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Der Fiat 500 aus dem norditalienischen Turin feiert sein 65. Jubiläum. Aber wie ging das eigentlich los mit dem beliebtesten Wagen der Italienerinnen und Italiener? Eine gute Versicherung ist so wichtig – auch fürs Elektroauto. Mit den Allianz E-Auto-Versicherungen seid ihr gut geschützt und schont die Umwelt. Mehr Infos gibt´s unter allianz.de/elektro. Hier geht’s zum umgebauten Fiat 500. >> Artikel zum Nachlesen: https://detektor.fm/wissen/fahrzeugbrief-fiat-500

Mit dem neuen iPhone SE (2022) hat Apple die Preise angezogen. Der günstigste Einstieg in die iPhone-Welt beträgt nunmehr 519 Euro. Die günstigste Wahl muss aber nicht immer auch die klügste sein. Ein anderes iPhone kostet nur unwesentlich mehr – und bietet meiner Meinung das bessere Preis-Leistungs-Verhältnis. Eine persönliche Empfehlung für Schnäppchenjäger.

Mit dem Fall der ostukrainischen Stadt Lyssytschansk stellt sich die Frage nach den nächsten Schritten der russischen Truppen in der Ukraine. Den Donbass abriegeln, weiter vorrücken, verhandeln und damit das Gewonnene sichern oder den Westen spalten? Russlands Präsident Wladimir Putin hat viele Möglichkeiten, seine Ziele bleiben unklar. Web: https://www.epochtimes.de Probeabo der Epoch Times Wochenzeitung: https://bit.ly/EpochProbeabo Twitter: https://twitter.com/EpochTimesDE YouTube: https://www.youtube.com/channel/UC81ACRSbWNgmnVSK6M1p_Ug Telegram: https://t.me/epochtimesde Gettr: https://gettr.com/user/epochtimesde Facebook: https://www.facebook.com/EpochTimesWelt/ Unseren Podcast finden Sie unter anderem auch hier: iTunes: https://podcasts.apple.com/at/podcast/etdpodcast/id1496589910 Spotify: https://open.spotify.com/show/277zmVduHgYooQyFIxPH97 Unterstützen Sie unabhängigen Journalismus: Per Paypal: http://bit.ly/SpendenEpochTimesDeutsch Per Banküberweisung (Epoch Times Europe GmbH, IBAN: DE 2110 0700 2405 2550 5400, BIC/SWIFT: DEUTDEDBBER, Verwendungszweck: Spenden) Vielen Dank! (c) 2022 Epoch Times

Mit der Lidl-Plus-App und den darin enthaltenen Coupons lässt sich ordentlich Geld sparen. Doch aufgepasst, es gilt einen häufigen Fehler zu vermeiden. Nicht immer erwischt ihr nämlich das eigentliche Aktionsprodukt und zahlt dann vielleicht sogar drauf.

Die Auswahl an Xiaomi-Smartphones wächst immer weiter. Besonders in der Mittelklasse sind viele Modelle sehr ähnlich. Mit dem Xiaomi 12 Lite kommt schon in Kürze eigentlich ein Smartphone auf den Markt, auf das viele lange gewartet haben. Nun stellt sich aber heraus, dass das Handy ganz schön teuer wird.

Bei dieser Episode handelt es sich um eine Wiederholung. Ab Anfang August erscheinen wie gewohnt neue Folgen. Nicht mehr als drei Tassen Kaffee pro Tag! Kein Espresso kurz vor dem Schlafengehen! Koffein entwässert und wirkt abführend! Kaffee ist krebserregend! Um das Genussmittel ranken sich viele Mythen und die zahlreichen Studien, die jährlich dazu publiziert werden, widersprechen sich auch oft. In der aktuellen Folge von "Besser Leben" geht es unter anderem darum, welche der weit verbreiteten Annahmen zum Koffein stimmen und wo Forschende keine eindeutigen Aussagen treffen können, wieso Koffein gar nicht so schädlich ist wie angenommen und wieso man nicht direkt nach dem Aufstehen einen Kaffee trinken sollte, wenn man die aufputschende Wirkung spüren will. **Hat Ihnen dieser Podcast gefallen?** Mit einem STANDARD-Abonnement können Sie unsere Arbeit unterstützen und mithelfen, Journalismus mit Haltung auch in Zukunft sicherzustellen. Alle Infos und Angebote gibt es hier: [abo.derstandard.at](https://abo.derstandard.at/?ref=Podcast&utm_source=derstandard&utm_medium=podcast&utm_campaign=podcast&utm_content=podcast)

Kasachstan pflegt für gewöhnlich gute Beziehungen zu Russland. Aber den russischen Angriff auf die Ukraine unterstützt die frühere Sowjetrepublik nicht, umwirbt stattdessen sogar die EU mit möglichen Gas- und Öldeals. Was plant die Regierung des größten Binnenlandes der Welt?Mit Hannes Meissner, Politikwissenschaftler und Zentralasien-Experte von der BFI Wien]]

Mit dem Anfang des Jahres eingeführten Lobbyregister soll den Einfluss von Interessensvertreterinnen und -vertretern auf Abgeordnete und Regierungsmitglieder transparenter machen. Dabei sind in dem Register auch Politiker gelistet, die nicht nur ein politisches Mandat innehaben, sondern auch selbst als Lobbyistinnen und Lobbyisten wirken. Wie das zusammengeht, hat das Investigativressort von ZEIT und ZEIT ONLINE recherchiert. Christian Fuchs erläutert im Gespräch mit Azadê Peşmen, ob diese Doppelrollen eine Gefahr für die Demokratie darstellen. Zunächst als großer Erfolg gefeiert, scheint das Tesla-Werk im brandenburgischen Grünheide derzeit nicht erfolgreich zu laufen – im Moment steht das Werk sogar ganz still. Doch mit dem Digitalkonzern Intel will nun eine weitere US-Firma in Ostdeutschland aktiv werden und in Magdeburg zwei hochmoderne Halbleiterfabriken bauen. ZEIT-ONLINE-Wirtschaftsredakteur Zacharias Zacharakis war vor Ort und schildert, was Magdeburg und die Region attraktiv für Intel macht und welche Bedenken es gibt. Und sonst so? Nashörner galten in Mosambik 40 Jahre lang als ausgestorben, jetzt wurden wieder welche gesichtet. Moderation und Produktion: Azadê Peşmen Mitarbeit: Johann Stephanowitz und Susanne Hehr Fragen, Kritik, Anregungen? Sie erreichen uns unter wasjetzt@zeit.de. Weitere Links zur Folge: Lobbyismus: Nicht nur dem Volk verpflichtet (https://www.zeit.de/2022/28/lobbyismus-bundestag-abgeordnete-industrie-verbaende) Lobbyregister: Es fehlt der Fußabdruck (https://www.zeit.de/politik/deutschland/2021-03/lobbyregister-bundesregierung-lobbyismus-deutschland-transparenz) Intel in Magdeburg: Im Chips-Rausch (https://www.zeit.de/wirtschaft/unternehmen/2022-07/magdeburg-intel-mikrochip-fabrik-ostdeutschland) Sachsen-Anhalt: Intel investiert Milliarden in neue Chipfabriken in Magdeburg (https://www.zeit.de/wirtschaft/unternehmen/2022-03/intel-chipfabrik-magdeburg-sachsen-anhalt) Halbleiterindustrie: Made in (East) Germany (https://www.zeit.de/2022/10/halbleiterindustrie-intel-chip-fabrik-magdeburg) Gigafactory Grünheide: Tesla-Werk in Brandenburg verliert laut Elon Musk Milliarden (https://www.zeit.de/wirtschaft/unternehmen/2022-06/gruenheide-tesla-elon-musk-milliarden-verluste-stellenabbau) Nach 40 Jahren der Ausrottung kehren die Nashörner nach Mosambik zurück (https://www.reuters.com/business/environment/after-40-years-extinction-rhinos-return-mozambique-2022-07-04/?utm_source=reddit.com)

In dieser Folge zu Gast: Tatjana Biallas, Geschäftsführerin bei Funke Medien Niedersachsen. Mit ihrem neuen Job geht Tatjana, die zuvor bei Taboola und gofeminin tätig war, den Weg vom internationalen Umfeld hin zu einer neuen Mission: Lokaljournalismus.  Es geht um die Frage, wie der Wechsel von einem jungen Digitalunternehmen in eine Legacy-Organisation wie Funke mit einer über 70-jährigen Tradition funktioniert. Welche Themen und Umsatztreiber beschäftigen Tatjana an ihrem Standort? Welche Unterschiede gibt es, wenn das Headquarter nicht in New York, sondern in Essen ist? Und wie macht sie das Herzstück - den Journalismus - in den digitalen Medien und für junge Menschen erlebbar? Tatjana auf LinkedIn: https://www.linkedin.com/in/tatjanabiallas/

