Actually, it is a modern invention, a trap that has led us into decline. Transformation is required. Education and government, along with industry, are also in need of transformation. The System of Profound Knowledge to be introduced in the next chapter is a theory for transformation."   0:22:25.5 BB: And this is what we're trying to do with this NO MRB initiative, we are just trying to get executives to realize that if we keep doing what we're doing, we're not going to be able to achieve this goal. What I'll also say is, there was such a commercial demand for space at that time, that the Air Force didn't have to pay for the entire program. So they came in with a couple billion dollars. They asked the contractors to bring their money with the idea that these rockets would be used, like Elon Musk is using, for launching all these commercial satellites. So the Air Force excitement was, we can lay out these requirements of no Red Beads, but the reason we're going to make it work is, there's such a commercial demand for a military product. And so Dave referred to this, his push for everything must meet requirements. He called it a $2 billion ambush. And I said, "What do you mean by that?" He said, "I knew they couldn't achieve what we wanted without a transformation. And I knew they wouldn't... We knew they wanted the money. But we knew they couldn't do it without a transformation." And I was like, "Oh, that's ingenious. That is just ingenious." And he so loved what we were doing at Rocketdyne, when he retired from the Air Force, as the program was transitioning from one phase to another, he retired and came to work at Rocketdyne. And he became a huge asset for our efforts to initiate a transformation.   0:24:06.1 BB: Then Dr. Deming says, "The transformation affects family life. Parents who will not rank their children nor show special favors or rewards. Would parents wish for one child to be a loser? Would his brothers and sisters be happy to have a loser in the family? Transform the family will be a living demonstration of cooperation in the form of mutual support, love and respect." At home, Andrew, at home. All right, "The prevailing style of management must undergo a transformation, the system cannot understand itself. The transformation requires an outside view." This is chapter four. And then "The aim of this chapter is to provide a lens, an outside view, a lens that I call a System of Profound Knowledge." Well, here I want to get into the hologram. And this, so I was... Kevin and I were at a Idaho Manufacturing Alliance conference right after Thanksgiving. And we had a session with some people. And in one group I was working with, they said, "Why is that engineering just doesn't get it? It always seems to be engineering. It's always engineering." And I said, "No." I said, "Each part of the organization has their own... " And I tried to explain to them, they each fall into a different trap, but the traps are very similar.   0:25:27.6 BB: I said, "So engineering sets the requirements on each part, they create the silos. Manufacturing then runs off with those instructions and produces the parts as if they're separate, quality then inspects them, finance adds up the savings, adds up the cost." And I don't know to what degree we've discussed this yet, but addition is the belief, adding up the savings comes from a belief that these elements are separate, that if we save $10 here, save $10 here and $10 there, then as an organization we save $30. No, the savings only happen... You only get a $30 savings if those activities don't interfere with one another. So I explained to them, finance has issues. And then HR, they're the ones behind performance appraisals. And that's where this hologram thing came to mind, is that each of them might think, as they get exposed to Deming's work, that we got this figured out. But it's all of them required to tie together to transform the organization. And then more from chapter 4, the transformation. "The first step is transformation of the individual. Transformation is discontinuous. It comes from understanding of the System of Profound Knowledge. The individual transformed will perceive new meaning to his life, through numerous interactions between people. Once the individual understands the System of Profound Knowledge, he'll apply its principles in every kind of relationship." There's Siri.   [chuckle]   0:27:13.6 BB: "Once the individual understands the System of Profound Knowledge, he'll apply its principles in every kind of relationship with others. He'll have a basis for judging his own decisions and transformation of the organizations that he belongs to. The individual, once transformed," this is what we talked about last time. I said, "No. The individual, once the transformation begins...will set an example, be a good listener, but not compromise. Continually teach others, help people pull away from their current practice and beliefs and move into the new philosophy without guilt about the past." And here I just want to add. A person I was mentoring three or four years ago, and she went through a one-day program I was leading, and I then started to mentor her on a regular basis. And one of the first calls we had, she was distraught over looking at herself as being incredibly selfish. She said, "The way I treated my siblings, the way I treated my classmates when I was in college." she said, "It was all about me." And I said, so I showed her this, I said, "You have to move into the new philosophy without guilt about the past." I said, "I used to think I caused the grades all by myself," I said, "We each go through this transformation differently with this bit of... " I mean 'cause we're brought up in a world thinking that we caused the grades and all these other things, and I said, "You got to move past that." And I'm not saying it's easy.   0:28:41.5 AS: Well, we did the best we could with what we had at the time, I always like to remind myself...   