Podcasts about McDonnell Douglas

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

El pasado 29 de diciembre 179 personas a bordo de un BOEING 737-800. En mayo de 2024 les contamos la historia completa de BOEING, pero sobre todo analizamos desde sus inicios venerados hasta su caída en prácticas impulsadas por el lucro bajo el liderazgo de McDonnell Douglas, que llevó a fallas de diseño catastróficas en el Dreamliner y el fatal 737 Max. Exploramos los eventos del 2024, incluida la suspensión temporal del uso de los aviones Boeing por parte de la FAA. Analizamos las inspecciones de United y Alaska, que revelaron tapones de puertas mal colocados, y la polémica respuesta del CEO. Hablamos sobre la investigación de la FAA sobre prácticas de control de calidad y seguridad, que revelaron discrepancias entre las declaraciones ejecutivas y las realidades operativas. Vemos las graves consecuencias de relaciones públicas y el impactante aumento en el uso de filtros en los motores de búsqueda de vuelos y mucho más... ¿Quién es culpable: ¿Boeing, CEO´s, la FAA, los inversionistas o todos? Hosted on Acast. See acast.com/privacy for more information.

Virtual engineering is a process by which engineers can combine the world around them with a digitally-generated environment, allowing them to visualize an object or location from a totally new perspective. Credit Advanced VR Research Centre (AVRRC), Loughborough University   While the fundamentals of virtual technology and simulation have been around for some time, particularly in first-person computer games, the application of this technology in the engineering setting is less familiar to most.  Yet virtual and immersive simulations have, and are, revolutionising the engineering industry.   Virtual engineering systems are allowing engineers to evaluate product design and customer requirements without the need for hardware or prototype samples and are becoming increasingly common in the automotive and aerospace sectors. These data-driven simulations enable designers to accurately determine how best to integrate new components into a vehicle before fabricating and testing them, ensuring more efficient and effective products while reducing costs and improving safety.   These virtual processes are however only as good as the digital and mathematical tools and algorithms that drive them, and the design and calibration of these tools requires expert knowledge from across a wide array of engineering subjects.  Credit Advanced VR Research Centre (AVRRC), Loughborough University   Helen's guest is Professor Roy Kalawsky, Royal Academy of Engineering and Airbus Research Chair in Digital and Data Engineering Information Systems at Loughborough University.  In addition, Roy is also the Director of the Advanced VR Research Centre and a Fellow of the IET and RSA.   Roy is a pioneer of virtual engineering and has lead the development of numerous VR and AR systems, having established the UK's first VR lab during the early 1980s.  As well as working for BAE Sysems in his early career, he has been involved in highly classified projects for NASA, the US Navy, McDonnell Douglas, Dassault Aviation, the MOD and many others. His research experience spans the fields of next generation modelling, simulation and visualization and he has undertaken work in the development of digital-twins, co-simulation and machine learning. Whilst his primary research focus is in the aerospace sector, he has achieved important developments in healthcare and other sectors.   Useful Links: Loughborough University Advanced VR Research Centre (AVRRC) Virtual Reality in Engineering Blog     We would love to hear your thoughts and comments on this episode. If you would like to get in touch, email us at podcast@imeche.org You can find more information about the work of the IMechE at www.imeche.org         

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

Stanton Friedman was an easy choice for the first PRG Hall of Fame Inductee (living). He is one of the longest serving and most dedicated, effective, consistent, insistent and persistent extraterrestrial-related phenomena researchers in the world and has been for 37 years. He is and has been the rock at the center of the citizen-science movement. Biography and AccomplishmentsStanton Friedman spent two years at Rutgers University in New Brunswick, New Jersey before switching to the University of Chicago in 1953. He received BS and MS degrees in Physics from UC in 1955 and 1956, where Carl Sagan was a classmate. He worked for fourteen years as a nuclear physicist for such companies as General Electric, General Motors, Westinghouse, TRW, Aerojet General Nucleonics, and McDonnell Douglas on such advanced, highly classified, eventually canceled projects as nuclear aircraft, fission and fusion rockets, and nuclear power plants for space.Since 1967 he has lectured on the topic Flying Saucers ARE Real at more than 600 colleges and over 100 professional groups in fifty states, nine Canadian provinces, England, Italy, Germany, Holland, France, Finland, Brazil, Australia, Korea, Mexico, Turkey, Argentina, and Israel. He has published more than 70 papers on UFOs besides his dozens of conventional articles and appeared on hundreds of radio and TV shows. These include the TNT Larry King UFO Special on Oct.1, 1994; Nightline; Sally Jessie Raphael; Unsolved Mysteries; Entertainment Tonight; Leeza; Sightings; Canada AM; Coast to Coast AM with Art Bell and many more.Stan is the original civilian investigator of the Roswell Incident, who co-authored Crash at Corona and instigated the Unsolved Mysteries Roswell program. He was heavily involved in both the 1979 documentary UFOs are Real and the 1993 & 1996 videos Flying Saucers Are Real.His new interactive CD ROM, UFOs: The Real Story, was published in 1996. TOP SECRET/MAJIC (Marlowe and Co., NY, 1996), his explosive book about the Majestic 12 group established in 1947 by President Truman to deal with crashed saucers, includes classified documents never before published. It is already in its 6th printing.Stan anchored the affirmative team in an October 1995 debate at Oxford University, This House Believes That Intelligent Alien Life Has Visited Planet Earth, garnering 60% of the member-vote. On June 27,1997 his TV Debate team got 92% of 100,000 votes called into ITV in London, England: Are Aliens visiting Earth? He has provided testimony to congressional hearings, appeared twice at the United Nations, and pioneered many aspects of extraterrestrial phenomena research, including the Betty Hill star map work, crashed saucers, analysis of the Delphos physical trace case, and challenges to the S.E.T.I. (Silly Effort To Investigate) cultists. Stan has spent many weeks at a total of nineteen document archives. He has also been involved in numerous scientific research and development projects since moving to Canada in 1980.He takes a clear-cut unambiguous stand that:Some UFOs are alien spacecraft.The subject of flying saucers represents a kind of Cosmic Watergate.None of the anti-UFO arguments stand up to careful scrutiny.We are dealing with the biggest story of the millennium.Visits to planet Earth by alien spacecraft are real.Cover-up by governments of the best data is happening.Wreckage and bodies were recovered in New Mexico 54 years ago.He holds dual USA and Canadian citizenship and lives in Fredericton, New Brunswick, Canada.Published BooksCrash at Corona: The Definitive Story of the Roswell Incident (1997)TOP SECRET/MAJIC (1996)VideosUFO Experience: Stanton Friedman (1998)Flying Saucers are Real, Vol. 2 (1996)Flying Saucers are Real, Vol. 1 (1993)UFOs: The Real Story (1996)Become a supporter of this podcast: https://www.spreaker.com/podcast/the-x-zone-radio-tv-show--1078348/support.

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.      

La direction de l'avionneur Boeing a été littéralement décapitée ce lundi. Et c'est normal avec tous ces problèmes de sécurité récurrents sur ces avions, Boeing ne garde la tête aujourd'hui au-dessus de l'eau que grâce aux contrats du Pentagone, autrement dit de l'armée américaine. C'est le grand Winston Churchill qui disait "la démocratie est un mauvais système, mais c'est le moins mauvais de tous les systèmes". Et ce lundi, on a redécouvert que le capitalisme est un mauvais système aussi, mais le moins mauvais de tous les systèmes. Le PDG de Boeing a annoncé qu'il partait au plus tard pour la fin de l'année et ce délai de quelques mois n'étant là que pour donner le temps au conseil d'administration de lui trouver un remplaçant. Et quant au président du conseil d'administration actuel, il a fait comprendre qu'il ne se représenterait pas à son poste lors du renouvellement du conseil d'administration. Et comme je vous parlais de capitalisme, cette décapitation de la tête de la direction a permis à l'action de Boeing de reprendre des couleurs, ce qui montre à quel point la bourse est non seulement une grande trouillarde, mais également une grande ingrate. Sur le côté ingrat, on se souvient de la perte en plein vol d'une porte d'un Boeing 737 Max d'Alaska Airlines début janvier. Ce n'est hélas pas le seul incident enregistré par Boeing, la faute à qui ? Mots-Clés : mer, Tasmanie, altitude, passagers, ceinture, plafond, blessés, Japon, aéroport, Los Angeles, catastrophe, pneu, décollage, incidents, décennie, ingratitude, bourse, aspects financiers, avionneur, McDonnell Douglas, réduction, coûts, concentration, performances, résultat, rachat, culture, cas d'école, documentaire, Netflix, preuve, majoritaires, dividendes, rachats, actions, doper, cours, mémoire, Airbus, concurrent, européen, investissements récurrents, déboires, inverse, système, communiste, anticorps, raison, rapport. --- La chronique économique d'Amid Faljaoui, tous les jours à 8h30 et à 17h30. Merci pour votre écoute Pour écouter Classic 21 à tout moment : www.rtbf.be/classic21 Retrouvez tous les épisodes de La chronique économique sur notre plateforme Auvio.be : https://auvio.rtbf.be/emission/802 Et si vous avez apprécié ce podcast, n'hésitez pas à nous donner des étoiles ou des commentaires, cela nous aide à le faire connaître plus largement.