In den vergangenen Wochen war es hier sehr still. Still, weil ich mich mitten in einer der intensivsten Phasen meines Lebens befunden habe. ... Mit jeder einzelnen Faser von mir mitten drin: Ich habe meine Mutter auf dem Weg ihres Abschieds begleitet. "Alles ist gut" war das von meiner Mutter verkörperte Lebensmotto. Wie alles im Leben, so hat auch dieses er-LEBEN -neben all meiner Traurigkeit und all den anderen Gefühlsdimensionen- soviel Reichtum an Erkenntnissen geschenkt. Gerne teile ich in dieser Folge einige Aspekte: - Warum du deinem "tiefen Wissen" ohne wirklich zu "wissen" vertrauen darfst - Weshalb Verbundenheit als Kraftverstärker wirkt - Inwiefern sich Trauer und Trost mit den unterschiedlichsten Gesichter zeigen - Weshalb es kein "Ranking" gibt - Ein Regenbogenstrauß an Gefühlen: Gleichzeitig - Was am Ende wirklich "im Gepäck" ist Solltest du dich gerade in einer Phase der Trauer oder des Abschieds befinden, hoffe ich sehr, dass dir diese Aspekte als "ErInnerer" dienen können. Ich freue mich, wenn dich diese knackige Solo-Impulsfolge, "ganz frisch aus meiner ErLEBENsWelt" inspiriert. Was war deine wertvollste Erkenntnis? Auf meiner Webseite findest du zahlreiche weiterführende Impulse ... mit der Anmeldung für den herzwärts-Wochenimpuls, der immer montags in dein Email Postfach flattert ... startest du gleich mit Gedanken-Wellness in die neue Woche. Anmeldung kostenfrei auf www.petra-olenyi.de Ich freue mich auf den Austausch mit DIR: Teile gerne deine Gedanken zur Folge oder auch deine Erfahrungen ... hier oder komm "rüber zu Instagram" in die Kommentare unter das Folgenbild. Die Angebote, um GUT und "warm" durch diese "turbulöse" Zeit zu kommen, findest du auf meiner Webseite www.petra-olenyi.de/angebote/ Einmal pro Monat wird der HerzensRaum geöffnet: Eine Begegnung am "virtuellen Lagerfeuer" über zoom. Termine und Infos findest du hier https://petra-olenyi.de/coaching/ Weitere Gedanken zu und von mir findest du - Webseite: https://www.petra-olenyi.de - Facebook:https://www.facebook.com/petra.olenyi.9/ - Instagram: https://www.instagram.com/petraolenyi/ - Pinterest: petraolenyi

Der Fiat 500 aus dem norditalienischen Turin feiert sein 65. Jubiläum. Aber wie ging das eigentlich los mit dem beliebtesten Wagen der Italienerinnen und Italiener? Eine gute Versicherung ist so wichtig – auch fürs Elektroauto. Mit den Allianz E-Auto-Versicherungen seid ihr gut geschützt und schont die Umwelt. Mehr Infos gibt´s unter allianz.de/elektro. Hier geht’s zum umgebauten Fiat 500. >> Artikel zum Nachlesen: https://detektor.fm/wissen/fahrzeugbrief-fiat-500

Over the last 20 years, the idea of “designing biology” has gone from science fiction to just science, as the field of synthetic biology has exploded, with applications from therapeutics to manufacturing and more. In this episode from January 2019, one of the pioneers in the field, professor James J. Collins of MIT, joins a16z general partner on the Bio + Health fund, Vijay Pande, and editorial partner Hanne Winarsky, to discuss the origins of synthetic biology or "synbio", to what "engineering and designing" biology really looks like in action and the disciplinary differences between how biologists and engineers see the world.

Mit „WOW“ könnt ihr die Inhalte des Pay-TV-Anbieters „Sky“ im Stream und mit flexibler Abo-Laufzeit sehen. Neben den Apps für Smartphone und Tablet, gibt es aber auch Möglichkeiten, wie ihr die Filme, Serien und Sportereignisse auf dem großen Fernseher im Wohnzimmer genießen könnt. Mit welchen Geräten ihr „WOW“ auf dem TV empfangen könnt, erfahrt ihr hier.

Viele Hersteller von Android-Smartphones versuchen das iPhone auszustechen – oder orientieren sich daran. Mit dem Realme GT 2 Master Explorer Edition kündigt sich jetzt ein neues Handy, welches das tatsächlich schaffen könnte. Zumindest wenn es um die Front geht. Die Rückseite ist eine komplett eigene Welt.

Mit diesem genialen Finanztipp werdet ihr garantiert reich, ich benötigt nur einen oder mehrere Neffen im Kindesalter! Timon hat seinen berühmten, verlorenen Zwillingsbruder gefunden, pinkelnde Männer beobachtet (leider) und seine Eltern im Fernsehen gesehen. Flo genießt derweil die unfreiwilligen Einblicke in das Leben eines wildfremden Mannes im Internet. Außerdem mit dabei: Sänger, die wirklich so gar keinen Bock auf ihren Job haben! WIR GEHEN AUF TOUR! Alle Termine und Tickets unter: https://comedylive.de/heiderundklengan

Heute stellen wir uns die Frage, wie es dem deutschen LogTech Startup Ökosystem eigentlich gerade so geht. Die Konjunkturaussichten trüben sich ein, die Kapitalmärkte schwächeln, die Bewertungen privater Unternehmen sinken, die Startup-Finanzierung könnte schwieriger werden. All das hat natürlich auch Auswirkungen auf die Startups in der Logistik und im Supply Chain Management. Wie diese Auswirkungen aussehen dass hat unser Host Boris Felgendreher hat in dieser Sendung mit Mathias Bosse und Markus Börner diskutiert. Beide sind Gründer und Geschäftsführer bei SCM Startups und Prequel Ventures. Mit scm-startups.com beobachten sie seit einigen Jahren des Startup Ökosystem im Bereich Logistik und Supply Chain und helfen Unternehmen spannende Innovationen und Startups zu entdecken. Und mit Prequel Ventures investieren sie ausschließlich in LogTech und Supply Chain Startups. Konkret geht es heute unter anderem um folgende Themen: - Ein Rückblick auf die Entwicklung der LogTech Startups Szene in den letzten Jahren (global und insbesondere in Deutschland) - Die Rolle von Startups als Innovationstreiber in der Logistik - Wie sich das Startup-Umfeld jetzt vor dem Hintergrund der angespannten Konjunkturlage verändert - Welche Risiken aber auch Chancen sich daraus jetzt für Startups in der Neugründung, Frühphase, Spätphase ergeben - Startups als Konkurrenz vs. potentielle Partner für etablierte Unternehmen in der Logistik - Tips für Corporates bei der Zusammenarbeit mit Startups - Die rechtlichen und politischen Rahmenbedingungen (öffentliche Förderung, Mitarbeiterbeteiligungen, etc.) in Deutschland: Was hat sich verbessert? Wo gibt es noch Nachholbedarf? - Investieren in SC Startups: Beispiel Prequel Ventures - Prognosen für die kommenden Jahre, nach der “Krise” Hilfreiche Links: SCM Startups: www.scm-startups.com Mathias Bosse auf LinkedIn: https://www.linkedin.com/in/mathiasbosse/ Markus Börner auf LinkedIn: https://www.linkedin.com/in/markus-boerner-scm/ BVL: www.bvl.de BVL Digital: www.bvl-digital.com Siemens, der Sponsor der heutigen Sendung: Intralogistik: https://new.siemens.com/de/de/branchen/intralogistik.html Supply Chain Management: www.siemens-digital-logistics.com

Was steckt eigentlich hinter emotionalem Essen und Sucht? Die allermeisten Bewältigungsstrategien führen in keinster Weise zum Erfolg, sondern immer tiefer und weiter in die Frustration. Das liegt daran, dass die emotionalen Bedürfnisse meistens überhaupt nicht erfasst und dann eben mit einer Sucht organisiert werden. Ich spreche mit der Traumatherapeutin und Autorin Maria Sanchez über dieses wichtige Thema, dass, zu einem bestimmten Grad, fast jeden betrifft.   Hol dir jetzt dein PLUS an Ausgleich und guter Laune mit MOOD von Braineffect. Mit dem Gutscheincode “bio360” bekommst du einen satten Rabatt! >>>Jetzt anschauen

Avery Smith is a data science consultant and career coach at Data Career Jumpstar, and TA at MIT professional education. Previously, he was working on optimization and predictive analytics at ExxonMobil. We talked about his journey from from chemical engineer to data analytics, optimization problems in energy sector, why he left ExxonMobil, and his best advice for people to get into data science. Follow Daliana on Twitter (https://twitter.com/DalianaLiu) for more on data science and this podcast. If you like the show, subscribe and give me a 5-star review :) Topics: His first data science projects His experience with ExxonMobil Why he left ExxonMobil Data science consulting Challenges when working with clients Why he built his own career coaching program How Linkedin helped his career TA at MIT, MIT's data engineering curriculum how to build a data science portfolio Avery's Linkedin: https://www.linkedin.com/in/averyjsmith/

https://www.gestuet-taubenhof.com Geführt wird das Gestüt von Nina Obermüller, Pferdewirtschaftsmeisterin Zucht und Haltung, lizensierte A-Trainerin Westernreiten (EWU/FN mit DOSB Lizenz), APHA & DQHA Professional Horsewoman, dreifache Europameisterin, Vizeeuropameisterin sowie mehrfache deutsche Meisterin und ihrem Team. Mit acht Jahren begann sie im benachbarten Reitverein zu voltigieren um dann mit neun endlich in den Sattel steigen zu dürfen. Es folgte eine Ausbildung in der klassischen Reitweise, auf die sie auch heute immer noch gerne zurückgreift. Als Teenager kam sie unter der Leitung von Trainerin Ute Holm zum Westernreiten, welche sie, ebenso wie Roger Kupfer, durch die langjährige Zusammenarbeit nachhaltig beeinflusste und prägte. Mit Marc de Broissia fand sie in den vergangenen Jahren jemanden, der sie weiter bekräftigte, in ihrer Arbeit bekräftigt und sie weiter zum Nachdenken und zur ständigen Selbstkontrolle animierte. Berührungsängste mit anderen Reitweisen oder Pferderassen gibt es bei ihr nicht.