0:28:45.1 BB: That's right.   0:28:45.4 AS: Myself that.   0:28:48.2 BB: So a couple of other things, then I'm going to... Then I'll just pause, we can close. But what I would tell the executives early, early on, we had from the Air Force this major program, a whole lot of money at Rocketdyne, we were developing the engines. McDonnell Douglas was acquired by Boeing. They got the contract for the vehicle. So eventually we were all under Boeing, and it was really, really cool to be able to get the engine people smart about all the things we're talking about in these calls, and then the vehicle people excited. And then there was a production schedule. We're going to ship the first vehicle X years out, and then it's going to go from a couple a month to a lot a month on and on. And one of the things I would tell the executives, if you want to know every day, how are we doing every day. So you want to know if we're making progress as an organization. So I just gave them a couple of visuals. And I said, "One thing you get... " 'Cause there's one thing, "Well, how are we doing, how are we doing?" I said, "Well, let me tell you what you can measure." I said, "Every time you walk into the restroom, count how many paper towels are on the floor next to the trash can, that can't quite get into the trash can, and let that be a measure of how we're doing on the shop floor in our ability to not deliver Red Beads."   0:30:15.7 BB: And that then becomes an everyday reminder within our respective organizations is, we can't get the trash into the trash can, we can't leave the conference room as we found it, we can't get rid of the science experiments in the refrigerators. And I don't know if I mentioned it to you, but one experiment I would have people do when they would come to class at Rocketdyne, visitors and whatnot. During a break, they need an escort to walk to the restroom a few minutes away, and I'd say to them, "Here, run an experiment to how we're doing as an organization." I said, "Take your empty cup of coffee and put it on top of a file cabinet somewhere between here and the restroom, and then see if it's still there during the next break. Or crumble a piece of paper, put it on the floor, and see how many people walk past that." And I just throw that out as everyday things people can do to get kind of a finger of the pulse. As you're trying to transform your organization one person at a time, what are the things you can look for in the organization, long before we're focusing on common causes versus special causes. What are we doing with performance appraisals? Are we looking at things in the system? There's a bunch of everyday indicators you could start to look at with a sense of, this is a hologram.   0:31:51.8 AS: So we started this off with wouldn't it be nice? And we've been through a lot of different topics in relation to that, how would you summarize the key takeaway that someone can now bring to their business or their life in relation to this topic?   0:32:08.4 BB: Well, let me, and I got some bullet points on the holograms and then the close from the article that I wrote for the Lean Management Journal. And from the hologram, holographic model from the showanotherway.org website, it says, "What do we need to be mindful of when working with this holographic model?" It said "in this model, we need to be aware of the whole, with the parts, their relationships, and the context." Okay? So that's, part of this transformation is keep looking at things and try to imagine what's the greater context for these decisions. That one part of the organization reflects the philosophy of the whole organization. So the idea that, stop thinking that it's just those people in operations that don't get it. Each part of the organization has taken the prevailing system of management and put it into their DNA. So it's everywhere, that members of the organization reflect the whole of the organization and their behaviors. And the idea is, how do we get them to think about the whole? And I think a lot of progress can be made just by sharing with people a common... Having them reveal their appreciation of the contrast between ME and WE organizations, and they'll be pretty obvious where they'd rather work.   0:33:41.3 BB: And then the, what I closed the Brian Wilson article for the Lean Management Journal with is, "wouldn't it be nice if we manage the variation in the parts as being the parts of a system. In the spirit of Brian Wilson's adolescent wishfulness, wouldn't it be nice if the great illusion of independent parts and components modules was replaced by the realism of unity and interconnectedness in amazing prospects for teamwork within any organization." And I think that's a nice way of talking about transformation, not just looking at systems, but understanding people, psychology, and the theory of knowledge.   0:34:25.1 AS: Well, that's a great place to wrap. Bill on behalf of everyone at the Deming Institute, I want to thank you again for this discussion. And for listeners, remember to go to deming.org to continue your journey. And if you want to keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz, and I'll leave you with one of my favorite quotes from Dr. Deming. And people wonder, why do I repeat the same quote over and over again. Try to get it through our thick heads that people are entitled to joy in work.      