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.  

A Video from the 1970s interviewed scientists who had created free energy with a brand new nickel titanium alloy. We have the video. We will review it today!! We will review it today!! Was this ALIEN technology?? Why haven't we had this energy available to us? Did the government take it? They were a government contractor it's possible. Let's dive in! --- Send in a voice message: https://podcasters.spotify.com/pod/show/lockdown-universe/message Support this podcast: https://podcasters.spotify.com/pod/show/lockdown-universe/support

Like many people we have heard on Unstoppable Mindset, Tessa Lynne Alburn had some challenges growing up. She frankly discusses them especially issues she had with her parents who, as she describes it, did not really understand how to give her the kind of love she wanted and needed. This is no criticism as she points out, but simply the way things were. She also talks about a near-drowning experience and how that affected her and her attitude for years.   With all her challenges she did finish high school and then went to college.   Tessa loves many sporting activities and, for a time, she was a musician. She learned to play the flute and to sing. She says she still uses singing today sometimes with clients.   Today Tessa lives in Steamboat Springs Colorado where she has a successful coaching business helping women to learn and gain confidence. She helps them to learn to discover themselves and to become better in the world. She will tell us some stories of how she has helped women to learn how to be better and more progressive leaders, especially in a world that doesn't always appreciate what white bright intelligent women can and do bring to the table.     About the Guest:   Tessa Lynne Alburn is a Feminine Energy Coach and Soul Connection Mentor for Women seeking to having their voice, living a lifestyle of freedom and joy, and reconnecting with the Divine.   Tessa's mission is to help women bring themselves and their ideas and their voice into the world and becoming personally powerful as a co-creator.   With a background in SCUBA instruction, energy healing and decades of experience leading live and virtual events, Tessa works with you to create the life you truly want as you maintain your important relationships, while also saying “yes” to your soul.   Tessa is intuitive, compassionate and unexpected. Her favorite past-times include hiking, solo SCUBA diving, and star-gazing. Her passions for life and learning, her interest in culture and adventures have taken her both abroad and to 38 US States.   Her top 4 values are beauty, variety, spirituality and compassion.     Ways to connect with Tessa:   Say YES to Your Soul podcast: https://www.sayyestoyoursoulpodcast.com/   https://www.facebook.com/TessaAlburn @tessaalburn https://www.linkedin.com/in/tessaalburn   https://www.instagram.com/realizedsoulwithtessa/ and @realizedsoulwithtessa      Tessa's Free Gift If you want to be happier and more courageous in life, get your free info sheet here and Say Yes to Your Soul! http://www.tessafreegift.com/     About the Host: Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/ https://www.facebook.com/accessibe/       Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can also subscribe in your favorite podcast app.   Leave us an Apple Podcasts review Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.     Transcription Notes   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i  capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Well welcome everyone to another episode of unstoppable mindset. I'm your host, Mike Hingson. And today we have Tessa Lynne Alburn. Tessa for short. And we're really glad to hear Tessa is in Steamboat Springs, Colorado, we are a little jealous. Not too because I don't mind being in Victorville, although it's still not on the water or anything like that, like, like other places get to be. But But nevertheless, we cope with what we have. So Tessa really glad that you're here on unstoppable mindset with us today.   Tessa Lynne Alburn ** 01:53 I'm really glad to be here, Michael. Thank you.   Michael Hingson ** 01:57 Well, thanks for for having us, in your home and with you. And I'm going to have to learn all about this idea that you describe yourself as a feminine energy coach and other things we'll get to that. But why don't you start by telling us a little bit about the earlier Tessa? And where, where you came from what you did, and all your deep, dark secrets that you think we ought to know. And we won't tell   Tessa Lynne Alburn ** 02:19 us? Yes, I might have to filter a few. But where's the   Michael Hingson ** 02:23 fun in that? Typically,   Tessa Lynne Alburn ** 02:24 the early days, I would say, you know, I was most people wouldn't guess this knowing me now. But I was very shy and introverted. And I was in a dysfunctional home, where my dad chose to work night shifts and things like that, or in other states whenever possible. So he was, you know, just unavailable or had escaped us in some way. And my mother had some emotional issues, and she would be what I would call a rageaholic. From time to time, she was she had a number of borderline attributes. And so, growing up, I was very scared. And doing that thing that they call walking on eggshells, right, like, when is the volcano going to explode? That sort of thing will get ready to run, you know, you just didn't quite know what was going to happen. That's okay. Yeah, I did okay, in school, because I was able to focus all my attention there, and, and then keep myself safe by being the smartest I could be and as perfect as I could be and be a good girl. So that's how I coped with it.   Michael Hingson ** 03:32 Did you have siblings?   Tessa Lynne Alburn ** 03:34 I had one younger sibling, three years younger than I was. And at first, it started out great, you know, I was sort of like helping to take care of her and nurturing her. And then pretty soon it became a competitive thing. And so we had a rough patch from like, you know, one, two, when I was almost 20 years old. And she, she had gone overseas with a rotary exchange program. And when she came back, it was like talking with a different person entirely. It was so great. Yeah. Because she'd been out of the household, number one and live with a really loving family. And she'd been exposed to an entirely different culture. She lived in Sweden for a year. And so she gathered this worldly sense about her. And when she came back, she was like, Oh, I kind of get you now. You know, like, we can be compatible. And so we kissed and made up.   Michael Hingson ** 04:38 Wow. So you guys get along? Well, still.   Tessa Lynne Alburn ** 04:42 We do. She's a dear person, and we live many miles away from one another. But she has two amazing kids and a wonderful husband and and she's got his whole family over there. And so everybody's very supportive and loving. Where do they live? They're in Maryland.   Michael Hingson ** 05:01 That's a little. That's eastern Colorado,   Tessa Lynne Alburn ** 05:03 right? Not Colorado. Exactly. East of Colorado.   Michael Hingson ** 05:09 Maryland is just eastern Colorado, just like California is western Colorado. Right?   Tessa Lynne Alburn ** 05:14 Exactly. He's on a little place called the Magath the river. So she gets to be near water. And it's quite lovely over there.   Michael Hingson ** 05:23 So do you have husband children or any of those kinds of things?   Tessa Lynne Alburn ** 05:26 I do not. I am. happily single.   Michael Hingson ** 05:32 Someone has to keep the trend, right.   Tessa Lynne Alburn ** 05:34 Yes. Um, although I do entertain the idea of relationship   Michael Hingson ** 05:37 someday. Yeah, we'll see how that goes. That's right.   Tessa Lynne Alburn ** 05:41 I just have so many things on my plate. Like in terms of why I'm here, I feel like, you know, my sole purpose. And my sole mission is actually the number one thing in my life. So I'm happy about that.   Michael Hingson ** 05:53 My wife and I got married in our early 30s. And we just hadn't found the right persons for each other. And we didn't know each other. We met in January of 1982. And we were married in November of 1982. But we immediately hit it off. And we knew that we found soulmates and the right the right people. And so it clearly was sort of the right choice, because we live together until she passed away last November. So we were married for two years. And, you know, but you're right. It's got to be the right person. And you've got to, you got to know that and you'll know it when it happens if it happens.   Tessa Lynne Alburn ** 06:29 Exactly. And I feel like you know, spirit will definitely knock me on the shoulders tapped me on the shoulders. If If and when that person comes in, right.   Michael Hingson ** 06:40 Yeah. So, so you Where are you from originally?   Tessa Lynne Alburn ** 06:46 Originally? I am from the state of Florida. Okay, fine state.   Michael Hingson ** 06:52 Yeah. The humidity state?   Tessa Lynne Alburn ** 06:55 Yes, that's a little more accurate, isn't it?   Michael Hingson ** 06:59 I'm a fan of the old folk group, the Kingston Trio and they have a song called the Everglades and one of the lines is if the Gators don't get you than the Skeeters will.   Tessa Lynne Alburn ** 07:08 Oh, my goodness, that's hysterical. I don't remember that song. But I do remember the Kingston Trio. And yes, it's it is true. The gators or maybe the snakes?   Michael Hingson ** 07:19 Well, there's after the snakes as well. Yeah, the Gators snakes and Skeeters. They're all there. That's That's true. So did you go to school and stay in Florida? Or how long were you guys there?   Tessa Lynne Alburn ** 07:32 I did not. We, my dad worked for McDonnell Douglas. And so we had this lifestyle of moving around to different missile sites and things and always coming back for a number of years coming back to the Cape Canaveral area. And so my last year of school, I, I went to junior high and Florida and Mississippi, came back to Florida, went to high school for a year then went up to New York state for a year and then to Pennsylvania for a year so that my high school and junior high was just a real journey in adaptability.   Michael Hingson ** 08:09 What was that? Like?   Tessa Lynne Alburn ** 08:10 It was intense. Yeah. Now, I think one of the fun things that I remember is when I was younger, in Florida, I had a best friend that was from Georgia. So I had a real southern drawl, just kind of like her. And when I moved up to New York State, I was definitely kind of a standout person and people didn't know what to think of me. Maybe they thought I was dumb at first, but they figured out I wasn't and I learned to drop that accent most of the time. You don't hear it from me, but it I do think of that kind of fondly. Because some of my my teachers were like, oh, that's special. Let's hear that y'all. Y'all   Michael Hingson ** 08:49 know. All y'all and yes.   Tessa Lynne Alburn ** 08:53 So the moving moving was a kind of an intensity in our family.   Michael Hingson ** 08:57 That must have been fun. Do you have any analysis of how that affected you? Yes. made you a gypsy?   Tessa Lynne Alburn ** 09:12 Yes. Well, now I'm a nomadic Gypsy, digital nomad, a bohemian Gypsy, whatever you want to call it. And at first I was resisting that urge to wander and be in different places. And then I realized I had the skills so along with the heartache of being torn away from friends with no time to have closure or transition constantly, and my youth suddenly coming home and be like, pack up your room. We're moving next week. And you know, coming home from like summer camp, and it's just shocking, right? Especially at that age where we're one is developing the Um, hormones for boys and like relationships with older boys in the high school and that sort of thing. And I was just kind of getting a first year of popularity and then boom are gone again. And then I'm nobody. So it was like popular no one or no one too popular or now I gotta work my way back up. And then I've got to hang out with cool kids and I got to hang out in the girls room and smoke cigarettes to fit in or skip school and play hooky and be bad, you know. So there were a lot of influences that happened as a result of moving. And I think the one thing that it did help with at home was kept me kind of out of my mom's hair. So there was, I was able to feel a little more powerful when I started to rebel. But there was definitely a big rebellion that happened. When it was totally necessary for me to start to feel safe. And like I had any kind of purchase in this life.   Michael Hingson ** 10:57 Did you have any real major trauma traumatic kinds of things that happened to you as a child as so many, many kids do?   