In der Mittagsfolge sprechen wir heute mit Melchior Schulze Brock, Founder und CEO von Enviria, über die erfolgreiche Finanzierungsrunde in einer Gesamthöhe von 22,5 Millionen Euro. Enviria bietet Energy-as-a-Service Lösungen und innovative Solarprojekte an, die auf die individuellen Bedürfnisse von Unternehmen zugeschnitten sind. Der integrierte Ansatz ermöglicht es einem breiten Spektrum an Unternehmen ihre Energiekosten effektiv zu senken, ihre Nachhaltigkeitsagenda umzusetzen und durch Solaranlagen zur Energiewende beizutragen. Bis heute hat das Solar-Startup mehr als 100 gewerbliche Projekte mit einer installierten Leistung von über 50 MW entwickelt und damit im Jahr 2021 über 28.000 Tonnen CO2-Emissionen eingespart. Zudem können durch Drittfinanzierungsmodelle oder die intelligente Abstimmung von Flächenverfügbarkeit und Solarinvestitionen bisher ausgeschlossene Branchen von der Energiewende profitieren. Das Startup wurde von Melchior Schulze Brock im Jahr 2017 in Frankfurt gegründet und wurde 2021 als Preisträger des Hessischen Gründerpreis für "Gesellschaftliche Wirkung" ausgezeichnet. In einer Series-A-Finanzierungsrunde hat das junge Frankfurter Unternehmen nun 22,5 Millionen Euro eingesammelt. Die Runde wurde von Redalpine und Galileo Green Energy gemeinsam angeführt. Der Schweizer Venture-Capital-Investor Redalpine unterstützt mit seinem Fonds mehr als 75 Portfoliounternehmen und hat ein verwaltetes Vermögen von über 1 Milliarde Schweizer Franken. Zu den Investitionen gehören u.a. N26, Taxfix, Carvolution, Bexio, Inkitt und Vivenu. Galileo Green Energy ist eine paneuropäische, technologieübergreifende Entwicklungs- und Investitionsplattform für erneuerbare Energien. Sie wird von den institutionellen Investoren Infratil Limited, Commonwealth Superannuation Corporation (CSC), New Zealand Superannuation Fund (NZ Super Fund) und Morrison & Co Growth Infrastructure Fund (MGIF) unterstützt. Der Investmentarm von BNP Paribas namens BNP Paribas Développement und der Impact Investor Alter Equity beteiligten sich ebenfalls an der Serie A. Mit dem frischen Kapital möchte das Solar Startup ihre Solarkonzepte ausbauen und in ihr weiteres Wachstum investieren.

Welche Europaperspektive hat Georgien, das keine EU-Beitragskandidatur bekommen hat. Gespräch mit dem Historiker Hubertus Jahn von der Universität Cambridge./ Mit Ökokleber gegen die Kunst und für das Klima? Der jüngste Fall eines merkwürdigen Bildaktivismus, der derzeit trendet./ Der letzte Schrei, nachhaltig und handgeschneidert: Mode- und Designtrends auf der Internationalen Handwerkskammer in München./ Fair oder prekär? Debatte um eine Debatte um Arbeitsbedingungen und eine Reform des Wissenschaftszeitvertragsgesetzes.

+++WERBUNG+++ F1 22 ist das offizielle Videospiel zur FIA Formel 1 Weltmeisterschaft von Codemasters und EA Sports. So nah warst du noch nie dran! Noch immersivere Spielmodi, Kompatibilität mit Virtual Reality und dem neuen Modus F1 Life - mehr Formel 1 geht nicht. F1 22 ist ab dem 01.07. erhältlich für PlayStation 5, Xbox Series X|S, PlayStation 4, Xbox One und PC über Origin und Steam. Mehr Infos: F1 22. Starting Grid empfiehlt: ExpressVPN. Wenn du auf kein Rennen der Saison 2022 verzichten möchtest, dann hol dir jetzt ExpressVPN. Als Hörer:in meines Podcasts bekommst du auf dein Jahresabo noch 3 Monate kostenlos oben drauf. Gehe dazu einfach auf expressvpn.com/STARTINGGRID. +++ENDE DER WERBUNG+++ Das Formel-1-Rennen in Silverstone hatte alles, was das Racing-Herz begehrt: Spannung, knallharte Action und Dramatik pur. Über Runden wurde gefightet, keinen Meter zu viel Platz gelassen und am Ende konnte Carlos Sainz seinen ersten F1-Sieg feiern. Im 150. Rennen sicherte sich der Spanier nicht nur seine erste Pole Position, sondern eben auch seinen ersten Triumph. Darüber sprechen heute Kevin Scheuren, Sophie Affeldt und Maria Reyer vom Motorsport Network Germany. Maria lest ihr nicht nur auf ihren Social Media-Kanälen und sehr bald wieder in Artikeln auf den Seiten des Networks, sondern auch in ihrem Blog, den wir euch sehr ans Herz legen. Glück gehabt, Zhou Guanyu! HALO hat Zhou Guanyu das Leben gerettet. Der heftige Startunfall, eine Verkettung unglücklicher Umstände, hat einmal mehr unterstrichen, dass Motorsport lebensgefährlich ist. Per Überschlag über die Reifenstapel an den Fangzaun und in den Graben. Meterlang rutschte Zhou auf dem Kopf die Strecke entlang, der Überrollbügel war vollkommen hinüber und das HALO brannte sich sogar in den Asphalt ein. Wie ein Wunder blieb der Chinese unverletzt. Wir besprechen den Unfallhergang nochmal, feiern HALO und diskutieren kurz über die Rolle des Kiesbetts bei diesem Freakunfall. Typisch Ferrari! Weiß man bei der Scuderia Ferrari eigentlich genau, was man tun muss, um Formel-1-Weltmeister zu werden? Nach dem Sonntag in Silverstone kann man da erneut Zweifel haben. Mattia Binotto lässt seine Fahrer Carlos Sainz und Charles Leclerc gegeneinander fahren. Das ist erstmal nicht verkehrt, aber mit den Boxenfunks hat man sich keinen wirklichen Gefallen getan. Deltazeiten, verkappte Teamorder oder eben nicht. Wer hat wem den Sieg gebracht oder gekostet? Auch die FIA hat sich erneut nicht mit Ruhm bekleckert. Die Stewards waren erneut nicht sehr konsistent bei der Strafenauslegung und wie denn die Startaufstellung vor dem ersten Restart gestaltet werden sollte. Auch darüber sprechen wir im Podcast. Mick Mick hurra! Endlich hat Mick Schumacher seine ersten F1-Punkte. Es war die Freude eines Sieges, die das Haas-Team durchflutet hat. Micks Schwester Gina und Mutter Corinna waren am Funk, auch Teamchef Günther Steiner hat sich artig bedankt. Jetzt kann die Formel-1-Karriere von Schumacher Jr. doch mal so richtig losgehen, oder? Fast vorbei ist die von Sebastian Vettel, der aber nochmal richtig einen rausgehauen hat an seinem Geburtstag. Nach dem verkorksten Quali am Samstag schaffte es Vettel noch auf Rang 9. Zu den Gewinnern zählten ebenso Fernando Alonso und Lando Norris, der größte Verlierer war leider wieder Daniel Ricciardo. Wie lange kann sich McLaren dieses Trauerspiel noch ansehen? Irrer Protest, der nach hinten losging! Die Organisation "Just Stop Oil" hat am Freitag einen Protest in Silverstone angekündigt. Behörden und Formel 1 hat das auf den Plan gerufen, aber trotzdem schafften es fünf Protestler nach Start der Rotphase auf die Strecke. Mit einer Sitzblockade wollten sie für ihre Sache, keine weitere Öl- und Gasprojekte mehr in UK, einstehen. Im TV wurden die Bilder nicht gezeigt, einige Fahrer äußerten sich kritisch und auch wir sind der Meinung, dass das gar nicht ging. Für den positiven Abschluss sorgt Maria mit einer kleinen Tour durch ihre Heimat. Für alle Besucher*innen des Rennwochenendes in Spielberg gibts nützliche Tipps für den besten Aufenthalt und natürlich auch unsere Tipps zum Rennen. Wir wünschen euch viel Freude mit unserer neuen Ausgabe. Bewertet uns doch gerne mal bei Apple Podcasts oder Spotify - wir würden uns sehr freuen! Euer Feedback ist uns wichtig Schickt uns gerne für die nächsten Sendungen eure WhatsApp-Sprachnachricht an folgende Nummer: +49 331 298 50 28 GANZ WICHTIG: bitte sendet an diese Nummer NUR SPRACHNACHRICHTEN ein und beginnt eure Sprachnachricht mit den Worten STARTING GRID und eurem Namen, damit das zugeordnet werden kann! Bitte haltet die Sprachnachrichten bei maximal 1:30 Minute, danke euch. Ihr könnt uns über verschiedene Kanäle erreichen und mich anderen F1-Fans in Verbindung bleiben: Instagram Facebook-Seite Facebook-Gruppe Twitter  Telegram-Gruppe Mail YouTube Kicktipp Sehr gerne würden wir auch eure Rezensionen auf iTunes lesen, bitte nehmt euch 3 Minuten Zeit für 5 Sterne und ein paar warme Worte, vielen Dank! Bewertet uns auch gerne bei Spotify! Keep Racing! Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

Mit seriellem Bauen verbinden die meisten triste Plattenbauviertel, unwirtliche Trabantenstädte und soziale Brennpunkte. Trotzdem gilt es wieder als Zukunftskonzept, ist klimaschonend, günstig und schnell. Und aus früheren Fehlern lässt sich lernen.Von Manuel Waltzwww.deutschlandfunkkultur.de, Zeitfragen. FeatureDirekter Link zur Audiodatei

Sie ist die beste Torjägerin der Frauen im deutschen Amateurfußball: Maria Asnaimer. Die Stürmerin vom TuS Germania Lohauserholz-Daberg hat in 33 Spielen 93 Tore erzielt. Mit den Treffern in den Pokalspielen kommt sie auf mehr als hundert Tore. Der kicker und der DFB werden sie dafür mit der Torjägerkanone auszeichnen. Offensichtlich ist sie immer so schnell wie als Torjägerin: Bei meiner Anfrage, ob ihr ein Gespräch zeitlich auskäme, sagte Asnaimer: Klar, jetzt sofort...