Join this channel to get access to perks:https://www.youtube.com/channel/UCu93zN6Q_ygmzRcIa8elTTw/joinBiography:Born in Maryland, Ryan S. Wood grew up in Southern California where he first became exposed to UFOs when his father, Dr. Robert M. Wood, was engaged in deciphering the physics of UFOs while managing a research project on anti-gravity for McDonnell Douglas. This involved the process of trying to change the speed of light in a Michaelson Morely interferometer with high magnetic fields. In 1978, he graduated from Cal Poly San Luis Obispo with degrees in Mathematics and Computer Science and has had a long career in marketing, sales, engineering, and corporate management, across, semiconductor, computer systems, medical imaging, energy conservation, aerospace and now in fusion as the CEO of Electric Fusion Systems, Inc.Ryan is regarded as a leading authority on the Top Secret classified Majestic-12 intelligence documents and the 1941 Cape Girardeau, Missouri UFO crash. A frequent lecturer on the UFO subject, Ryan has taught college courses and made numerous presentations about UFOs to civic organizations and at ufology conferences across the world. He has organized seven worldwide UFO crash retrieval symposia (2003-2009), each with conference proceedings and presentations from UFO crash investigators along with keynote banquet speakers. He once presented a UFO lecture to an international class of military officers for a National Security Affairs class at the Naval Postgraduate School that formed the basis of the final exam. He manages the content of Majesticdocuments.com and, along with his father, was the executive producer of a television documentary that aired on the Sci-Fi channel detailing the authenticity of the Majestic-12 documents called The Secret.Website(s):    majiceyesonly.com    majesticdocuments.com    specialoperationsmanual.comyoutube.com/c/typicalskepticwww.spreaker.com/show/typical-skeptic-podcast_1www.rumble.com/typicalskepticwww.rokfin.com/typicalskepticwww.patreon.com/typicalskepticsupport the podcastpaypal.me/typicalskepticmediacashapp $kalil1121 venmo @robert-kalilor buy me a coffee at buymeacoffee.com/typicalskepticOr Join Patreon:patreon.com/typicalskepticSocial Mediafacebook.com/robert.kalil.7instagam.com/kalilroberttwitter.com/robertkalil1121Affiliates:--Happy Hippo Kratom Use code skeptic for 15 percent off --https://happyhippo.com/r?id=00tjf5--Natural Shilajit and Monoatomic Gold from Healthy Nutrition LLC.usecode: ROBhttps://naturalshilajit.com/discount/ROB--https://mn-nice-ethnobotanicals.com/?ref=kz9qe0iv Use this Link andCode TypicalSkepticP at MN Nice Botanicals for 10 percent off for legalamanita Mushroom, Blue Lotus, Dream Herb and much much more.#majestic12 #ufology #uap #mufon #podcast #typical_skeptic #youtubepremiere

What leadership lessons from the military can be applied to corporate life?In episode 437, host Zack Knight sits down with Debbie Collard, a seasoned leader whose journey from the military to the boardroom offers insights into leadership, culture building, and self-development. Debbie shares her transformative leadership roles, the significance of self-mastery for effective leadership, and how her military experiences have shaped her approach in the corporate environment. Listen in as we explore Debbie's philosophy on leadership, her strategies for personal and professional growth, and her mission to elevate leadership standards globally.[00:00:00 - 00:08:14] Enlisting for Opportunity How Debbie joined the Air Force. Adapting your role. Transitioning out of the military.[00:08:15 - 00:15:43] Advancing at BoeingExperience at Boeing and McDonnell Douglas.Operational excellence and quality improvement.Learning how to take the best of each experience. [00:15:44 - 00:21:40] Founding Seasons LeadershipCreating a leadership program. Understanding holistic leadership.Sharing leadership lessons. [00:21:41 - 00:27:06] Generational GapsBeing open to feedback. Adaptability as a tool for leadership.Learning how to ask for help. [00:27:07 - 00:31:36] Striving for ExcellenceLegacy is to make leadership excellence a worldwide standardThe importance of taking initiative. Key Quotes:"Being leader is about being open to feedback.." - Debbie Collard"Anything that we learn or experience in our lives goes with us from there on. And no one can take that away from us." - Debbie CollardDid you love the value that we are putting out in the show? LEAVE A REVIEW and tell us what you think about the episode so we can continue putting out great content just for you! Share this episode and help someone who wants to expand their leadership capacity or click here to listen to our previous episodes.The Tactical Leader is powered by Advancing the Line for Veterans, a 501c3 supporting veteran entrepreneurship. If you or someone you know is passionate about supporting the veteran community, please head over to ATLVets.org and get involved!If you want to learn how to build a better business, you can connect with me at ZackAKnight.com. You can connect with us on LinkedIn, Instagram, or join Our BATL Space and become part of the community.