Tessa Lynne Alburn ** 11:04 Yes, yes. And so many do. And I think most of the time, we don't know that about the people all around us. And sometimes it's hard to hear those things. But yes, I had, I had a number of things, but I'll say the the main one, one of the big ones that I didn't realize how it was impacting me too much later in life was a near drowning event. And that was in Florida. And as you might well imagine, you know, it was very swampy, dark water grassy with alligators and and snapping turtles and you know, creepy, creepy, weird fish called Mud puppies, and things you just don't want to come in contact with. And I was sweeping the dock off. We used to go visit friends of ours who had this little cabin out in this underdeveloped area off of little a Kara's, it's probably super developed now, but back then it wasn't. And you took your boat and you went along the canals to go to the little fishing tackle store and get your milk. And that was it, you brought everything else with you. And there were just fields and fields of tall grasses, probably filled with all kinds of critters. And and the dock was just kind of basic, it didn't have a railing or anything. We used to just have the little skiff and we would go out fly fishing and things like that. And I was about nine years old then. And we went there in wintertime. So I had on all these sweaters this big, I'll never forget that I had this one huge hand knitted sweater that was probably a half inch thick. But just because of all the yarn that was used to make it, I was wearing that and sweeping off the dock. And I got vertigo, as I didn't realize at the time that I had a vertigo problem. And so I was there I was sweeping. And then I just my head just spun and spun. And I just tipped over and fell. And I was a good swimmer. So nobody had ever thought of, well, we have to keep the kids and life jackets or anything like that, because we were all really comfortable in the water. But when I hit the water, it was very, very cold. And I just dissociated, I'm pretty sure that would be a psychological term that happened. Where I, I had a consciousness that was like, Oh, I have to get out of here. But I was so cold, I could barely it felt like I could barely move. And then all the weight of the winter clothing on me was just dragging me down. And it was dragging me down to the bottom of the canal. And they're they're built deep. You know, they're like, I don't know, 12 to 15 feet deep, those canals. That's a lot for a little kid. And the only thing that kept me coming up that I felt like was really driving me on was the terror of the icky things down there.   Michael Hingson ** 14:16 I don't want to get to the bottom of that canal.   Tessa Lynne Alburn ** 14:18 Exactly like the month no. And I would kind of I felt like I was pushing up. I don't know if I really reached the bottom and I was not fully conscious. But I felt like I was just struggling to get to the top get to the top and then I get this little gasp of air and then I'd sink more and then I'd do the same thing over and over. And I could feel the every now and then I could feel the underneath of the top of the dock. There was nothing to hold on to Yeah. And I just kept going under fortunately, oh fortunately an angel a couple of angels were there. And one of them was my little play friend who was couple years younger than me in He saw that I was in the water and he plan to shock. And so it was like, ah you know Harry's My name is Terry at the time Terry's in the water, Terry Phelan Terry fell, and he's like whispering it. But fortunately, his dad was up on a ladder, about 30 feet away. And he finally got mad. And he's like, he was old salt, Donald. And he saw me splashing, I guess, and he just leapt off that ladder, and came down and yanked me out. And yeah, I was safe. Yeah. Although extremely stunned for at least 24 hours.   Michael Hingson ** 15:44 Yeah. What do you think you learn from that, um, as you as you developed? If you were to put a positive thing out, I mean, it was certainly traumatic. And there's, we could talk about that a lot, I'm sure. But what what positive? Did you learn from that? Do you think?   Tessa Lynne Alburn ** 16:02 Well, couple things. I mean, a couple of practical thing is, we all need love and comfort. And one of the things I didn't get at the time was that and so later in my life, I realized I was having kind of like this dread, that the creepy things were gonna get me and that I was gonna suffocate. And I needed to heal that. So I learned that one can heal that. And I think that's been really powerful for me, because growing up the way that I did, I had felt like a victim most of the time. But when I realized I could do something about it, I can actually heal the psychological scars, and take action and get, even if it was, however many years 3030 plus years later, I could still get the healing that I needed. And resolve that in myself, so that the psychological impact didn't have to keep moving forward with me. From then on.   Michael Hingson ** 17:09 How did she figure that out?   Tessa Lynne Alburn ** 17:11 Well, the hard way. Because I kind of hit rock bottom, what happened was I I went traveling, and I went to Costa Rica, and I was without enough friends. For too long when I was there. And I remember taking, I was asked to kind of look after this person's hostel while they went on vacation. And when they were gone, I was just so sad. And I felt like I was gonna die. And I was like, What is going on ma'am? And beautiful Costa Rica. You know, there's snorkeling here. It's like everything I wanted for this idea of this trip that I had taken. And then suddenly, I was depressed. And then I had this connection. In my mind, I just kind of saw this connection, that somehow the fear of death when I was underwater, was connected to my thought that I was gonna die or that I needed to die. And I was like, That is no good. Right?   Michael Hingson ** 18:19 And you hadn't let go?   Tessa Lynne Alburn ** 18:22 I did. Yeah. I hadn't been able to resolve the psychological trauma and the emotional trauma or the physical. And so I went about healing and a variety of ways. And I'll tell you one of the ones that cinched it for me, I did a number of things, and they were all good, and they all helped. But the thing that finally cleared it was something called ar e t, rapid eye therapy. And it's kind of like EMDR. So there's a stimulus to your eyes, as you recall certain parts of the story. And then basically you retell the story to yourself in a way that's empowering, that gives another meaning to the event. And the power for men comes in and kind of clears your cells and clears your memory and gives you a second memory. And it's a really can be a beautiful process. So I'm really, really grateful to all the practitioners who've helped me over the years. And that was a big, big turning point for me. And it also gave me the ability to hold that space for others when they're going through something really deep and dark.   Michael Hingson ** 19:40 I gather you didn't get a lot of support from your your parents after you fell in the water. Correct? Yeah, they saw unfortunate.   Tessa Lynne Alburn ** 19:51 Yes. It was unfortunate but you know, they really did do the best that they could. It just wasn't when I need it,   Michael Hingson ** 20:00 yeah, yeah. Well, and, and it's great that you are able to, to recognize that now. And it sounds like you're not angry at them, because they were who they were. And there's nothing we can do about other people like that. I mean, like that, not people like that, but rather people who have those characteristics and traits or any characteristics and traits, we all make our own choices.   Tessa Lynne Alburn ** 20:29 Absolutely. Part of me wants to laugh when you say like you never, you know, I don't get mad at them. Right. Because occasionally I do still, but not.   Michael Hingson ** 20:38 But but not for that. But yeah. But you're able to deal with things and move on. I understand Absolutely.   Tessa Lynne Alburn ** 20:44 Right, like accepting them that would, given who they were in the lives they had. And of course, I learned more and more about them as I grew up. I came to understand that they literally just didn't have the capacity wasn't that they didn't want to help me. Yeah. Yeah. They just short circuited. They didn't know how to do that. Yeah, exactly. Yeah. So they yelled at me get in bed that was never talked about it again. And dry   Michael Hingson ** 21:11 off. Exactly. Are dry up. But anyway, either way. Well, so did you. Yeah. Well, anyway. So did you go off to college after high school?   21:24 I did   Michael Hingson ** 21:25 want to go do that.   Tessa Lynne Alburn ** 21:27 I was able to go to a music university in the state of Pennsylvania, where I studied flute and voice and I was a big fish in a little pond.   Michael Hingson ** 21:39 Wow, there you go. I've read. Have you ever read the book. It's called David and Goliath. It's written by the gentleman who wrote the tipping point. Gladstone, Gladstone. And one of the things he talks about in there are people who make the wrong choices of going to college. They think it's important to go to Harvard and all that. And when they get there to discover their or any of the big schools, they discovered their very little fish in a very huge pond. Whereas if they would go to other schools, and then he gave some examples of people who did that, although it wasn't necessarily their intent, they ended up being pretty big fish and much littler ponds and got a much better education, and college experience. As a result.   Tessa Lynne Alburn ** 22:29 I have no doubt that that's true for many, many people. Of course, there's going to be the the stars, the people who rise to the surface right away and get the attention and all the support that they need in this big schools. But in a smaller school, you can carve your way through like a little more stylized for yourself, or customize or get the attention that you need in certain areas. And I was able to do that in certain ways. I had the complete attention of my flute teacher who really taught me taught me amazing things about playing the flute. And I had the opportunity to solo a lot in all the ensembles and choirs and all all of that. So that gave me a lot of grounding and actual performance and musicianship,   Michael Hingson ** 23:19 do you still play the flute?   Tessa Lynne Alburn ** 23:21 Only on occasion, but I do still sing now. Yes, my style has now shifted to kind of a sound healing style. So I do use it sometimes with clients. And what I would call it I don't know if you're familiar with this. Sometimes I receive kind of like a channeling of light language. And so the words don't necessarily make any sense. But the tones and the sounds that come through are very healing for the people that they come through for.   Michael Hingson ** 23:55 I occasionally do karaoke. That's as close as I go. There   Michael Hingson ** 23:58 you go. That's pretty healing. I do a mean Mack the Knife. What can I say? The show? Yeah. And a few others like that. But Threepenny Opera. Wonderful.   Michael Hingson ** 24:13 There you go, but it's fun, you know, and then it's intended to be fun. I've also heard at a few karaoke places, people who really do need to keep their day jobs, but that's okay.   Tessa Lynne Alburn ** 24:26 I would tell you, I'm terrible at karaoke. I don't know what happens. I start to freeze up. It's so strange. I guess I'm so used to being a performer. Yeah, it's hard for me to just like, do something spontaneous and have to be relying on the words and the weird sound that's coming through the speakers at a bar, you know, with funny echoes and all of that, but that's cool that you do what's best for   Michael Hingson ** 24:51 me for me. I need to know the words in advance. So I press the screen so I did pretty well. With it, it's fun.   Tessa Lynne Alburn ** 25:02 So how do you so do you pick your songs ahead of time and then tell the DJ what you want?   Michael Hingson ** 25:06 Yeah, they usually give people a choice of, or at least the places I've been to, I can choose what I want to sing. So I'll tell them in advance, which works out well. Otherwise, I what I have never tried is standing up with a song that I don't really know. And having somebody whispering the words to me, and that might work. But we had to work out we'd have to really work out the timing of doing it. So it's an experiment worth trying some time.   Tessa Lynne Alburn ** 25:33 Yes, that could be interesting. I could sort of see you with an earpiece, right. And they're like, like, you're like a covert spy. Yeah. And they're whispering in your ear saying, This singing like this?   Michael Hingson ** 25:45 Or at least telling me the words, you know? Yes. And I do I do a good version of 16 tons by Tennessee, Ernie Ford. But the problem with me doing 16 tons is I cheat. I've also heard there's a duo Homer and Jethro, who used to really do play offs on Country and Western stuff. And they, they were they, they did parodies of everything. So their course to 16 tons goes, you load 16 tons. How do you feel too tired to work or too scared to steal St. Peter, don't you call on me today? Because I'm a dick in the other way. So I always have to put that in there somewhere. Oh, my goodness. Yeah. You know, there's no sense. Not having fun with it.   