Sie ist die beste Torjägerin der Frauen im deutschen Amateurfußball: Maria Asnaimer. Die Stürmerin vom TuS Germania Lohauserholz-Daberg hat in 33 Spielen 93 Tore erzielt. Mit den Treffern in den Pokalspielen kommt sie auf mehr als hundert Tore. Der kicker und der DFB werden sie dafür mit der Torjägerkanone auszeichnen. Offensichtlich ist sie immer so schnell wie als Torjägerin: Bei meiner Anfrage, ob ihr ein Gespräch zeitlich auskäme, sagte Asnaimer: Klar, jetzt sofort... Du möchtest deinen Podcast auch kostenlos hosten und damit Geld verdienen? Dann schaue auf www.kostenlos-hosten.de und informiere dich. Dort erhältst du alle Informationen zu unseren kostenlosen Podcast-Hosting-Angeboten.

Philipp Schröder ist auf einem Öko-Bauernhof aufgewachsen – und später bei den Grünen ausgetreten, weil sie ihm bei Umweltthemen zu dogmatisch waren. Mit seinem Startup 1komma5° will er jetzt unternehmerisch das Klima retten. Das große Denken hat der Hamburger auch als Deutschland-Chef von Tesla gelernt. Doch ein anderer Job war für ihn viel prägender.

Today's guest is Dr. Mark Lewis, executive director of NDIA's Emerging Technologies Institute (NDIA ETI), a non-partisan think tank focused on technologies that are critical to the future of national defense. ETI provides research and analyses to inform the development and integration of emerging technologies into the defense industrial base.   We will discuss the Emerging Technologies Institute's Vital Signs report, which is an evaluation of the readiness and health of the defense industrial base. Prior to his role at the Emerging Technologies Institute, Mark was the Director of Defense Research & Engineering in the Department of Defense, overseeing technology modernization for all military services and DoD Agencies, as well as the acting Deputy Under Secretary of Defense for Research & Engineering.  In this role he was the Pentagon's senior-most scientist, providing management oversight and leadership for DARPA, the Missile Defense Agency, the Defense Innovation Unit, the Space Development Agency, Federally Funded Research and Development Centers, and the DoD's basic and applied research portfolio. At the Department of Defense, Mark worked closely with Mike Griffin, who appeared on episodes 23 and 134 of STEM-Talk. In today's interview with Mark, we will again discuss hypersonics and other emerging technologies and modernization priorities that are critical to our national defense. Mark is also the former longest-serving and is perhaps best known for his work in hypersonics. In addition to these important defense-related roles, Mark is also a professor emeritus at the University of Maryland. He spent 25 years as a faculty member at Maryland, conducting basic and applied research in hypersonic aerodynamics, advanced propulsion, and space-vehicle design. Show notes: [00:03:27] Dawn opens the interview asking where Mark grew up and what he was like as a kid. [00:04:29] When Dawn asks Mark when he first became interested in science, Mark tells a funny story form his time as president of the American Institute of Aeronautics and Astronautics? [00:06:21] Ken asks Mark how he ended up at MIT after high school. [00:07:46] Mark talks about taking a job as an assistant professor of aerospace engineering at the University of Maryland after earning his Ph.D. in aeronautics and astronautics at MIT. [00:09:34] Dawn mentions that from 2002 to 2004, Mark was the director of the Space Vehicle Technology Institute. She asks Mark to give an overview of the Institute and the kind of work that goes on there. [00:12:45] Ken mentions that in 2004, Mark became Chief Scientist of the U.S. Air Force, going on to become the longest-serving Chief Scientist in Air Force history. Ken asks Mark to explain the role of the chief scientist, and what he focused on during his time in the position. [00:17:37] Dawn explains that in 2012, Mark became the director of the Science and Technology Policy Institute, which worked with the executive office of the President and other Executive Branch agencies. Mark talks about the kind of work the Science and Technology Policy Institute does. [00:20:23] Dawn mentions that during Mark's 25 years as a faculty member at the University of Maryland, he conducted basic and applied research in a variety of fields, such as hypersonic aerodynamics, space vehicle design, and advanced propulsion.  She point out that Mark, however, is best known for his work in hypersonics. She asks Mark what led him to focus on hypersonics. [00:22:46] Ken asks Mark to explain why he decided to work under Mike Griffin (episodes 23 and 134) in the Pentagon as the Director of Defense Research and Engineering, and what that experience was like. [00:28:19] Dawn mentions that during Mike Griffin's time as Under Secretary of Defense for Research and Engineering, he made hypersonics the department's number one priority. Dawn asks Mark to explain the importance of hypersonics in terms of our national defense.