In the tale, the Applegate Memorandum, I described the difficult birth that McDonnell Douglas had with the DC-10 when it's safety record was permanently marred by a cargo door design flaw that plagued its introduction.  Sadly, this wasn't the only issue that was going to discredit the aircraft in the eye of its passengers and they would ultimately condemn the world's first 3 engined wide body as a dangerous failure.  Although the aircraft's problems with its cargo doors could be firmly laid at the feet of McDonnell Douglas, the next disaster that the aircraft would have to cope with was not of the manufacture's making, but of some operators who took it upon themselves to shorten engineering procedures.   Then incident aircraft N110AA   Cutaway showing the configuration of the wing mounted engines   The DC10 cockpit   The last moments of American Airlines Flight 191   The aftermath   Images under Creative Commons licence with thanks to the Dale Coleman, Jyra Sapphire, Jon Proctor, the Bureau of Aircraft Accident Archives, the NTSB, the US Gov and American Airlines.  

This is Zack Fuss, an investor at Irenic Capital, and today we're breaking down Boeing. Founded in Seattle in 1916 by William Boeing, the company has produced thousands of commercial and military aircraft over the past century. It is an important national and global asset and one-half of arguably the most famous duopoly in business, alongside Airbus. To break down Boeing, I'm joined by Jon Ostrower, founder and editor-in-chief of The Air Current. You can split Boeing's business into three segments: commercial, defense, and services. For this discussion, we focus mostly on Boeing's commercial business, which accounted for nearly 40% of its revenues last year. We talk about the cost and complexity of building new airplanes, how the 737 MAX disaster changed the business, and why the future of commercial planes may look radically different. Please enjoy this business breakdown of Boeing. For the full show notes, transcript, and links to the best content to learn more, check out the episode page here. ----- This episode is brought to you by Tegus. Tegus is the modern research platform for leading investors, and provider of Canalyst. Tired of calculating fully-diluted shares outstanding? Access every publicly-reported datapoint and industry-specific KPI through their database of over 4,000 driveable global models handbuilt by a team of sector-focused analysts, 35+ industry comp sheets, and Excel add-ins that let you use their industry-leading data in your own spreadsheets. Tegus' models automatically update each quarter, including hard to calculate KPIs like stock-based compensation and organic growth rates, empowering investors to bypass the friction of sourcing, building and updating models. Make efficiency your competitive advantage and take back your time today. As a listener, you can trial Canalyst by Tegus for free by visiting tegus.co/patrick. ----- Business Breakdowns is a property of Colossus, LLC. For more episodes of Business Breakdowns, visit joincolossus.com/episodes. Stay up to date on all our podcasts by signing up to Colossus Weekly, our quick dive every Sunday highlighting the top business and investing concepts from our podcasts and the best of what we read that week. Sign up here. Follow us on Twitter: @JoinColossus | @patrick_oshag | @jspujji | @zbfuss | @ReustleMatt | @domcooke Show Notes (00:02:38) - (First question) - An introduction to the aerospace industry and Boeing's role in it (00:05:41) - Boeing's business model today (00:09:52) - How the aerospace industry settled into a duopoly (00:12:30) - Costs associated with airplane manufacturing (00:14:02) - The life expectancy of an aircraft (00:14:46) - Dealing with the supply coordination problem (00:17:39) - The Boeing and McDonnell Douglas merger (00:20:51) - Problems Boeing has faced over the past five years (00:25:44) - How leadership turnover has permeated through Boeing (00:28:03) - Competitive headwinds Boeing can face (00:33:10) - How Boeing will grow in the aerospace industry (00:37:39) - Boeing's eVTOL strategy (00:41:42) - What is impacting the profitability of the business (00:43:38) - The biggest challenge facing the aerospace industry (00:44:57) - Lessons learned from studying Boeing Learn more about your ad choices. Visit megaphone.fm/adchoices