Tessa Lynne Alburn ** 26:31 Exactly. I find is, is an essential part of life. Like, if we're not going to have fun. What's the point?   Michael Hingson ** 26:39 Exactly. So what did you do after college? After   Tessa Lynne Alburn ** 26:44 college?   Michael Hingson ** 26:45 I must have done something. Oh, yes,   Tessa Lynne Alburn ** 26:47 of course. My first wonder place was to go to New York City.   Michael Hingson ** 26:53 Ah, and what year was that? That would have been 1980. Okay, so you were well, prior to the World Trade Center not being there. So yeah, the skyline? Did you see King Kong up on the building or any of those things?   Tessa Lynne Alburn ** 27:07 Oh, oh, gosh, the days it was, you know, the full throttle, Big Apple just everything booming. And it was pre aids, also. Yeah. Right. Like, I mean, that was starting to happen. But no, the word wasn't out yet. And I was in the city when that hit. Note became a thing. And, of course, there were a lot of people in my circle, a lot of men who were, you know, very affected by that stare and work through it in some way. And then there was kind of a new age awakening in the city. And I was so grateful. I got to go to Lincoln Center when Eric and Olga Butterworth were there. And what a speaker he is, and then she led the guided meditations. Wow. And it was just phenomenal. You would just sit in your chair and be transported, you know, suddenly, all the whole rooms was like, filled with light I fought. And you know, I'm transported to some wonderful loving place, I had a huge impact on me, and my spiritual life. And then there was a singer. His name was Steven something. I'm gonna forget what his last name was. And he was a tenor. And he was amazing. And so he would say, you know, every, every week, he would do some solo that would just knock your socks off.   Michael Hingson ** 28:32 Yeah. Yeah. I mean, there's nothing like New York. And I think that is still true. Although there's obviously been a lot of change, but there's nothing like New York. Nothing like it. That's true. We enjoyed going to Broadway, especially musicals. And of course, nothing like seeing a musical on Broadway. One of your favorites. Well, Phantom of the Opera was clearly one of the ones that we love. We my wife and I went to see it three times. Chicago was another one. I saw The Music Man, I think a couple times. That's one of my favorites of all times movie or musical. That's fabulous. Yeah, we actually saw Rebecca lucar as Marian in well, it was before we moved down here. So is it like 2000 or maybe early 2001. And I learned that she died from ALS in 2020. And I had seen her perform the year before just online somewhere. But that was pretty sad. Probably though one of my favorite all times is we got to see Matthew Broderick and Nathan Lane and the producers.   Tessa Lynne Alburn ** 29:44 Oh, no kidding. Oh, that would have been fun.   Michael Hingson ** 29:47 It was better than the movie even but, but it was a lot of fun. Yeah, as I said, there's nothing like New York.   Tessa Lynne Alburn ** 29:55 Nothing at all. And there's also nothing like your mom embarrassing you in the theater either when she asked the star for their signature or when you're stuck on an elevator with them. We got so embarrassed, but   Michael Hingson ** 30:12 I can't give her credit for her though she had the courage to do it. That's okay. Exactly. And did she get the signature? She did. There you go see? So what are you complaining about?   Tessa Lynne Alburn ** 30:21 Exactly? I just remember like, oh, no, you're not supposed to do that. Because New Yorkers were all uptight, you know? Yeah, cool.   Michael Hingson ** 30:29 We went to see the Lion King and my niece. Well, our Karen's brother and his wife. And our niece, who was three at the time went with us to see the Lion King. And we got in because there was a friend of Gary's Karen's brother, who knew some of the actors and got us tickets. And so we're in there, as it as it started, of course, the music and everything is wonderful. And then the hyenas came in and what they do to make their entrances, they come in from the top of the theater, walking down the aisles, growling as they go by. And one of them got right up to Karen course, Karen sitting there in a wheelchair accessible seat or space in her wheelchair. This hyena comes right up to her and goes, you never saw a woman who is a paraplegic suddenly jump and almost hit the ceiling was amazing. But afterward, we got to go behind the scenes. And Alana, our three year old niece, just had, as Karen describes the eyes as big as saucers, with all the animals and everything during the play. And then we went behind the scenes, and we got to beat Mustapha, and some of the other other people. And Karen even said, they did such a good job on the design that you forget that those are people who are working those puppets,   Tessa Lynne Alburn ** 31:48 which is magical, then when that happens? Yeah, it   Michael Hingson ** 31:52 was. So you went to New York, and you had fun there. And you've you've wandered a bunch, you said, you have a wanderlust spirit. And I have   Tessa Lynne Alburn ** 32:00 I left I left New York in the late 80s. And came out west to California and spent 15 years in LA and Santa Monica went up to northern California. And somewhere in between all of that I was also on tour in a band. And yeah, so I went to a bunch of different states and sang in Louisiana, at the no name saloon. And in Hobbs, New Mexico, all kinds of fun places, Missouri, and we had a an Elvis impersonator. And it was, you know, the time of my life, enjoying that, and just really getting to see a lot of different towns meet a lot of different people. And eventually   Michael Hingson ** 32:48 doing Oh, go ahead.   Tessa Lynne Alburn ** 32:49 Yeah, no, just eventually winding up following more of a soul path than a talent path.   Michael Hingson ** 32:56 Okay? Because I was gonna say you're not doing the band, essentially. Right. So what do you do now?   Tessa Lynne Alburn ** 33:04 Well, I am a feminine energy mastery coach for women. So I help them learn how to express their voices and their true selves in a feminine way, so that they're heard and understood. So they don't have to over masculine eyes, you know, to be heard or right or be the loudest voice in the room, or the smartest voice in the room, they can just be themselves. So I help them with that. And I do what I would call soul coaching, which is helping helping people to understand more the messages of their soul, and what their gifts are their innate gifts, not necessarily their talents, although a talent could be connected to it. But it's like something that comes from deep within, you know, like, behind their heart. It's like the spark that creates all of them. And so I help might help somebody say, find their purpose, or create greater abundance, but it's always going to be through that lens of the soul and the values, the high values that come with your soul.   Michael Hingson ** 34:17 Tell me if you would some examples of what that means. Some people may be who, whose gifts you help them discover and what kind of gifts you found and so on. I'm fascinated by it, and I absolutely respect what you do. Although, if if I have to say so not trying to be too bigoted women, I find her oftentimes a whole heck of a lot smarter than men. Anyway, my wife was always smarter than me. So you'll you'll always find me   Tessa Lynne Alburn ** 34:48 that you are a very smart man for thinking that and saying that especially she   Michael Hingson ** 34:51 was always ahead of me on so many things. And I mean, there were times I was ahead, but it just was the way it was. and I respected that and loved it right from the outset. So it's one of the things that I miss and valued so much when when she was here, there's so many examples of that. But anyway, so what are some examples of gifts and so on that you've helped people discover?   Tessa Lynne Alburn ** 35:17 Well, people sometimes find themselves like in jobs, where they're like, Oh, I'm good at this thing. But then they start pushing at the edges of the job box. And they find themselves maybe in an uncomfortable position, because they have bigger ideas. They're like, Oh, this could happen with us. And this could happen with that. And usually, those are the kinds of people I work with, because they do have a brilliance beyond what is recognize, typically. And sometimes it causes ruffles. Like, say, for example, I had a client, who was a consultant and was ruffling feathers, because she was brilliant. And there was jealousy, and there's this and there's that. And then there's some people that just they don't know how to handle it. And they're like, We don't, we don't know what to do with all your ideas. So we're just gonna shut you down, right. So that person eventually like, either wears out or gets sick, or just starts to think there's something really wrong with them. And maybe they start, you know, escaping going on a lot of vacations, or drinking too much, or eating bad foods, or whatever it is. And if they come to me, and we work together, what what happens is they discover that they've got a bigger vision for humanity, than what that particular role was allowing them to express. Right, so they might learn that they're a visionary, they might suddenly realize that they're going to start a project, you know, for some fiber, one, three, C, that's going to change the world, you know, create water for villages in Africa, or whatever the idea is. But the problem was that they're just told that you don't fit in and you have to quiet down and etc. But when they really understand that it's coming from a much deeper, truer place, this this propensity, that they have to push against those boundaries. And instead of making themselves wrong, they realize and learn how to connect to the universe's calling to the greater cosmic forces that are actually there to support them, then they become freed up, to be themselves to express themselves to ask for what they need to get to the sport to get the financial support, whatever it is, and they they become empowered.   Michael Hingson ** 37:53 Sometimes, do you help them recognize that maybe rather than just trying to continue to say ideas, because they're very enthusiastic about what they do that strategically, being a little bit more patient may be helpful, or does that enter into it?   Tessa Lynne Alburn ** 38:09 Well, sometimes Absolutely, yeah. So they usually go through phases, they'll go through a phase first, where they've been super patient, not saying anything, they might not even believe their ideas are that great. And then they're like, wait a second, I see the solutions here. And then they try to speak up, but they don't know who to go to. And they don't understand how the corporation works. So that's where often where patients can pay off. But they also need to know that they're not just like in a waiting room somewhere. Right? Right. Right. Yeah, they need a plan. They need to know Yes, Patience is important. But there are also moves they could be making that would fit that would be acceptable. And to not give up when they're in the waiting room, but to keep going and taking steps toward their dream,   Michael Hingson ** 39:00 maybe being a little bit more strategic about part of the process. Absolutely. Yeah. And I think men and women, I think women probably tend to express emotions more and men think that they shouldn't, which is unfortunate, but I think people in general, so often never learned how to be strategic and what they do.   Tessa Lynne Alburn ** 39:25 That's true. I think so many of us women in particular, do seem to have a bent towards perfectionism, because that's what got them accepted, right in the family system and then in schools or wherever. And we still see it today. Like if you watch some of these reality shows, you'll see that like a man will do a certain behaviors say a certain thing. A women woman will do the exact same thing and get just like you're a bench or a witch. Yeah. Big bright judgments. And so there's a way that we can present that and communicate, you know, to connect with other people first, rather than just like showing up with all these big ideas, because we have to know are these people ready to hear it?   Michael Hingson ** 40:19 Yeah. And unfortunately, our society still says we're going to be much more ready to hear it from a man than a woman, even though oftentimes, women are going to give the smarter and more in depth idea. And it happens all too often. And it is unfortunate that women are so often shut down.   