In episode 10 of the podcast (@AugmentedPod (https://twitter.com/AugmentedPod)), the topic is “A Brief History of Manufacturing Software.” Our guest is Rick Bullotta, Partner, TwinThread, and co-founder, ThingWorx. In this conversation, we talk about how Rick has shaped manufacturing software history and the lessons learned from being an early employee of Wonderware, the famous precursor to manufacturing automation, back in 1993, a company first sold to British engineering giant Siebe in 1998, which merged with BTR to form Invensys, which, in turn, merged with French multinational Schneider Electric, and later the CTO. Rick Bullotta was also the co-founder of Lighthammer Software which was later acquired by SAP, then in 2009 founding ThingWorx, the first complete, end-to-end technology platform designed for the industrial Internet of Things (IIoT) which was acquired by PTC in 2003. We also touch on his current advice to founders in the industrial space, his board role at Tulip, and what he sees lie ahead for the industry. After listening to this episode, check out Thingworx as well as Rick Bullotta's social profile. * Thingworx (https://www.ptc.com/en/resources/iiot/product-brief/thingworx-platform) * Rick Bullotta (https://www.linkedin.com/in/rickbullotta/) Trond's takeaway: Wonderware, Lighthammer, and ThingWorx are prominent parts of manufacturing software history, and there's a chance that the 4th company he now is involved with, Tulip, also will be. I do things with things is Rick Bullotta's motto. The things he does, he does them well, and it is an internet of things, more than anything else. I, for one, am eagerly listening to what he predicts will happen next. Thanks for listening. If you liked the show, subscribe at Augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like episode 4: A Renaissance of Manufacturing or episode 5: Plug-and-Play Industrial Tech. Augmented--the industry 4.0 podcast. Transcript: Augmented reveals the stories behind a new era of industrial operations where technology will restore the agility of frontline workers. In Episode 10 of the podcast, the topic is a Brief History of Manufacturing Software. Our guest is Rick Bullotta, Partner at TwinThread and Co-Founder of ThingWorx. In this conversation, we talk about how Rick has shaped manufacturing software history and the lessons learned from being an early employee with Wonderware, the famous precursor to manufacturing automation, back in 1993, a company first sold to British engineering giant Siebe in 1998, which then merged with BTR to form Invensys, which in turn merged with French and multinational Schneider Electric and later the CTO. Rick Bullotta was also the Co-Founder of Lighthammer Software which was later acquired by SAP. Then in 2009, founding ThingWorx, the first complete end-to-end technology platform designed for the industrial internet of things, which was acquired by PTC in 2003. We also touch on his current advice to founders in the industrial space, his board role at Tulip, and what he sees lie ahead for the industry. Augmented is a podcast for leaders hosted by futurist, Trond Arne Undheim, presented by Tulip.co, the manufacturing app platform, and associated with MFG Works, the manufacturing upskilling community launched at the World Economic Forum. Each episode dives deep into a contemporary topic of concern across the industry and airs at 9:00 a.m. U.S. Eastern Time every Wednesday. Augmented - the industry 4.0 podcast. TROND: Rick, how are you today? RICK: Good morning. TROND: Well, it's a nice morning. I wanted to talk to you about some history. RICK: Sure. TROND: Well, you are a bit of a legend in this field, Rick. You've been basically part of almost every development in this field for several years. I wanted us to spend a little time today, not just going into your history of background as the founder of several startups that have had very significant impact on the industry but also just bring people in a little bit to the environment and how it has changed, and how based on your perspective, you see it evolving. You had a degree from Cornell, and then you went on to fund several companies. Can you bring us back to those days when you were studying industrial engineering at Cornell? What was the environment then for manufacturing? And what was it that brought you into the thought that you would start engaging sort of entrepreneurial software development in manufacturing of all fields? RICK: Just to be clear, I barely graduated. [laughter] So I had a fantastic time in college. But that was when I think we thought of engineers as mechanical engineers, or chemical engineers, the physical aspects of making things, building things, vending product as opposed to...I think software and technology was kind of a nascent concept there, at least certainly in manufacturing. But I actually switched degrees from mechanical engineering to operations research mid-stride there, realizing that looking at pieces of broken metal under a microscope wasn't for me. So I graduated. My degree was in operations research, and actually, my first position was at a very progressive steel company called Lukens Steel, doing essentially industrial engineering work. However, this was what? 1985, dawn of the PC, dawn of a new gen of computing. And some opportunities opened up there to kind of take on some additional responsibilities that involved applying computing to simulations and optimization models, all the stuff that I studied but never thought I'd actually practice. So I'd spend a lot of time in the local library checking out software, take the disc home, teach myself to code. An opportunity then opened up to go into steel plant operation. So I used to run a heat-treating process. And that's one thing that a university degree won't prepare you for, having 15 steelworkers working for you. That's where you get a real education. You also quickly realize that the exception is the rule on the manufacturing floor. And we'll talk later about how it gave me a great appreciation of the importance of the role of people in this whole process and not just technology. But yeah, I spent a few years in that role and then moved back over to an industrial computing group. And we were applying at the time very advanced technology, mini computers, very innovative user interfaces, high levels of automation to some of these processes back at the very site that I worked. And the very operations that I worked at was one of the first places for that. So that's kind of where I got into the technology side of things. But I like to say I was blessed and lucky, right? This crusty, old steel company happened to be very, very committed to investing in technology. And it was a learning opportunity for me. And then, across the years, I moved into systems integration. I did some stuff in discrete manufacturing. I had the opportunity; again, luck sometimes happens here, to work for arguably the first well-known company in the industrial software space company called Wonderware, first IPO in the space. And I joined very early, which is kind of cool. TROND: The Wonderware story is somewhat famous for people inside of manufacturing, but just in case, there are some listeners here who don't really appreciate how early Wonderware was. What was the situation when you created your first product? And why, in your account, has it become so emblematic of that early-early era? And what year are we talking about exactly when that entered the stage with Wonderware? RICK: So late '80s, early '90s Wonderware came on the scene. I joined in; I believe it was '93. And my role there was actually in sales. So you'll find that a lot of my life experiences are all the elements that help build a successful business: sales, marketing, technology. So the founding team there...and there'll be a circle of life moment here in a little bit when we talk about how ThingWorx came to be. The two key co-founders there, Dennis Morin and Phil Huber, recognized the value. And they harnessed the PC revolution and Microsoft Windows. So we're talking Wayback Machine when Windows looked like the Mac user interface. There wasn't a lot of PC application on the plant floor. There were some very interesting companies that I had worked with, competitors to Wonderware but a bit earlier companies like [inaudible 7:28] But we were just kind of at that inflection point where people were comfortable with the role of the personal computer as this kind of human interface to all the automation systems that we had. What Dennis and Phil did was really twofold. And this, I think, ties into a lot of the innovation we're seeing today is they democratized the ability to build applications. They made it easy and fun. So the whole experience wasn't coding; it was very visual. It leveraged kind of a drag and drop experience. You didn't need to understand software to apply it. You could build these incredible applications literally in minutes or hours, connect them to the physical world. I don't know if you've ever seen some of the classic applications they've built. But they're those process mimics, very dynamic graphics that represent the physical world. And I learned a lot during that period about the importance of two things: one is ease of use and empowering others to build applications, particularly in the manufacturer domain. Second was, ironically, the importance of marketing. If there's one thing, that company did extraordinarily well in addition to having a great product was getting the message out there, maintaining a larger-than-life image. And the company grew rapidly to 5 million, 10 million, 15, 20, and on and on, and then IPOed. But there wasn't anybody in history that didn't know the name. Go to a trade show...this is a company that kind of put some perspective. I think the first year I was there; we did about 20 million in revenues. We spent about a million-five on a party. That's kind of the priorities were well balanced there. But what an extraordinary group of people to learn from; I developed lifelong mentors and friends at that company that fast forward to my last company, some of those same people came and joined my team. So it was a complete honor to work with them again, so yeah. TROND: So back in those days, what was it that Wonderware apart from the marketing side, and like you said, the menus and things...first of all, who was the target audience at this point? Was this still process engineers that were doing this, or was it still the IT department managing? RICK: Typically process engineers, and that was the democratization, taking it out of that...let's go back to my time in the steel industry. We were writing Fortran code, PL/M code. We were writing code. We were creating database schema, all the kinds of classic development processes. And it was part of a corporate IT function. Now, this shifted to empowering two main groups, process engineers inside these manufacturing companies and, secondly, a new breed of systems integrators that were very, very focused on this automation domain. So historically, they may have done the physical automation, the PLCs, the actuators, sensing distributed control systems. Now they were able to take on this role. Two other things happened. Just prior to the advent of things like [inaudible 10:42] and Wonderware, that user experience was physical gauges, and push buttons, and things like that, and sliders. Now, it became digital. In a way, this was almost like magic at the time. It's virtual reality. It's like a lot of people the first time...I'll never forget my mother the first time she played solitaire on a PC and that virtual card dragging. It was just utter magic. Well, similar experience here, right? People were able to reproduce these and rapidly reconfigure. But to your point, I would say, yeah, it was those in-house process engineers and the systems integrators that helped implement these systems. TROND: Were you all aware of how innovative you were? I mean, clearly, the marketing department thought you were something special. But did you realize at the time how timeless and etched into manufacturing history Wonderware would become later? Were you aware of how far ahead this was? Or were the customers telling you that clearly? RICK: That's a great question. I think it was a combination of both. We had an almost cult-like customer following that was pretty unique, and it created a lot of energy. They knew we were doing something interesting. But we had very legitimate competitors who were also doing super cool stuff. I think another life lesson here was a lot of companies create great products. To bring great products to market at scale is a whole nother task. It's a whole nother challenge. And I think what we had going for us was an absolutely extraordinary distribution channel, global distribution channels, and very energetic, bright people, independent businesses that could sell, support, implement this technology. That allowed us to achieve scale pretty quickly. But the customers were the primary feedback loop. We won all kinds of awards from the trade rags, all that kind of stuff. I definitely think it was the kinds of applications that the customers were building. That always gives you energy when you see that. TROND: Rick, give me another sense of as we're sort of moving to your next company, just bring us back to that time with the early years of Wonderware. What were some of the things that were challenging to you on the application side then that today we would laugh off and it would just be like a line item? What were some of the things that were really complicated that you were so proud of having accomplished? RICK: Well, let's just take the obvious, which is sort of the inverse of Moore's law. If we turn the clock back that many years, we have half as much compute power every year. And to have a very graphical dynamic user experience, it had to be reliable. I would not underestimate the incredible work that that development team did to take not only a new product in what we built with InTouch, which was the product at the time but also Windows itself. It wasn't evolved. It wasn't mature. It certainly wasn't targeted at these kinds of mission-critical applications. So those were the kinds of things you had to work with. You had to make it robust, reliable, and take advantage of very, very limited compute and visualization capability at the time. It changed the modalities by way...people typically, you know, we were all used to keyboards at the time. Now it's touch; it's a mouse. It's a different means of interaction. And then how do you bring that? Some interesting challenges. Like, I'm a task worker down on the floor in protective equipment and gloves, and how do I interact with that? So all kinds of creative stuff to try and bring a whole new modality of human interaction to a pretty demanding segment. TROND: So what then happened to you? What happened around you leaving Wonderware and moving on to the next challenges? Because you've also had a foray in larger companies, but then you immediately went back to the startup world. Give me a sense of what was your thinking then? RICK: Sure. So there was a little detour as there are often in our careers. [laughs] I left and experimented. I actually came back to Wonderware a second time prior to my first startup in a product management role. I got to see M&A. So we got involved in a couple of key acquisitions that I was intimately involved in. So that was another learning experience for me. Then I saw this opportunity at a level above the Wonderwares of the world, of the OSIsofts of the world, of all these kinds of operational systems that we had. They were islands. No one had that holistic view, a supervisor, an operator. No one was sharing information. And so the light bulb went off. This is actually about when the web technologies were starting to get a little traction, the browser, the Netscape effect, ubiquitous TCP/IP connectivity, Ethernet, and the plants. So that's when the light bulb went off. Let's see if we could do something not dissimilar from the way a Wonderware product will connect all your centers and controllers. Why not provide a unified way to see all the systems that you have? So basically, that's what became Lighthammer, and that was in 1998, we started that company. But the intent was, again, to provide that unified view of first...it was called the Plant Information Portal. That was another cool word at the time, right? Portals. And so that was the objective, it's kind of unified visibility. I started the company with some colleagues that I knew from Wonderware. And we built, I think, something pretty groundbreaking there. TROND: And the situation then was there was this need for almost like an information service to kind of...it was almost like an early portal for the industry in a sense. RICK: I think what we found...the unique thing about the industrial space I like to say that everything's a legacy the moment it gets put in. Everything has proprietary APIs, interfaces, and protocols. My approach has always been solve hard problems because you're going to have fewer competitors, and the value is there. So we tried to solve a pretty hard problem, all these like debubblizing all these different crazy systems that were scattered around. Yeah, so that's really what the objective was initially, unified visibility. But then we realized if people can see that information, why can't other systems? So it rapidly progressed from just being empowering people with information to empowering other lines of business systems. So your supply chain systems, warehouse systems, ERP systems can now be informed with real information in a timely manner. And that was what got us on SAP's radar. TROND: Well, because the point was there that you started discovering the importance of standards. And there were standards at that time, but they were very basic web standards. And you started realizing that even in the side of the industrial field, you had to start depending on that. Is that also what got you involved in the intersection of interoperability and also open sourcing certain types of software? RICK: Yeah. In fact, we were actively involved in a lot of open-source projects. I think that was also early in the open-source world. So if something was broken, no one was going to fix it for you; you fix it, right? TROND: [chuckles] RICK: So yeah, if you want to leverage and get value out of open source, you better be prepared to give back. So as a company, we definitely gave back to a lot of interesting projects that became part of the Lighthammer stack. The other thing that I think is important to understand is, and this pattern repeats itself in my career, is building tools, not applications. My goal was always to empower people to build interesting stuff. They've got the ideas. They've got the innovations living inside them. But if it's hard, if there's friction at every point in the process, cost, time, whatever, they're not going to undertake it, so whether it was Wonderware stuff we were implementing, Lighthammer, ThingWorx. And nowadays, with solutions like Tulip, it really was all about that takedown friction, empower non-technical people to be innovators and do it fast. TROND: So, Rick, then you got on SAP's radar. Tell me a little bit about not necessarily your experience there per se but just the difference for you in having straddled a startup that gets on the radar of a large company, and now you're working in a large company. What's the situation there? What is their understanding of the shop floor, and how does that all work? Because it gets more complicated when you're that kind of a software environment. RICK: Well, I think SAP was a very good place to be for a number of reasons. SAP was dominant in the manufacturing vertical in terms of cost manufacturing. Customers, the vast majority of them ran SAP for their back-office systems. SAP had kind of light solutions for the manufacturing domain but a desire to go deeper. Secondly, they were launching a partner ecosystem at the time. We wanted to prove that, in fact, partners are an integral part to their offerings. So we were able to kind of get that visibility, but also, we started stealing some revenue. So when you start taking customer spend instead of upgrading that module in my ERP system, I'm going to spend a couple hundred thousand dollars on my plant floor. That gets you on the radar too. Interesting sidenote, so after SAP, the salespeople told us something fascinating. If you think about in a typical manufacturing company, there's arguably four to seven times more blue-collar...I hate the term blue-collar, task worker, you know, frontline workers, so to speak. But that's got a new meaning nowadays as opposed to back office. Secondly, we had something that not only had a user license for each manufacturing worker but also manufacturing site costs. So think about comparing selling something to the CFO's office that will run in a data center. The scale and size of the deals were pretty substantial, and there was real value being created. So I think in the first year, our sales grew like 800%, 900% from a pretty good base, having that ready base of manufacturing customers to sell into a global company with global sales and support presence. It's pretty easy to get traction there. TROND: But then you had a stint back at Wonderware before you went on to found a new company. What was that like? So you came back and now kind of almost running the show at Wonderware for a little bit. RICK: No, not really because I think the company...this was an interesting dynamic. The company had grown substantially by that point, so from 60 people in my first experience to probably 800 at that point. I was a remote CTO. This was long before remote work was a thing. It was extremely challenging. And I just think those dynamics kind of made it probably not as effective as I could be. That said, some work that I had done in SAP research is what kind of led to the ideas behind ThingWorx. And I actually think, to be blunt, I think Wonderware at the time could have realized those pretty well. Collectively, we could have brought that product to market probably faster of what became ThingWorx. But it just for a variety of reasons, it wasn't the right time, fit, location, all those kinds of things. So dove back into it again, got the band back together, so to speak. TROND: How did that happen? Because at this point, you're not new to startups, and you have had a taste of the corporate world, in fact, in two leading positions, I guess. What is it that then motivates you to go back into that grind, and then you found a groundbreaking company? [laughs] RICK: Part of it is you feel like you cheated on the test. You've got the scars. You've had the lessons learned. I think we had a pretty well-rounded idea on what the new product was going to be, how we were going to take it to market. So I think we actually went in with a pretty solid plan rather than just A; we're going to do some R&D. Secondly, my business partners at Lighthammer were my business partners at ThingWorx, common investors. And some new folks that I worked with at Wonderware joined the team. It was sort of...I'm not going to say we couldn't fail. There were a lot of things we could have done wrong. But we had an incredible team of people with a lot of experience building companies like this, selling software like this. I had a pretty good feeling that we were on the right track there. TROND: And what exactly was ThingWorx in the early days? Because you read things like machine to machine, and those are terms that only much later...today we call internet of things. But you guys were very, very early, honestly, in that domain to produce products in that space when most people were just starting. Machine to machine didn't mean anything to people back then. RICK: And I think where we did well was going a little bit beyond that. And you'll see, once again, it's a pattern that repeats itself, the importance of people, the machines, and the other systems and processes that people have in their companies. Synthesizing all those together is actually where the value nexus is just massive. Any one of those taken in isolation or the connections between them, yeah, there's value to be done. But so we went in kind of with a broad...rather than just machine to machine. And there were some companies doing cool stuff just for getting updates down to an MRI machine or whatever. But we tried to go beyond that. We also realized early on the classic issue; it's good to know what you don't know. And remote access over unreliable links and all that stuff was something...My team had primarily lived in what we would jokingly call the internets of things. Everything's on the local network. You have different considerations. So we acquired a company, a super team, a small company that had a lot of expertise in the kind of internet of things and that remote connectivity, remote management, and that was this the second wave of rocket fuel to get things going. TROND: That's interesting you say that because I think that temptation for many would be you're so far ahead, and you start building things, and you're building