Jeff Bennett is an Aerospace Engineer and the owner of Bennett Analytics, a firm that offers state-of-the-art engineering services like aerodynamics, wind tunnel testing, and systems engineering- All talents that have helped things like the Space Shuttle. Bennett can also help your boat go really, really fast! Stemming from a love of fast boats, Bennett has methodically blended his experience from a career in the Aerospace industry (where he worked for Aeronautics giants General Dynamics, McDonnell Douglas, Rockwell, and Boeing) into a vast knowledge of bottom design and jet pump set-up that has led to many national championships and world records in drag boat racing. Bennett made the decision, early in his career, to focus on hull design. “While other people spent their time building more power in their engines,” Bennett told us, “I quickly discovered that the key to performance was through modifying the shape of the race boat bottom. I was able to make them much faster and, more importantly, a lot safer.” But Bennett is more than a “bottom guy”. His years of testing and analyzing data led him to pioneering the use of computers and data analysis in Jet Boat racing. Working with Racepak data systems, Bennett was instrumental in developing the systems that are found on most competitive drag boat teams. Bennett has become the “the computer guy” on a number of these teams, ready, at the race track or on the end of a phone line, to “plug in” between rounds to determine what went wrong, what went right, and what can be done to make it better. Thank you for joining us for a very special episode of Powerboat Talk.  

The DC-10 was McDonnell Douglas's first commercial airliner project since the merger between McDonnell Aircraft Corporation and the Douglas Aircraft Company in 1967. It started life on the drawing boards as a 4 engined, double decked, wide body airliner that could carry 550 passengers but morphed into single deck, three engined aircraft that could carry one passenger short of 400!  In what was expected to be a knockout blow to the competing Lockheed L-1011, the President of American Airlines and James McDonnell of McDonnell Douglas announced American Airlines' intention to acquire the DC-10. Flight 96 was en route between Detroit and Buffalo when, above the city of Windsor in Ontario whilst climbing through 11,750 ft the flight crew heard a distinct thud and dirt and debris flew up from the cockpit floor into their faces. On inspection it was obvious that the rear cargo door had detached from the aircraft.  This is the story of the DC-10 cargo door issue and the engineer who tried to warn the company of the dire problem. The 4 Engined Douglas Proposal   The DC-10   The Cargo Door   The Cargo Door of Flight 96 The Accident Report of Turkish Airlines Flight 981   Images under Creative Commons licence with thanks to the SDASM archives, the Douglas Aircraft Corp, U.S. National Archives and Records Administration, the FAA and the DOT AIB.

The Gemini program was such a success that a number of alternative missions were proposed for the space craft. Today we're guided through some of these by Michael Mackowski who is a bit of a Gemini expert having previously worked for the designer and builder of the Gemini spacecraft, McDonnell Douglas. We last spoke to Mike on episode 76 when we found out about his model spacecraft. Having created models for many of the lost Gemini missions, Mike is the perfect person to talk to about these.Mike Mackowski:The Lost Gemini Missions: https://lostgeminimissions.wordpress.com/lunar-gemini/ Books, reference material, merchandise, photos etc;https://www.spaceinminiature.com/Facebook: https://www.facebook.com/spaceinminiature Twitter: https://twitter.com/mjmackowski Youtube: https://www.youtube.com/user/spacecitymike Instagram: https://www.instagram.com/mjmackowski Mike's Space Advocacy Book: https://www.amazon.co.uk/Adventures-Space-Advocacy-Personal-Activism-ebook/dp/B00WDMVWDW Full show notes: https://spaceandthingspodcast.com/Show notes include links to all articles mentioned and full details of our guests and links to what caught our eye this week.Image Credits: Mike Mackowski - Spaceinminiture.Space and Things:Twitter: https://www.twitter.com/spaceandthings1Instagram: https://www.instagram.com/spaceandthingspodcastFacebook: https://www.facebook.com/spaceandthingspodcast/Merch and Info: https://www.spaceandthingspodcast.comPatreon: https://www.patreon.com/SpaceandthingsBusiness Enquiries: info@andthingsproductions.comSupport this show http://supporter.acast.com/spaceandthings. Hosted on Acast. See acast.com/privacy for more information.