Tessa Lynne Alburn ** 40:43 Yes, and they can do something about it. And it's not beating a drum. And it's not making other people wrong. It's finding a better way to communicate, and a better way to connect first, to have your one's ideas heard. And may it may even involve presentational skills or leadership skills, right, that we don't necessarily learn. Nobody taught us. Right. Right, we have been in that position before. And they're doing pretty well, because they're figuring it out as they go. But sometimes we actually need those skills to take us to the next level. So the idea can be heard. Yeah.   Michael Hingson ** 41:20 And it's a matter of learning how to, to make that process work. And you know, I know that, that there are any number of people with disabilities blind and otherwise who are in the same boat, that we may have very good idea, though, but you're blind, how could you possibly know? And we see it way too often. Because we've got too many people who are just locked into stereotypes, which is so unfortunate.   Tessa Lynne Alburn ** 41:47 For a flip, then going to the other extreme, oh, they're blind, maybe they can help with this hearing project. Making assumptions, right. I know, I'm sure I've been guilty of something like that in my past, but I think more and more people are making an effort to do something and be more equitable. But yes, I mean, you've you've really been through it.   Michael Hingson ** 42:10 Yeah, it's it's a matter of really keeping it in perspective. And, you know, when something doesn't work out, right, it's important to step back and look at it. What's the problem? What can I do to make it better next time. And so often, we don't take time to analyze what we do right and wrong in the course of any given day. Oh, we don't have time for that. Well, it's always time. It's a matter of priority.   Tessa Lynne Alburn ** 42:37 I love that. Yes, absolutely. Just taking a few minutes at the end of every day, a few minutes in the morning, right? Yes, yeah, digest, reflect and be responsible for what we did.   Michael Hingson ** 42:53 You know, it gets back to meditation and slowing down and listening to what there is to be offered. We just don't do that nearly as much as we ought to.   Tessa Lynne Alburn ** 43:03 What kind of meditation Do you like to do, Michael?   Michael Hingson ** 43:07 Well, I've learned Transcendental Meditation. And I do that some, and sometimes I just slow down and stop at the end of the day. And I look inward. And don't try to make any decisions. Don't try to think about anything specific. But as thoughts come up, I'll look at them, especially if it's about what went on during the day. And what can I learn from it? I've learned over the years that one of the worst things that I used to say until literally fairly recently, as I'm my own worst critic, I always listen to speeches when I travel and speak and talk about September 11, or trust and teamwork, or the human animal bond or whatever. And I've been traveling and doing this for almost 22 years now since September 11. I always record my speeches, and I go back and listen to them. And I've said to people, I do it because I'm my own worst critic. And if I can decide something from that, then that's great. What I've learned is wrong thing to say, I'm my own best teacher, because the reality is, I'm the only one that can really teach me. Teachers can offer information, but I need to be the one to teach me and learn it. And so I've learned that the poor positive approach is the right one. I'm my own best teacher. And so I like to look at what goes on in the course of the day. And look at it from the standpoint of a teaching experience. I do agree there's no such thing as failure. It's all about being learning experiences.   Tessa Lynne Alburn ** 44:38 It absolutely is. And I love that you ask that question. So you're not saying Well, what did I do wrong today? Or what was bad about that? You're saying, Oh, can I learn from this? Yeah, right. That's that's what I would call a quality question.   Michael Hingson ** 44:52 What didn't work right, from my perspective, and did it really not work right or is it me? And if it didn't work, right, what do I do? Next time, I could end up in that same situation, and I think those are fair questions, and we can only really confront it for ourselves.   Tessa Lynne Alburn ** 45:08 Yes, I think that's great that so you're making me think of sort of like this. Sometimes I have clients do kind of this biofeedback program. No tests away. So it's not scientific at all. It's but it is that personal reflection method, where you're really, you need to know what you're listening for what you're looking for, right, in order to actually give yourself a valuable critique. Yeah, and not being picky, uni perfectionistic, that sort of thing. But actually, like looking at, well, what's really important here? And how might I do this better? Oh, okay, gee, I just got like, three ideas there. That's kind of cool. I'm going to try one out.   Michael Hingson ** 45:55 And it may be that you might not know upfront what you're looking for, but at least you ask the question, What am I looking for? What should I learn from this? And that will come?   Tessa Lynne Alburn ** 46:04 Yes, it does, doesn't it?   Michael Hingson ** 46:08 It always will come if we take the time to listen. Well, as you've learned and grown, what have you learned about faith?   Tessa Lynne Alburn ** 46:17 Faith? There's a big question, right?   Michael Hingson ** 46:20 Yes, yes. So,   Tessa Lynne Alburn ** 46:22 you know, I'm kind of thinking back to that time where I almost drowned. And I think the thing that was so hard about it was this idea that I was just going to die. And it would, that would just be it. And there would be nothing else except terror, somehow there was going to be this terror, terror involved. And I have come to, to learn that there's so much more to life. And there's so much more to us that that was just a child's way to process what was happening. Because my brain wasn't developed enough. And so now, thankfully, my brain is much more developed. And I have the ability to receive information and to know things without necessarily scientific facts. And I know that I know them because I know it. And you're gonna me, right. And I'm an also, I think there was a turning point for me and my consciousness around the idea that the universe is actually my friend. Yeah. And it's a loving kind universe. Right? And if anybody tells you anything different, like, you don't have to choose to believe that just because they do. Yeah. So when we create, right, we just create the world we want to live in. And then we connect in with that energy, because the energy is free, and it's everywhere. It's available. Yes.   Michael Hingson ** 48:02 And if they choose not to believe that the universe is a kind universe, we can't force them to change. All we can do is say things like, and how's your world really going for you? And think about that, and maybe they will, and maybe they won't, but at least you plant the seed and you see where it goes from there.   Tessa Lynne Alburn ** 48:24 Yes, plant the seed and be a role model.   Michael Hingson ** 48:27 Yes, always be a role model. And I there's nothing wrong with being a role model, as far as I'm concerned.   Tessa Lynne Alburn ** 48:35 No, and I think the more conscious we are about the role model, the roles that we play, the greater impact we can have. And just, you know, a moment with somebody in an elevator moment, just passing somebody on the sidewalk can change someone's life.   Michael Hingson ** 48:57 What's one thing you'd like people to know who are listening to us? There's a deep quest I,   Tessa Lynne Alburn ** 49:03 yes. I'd like them to know that even if you feel alone, at times. You're actually not. And so it's okay to feel that way. But it's just a feeling. It's not the absolute truth. And so allow yourself to just explore oh, what would it be like if I had if I wasn't alone in this? Like, what if the universe is my friend? What if, like, the trees are my friend? Well, you can just choose whatever you want to you know, the air is my friend. What if I'm not really alone? I just feeling alone. Okay. Oh, that's interesting. And what might I need next? You know, maybe I need I do want to call a friend or maybe I do want to call somebody I haven't thought of in a long time or just go out and talk to another soul.   Michael Hingson ** 49:54 Yeah. It makes perfect sense to do that. Have you written any books or anything   50:01 I have not written in,   Michael Hingson ** 50:02 oh my goodness, there's a job for you. I have written   Tessa Lynne Alburn ** 50:05 course material, I have so much course material. It's not even funny. But that's where most of my writing has gone into, like instructional trainings and things of that nature.   Michael Hingson ** 50:15 Do you have online courses available?   Tessa Lynne Alburn ** 50:17 I will have some I, I am in a transition right now. I'm shifting my brand to say yes to your soul. And so I'm creating materials for that right now. And those will be available soon. And in the meantime, I do have free gifts. So if somebody wants to go if if there's an entrepreneur out there, who wants a little support on a few topics, I've got some videos, I've got an audio right now available to anybody who wants it called to help you connect with your soul truth. Sounds like a guided experience. Yeah.   Michael Hingson ** 50:56 And so how can people Yeah, how can people reach out to you? How can they get those and learn more about you and maybe contact you to? To get some help?   Tessa Lynne Alburn ** 51:04 Yes, they can go to Tessa. T E S S A freegift.com. Tessa free gift.com And there's a signup page. And they can sign up and they'll get a modest amount of emails from me. And I don't share information. I definitely want to respect that. And as soon as you receive an email from me, that's my email if you want to reach out from there you can   Michael Hingson ** 51:33 Well, there you go test a free gift. Calm. Yeah. And yeah, sorry.   Tessa Lynne Alburn ** 51:39 Go on. You know, I am on social Of course. Yeah. Facebook, my name.   51:46 Tessa Alburn. A L B U R N, right? Yeah.   Tessa Lynne Alburn ** 51:50 And I'm on Insta, it's realized soul with Tessa. And I'm on LinkedIn. Like, I'm the only Tessa Alburn, which is kind of cool. So you're gonna find me?   Michael Hingson ** 52:02 I have discovered there is more than one Michael hingson in the world, but I don't. We've never I've never run into them. But I know they're out there. So well.   Tessa Lynne Alburn ** 52:12 That's great. It's one of the things,   Michael Hingson ** 52:14 I want to thank you for being with us. I really greatly appreciate your time. And I know you've got things to go do. I would love it when you get course material or you get links to all that if you would pass it on, because we'll make sure it gets in the show notes. It's gonna be a couple of months or three months before this goes up. Something for you. Oh, get it to us, by all means when this comes up pastic. And the other thing is if you need this to go up sooner, because you want to promote the course stuff when they come out, let me know. But we'll help. Oh, that's so thoughtful. Thank   Michael Hingson ** 52:48 you I plan to help any   Michael Hingson ** 52:49 way that we can. And I hope that people will reach out to you, Tessa, free gifts, free gifts s or just gift singular for singular, says a free gift.com and that they will reach out to you. And I hope that you all will reach out to me. I'd love to hear what you think about the episode that we're just finishing. And also of course, we would appreciate it if you give us a five star rating and we value that very highly let us know with reviews. But those five star ratings we love. If you'd like to reach out to me I'm easy to find it's Michaelhi at accessibe A C C E S S I B E.com Or go to our podcast page www dot Michael hingson.com/podcast. And Michael hingson is m i c h a e l h i n g s o n.com/podcasts. So please reach out. Tessa for you. And for anyone listening. If you know anyone who you think we ought to have as a guest on this unstoppable mindset podcast series, please let us know we're always looking for more people to meet and to get to know. Because I love to learn and I love to share. So please, if you know anyone let us know. But Tessa, delighted to please. And I want to thank you one last time for being here with us and for giving us your time. So thank you very much for all that you've been able to bring to us today. And we look forward to you being on again and hearing about more your adventures.   Tessa Lynne Alburn ** 54:17 Thank you Michael. It's really been a pleasure.   **Michael Hingson ** 54:25 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com. accessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for listening. Please come back and visit us again next week.