things in the future. But I mean, surely, the reality is the shop floor and other things, and you're dealing with poor internet connections. Forget skills. I mean, you're actually dealing with a network that doesn't scale to your idea. RICK: Exactly right. And it was a very interesting balance between...I oversimplify kind of that industrial IoT is smart, connected operations and things like that, so factories, power plants, and then connected fleets of stuff, trucks, MRI machines, light towers, and cities, radically different requirements. One's 98% on-prem, one's 99.9% cloud, one's intermittent, unreliable, expensive connectivity, one's reliable, isolated. So we built a platform to serve both of those tests. In retrospect, we probably made compromises along the way to accommodate that. But still, today, I think PTC's revenue with ThingWorx is fairly well split between those two domains. But that was an interesting challenge on its own because the requirements were dramatically different. TROND: But again, you got acquired. So is this a pattern in your companies? Or is it more a pattern in the field that, at a certain point...because, I mean, I'm making this up here. But is there something about the industry itself that lends itself very easily to just in order to get that scale, you have to be acquired, and it's very desirable? Or is it more a choice that you each time made to say we've built it to a certain scale? RICK: I think in our segment, there are the rare few that an IPO track makes sense, and it's achievable. I think, for the most part, companies in our domain are...they're talking acquisitions to technology companies, cloud companies, enterprise app companies, industrial automation companies. So they have the luxury of we can be the innovation engine. It doesn't have to come off... If you think about a BigCo that wants to build something organically, every dollar they submit...first of all, they're typically 10 to 20 times, and it's just reality, less efficient in developing software for a variety of reasons. And that money comes off the bottom line. So it's actually an interesting dynamic that it's almost more attractive for them as well. But the ThingWorx story is super interesting in the sense that I told someone the other day...so Jim Heppelmann super visionary right there. He had this concept of the digital twin and IoT connected with products way back. And he actually took some of his best and brightest people, his CTO, a number of other people, moved them out of their office, put them in the Cambridge Innovation Center, and said, "Go create something." Well, along the way, we got introduced to that team. And they came to the conclusion that, hey, it's going to be faster, cheaper. We can get to market capture mindshare quicker through acquisition. And if you think about it, that's a very...immature is not the right word. I don't even know what the word I'm looking for here, but it's you've just been given an opportunity to intrapreneur. You've got a clean sheet of paper, all the fun stuff after grinding out your day job for years. And you make that decision to well; we're not going to do that. We're going to go buy a company. I have huge respect for that. And it turned out to be a very good decision for everyone involved. So that's actually how that happened. We were an intrapreneurial effort at a relatively large company, decided to go and become acquisitive instead. And that's worked out quite well. TROND: So we haven't talked so much about the surrounding companies throughout these years. But were there other companies doing innovative things? I'm not so familiar with the history of all of the kind of less successful or less visible manufacturing IT companies throughout the early '90s. What was wrong with some of those, and why don't we talk about them? I mean, are they also still part of the picture? Were there smaller acquisitions that go into this history? RICK: Yeah, there's actually a lot that we were doing right. It was a big enough pie that the gorilla, you know, in the segment might only have a 20-something percent market share. So it was still fairly fragmented. It's partially because of geography, partially because of different segments, and partially just because it was such a big opportunity. The companion market to a lot of what I was doing, for example, at Wonderware and Lighthammer, was the data side of it. So that's the historian companies. Greatest example of that recently is the acquisition of OSIsoft by AVEVA for $5 billion, biggest little company you never heard of. I mean, just a fantastic success story. They stuck to what they did very well and built essentially a dominant market position. They had competitors with good products as well. But I think they're one of those success stories in that space that's only visible to most people now. We had competitors in almost every company I've ever worked at that had great solutions. But this is, again, where I think the X factor stuff comes into play. Your go-to-market machine, the passion that your team and people have that's contagious. If people really believe and they interact with customers and partners, it's just magic. The second thing was, again, where you're really doing useful stuff for customers. Some companies were software companies. Some companies were really just integration companies masquerading as software companies. But, Trond, you know this. There's no shortage of bright people on this planet, and it's -- TROND: Well, sure, there's no shortage of bright people. But I guess this is the third segment that I wanted us to get into. You kind of have a third career now, which is this portfolio life, I guess. [laughs] You can characterize it yourself, but I don't know how to explain it otherwise where you're seeing, first of all, a number of companies and the maturity, I guess, in the space, that's a little different. But you are in a different stage in your career. And I want to eventually get to Tulip and discuss why you got involved with that. But first, maybe you can address some of these portfolio things that you're doing right now. RICK: Sure. TROND: Obviously, mentoring a lot more and getting involved on the board side. How do you see even just the last five years? What's happening right now? Where are we right now with manufacturing software? RICK: So generically, I would say I'm doing manufacturing and adjacent stuff, kind of IoT industrial. I am so excited that it's cool again, right? Because it was for two decades. It was like -- TROND: Well, you were never concerned about that, surely. [laughs] RICK: But, you know, what's the old...in the land of the blind, the one-eyed man is king. So if you were cool within your segment, you didn't have to be that great. And you could have done underselling what we achieved at the different companies. But I think it really has visibility now. There's investment money flowing into it. I think the increasing importance of...we kind of hit that little productivity inflection point where it started to flatten out. People are investing in technology. The challenges around people there's just not a lot of know-how, or there's much less know-how about everything from manufacturing operations to the different tasks that get performed to the technologies. So, how do we offset that? So technology is starting to fill an increasingly important role of focused VCs, and focused investors, and focused incubators around this kind of stuff. I think that's probably the biggest change. And then, like any technology segment, the building blocks, the Lego blocks that we build from, just get better and better and better. Someone that wants to add AI capabilities to their solution today, it's never been easier. I want to add Vision. Now, what you do with it can be very differentiating. But my point is that the building blocks we have today are just better than ever. I think the challenge...what's changed maybe in a negative, I think the way you get to customers, get to market has changed and become more challenging. An example, if you think about a venture-funded or otherwise funded startup, turn the clock back 10 or 15 years. We primarily sold perpetual licenses plus maintenance. So you get a big chunk of revenue upfront. Today in the SaaS and subscription world, in essence, we're all in the financing business. We're financing our cost of sales, our R&D., So the capital requirements for companies in our segment are bigger than they ever have been. And we see that with some of the raises, but that's just a reality. That dynamic perhaps even gets ignored sometimes, but it is a big change. Yeah, and then, you know, just to -- TROND: And what got you to Tulip? RICK: So I think it was actually indirectly through Wonderware, if I recall. So Natan and team and Rony and team were looking around at comparables. What are some companies that have been successful growing a business in this space? And he kind of had the hit list of Wonderware folks that he wanted to talk to. And somewhere, somehow, I don't recall the exact moment, but we connected up, and I got it. When he explained what they were doing. The light bulb went off, and I said, "I'd love to be part of this." So I'm both an investor and advisor in the company. And also, I love smart people, like innovative people. TROND: [laughs] RICK: And there's no shortage of those in Natan's team. So first visit there, seeing what they were doing, meeting the team, it was like, all right, there's something going on here. TROND: So tell me what it is that you saw because I was also...I was at MIT at the time when Natan created the company. And I remember vividly going into the lab or whatever you want to describe his early workspace. Because that's what it was, right? It felt like a lab. RICK: Sure. TROND: But the stuff that was coming out was incredible. What do you think? Was it the product vision, or was it just a capability of the people that you saw early on? And now that you're looking at Tulip and its environment, what is being accomplished right now, would you say with this new app reality? RICK: I think it was the aggregate of all the above. Because great example, if you recall the first demo scenario with the mixed reality projecting instructions onto the work –- TROND: That was crazy. That demo was for me, the demo of all demos in the -- [laughs] RICK: Absolutely. TROND: It was crazy. RICK: And I said, wow, you're taking a very fresh look at a problem here. And obviously, with their collective backgrounds, really interesting mix of skill sets, they're going to do cool stuff. And I think Natan and team would be the first to admit they were coming in with not a lot of domain knowledge. They had been involved in companies that made stuff, but there was a learning curve for sure. And that's what a lot of...not just myself, but they had a lot of advisors, customer feedback, brought in some folks into the team, and then just learned on the job training, engaging with customers, engaging in pilots. So I think it took a year or two to kind of get grounded in what are some of the realities of the shop floor, not that they didn't have a good idea. But once that kind of confluence of smart people, customers starting to do cool stuff with it, and the end the product itself evolving, then that's kind of when the rocket took off. TROND: Well, this is interesting what you're saying here because as I'm interviewing a lot of people who have innovated in this space, time and again, what comes back is this is not just your average software innovation garage. A lab is not a garage. Literally, you can be as smart as you are. You can have a big team of smart people. But unless you get coupled up with that manufacturing shop floor experience, you don't stand a chance, or you just can't build. You can't get past the demo. Tell me more about that one because you have had it ingrained. We talked about this a few minutes ago. You started out that way. But there are so many more innovators these days that they can't; well, maybe they can start out, but they haven't started out on the shop floor, so many of them. RICK: I wish they would...everybody who wants to get in this space needs to do...the equivalent of in law enforcement would be a ride-along. You go and spend a couple of nights working the streets. You realize how things really work. It's not like TV. It's not like you read in your textbooks. So there's no substitute for it, even if it's like super-concentrated real-world experience actually going out and spending some time with customers, real-world experience. But I also think it's the third leg of the stool, which is important. It's the technology expertise and creating products. It's manufacturing domain knowledge and then figuring out how to get it in front of customers and sell it. We can never underestimate the importance of that. So that's another thing that I think Tulip took a lot of very iterative and A/B style testing approaches to go-to-market models and continue to innovate and experiment. It's a challenging space to do low-touch, but they've found a niche with that, particularly as a means to plant seeds of customers that can take a first taste of the technology like, wow, that's pretty awesome. The holy grail, I think, for a lot of companies in our space to try to figure out how to do that. No one's really completely cracked the code yet. So it's a kind of combination model. But the domain expertise, a couple of key hires, for example, a great example is the hires they made in the pharmaceutical industry. So life sciences now has become a really, really powerful vertical for Tulip as a result of bringing in civilian expertise plus the evolution of the product from a platform and tooling and some hardware to application, so the app marketplace that they launched. Now when I'm a buyer, you can approach not only that developer buyer, that integrator buyer, but now you can approach a business buyer and say, "I've got all these apps you can assemble together or just use as is." That was also a maturity thing. So it took the domain knowledge, interaction with customers, and then you can progressively build more into the software itself and less that the customer has to configure. That maturation has been pretty exciting to see. TROND: Rick, we've been through a history here that's very, very exciting to me and, I think to listeners. What's next for the digital factory, for the manufacturing, execution systems, all these acronyms? I tried to shy away from them a little bit because we had so many, many other interesting things to talk about today. But if you're looking to the next decade, the holy grail you mentioned, or this final integration project that would marry software, hardware, shop floor, and considering all the challenges that just the past year has brought us, and let's not even bring into it all of the other challenges of this decade and of this century, if you're going to go into the big words. Where are we headed? RICK: I'll maybe focus on where I hope we head, which looks perhaps a little bit different. I started the discussion with one of the things that I learned in my first job working in the plant flow is the importance of people, the knowledge that they have, the experience that they have. People in a lot of our processes are still the sensor, the algorithm, and the actuator. Like it or not, we haven't yet reproduced the human hand. We haven't yet reproduced the human brain. There are some really unique things about humans. And in that context, I hope that the next decade or so is about collaborative technology and how we use robotics, and AI, and information, and mixed reality to help people be better at what they do. And there's always a risk of dehumanization in something like that where people become interchangeable and they don their Iron Man assembly suit. But I'll maybe take a more optimistic view that it's really...we're going to continue to increase productivity output. But there are so many roles like that that could benefit from the synthesis of all these cool technologies that we have. I maintain that there's no such thing as an AI market. There's no such thing as an IoT market; that they're all just building blocks, right? It's what we assemble to solve some actual problem that is interesting. I'm hoping, and I'm confident, that the bar to implement these things becomes increasingly lower. AR is a great example today. It's hard. Building content is time-consuming and difficult. So maybe that's the next one that needs to bring the content creation to mixed reality, next-gen robotics, codebots, and some really interesting stuff happening there. The democratization of machine vision, and audio, and meta sensing that's happening. TROND: But it's interesting you're saying they're still our building blocks, and they're still our collaboration challenges. And maybe those collaboration challenges are going to have to last longer than a decade, and maybe we need more building blocks. But what comes after that once a critical mass of building blocks get assembled? And you have watched this decade by decade that there's a certain coalescence of building blocks, and then a new platform is formed. But still, in this industry, as you have said, so far, most of the time, these new platforms merge into the more traditional platform players, or they merge into more established. Is that a pattern that you see also in this decade? Or will we see the first mega conglomerates come out of completely new manufacturing combination platforms that are integrating all of these technologies and doing something truly new and can sustain their own new creation, whatever iteration of the manufacturing industry that would become? RICK: And I don't know if it's going to be necessarily the suppliers that become the mega innovators. What may well happen is that the manufacturers themselves start to become because the tools have become so powerful that they become the mega. If you actually take a deep dive into a lot of really innovative manufacturing companies, it's the machines that they built to make the product. It's the processes they use to make the product. That's where some of the real breakthroughs happen. That doesn't come from outside. Now, sometimes suppliers can provide some of that equipment. So maybe this is just an amplifier for that. And the second thing is I know is coming is this massive disintermediation of manufacturing. So we already have companies where the brand owner contracts the design of the product. It contracts people to make the products. It contracts people to service the product and sell the product. So they're literally just the brand name on top of it. Now you matrix that, right? Where you have companies with very, very flexible manufacturing capacity that's additive or traditional. Who knows, right? But I think a manufacturing supply chain 10-20 years from now is going to look radically different. Fewer companies will be making stuff on their own. But the companies that are making stuff will be really applying some innovative technology to be flexible, versatile. That's never going to happen for grunt commodity stuff where the cost to produce matter; you do purpose-built. But increasingly, look at the proliferation rate on new product introductions and electronic products and so many different things in our lives, clothing, right? There are so many things that we could innovate faster if the manufacturing systems themselves could adapt faster. Maybe that's an outcome. TROND: Well, I mean, whichever of these scenarios pan out, it seems to me that at least segments of this industry, if it remains, you know if you can talk about it as one industry anymore, is going to be super exciting. So that brings me, I guess, to just my closing question. If you were to advise a young person today who is maybe thinking about college, or they're thinking about should I follow my passion, which happens to be actually going and making and building things? Or should I get a theoretical education, or is that a false choice? Where should they go today? There's this dichotomy between getting a four-year education versus just going and getting some skills like we have been talking about, so you have some inkling of where you actually need to be to understand in order to produce the innovations. RICK: I think all the above, and let me elaborate on that a little bit. When I was in university, I created my own co-ops in the summer. So I worked...I sought them out. My son's at Drexel University now, and a co-op program is an integral part of his education there. For a lot of folks, getting kids particularly exposed to co-ops and those kinds of internships give you two things. It might tell you what you don't want to do just as much as you want to do, which is I think a lot of people in their career would wish they knew that earlier. It helps you get that real-world experience and just interacting with people. So I think that aspect of in your university education doing a diverse and interesting set of co-ops would be very valuable. Having a liberal arts aspect to any technical education or focus skills education is still valid. You have to know how to read, write, speak, those kinds of things. Design is ever increasingly important. The polymath is going to be a great skill to have. Secondly, learning has never been easier. You've got so many online resources as well. If you need a technical skill, I mean, I could probably learn neurosurgery on YouTube if I really needed to if there was no other option, you know, 60% chance that patient would live. TROND: [laughs] RICK: But we have so many different resources. I'm a believer in lifelong learning. So it's not a static thing. Certainly, a highly specialized skill if you're going to be geneticists doing CRISPR whatever, you need to spend 8-10 years of true rigorous study to master a lot of that kind of stuff. Maybe not; maybe that's even getting easier. TROND: Ricky, you just brought me back to eighth grade and my one-week internship at the National Geological Lab, where I was sorting through minerals. And it's incredible how one week is etched into my mind. I don't think about it every time, and I haven't thought about it for years. But while you were just describing with seeking out these internships, you brought it all back to me. And I can almost remember how the Monday was different from the Tuesday rotation when I went through that institute. There is just no comparison to that kind of real-life experience. RICK: And the other advice that I give any person is versatile set of skills. Do a sales role sometime in your life. You might hate it, you might despise it, but you're going to learn what the salespeople in your company go through. You might love it, and it becomes a career. Communications, what your marketing folks have. Having a diverse set of skills and getting exposure...maybe it happened accidentally for me. Those were the opportunities that presented themselves, but I think having that diverse skill set and toolbox is extremely valuable, particularly if you want to start a company. TROND: Rick, I thank you so much. We have gone way over what I had promised and even my promise to our listeners to be very succinct. But this has been, for me, at least a fascinating roller coaster through your career and throughout manufacturing, both history and future. I thank you very, very much. RICK: My pleasure. TROND: You have just listened to Episode 10 of The Augmented Podcast with host Trond Arne Undheim. And the topic was A Brief History of Manufacturing Software. Our guest was Rick Bullotta, Partner at TwinThread and Co-Founder of ThingWorx. In this conversation, we talk about how Rick has shaped manufacturing software history and the lessons learned from being an early employee at Wonderware, the famous precursor to manufacturing automation, back in 1993, a company first sold to British engineering giant Siebe in 1998, which merged with BTR to form Invensys, which in turn merged with French multinational Schneider Electric and later the CTO. Rick Bullotta was also the Co-Founder of Lighthammer Software, which was later acquired by SAP. Then in 2009, founding ThingWorx, the first complete end-to-end technology platform designed for the industrial internet of things, which was acquired by PTC in 2003. We also touch on his current advice to founders in the industrial space, his board role at Tulip, and what he sees lie ahead for the industry. My take is that Wonderware, Lighthammer, and ThingWorx are prominent parts of manufacturing software history, and there's a chance that the 4th company he now is involved with, Tulip, also will be. I do things with things is Rick Bullotta's motto. The things he does, he does them well, and it is an internet of things, more than anything else. I, for one, am eagerly listening to what he predicts will happen next. Thanks for listening. If you liked the show, subscribe at Augmentedpodcast.co or in your preferred podcast player, and rate us with five stars. If you liked this episode, you might also like Episode 4: A Renaissance of Manufacturing or Episode 5: Plug-and-Play Industrial Tech. Augmented- the industry 4.0 podcast. Special Guest: Rick Bullota.

Die Indie-Szene von Los Angeles vereint die Sonne im Gesicht mit dem coolen Unterton der Grossstat. Momma nehmen uns unangestrengt mit auf Highways, an die Bar und in die Wellen, daran ändert auch der kürzliche Umzug nach Brooklyn nichts. Mit dem 3. Album «Household Name» schlägt das Duo ein.

Willkommen zum „Ladyboss Lifestyle“ Podcast Gemeinsam entdecken wir den Ladyboss in DIR. Wohl fühlen. Mit deinem Körper. Mit deinem Umfeld. Mit deiner Karriere. Als Frau. Als Mutter. Wir sind nicht da, um still zu stehen. Wenn du morgen nicht besser bist als heute. Wofür brauchst du dann morgen? Völlig fasziniert hat mich diese TV Show. Ein Milliardär dem alles genommen wird. Kontakte, Name, Geld - alles was ihm bleibt sind 100 Dollar, ein altes Auto und die Aufgabe in 90 Tagen eine Million Dollar Firma aufzubauen. Die Kameras verfolgen ihn und wenn er verliert, weil er es nicht schafft kostet es ihm 1 Million. So sieht die Wette aus. Einfach wunderbar zu beobachten, wie Erfolg entsteht. Geniale Learings für deinen Erfolg im Business, Sales und Marketing. Glaub mir, diese Inputs umgesetzt bringen dich voran und erhöhen deine Umsätze. Nutze es für dich und gehen wir damit aufs nächste Level. Viel Spaß ————— Ich würde mich freuen, wenn du dich privat mit mir verbindest. Besonders freue ich mich über dein persönliches Feedback. Schick mir gerne eine Nachricht. Instagram: https://www.instagram.com/stefaniekogler86 Facebook: https://www.facebook.com/stefanie.michl YouTube: www.stefaniekogler.at „Bist du ein YOUREV LADYBOSS?“ www.yourev.at/home TESTE UNSER YOUREV LADYBOSS TEAM GRATIS: Kostenfreier Schnupperkurs in meine Beauty und Social Media Welt: https://yourev.at/register Instagram: https://www.instagram.com/yourevbeauty/ Facebook: https://www.facebook.com/YourevolutionBeauty/ YouTube: https://www.youtube.com/channel/UCDRiyinxK59f-04RpUyXSPQ