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.  

To DONATE to the Behind Greatness podcast, please visit here: https://behindgreatness.org. As a charity, tax receipts are issued to donors.  Welcome back to Behind Greatness. Roger joins us from Ithaca, NY at his home in an eco-village. Roger was (is) a musician and psychologist when he applied to Princeton as a leading researcher to one of America's leading consciousness, called PEAR (Princeton Engineering Anomalies Research Lab). Among other things, Roger at PEAR investigated the influence of human thoughts on physical reality. In this conversation he brings us through his research on and belief in the importance of Global Consciousness. His studies have been focused on measuring and registering signs of any kind of coherent global consciousness that would come into being by an event that engaged the attention of a large number of people that would stimulate a synchronized set of emotions. We learn how the founder of PEAR, Robert Jahn (also the Dean of Engineering) spent a great deal of time defending the lab from peers who refused to visit (reminds us of the historical figures who refused to look through Galileo's telescope because they wished to simply deny his findings). We learn from Roger fascinating topics like the “noosphere”, the relevancy of human rituals, McDonnell Douglas sponsoring of Roger's studies on “gremlin” activity in the cockpit of military bomber flights, mining the psychic atmosphere and the act of falling in love. We discuss the importance of music, the thrill of artistic creation, “making sounds together” and the difference between skeptics and deniers. Roger also shares with us what he would like to be doing once he transitions to the other side. 100% skeptical and 100% open-minded. A thank you to our friend Stephan Schwartz (ep 155). Roger, Website: https://noosphere.princeton.edu/ Website: https://global-mind.org LI: https://www.linkedin.com/in/roger-d-nelson-327a931/

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.

IN THE NEWS America Faces Sharp Increase in Aging Military Veterans THIS WEEK'S GUEST Air Force veteran Bruce Roberson served in Southeast Asia during the Vietnam War. He joins the podcast to talk about his experience working with Air Force Security Services as a military working dog handler on deployments that included the clandestine operations in Laos and Cambodia that later became known as “Nixon's Secret War.” RAPID FIRE The US Army wants to build a drone fleet, inspired by Ukraine's example, but will not be able to use DJI quadcopters Amid an epidemic of loneliness, nonprofits are helping keep veterans connected All In One: GLA's Document Day Offers Veterans Easy Access To Critical Documents Special Guest: Bruce Roberson.

On this episode of the Cybersecurity Defenders Podcast, we have a conversation about edge computing with Theresa Lanowitz, Head of Evangelism and Portfolio Marketing at AT&T Cybersecurity.Theresa Lanowitz is a proven global influencer and speaks on trends and emerging technology poised to help today's enterprise organizations flourish. Theresa is currently the head of evangelism at AT&T Business - Cybersecurity.Prior to joining AT&T, Theresa was an industry analyst with boutique analyst firm voke and Gartner. While at Gartner, Theresa spearheaded the application quality ecosystem, championed application security technology, and created the successful Application Development conference.As a product manager at Borland International Software, Theresa launched the iconic Java integrated development environment, JBuilder. While at Sun Microsystems, Theresa led strategic marketing for the Jini project – a precursor to IoT (Internet of Things).Theresa's professional career began with McDonnell Douglas where she was a software developer on the C-17 military transport plane and held a US Department of Defense Top Secret security clearance.Theresa holds a Bachelor of Science in Computer Science from the University of Pittsburgh, Pittsburgh, PA.The report referenced in the podcast can be acquired here: 2023 AT&T Cybersecurity Insight Report: Edge Ecosystem The open-source Genie Framework referenced in the podcast can be viewed here: Genie FrameworkThe Cybersecurity Defenders Podcast: a show about cybersecurity and the people that defend the internet.

Today on the Social-Engineer Podcast: The Security Awareness Series, Ryan and I are joined by John Young. Like many security experts, John started out on the wrong side of the law by manipulating the AT&T phone system as a teenage phone phreak in New York City before he was scared straight by the FBI. His career started four decades ago in 1982, and by 1987 Young became the network director at McDonnell Douglas's $41.8 billion C-17 program. He eventually retired from IBM after a 30-year career in the corporate cyberwar trenches to launch his own company, CyberDef.   Regarded as one of America's top corporate cybersecurity experts and thought leaders, Young's published dozens of articles, appeared on countless podcasts, and is designing a video course for people based on his book so that they can thrive in cybersecurity.   [May 15, 2023]   00:00 - Intro 00:53 - Intro Links: -          Social-Engineer.com - http://www.social-engineer.com/ -          Managed Voice Phishing - https://www.social-engineer.com/services/vishing-service/ -          Managed Email Phishing - https://www.social-engineer.com/services/se-phishing-service/ -          Adversarial Simulations - https://www.social-engineer.com/services/social-engineering-penetration-test/ -          Social-Engineer channel on SLACK - https://social-engineering-hq.slack.com/ssb -          CLUTCH - http://www.pro-rock.com/ -          innocentlivesfoundation.org - http://www.innocentlivesfoundation.org/                                                04:51 - John Young Intro 06:41 - Scared Straight 15:38 - Imposter Syndrome 16:53 - Don't Quit Your Day Job! 22:54 - Integration is Key 28:05 - The Effect of AI on Cyber Security 32:32 - Tips to Stay Ahead 38:17 - Policies, Processes and Procedures 38:37 - Book Recommendations: -          Don't Hack! – John Young 43:22 - Find John Young Online -          LinkedIn: linkedin.com/in/john-young-4aa083151/ -          Website: https://cyberdef.tv 43:55 - Learn to Thrive 46:42 - Wrap Up & Outro -          www.social-engineer.com -          www.innocentlivesfoundation.org

This week, Derrick Beeler, David Rowe and Dave Gorman cover The McDonnell Douglas F-15 Eagle ..... Topics discussed: McDonnell Douglas F-15 Eagle Leave a voicemail or text feedback for The History Of Aviation Podcast @ 615-813-5180 Email audio or recoded feedback for The History Of Aviation Podcast @ hoapod1@gamil.com Links mentioned in this episode: https://history-of-aviation-podcast.zencast.website/ https://www.instagram.com/historyofaviationpodcast/ https://twitter.com/HistoryOfAVIAT https://www.facebook.com/Historyofaviationpodcast https://www.patreon.com/user?u=81736430 David Rowe's Website: https://www.aerowephile.com/ This podcast is hosted by ZenCast.fm

Carter Williams went from designing aircraft to revolutionizing the future of nutrition and health. Hear his story on the Matt Balaker Podcast. Carter Williams 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, and later as a successful entrepreneur and venture investor. Through his career, he has directly managed investments of more than $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 struggling 4 person startup that grew over 3 years, selling successfully to Johnson Controls in October 2008. Prior to leading iSelect, Carter served as Senior Managing Director at Progress Partners, an energy and technology investment banking firm, and 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. https://www.iselectfund.com/  https://www.youtube.com/watch?v=Z6VxmsGRldg  https://twitter.com/jcarterwil

This week, Derrick Beeler, David Rowe and Dave Gorman cover The McDonnell Douglas F-4 Phantom..... Topics discussed: The McDonnell Douglas F-4 Phantom Links mentioned in this episode: Leave a voice mail or text feedbck for The Hisory Of Avaition Poscast @ 615-813-5180 Email audio or recoded fedback for The History Of Aviation Podcast @ hoapod1@gamil.com Links: https://history-of-aviation-podcast.zencast.website/ https://www.instagram.com/historyofaviationpodcast/ https://twitter.com/HistoryOfAVIAT https://www.facebook.com/Historyofaviationpodcast This podcast is hosted by ZenCast.fm

In this episode we will be recognizing the 31st anniversary of Pan American World Airways ceasing operations and explore the lead up to and the tumultuous year of 1991 which ended with the shutdown of Pan Am.For the first interview, we are joined by the last CEO and Chairman of Pan Am, Russell L. Ray, Jr., and talk about his unpredictable and short time as the last leader of the airline. Mr. Ray has held senior positions with British Aerospace Inc., McDonnell Douglas, Pacific Southwest Airlines, Eastern Airlines and the Lockheed Aircraft Corporation. For the second interview, we are joined by  the "Last Clipper" Captain Mark S. Pyle, who made history as the last pilot to fly a revenue flight of Pan Am from Barbados to Miami.  Captain Pyle then flew for United Airlines from 1992 to 2005.  After hanging up his wings, he fulfilled a boyhood dream and became a police officer in 2007 and retired in 2012.  Visit Us for more Pan Am History! Support the Podcast! Donate to the Museum! Visit The Hangar online store for Pan Am gear! Become a Member! Follow us on Facebook, Instagram, and Twitter!--------------------A very special thanks to Mr. Adam Aron, Chairman and CEO of AMC Entertainment Holdings, Inc., and Pan Am Brands for their continued and unwavering support!