Vielen Bewerbern ist es unangenehm, ein Jobangebot von ihrer Seite abzusagen. Trotzdem kommt es in der Karriere häufig zu dieser Situation. Eine Absage muss nicht immer negative Folgen haben, man kann durch eine professionelle Absage sogar einen guten Eindruck hinterlassen. Was die absoluten No Go's beim Absagen sind und wie du richtig Absagen kannst, das zeige ich dir in dieser Episode.  Am Ende gebe ich dir noch Tipps, wie du dabei sogar noch einen richtig guten Eindruck hinterlassen kannst!   

Saleem H. Ali was born in New Bedford, Massachusetts but grew up in Lahore, Pakistan until his college years, receiving his Bachelor's degree in Chemistry from Tufts University, and his Masters and Ph.D. degrees in environmental policy and planning at Yale and MIT, respectively. He currently holds the Blue and Gold Distinguished Professorship in Geography and Spatial Sciences at the University of Delaware(USA) and is Honorary Professor at the University of Queensland (Australia). Dr. Ali's laurels include being a National Geographic Explorer (having travelled for research to over 150 countries); being chosen as a Young Global Leader by the World Economic Forum and serving on the seven-member science panel of the Global Environment Facility (the world's largest multilateral trust fund for the environment held in trusteeship by the World Bank). His earlier books include Treasures of the Earth: Need Greed and a Sustainable Future which was hailed by Nobel laureate Muhammad Yunus as providing "welcome linkage between environmental behavior and poverty alleviation." Professor Ali was profiled in Forbes as "The Alchemist" and Bookseller called his earlier work "a pioneeringexploration of human wants and needs and the natural resources we consume." He is a Fellow of the Royal Society of Art sand the Royal Geographical Society in the United Kingdom and also serves on the boards of Adventure Scientists and Mediators Beyond Borders International. Along with his wife Maria and sons Shahmir and Shahroze, the family are citizens of Australia, Pakistan and the United States. Sign up for 10% off of Shrink Rap Radio CE credits at the Zur Institute

In unserem Interview-Podcast ist diesmal Seriengründer Thomas Bachem, derzeit Kanzler der Berliner Code University, zu Gast. Mit der Berliner Hochschule bildet er quasi den Gründer:innen- und Programmier-Nachwuchs aus. Unser Sponsor Die heutige Ausgabe wird präsentiert von Packiro. Alle Gründerinnen und Gründer, die Verpackungen für ihre Produkte benötigen, sollten nun ganz genau zu hören! Über Packiro könnt ihr unkompliziert individuelle und nachhaltige Verpackungen bestellen. Der Wow-Effekt dabei: Stand- und Blockbodenbeutel werden bei Packiro vollflächig individuell bedruckt. Ideal für Startups: Kleine Auflagen ab 500 Stück sind möglich, die Lieferung ist schnell, die Prozesse sind digital. Zudem könnt ihr ein kostenloses Musterpaket bestellen. Wenn ihr Packiro jetzt ausprobieren möchtet, haben wir ein ganz besonderes Angebot für euch: Mit dem Rabattcode STARTUPS30 bekommen alle Erstbesteller bis zu 30. September 2022 30 % Rabattt (für jeweils bis 20.000 Verpackungen). Nutzt diese Chance! Mehr unter: www.packiro.com/startups-podcast Vor dem Mikro Alexander Hüsing, deutsche-startups.de - www.linkedin.com/in/alexander-huesing/ & www.twitter.com/azrael74 Hintergrund Der deutsche-startups.de-Podcast besteht aus den Formaten #Insider, #News, #StartupRadar und #Interview. Mehr unter: www.deutsche-startups.de/tag/Podcast/ Anregungen bitte an podcast@deutsche-startups.de. Unseren anonymen Briefkasten findet ihr hier: www.deutsche-startups.de/stille-post/

Aakash Dave is the creator and Chief of Colab, an online program accelerator for higher education. He also founded a collaborative video sharing platform, Spotmi with over 10k members vibing on the platform. Aakash has been interested in collaborative education since a very early age; His first company adxworld.com was launched fostering connections and shared educational material between his dorm mates. Recently the University of California, Extension also covered his story on their page. He's always on his toes to help out, don't hesitate to reach out to him for anything. He says hi to ya'll :) ColabCon ColabCon is a 3-Day event on college, career, and programs held on July 29-31, 2022. You'll be meeting people and professionals from MIT, Yale, Stanford and top-tier universities, learn secrets for maximizing your chances to be accepted, talking to college YouTubers, having QnAs, working on Hackathons, meeting startup founders to explore various internship opportunities, and everything above and beyond. This is the event where you actually walk away with a lot more than just meeting people. You'll now have a community of exceptional professionals actually having your back for your career success. Reserve your seats now and get $20 off : www.letscolab.online/con The Disrupt Education Podcast is a proud member of The EdUp Experience Podcast Network #rebelteachernetwork Check out our sponsors below spikeview You are more than a grade and test score. Colleges, internships, jobs, any opportunity needs to see that! Head to www.spikeview.com and build your portfolio for FREE and start heading towards your dreams today! Chase Freedom Credit Card Sign up for a Chase Freedom card today! Earn $200 cash back with Chase Freedom Unlimited or Chase Freedom Flex credit card. I can be rewarded, learn more. https://www.referyourchasecard.com/18a/JH34EQVVJ7 --- Support this podcast: https://anchor.fm/disrupt-educ/support