From the archives of Kala's Explore Your Spirit with Kala Show, we are featuring some of her best interviews and discussions with world renowned researchers, teachers, authors and more. On this episode, Kala discusses UFO's with Stanton Friedman. Nuclear physicist and lecturer Stanton T. Friedman has distilled more than 40 years of research on UFOs, and shares his work on a wide variety of classified advanced nuclear and space systems. He answers a number of physics questions in layman's terms, and establishes that travel to nearby stars is within reach without violating the laws of physics. He clearly shows that government policy on this subject has been to provide false, misleading claims and disinformation, and establishes that the subject truly represents a Cosmic Watergate. Flying Saucers and Science presents intriguing data from a number of large-scale scientific UFO studies that almost no one, especially the noisy negativists, has discussed in detail. It deals with a host of “why” questions such, as reasons for the cover-up, reasons for aliens to come to Earth, and reasons for not landing on the White House lawn. Friedman unveils the SETI program, and details the antipathy of science-fiction writers to UFOs and other mysteries of the saucer conundrum. False notions about those who believe in the reality of alien visitors and the adequacy of coverage by the journalistic and scientific communities are reviewed. Stanton discusses many topics including: What type of energy and technologies could provide travel between the star, The most likely locations in the universe where aliens come from, Why the aliens are here, Who believes in the flying saucer phenomenon and the government's motives to cover-up, and much, much more. Stanton T. Friedman received BSc and MSc degrees in physics from the University of Chicago in 1955 and 1956. He was employed for 14 years as a nuclear physicist for such companies as GE, GM, Westinghouse, TRW Systems, Aerojet General Nucleonics, and McDonnell Douglas on such advanced, classified, eventually cancelled, projects as nuclear aircraft, fission and fusion rockets, and nuclear power plants for space.

Download the “65 Investment Terms You MUST Know to Reach Your Financial Goals In The Shortest Time Possible” for FREE by going to https://TodaysMarketExplained.com/ This episode's guest is Carter Williams (iselectfund.com ). He has spent his entire career working on innovation. First as a young engineer at McDonnell Douglas, then in leadership roles at Boeing managing R&D and starting Boeing Ventures, and later as a successful entrepreneur and venture investor. Prior to leading iSelect, Carter served as Senior Managing Director at Progress Partners, an energy and technology investment banking firm, and was a Managing Partner at Open Innovation Ventures and a Director at Clayton Capital Partners. He has an M.B.A. from the MIT Sloan School and a B.S. in Mechanical Engineering from Rensselaer Polytechnic Institute. Follow @TodaysMarketExplained on TikTok, Instagram, and YouTube to see short videos of all the best and most valuable moments from this episode! To see short videos of all our best Today's Market Explained tips follow us on: Follow TME on TikTok: https://www.tiktok.com/@TodaysMarketExplained Follow TME on Instagram: https://www.instagram.com/TodaysMarketExplained Subscribe on YouTube: https://www.youtube.com/channel/UCYjCaTkX698mc6yAFaFz4tg Like TME on Facebook: https://www.facebook.com/TodaysMarketExplained Follow TME on Twitter: https://twitter.com/PodcastTME Website: https://todaysmarketexplained.com/ DISCLAIMER: This podcast is provided by FourStar Wealth Advisors for the general public and general information purposes only. This content is not considered to be an offer to buy or sell any securities or investments. Investing involves the risk of loss and an investor should be prepared to bear potential losses. Investment should only be made after thorough review with your investment advisor considering all factors including personal goals, needs and risk tolerance. FourStar is an SEC registered investment advisor that maintains a principal business in the state of Illinois. The firm may only transact business in states in which it has filed or qualifies for a corresponding exemption from such requirements. For information about FourStar's registration status and business operations please consult the firm's form ADV disclosure documents, the most recent versions of which are available on the SEC investment advisory public disclosure website at www.adviserinfo.sec.gov

Subscribe, rate & review "The Fifth Hour!"https://podcasts.apple.com/us/podcast/the-fifth-hour-with-ben-maller/id1478163837 Doug Krikorian makes his debut appearance on the “Fifth Hour with Ben Maller, and Danny G Radio.” Krikorian has seen it all, done it all, heard it all, starting as a beat writer with the Lakers in 1968, he has a unique perspective on the changing sports landscape. Doug and Ben have been radio pals for many years, they share classical stories about the classical days. What made the McDonnell-Douglas show with Big Joe McDonnell so successful in LA radio? What was it like traveling with the Lakers? Did Wilt Chamberlain really sleep with 20,000 women? Having a Rams player charge at you like a bull? Beefs with NFL owners and Dodgers legend Tommy Lasorda, the rise and fall of the newspaper business? His induction this weekend into the National Boxing Hall of Fame? It's all covered in this extra groovy edition. Follow Doug nowhere, he's happily retired from the media world after a glorious and decorated career. Follow Danny G Radio on Twitter @DannyGradio, Follow Big Ben on Twitter @BenMaller, and listen to the original "Ben Maller Show," Monday-Friday on 400+ terrestrial Fox Sports Radio affiliates, iHeart stream, and SiriusXM Radio channel 83, 2a-6a ET, 11p-3a PT! #BenMaller See omnystudio.com/listener for privacy information.

Subscribe, rate & review "The Fifth Hour!"https://podcasts.apple.com/us/podcast/the-fifth-hour-with-ben-maller/id1478163837 Doug Krikorian makes his debut appearance on the “Fifth Hour with Ben Maller, and Danny G Radio.” Krikorian has seen it all, done it all, heard it all, starting as a beat writer with the Lakers in 1968, he has a unique perspective on the changing sports landscape. Doug and Ben have been radio pals for many years, they share classical stories about the classical days. What made the McDonnell-Douglas show with Big Joe McDonnell so successful in LA radio? What was it like traveling with the Lakers? Did Wilt Chamberlain really sleep with 20,000 women? Having a Rams player charge at you like a bull? Beefs with NFL owners and Dodgers legend Tommy Lasorda, the rise and fall of the newspaper business? His induction this weekend into the National Boxing Hall of Fame? It's all covered in this extra groovy edition. Follow Doug nowhere, he's happily retired from the media world after a glorious and decorated career. Follow Danny G Radio on Twitter @DannyGradio, Follow Big Ben on Twitter @BenMaller, and listen to the original "Ben Maller Show," Monday-Friday on 400+ terrestrial Fox Sports Radio affiliates, iHeart stream, and SiriusXM Radio channel 83, 2a-6a ET, 11p-3a PT! #BenMaller See omnystudio.com/listener for privacy information.

Episode 113 John, Greg and special guest Geoffrey Thomas offer the facts about Boeing and the 737 Max. They call out the sensationalism of the Netflix documentary “Downfall” and dig into facts that offer a more true picture of the airline and issues that led to the Lion Air and Ethiopian crashes. Geoff is a world-renowned multi-award-winning writer, author, and commentator and editor-in-chief at AirlineRatings.com. He is an outspoken no-nonsense but fair critic of many aspects of airline management, technological issues related to aviation, and those related to safety and the environment. Facts aren't sexy, they agree, but the safety of everyone from industry to government to the public depends on understanding the real backstory. The episode covers factors that influence operations of Boeing and other aircraft manufacturers. The role of Boeing's acquisition of McDonnell Douglas is discussed. They separate facts from emotion to show that business pressures can sideline safety needs.